Within the strong competitive world of organizations, the provision of exceptional customer experience is the key driver of performance. In this context, many organizations invest in their brands and, try to create a positive image of them, not only in the minds of their external customers, but also in those of their employees, because they are conceptualized as internal customers. Effective involvement of the human resources function for helping them to internalize the brand identity in their work behaviors has been an emerging area of study over the last decade. This has brought forward the notion of internal branding-a strategy through which organizations encourage all their employees to become involved in the nurturing of a brand through their engagement. Meanwhile, the organizational workforce is dynamic and constantly changing owing to a younger cohort entering the workplace. This renewal in the workforce demographics has led to differences in their characteristics and work orientations and consequently, has changed the rules of engagement. This paper outlines some emerging evidence about the HR-internal branding relationship. It brings together diverse sources of literature from organizational and generational studies to illustrate the characteristics and work orientations of the Millennials and the potential challenges posed by this generation. This article also provides the readers with specific recommendations for developing new practices and policies designed to attract, develop and retain this cohort so that it contributes internally to strong brand engagement.

This article examines the competency approach to human resources management (HRM) in organizations through a review of literature and theories on the competency perspective. Building on previous theory and some empirical evidence, a new competency framework is developed. The main purpose of the article is to examine the effectiveness of the competency approach as a human resources strategy for promoting expected roles, skills, and behaviors in organizations. The article also examines potential challenges to implementing a competency approach to HRM in a special cultural context. This is provided by a case study in a multinational, fast-moving, consumer goods company in Turkey. One of the findings of the study is that there are challenges to implementing the competency approach due to the cultural differences between home and host countries. If properly designed, however, the competency approach can enhance selection, development, promotion, and reward processes to meet both individual and organizational needs.

This study is an effort to examine an association between Internal Branding (IB) and Organizational Citizenship Behavior (OCB) with the mediator role of a Person-Organization fit (P-O fit). The main goal is to integrate internal branding and organizational citizenship behavior and reveal the potential relationships between the two constructs. A survey questionnaire form was used to collect data and 349 employees, who currently work in an organization, participated in the study. The findings showed that there is a significant association between internal branding and organizational citizenship behavior. On the other hand, it was found that person-organization fit does not mediate the relationship between internal branding and citizenship behaviour.

Jel Classification: M0, M1ABSTRACT Over recent decades, there has been an important stream of research that has examined the human resources management (HRM) and organizational effectiveness relationship. However, few of these studies have paid attention to developing perspectives regarding effective HRM implementation. Such implementation is a process that is not only executed by HR managers, for it is also the responsibility of line managers and other employees of the organization. Increasingly, the responsibilities of HRM are being passed on to line managers, who have thus become more involved in dealing with their employees' HRM issues. This study is aimed at investigating the factors that can influence the degree to which effective HR practices are implemented, going further than previous theoretical studies by proposing a conceptual model of HR implementation effectiveness. We incorporate the social context theory and AMO theory into the model. Social context factors of organizational culture, organizational climate, and political considerations as features of the work environment and top management's HR support as a higher-order social context dimension are proposed as drivers for effective implementation of HR systems and practices. The model also considers abilitymotivation-opportunity factors as one set of variables that mediates the relationship between social context variables and line managers' HR implementation effectiveness. This study tries to step into an area of study which has not been comprehensively explored by the scholars. It involves putting forward a model of HR implementation effectiveness by considering the role of line managers and a set of propositions for testing in field. The propositions developed in the model provide guidelines for further study in the focal HRM topic that we believe will generate beneficial findings for both practitioners and academics.

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