Motivational drivers that fuel employees to champion the hospitality brand

Xiong, Lina; King, Ceridwyn

doi:10.1016/j.ijhm.2014.10.009

Cited by 73 publications

(56 citation statements)

References 87 publications

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“…Unless front-line employees are aware of the values of the company's brand, they will be unable to enact the brand promise through providing specific and appropriate customer experiences (Xiong and King, 2015). Employees need to first internalize and identify with the values of the brand before 14 they can offer service to customers that will meet, if not exceed, the customer expectations the company has built through their brand promises (Punjaisri et al, 2009).…”

Section: H8: the Higher The E-j Fit The Higher The Front-line Employementioning

confidence: 99%

Internal market orientation determinants of employee brand enactment

Boukis

Gounaris

Lings

2017

JSM

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Purpose This study aims to explore how the adoption of internal market orientation (IMO) can enhance front-line employee brand enactment within an interpersonal service setting. Insights from equity theory and the person – environment paradigm are drawn upon to develop a theoretical model describing the impact of IMO on employee – organization fit, employee – supervisor fit and employee – job fit and the consequences of IMO on employee brand knowledge and brand identification. Second, the role of various types of fit and brand knowledge/identification for front-line employee brand enactment is confirmed. Design/methodology/approach This study draws from service employees in a high-contact customer setting. Findings Results uncover two mechanisms for successful internal branding: increasing employee fit with the service environment and enhancing employee brand knowledge. Practical implications The study contributes to practice in that the findings outline a realistic understanding of how managerial actions facilitate employees’ alignment with the firm’s brand promise within the realm of the broader organizational context in which service delivery takes place. Originality/value The present study contributes in the extant literature as it enables a more holistic view of the drivers of brand-congruent behaviors among front-line employees. Moreover, it has a significant contribution for future researchers as it lays the ground to further examine how employees’ perceptions of internal marketing strategies shape their fit levels with different aspects of their working environment which also affect the internal branding efforts of service organizations.

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Section: H8: the Higher The E-j Fit The Higher The Front-line Employementioning

confidence: 99%

Internal market orientation determinants of employee brand enactment

Boukis

Gounaris

Lings

2017

JSM

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“…Although Allen and Meyer (1990) acknowledge three distinct types of commitment (i.e., affective, normative, and continuance), we focus only on affective commitment, which is defined as employees' emotional attachment to the brand. Previous studies have already demonstrated the importance of the commitment in internal branding process (Xiong & King, 2015).…”

Section: Brand Commitmentmentioning

confidence: 99%

Internal branding at university: Do tenure and job security matter?

Retamosa

Campos

García

et al. 2020

6th International Conference on Higher Education Advances (HEAd'20)

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Universities, as educational service providers, must pay attention to their employees who are pivotal in delivering and communicating brand promise and service quality to the stakeholders. While branding initiatives most frequently focus on external stakeholders, internal branding efforts establish systems/processes and consequent employees’ behaviour that are consistent with external branding efforts. With a sample of 753 faculty members and researchers from a Spanish public University, the study aims to establish if employee tenure and job security have a significant relationship with employees’ brand commitment and employees’ brand supporting behaviour. An analysis of variance was carried out for testing the hypothesis. Differences were found according to tenure in employees’ brand commitment while job security did not impact significantly on employees’ brand commitment. In addition, a positive and significant relationship were found between employees’ brand supporting behaviour and tenure, but not for job security. For business practitioners, this research state that it is essential for service companies, such as universities, to use differing approaches to employees according to their organisational tenure as an important managerial implication.

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“…However, IBM or internal marketing orientation literature about employee performance is inconclusive. Employee performance has been either descried or conceptualized in several different ways, such as brand market share or sales growth (Buil et al, 2009), BCB (Burmann & Zeplin, 2005), brandcongruent behavior ((Löhndorf & Diamantopoulos, 2014) and brand performance (Xiong & King, 2015). Based on the brand management literature, employees can exhibit two types of brand-building behaviours that inform EBP, namely, in and extra-role behaviours (Burmann et al, 2008a;Liu et al, 2017;Morhart et al, 2009).…”

Section: Employee Brand Performancementioning

confidence: 99%

“…Several IBM studies have taken an organisational viewpoint (e.g., management and brand consultants' perspective), and highlighted the role of IBM in influencing EBP. The employees' perspective in developing such desired brand performance has not been adequately focused by academics and practitioners alike Xiong et al, 2015;Xiong & King, 2020). Likewise, most companies focus and perspective on IBM is limited to only frontline employees (Saleem & Iglesias, 2016).…”

Section: Employee Brand Performancementioning

confidence: 99%

“…Employee AC enables them to behave like brand champions, where they are emotionally committed to 'living the brand' (Ind, 2004), as they understand correctly what is expected of them and deliver on their higher role expectations according to enacted service brand standards. However, instilling affective commitment among service personnel is still a challenging task for many service businesses and other companies in different industries/sectors, and hence, difficult to achieve successfully (Burmann, Zeplin, & Riley, 2009;Muhammad et al, 2019;Xiong & King, 2015).…”

Section: Introductionmentioning

confidence: 99%

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Understanding employee brand trust and internal Brand Communications & Training (BCT) effects on employee brand performance: a study of the banking industry

Shoaib¹,

Salleh²,

Yusr³

2020

IJFAM

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The present study aims to examine the impact of key internal branding practices on affective brand commitment (AC) and employee brand performance (EBP) in the financial services industry. Also assessed was the mediating role of AC in the relationship of brand trust, brand communication and training (BCT), and EBP. Research Methodology: A quantitative survey tool was employed to gather data from 426 respondents from public-sector banks in Pakistan. The sampling methods used were a combination of proportionate random and convenience sampling techniques. The partial least squares-structural equation modelling (PLS-SEM) was used to analyze and interpret the data. Results: Findings indicate that the relationship of brand trust, BCT and EBP was mediated by AC. Brand trust and BCT results in higher levels of bank staff's AC; this employee affective attachment to the bank brand drive them to engage in brand supporting behaviors, which in turn, foster employee brand performance. Limitations: This study is limited by scope as only public sector banks were studied, which may not be sufficient to make an inference. Contribution: BCT and trust are critical drivers fostering EBP and brand success; however, AC in the relation ensures EBP remains either the same or higher in the long run. Hence, banking, and other service firms should focus on improving EBP to develop a strong and successful corporate brand.

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Motivational drivers that fuel employees to champion the hospitality brand

Cited by 73 publications

References 87 publications

Internal market orientation determinants of employee brand enactment

Internal market orientation determinants of employee brand enactment

Internal branding at university: Do tenure and job security matter?

Understanding employee brand trust and internal Brand Communications & Training (BCT) effects on employee brand performance: a study of the banking industry

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