Signalling the corporate brand promise to front-line employees: The role of learning and development in internal branding

Garavan, Thomas N.; Koukpaki, Adebayo Serge Francois; Darcy, Colette; O’Brien, Fergal; Oyedijo, Adegboyega; Adams, Kweku

doi:10.1016/j.tourman.2022.104558

Cited by 8 publications

(5 citation statements)

References 63 publications

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“…These include the credibility of the HR function and organisation as a source of signals, the issues that arise from using different and potentially conflicting signals, employee asymmetries in knowledge of GHRM practices, the intensity and persistence of GHRM practices signalling and characteristics of employers in both attending to and interpreting signals (Garavan et al. 2022). We found that RMA did not act as a mediator in explaining the link between GRP and VGWB.…”

Section: Discussionmentioning

confidence: 99%

“…Research highlights the value of signalling theory in helping explain how employees perceive HRM practices (Alfes, Veld and F€ urstenberg 2021). Recent research highlighting the role of signalling theory focuses on the use of learning and development practices to signal the corporate brand to employees (Garavan et al 2022). We utilise a two-wave study design to investigate our research questions gathering data from employees within Chinese manufacturing firms who are committed to and implement environmental management systems.…”

Section: Introductionmentioning

confidence: 99%

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Employee perceptions of individual green HRM practices and voluntary green work behaviour: a signalling theory perspective

Garavan

Ullah

O’Brien

et al. 2022

Asia Pac J Human Res

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Green human resource management (GHRM) practices increasingly receive attention by both HRM scholars and practitioners. Research on these practices has emphasised systems rather than individual HR practices and HR managers' perceptions rather than employees' perceptions of these practices. In addition, little attention has been paid to the mediating mechanisms that link employee perceptions of GHRM practices to voluntary green work behaviour (VGWB) outcomes. This study addresses these research gaps by investigating the impact of employee perception of four individual GHRM practicesrecruitment, selection, performance management and compensation and their impact on employee VGWB in Chinese manufacturing firms. We also investigate the mediating role of reflective moral attentiveness (RMA). Applying signalling theory and drawing on data collected from 300 employees in 50 manufacturing organisations, we found a direct relationship between all four individual GHRM practices and VGWB. We also found that RMA partially mediated the relationship between selection, performance management and compensation practices (but not recruitment) and VGWB. We discuss the theoretical and practical implications of our study findings.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Employee perceptions of individual green HRM practices and voluntary green work behaviour: a signalling theory perspective

Garavan

Ullah

O’Brien

et al. 2022

Asia Pac J Human Res

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“…This will form a learning and development strategy that sets out the “workforce capabilities, skills and competencies the organisation needs, and how they can be developed to ensure a sustainable, successful organisation” (CIPD, 2022; Alagaraja and Egan, 2013). While normative models indicate that strategizing and environmental scanning are important components of L&D in organisations, the reality appears to differ significantly (Garavan et al ., 2022). L&D typically has a very narrow remit when it comes to interfacing with the external environment, and its role is characterised as passive, reactive and after the fact.…”

Section: Conceptualising Vuca and Its Implications For The Learning A...mentioning

confidence: 99%

Learning and development in highly dynamic VUCA contexts: a new framework for the L&D function

Garavan,

Darcy,

Bierema

2024

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PurposeThis article introduces the special issue of Learning and Development in Highly-Dynamic VUCA Contexts. The issue reviews the concept of VUCA (volatility, uncertainty, complexity and ambiguity), highlights its implications for the learning and development function and argues that learning and development play a critical role in helping organisations, people and the societal context in which they operate to work within and navigate VUCA contexts.Design/methodology/approachThe contributions to this special issue propose a novel learning and development framework that will inform L&D as the provision of training, learning and development activities in organisations within highly dynamic VUCA contexts and ensuring a strong external focus including organisational, people, community, economic and societal sustainability.FindingsWe, the authors, propose seven features of a strategic sustainability L&D function and L&D professional role that are a fit with highly dynamic VUCA contexts.Practical implicationsThe proposed framework has important implications for the way in which L&D is structured, its key priorities and plans and the competencies of L&D professionals to add value to all stakeholders. We also emphasise that the work on the L&D function in highly dynamic VUCA contexts needs to be broader and move beyond a performance orientation.Originality/valueThe proposed strategic sustainability role for the L&D function expands theoretically our understanding of how L&D can have impacts at the nexus of the organisation and highly dynamic VUCA contexts, in addition to broadening the constellation of stakeholders that it potentially enhances.

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“…Because hospitality firms strive to create differentiated customer experiences through comprehensive training (Hurrell & Scholarios, 2014;Garavan et al, 2022), internal branding research has focused historically on the hospitality industry (Punjaisri & Wilson, 2011;Terglav et al, 2016;Zhang & Xu, 2021;Qureshi et al, 2022). However, the fundamental constructs have been studied in other service industries, including airlines (Vatankhah & Darvishi, 2018;Murillo, 2022), financial services (Garas et al, 2018;Taku et al, 2022), universities (Clark et al, 2020;Murillo & Atristain-Suárez, 2023), healthcare (Huang & Lai, 2018), ride-sharing platforms (Murillo & Terán-Bustamente, 2020); retail (Murillo, 2020;Porricelli et al, 2014), and public sector organizations (Leijerholt et al, 2022).…”

Section: Internal Brandingmentioning

confidence: 99%

“…Hospitality organizations are well aware of the importance of creating a differentiated (i.e., branded) customer experience in order to achieve a competitive position and the critical role employees play in that endeavor (Hurrell & Scholarios, 2014;Garavan et al, 2022;King & Murillo, 2022;Qureshi et al, 2022).…”

Section: Introductionmentioning

confidence: 99%

Internal Branding Processes in a Fashion Organization: Turning Employees into Brand Ambassadors

Murillo,

Sádaba,

Mir-Bernal

et al. 2024

myn

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This research aims to empirically examine the internal branding processes implemented by a global sports fashion firm to turn all employees into competent brand ambassadors. Brand-oriented training was hypothesized as an antecedent of salesperson brand identification and brand commitment, which drive brand-aligned behavior, the critical trait of employee brand ambassadors. These hypotheses were tested by surveying 141 corporate and retail employees of a global sportswear fashion brand's regional operations in Mexico. The principal conclusion is that brand-oriented training proves a significant driver of salesperson brand identification. Furthermore, brand identification drives brand commitment and brand-aligned behavior among all company employees, not just salespersons

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Signalling the corporate brand promise to front-line employees: The role of learning and development in internal branding

Cited by 8 publications

References 63 publications

Employee perceptions of individual green HRM practices and voluntary green work behaviour: a signalling theory perspective

Employee perceptions of individual green HRM practices and voluntary green work behaviour: a signalling theory perspective

Learning and development in highly dynamic VUCA contexts: a new framework for the L&D function

Internal Branding Processes in a Fashion Organization: Turning Employees into Brand Ambassadors

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