The attitudinal and behavioral impact of brand-centered human resource management: Employee and customer effects

Purpose This paper investigates the effects of brand-centered human resource management (HRM) on employees’ person-brand fit, brand commitment (BC) and brand citizenship behavior (BCB). In addition, the study tests effects of BCB on customer satisfaction and citizenship behavior. Design/methodology/approach Data were collected from managers, front-line employees and customers of 22 international tourist hotels in Taiwan. Hierarchical linear modeling was used to investigate relationships between variables. Findings Multilevel results reveal positive connections between brand-centered HRM and BCB, mediated by person-brand fit and BC. Positive relationships were also found between BC and BCB, person-brand fit and BCB; BCB and customer satisfaction, and between customer satisfaction and customer citizenship behavior. Research limitations/implications When employees’ personal values are consistent with brand values, employees will feel a closer connection to the brand and be more willing to dedicate themselves...