Examining the effect of internal branding on employee performance: Job satisfaction and employee engagement as mediation variables

The role of resources is very vital, especially during a pandemic like this. Human resources are reliable and ready to answer challenges and ready to provide services. With a situation like this, it is possible for the organization to change its strategy to survive. For this reason, human resources are needed, who have high performance to realize the goals of the organization. The aim of our research is to find out the effect of internal branding on employee performance with employee engagement and job satisfaction as a mediating variable. The population in this study were all lecturers at AMIKOM University Yogyakarta. Sample collection was done randomly. The sample was collected using a google form, and the data collected were 119 respondents. Data analysis in this study used the PLS-SEM method. The results of this study prove that the internal branding variable has a positive effect on employee engagement. Internal branding also has a positive effect on job satisfaction. Employee engagement has a positive effect on employee performance. Job satisfaction has a positive effect on employee performance. As a mediator, employee engagement also has a positive effect on the pattern of internal branding relationships and employee performance. Likewise, job satisfaction also has a positive effect on the relationship between internal branding and employee performance.

Exploring the Nexus Between Internal Branding and Front-line Employees Performance in Indian Public Sector Banks: Serial Mediation Approach

This research investigates the underpinning mechanism stating how internal branding influences front-line employee performance. Specifically, it investigates the mediation and serial mediation effects of work engagement and job satisfaction between internal branding and organizational citizenship behaviours towards customers (OCBC) from 623 front-line employees within public sector banks of India. Results indicate that work engagement and job satisfaction fully and serially mediate between internal branding and OCBC. Job satisfaction only fully mediates the link between internal branding and OCBC. The research provides valuable insights to academicians and bank managers to adopt internal branding and leverage OCBC through work engagement and job satisfaction.

Figures in the carpet of branding

PurposeMany have noted the role of metaphor in branding understanding. More than mere decorative frills, tropes play a fundamental, foundational part in the process. The purpose of this comment is to consider some of the branding's core conceits and classifies them for scholarly convenience.Design/methodology/approachMetaphors, first and foremost, are figures of speech not analytical tools or techniques. Accordingly, the commentary adopts an appropriate literary approach to its subject matter. Reflective for the most part, it seeks to deconstruct and reconstruct simultaneously. Suggestion not stipulation is the aim.FindingsAfter scrutinising branding's figurative landscape, then focussing on several promising analogies, the commentary concludes with a cautionary note concerning internal branding. Metaphor is not all fun and games, nor the be all and end all of branding understanding.Originality/valueServices marketing possesses two powerful and deeply entrenched tropes – relationships and dramaturgy. Although this comment touches on both, particularly the former, it points out the plethora of figurative possibilities, some fresh, others familiar, that are available to brand managers and researchers both.

Internal branding, employees' brand commitment and moderation role of transformational leadership: an empirical study in Indian telecommunication context

PurposeThe purpose of this paper is to examine the relationship between internal branding (IB) and employees' brand commitment and analyze how transformational leadership (TFL) moderates this relationship.Design/methodology/approachData were collected through structured questionnaires from 394 employees in Indian telecommunication sector. The hypotheses and conceptual model were tested by structural equation modeling (SEM), using Statistical Package for Social Sciences (SPSS) and Analysis of Moment Structures (AMOS).FindingsThe results suggest that employees' brand commitment is higher when organizations implement IB supported by transformational leaders. Results also indicate that impact of IB on affective commitment (AC) and normative commitment (NC) is greater than its impact on continuance commitment (CC).Research limitations/implicationsConsistent with the brand commitment dimensions, the findings present an empirically tested comprehensive and integrative model of IB moderated by TFL. This study provides scholars a deeper understanding of relationship among IB, employee's commitment and TFL. Though multicollinearity is addressed, presence of cross-sectional data is a limitation in the study.Practical implicationsThe study would help practicing managers to gain a new perspective to manage their internal brand mechanisms through TFL style by stimulating change among employees and create emotionally committed brand advocates.Originality/valueThis paper suggests an empirically validated framework of IB tested for moderation effect by TFL. It adds value to literature by reinforcing the effect of IB employees' AC and NC, especially among customer contact employees who represent brand during customer service delivery in telecommunication sector.

Internal employer branding as a way to improve employee engagement

In the turbulent environment of modern business, attracting and retaining valuable human resources have become one of the main means of competitive edge. The satisfaction of current employees and talent retention are essential elements of organizational success. Against this background, this study aims to examine whether the process approach to internal employer branding, including internal branding activities (IBA) and conducting intra-organizational research (CIR), allows for the improvement of the current employee involvement. The study used the method of regression analysis. In addition, a survey was used as to collect necessary data. The sample included 120 personnel, selected by a convenience sampling method. In the light of the conducted analysis, it was confirmed that CIR significantly increases the employee value proposition (EVP). Likewise, IBA directed at current employees has a significant impact on EVP shaping. In this context, assuming EVP as a measure of employee involvement, it has been shown that the adoption of a process approach to employer branding can lead to the improvement of the current employee commitment and productivity. Thus, employer branding seen as a process in line with the human resource management and corporate strategy can contribute to building a competitive advantage.

On the role of internal stakeholders in place branding

Purpose Although place branding (PB) has been researched and practised for several years, the number of studies examining the role of internal stakeholders is still limited. The purpose of this paper is to identify the internal stakeholders associated with PB and particularly, the roles they play in such a process. Design/methodology/approach Through a systematic literature review in four major global databases, 55 qualified research studies on PB were identified and thoroughly reviewed. Selected studies were examined, analysed and classified according to five categories: bibliographic data, methodologies adopted, conceptual frameworks, empirical foundation and stakeholders’ relevance. Findings This study shows no existing consensus over the type/role of internal stakeholders in PB research. The findings indicate different methodologies, conceptual frameworks and branding approaches, as well as various empirical foundations in the reviewed studies. The results highlight the significance of internal stakeholders’ influence over PB and their roles in the process. The findings also underline the need for strategies that prioritise stakeholders’ social interactions, collective experiences and affective engagement to develop an inclusive place brand. Practical implications This study provides an alternative perspective that underlines the development of inclusive PB frameworks by providing stakeholders with motivational and emotional incentives, capturing their creativity and imagination and encouraging them to participate in the process. Such frameworks entail a transdisciplinary approach to PB as a dynamic process that depends on all internal stakeholders’ active engagement. Originality/value This review offers an in-depth perspective on relevant internal stakeholders and their roles in PB. The study further scrutinises the three most related research topics on internal stakeholders, including co-creation, internal branding and participatory PB.

Are we one, or are we many? Diversity in organizational identities versus corporate identities

Purpose The implications of multiple organizational identities for branding research have been scarcely considered. This paper aims to explore what sources of identity internal stakeholders use to construct organizational identities and corporate identities, and identify how diversity emerges in the perceived identities across various stakeholders. Design/methodology/approach The empirical study includes 59 in-depth interviews with internal stakeholders in a business-to-business service company. Findings Employees may perceive identity diversity as a strategic benefit for the company, and employees may not identify with a uniform corporate identity. The corporate identity could become more identifiable for employees through managerial recognition of different dimensions of identity diversity, such as multiple professional and locational identities. Originality/value The study bridges insights between organizational identity and corporate identity and problematizes identity coherence and consistency as strategic principles for corporate branding by proposing an alternative approach guided by identity diversity. Additionally, the study discusses identity diversity-based approaches to internal branding and co-creation in branding.