Abstract
The purpose of this study was to understand how employee brand equity is cultivated in services. Specifically, a conceptual model, adopted from brand equity literature, was developed and tested to analyze the internal brand building process. To achieve this, a quantitative research methodology, using structural equation modeling, was used to understand the role of brand building mechanisms, namely the internal communication, external communication, and employee experience with the brand, in building employee brand equity. As a part of the service industry, data were collected from hotel employees who have direct contact with customers. The findings evidenced the distinguished role of each mechanism to build employee brand equity. That is, while internal communication enhances brand knowledge and role clarity, external communication and employee experience with the brand positively affect the brand commitment of employees. Therefore, as being the first study adopting customer service brand equity to employee context, this research confirmed the effect of brand building mechanisms on employee brand equity. In addition, the study proposes practical implications for organizations to design a balanced branding approach both internally and externally through the means of communication.
Highlights
Brands represent a sum of functional and emotional attributes
Even the proposed framework is developed for the customer perspective; this paper argues that it could be applicable to employee brand equity for two reasons
Despite the increased attention of academicians to extend brand equity concept to employees, there appears to be a lack of empirical studies to understand how employee brand equity is cultivated
Summary
Brands represent a sum of functional and emotional attributes. In other words, a brand combines functional and emotional values to deliver a promise about the brand experience (De Chernatony andSegal-Horn 2001). Brands represent a sum of functional and emotional attributes. A brand combines functional and emotional values to deliver a promise about the brand experience The success of a brand depends on how well the brand delivers its values as promised. The delivery of brand values is more challenging for services. Services usually represent performances or experiences, which are difficult to evaluate due to the intangible nature of the offering (Zeithaml and Bitner 1996). It is difficult to achieve standardization in services because service delivery depends on the performance of the employees (Zeithaml and Bitner 1996). The consistent delivery of both functional and emotional values depends on the interaction between employees and consumers (De Chernatony and Segal-Horn 2001)
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
