Customer-based brand equity and human resource management image

Abstract

Purpose The purpose of this study is to investigate the relationship between an organization’s human resource management (HRM) image and its customer-based brand equity. Research into HRM in relation to branding has mostly dealt with how to attract and maintain employees through employer branding. The present study attempts to link HRM directly to marketing and branding aimed at customers as an altruistic dimension of the brand image and as something that applies to customers’ sociological needs. Design/methodology/approach The study is based on a survey of Swedish customers in two different retail categories: groceries and home decoration. Findings The results show that HRM image is distinct from a more traditional service image and that there is a significant relationship between favourable customer perceptions of an organization’s HRM and customers’ willingness to buy and pay a premium for products provided by the retail chain. This finding leads to the conclusion that HRM is not only relevant for employer branding, internal branding and operations management but also plays a significant role in building customer-based brand equity. The results show that further integration of HRM and brand management is needed, both in theory and practice. Originality/value This study takes a holistic approach to marketing and is one of the first attempts to incorporate HRM and employer branding into the customer-based brand equity framework. Implications for future research, retailing and other businesses are discussed in the conclusion.

Employees’ Perception of CSR Affecting Employer Brand, Brand Image, and Corporate Reputation

“…Furthermore, CSR provides firms with improved corporate appeal, social status, and external prestige (Hameed et al, 2016). It has been suggested that CSR positively affects employee performance and perception of work experiences (Clark et al, 2017;Mory et al, 2015), and further, that inconsistent CSR strategies have negative effects on employees (Anselmsson et al, 2016;Fassin & Buelens, 2011;Scheidler et al, 2018).…”

The role of internal branding in managing sustainable brand transformation

“…To do so, they should first accelerate the implementation of an IB process. The literature identifies that IB is a cross-functional process that involves simultaneous efforts from brand-based HR departments, communication, and marketing (Anselmsson et al, 2016; Punjaisri and Wilson, 2011). We suggest that the CSR department integrate this process by contributing to accelerate it.…”

Rôle du branding interne dans la transformation sociétale de la marque

“…Nous recommandons, dans un premier temps, aux responsables d'accélérer la mise en oeuvre d'un processus de branding interne. Dans la littérature, le branding interne est identifié comme étant un processus transversal qui implique des efforts simultanés de la part des départements de RH, de la communication et du marketing (Anselmsson et al, 2016 ;Punjaisri et Wilson, 2011). Nous suggérons que le département RSE intègre ce processus en participant de manière active à son accélération.…”