The attitudinal and behavioral impact of brand-centered human resource management

Abstract

PurposeThe purpose of this paper is to investigate the effects of brand-centered human resource management (HRM) on employees’ person–brand fit, brand commitment (BC) and brand citizenship behavior (BCB). In addition, the paper tests effects of BCB on customer satisfaction and citizenship behavior.Design/methodology/approachData were collected from managers, front-line employees and customers of 22 international tourist hotels in Taiwan. Hierarchical linear modeling was used to investigate relationships between variables.FindingsMultilevel results reveal positive connections between brand-centered HRM and BCB, mediated by person–brand fit and BC. Positive relationships were also found between BC and BCB, person–brand fit and BCB; BCB and customer satisfaction; and between customer satisfaction and customer citizenship behavior.Research limitations/implicationsWhen employees’ personal values are consistent with brand values, employees will feel a closer connection to the brand and be more willing to dedicate themselves to brand-related activity. The model developed here can be tested in different cultures to ascertain the generalizability of the findings to Western contexts.Practical implicationsSupport is provided for the positive effects of brand-centered HRM when employees internalize brand values as their own personal values. Hotel managers should ensure that employees are highly committed to the brand values and willing to deliver services to customers accordingly.Originality/valueThe paper provides measurement developments for person–brand fit and BC and deeper understanding of how brand-centered HRM can lead to positive changes in customer behavior.