The impact of internal brand management on employee job satisfaction, brand commitment and intention to stay

Preez, Rose Du; Bendixen, Michael

doi:10.1108/ijbm-02-2014-0031

Cited by 88 publications

(90 citation statements)

References 39 publications

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“…Job satisfaction refers to the pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences (Bang, 2015). The organizational behavior literature is replete with both theoretical and empirical evidence that organizational commitment fully or partially mediates the relationship between job satisfaction and turnover intention (Preez and Bendixen, 2015). Turnover intention is defined as the intention of an organizational member, and if individuals are not satisfied with their jobs, they are less likely to stay with the organizations, which eventually causes a turnover (Bang, 2015).…”

Section: Intention To Staymentioning

confidence: 99%

The Impact of Knowledge Capture and Knowledge Sharing on Learning, Adaptability, Job Satisfaction and Staying Intention: A Study of the Banking Industry in Bangladesh

Zamir

2019

IJEK

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The Knowledge Management (KM) has been defined as performing activites in discovering, capturing, sharing and applying knowledge in a more effective and effieicnt way. This study looks at only two such processes namely: capruring and sharing knowledge and their sub-processes. The purpose of this study is to conduct exploratory research to investigate the extent to which the sub-processes of knowledge capture and knowledge sharing of knowledge management impact the employee learning, adaptability, Job satisfaction and intention to stay on the job. This research was conducted using a purposive sample from financial services firms in Bangladesh. The sample consisted of 254 respondents from 23 different branches of eight commercial banks drawing from all levels of employees in the organizational hierarchy. The partial least squares (PLS) approach using Smart PLS has been used to test both the measurement and structural models. The findings of this study confirm that it is not the KM processes rather the sub-processes of KM process that can positively impact on employees' outcomes. This study involved self-administrated questionnaires and was open to all levels of staff and measured perceptions of the employees as opposed to actual behavior. This study suggests that employees' learning and adaptability depend on the usability and comfortability of the knowledge management initiatives undertaken by the management. Practitioners may employ the same experimental method using the instruments developed for this study to analyze the impact of the sub-processes of knowledge capture and knowledge sharing on employee outcomes. This study contributes to the existing literature of knowledge management that how the sub-processes of knowledge capture and knowledge sharing motivate employees to learn and adapt and how learning and adaptability contribute to job satisfaction and staying intention.

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Section: Intention To Staymentioning

confidence: 99%

The Impact of Knowledge Capture and Knowledge Sharing on Learning, Adaptability, Job Satisfaction and Staying Intention: A Study of the Banking Industry in Bangladesh

Zamir

2019

IJEK

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“…Job satisfaction is an important part of the HRM context. Numerous studies have confirmed the impact of a strong brand on employee satisfaction (Bergami and Bagozzi, 2000;Dukerich et al, 2002;Ellemers et al, 2002;Helm, 2013;Priyadarshi, 2011;Du Preez and Bendixen, 2015;Smidts et al, 2001) and the impact of job satisfaction on the employer brand (Brief and Weiss, 2002;Herrbach and Mignonac, 2004;Van Katwyck et al, 2000). However, customer perceptions of employees' levels of satisfaction and the impact on customers' willingness to buy or pay extra for the brand have not yet been studied.…”

Section: Hrm and Brandingmentioning

confidence: 99%

Customer-based brand equity and human resource management image

Anselmsson

Melin

Bondesson

2016

EJM

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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.

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“…Locke and Latham (l990) also reported a positive correlation between satisfaction and commitment thus forming the basis on our next hypothesis. Du Preez and Bendixen (2015) found job satisfaction to have a dominant influence on brand commitment in the context of financial services sector. Further, Yi et al (2011) found a positive association of customer satisfaction with customer commitment using an electronic firm as the pre ferred sample.…”

Section: Customer Satisfaction and Customer Commitmentmentioning

confidence: 99%

An Empirical Investigation on E-Retailer Agility, Customer Satisfaction, Commitment and Loyalty

Roy

Raju

Мандал

2017

Business: Theory and Practice

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Abstract. Internet has changed the way retailers do their business. They have gone electronic and are now termed as eretailers. These e retailers face huge competition in securing their loyal customer base. In our study, we suggest that if eretailers provide good information and system quality to their consumers and in turn show agility to resolve their issues, eretailers may develop loyal customers. In our study, we propose a model to provide understanding of this process by studying the antecedents and consequences of eretailers' agility. Partial least squares were used for testing the proposed relationships. The empirical findings based on 222 completed responses suggest that information quality and system quality of eretailer website can be a factor in consumers perceiving eretailers to be agile. Also, this results in customer loyalty.

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The impact of internal brand management on employee job satisfaction, brand commitment and intention to stay

Cited by 88 publications

References 39 publications

The Impact of Knowledge Capture and Knowledge Sharing on Learning, Adaptability, Job Satisfaction and Staying Intention: A Study of the Banking Industry in Bangladesh

The Impact of Knowledge Capture and Knowledge Sharing on Learning, Adaptability, Job Satisfaction and Staying Intention: A Study of the Banking Industry in Bangladesh

Customer-based brand equity and human resource management image

An Empirical Investigation on E-Retailer Agility, Customer Satisfaction, Commitment and Loyalty

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