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The impact of internal brand management on employee job satisfaction, brand commitment and intention to stay
Journal: International Journal of Bank Marketing Manuscript ID: IJBM-02-2014-0031.R1
Manuscript Type: Research Paper
Keywords: Internal marketing, Internal brand management, Brand commitement, Job satisfaction, Intention to stay
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The impact of internal brand management on employee job satisfaction, brand commitment and intention to stay
Abstract Purpose
This research examines the extent to which internal brand management, a subset of internal marketing , impacts on the three dimensions of job satisfaction, brand commitment and intention to stay.
Design/methodology/approach
A financial services company in Southern Africa was selected using convenience sampling. Exploratory factor analysis (EFA) was used to identify the dimensions of Internal Brand Management, Brand Commitment, Job Satisfaction and Intention to Stay. Partial Least Squares Path Modelling (PLSPM) was used to test the model and the hypotheses. The Mann-Whitney test was used to identify any statistically significant differences between frontline staff and management/ support staff.
Findings
The exploratory factor analysis of the components of Internal Brand Management did not yield the three expected dimensions. For service staff, internal brand management significantly contributes to job satisfaction, brand commitment and intention to stay. Internal brand communication is the most important contributor to internal brand management.
Research limitations/implications
In common with others, this research uses a limited sample size in a specific geographic location. The results may differ if replicated in other geographies or organisations.
Practical implications
Executives and managers of financial service firms are advised to drive focused internal brand
management practices rather than waiting for it to become the passive consequence of human resource management.
Originality/value
Given the paucity of research into the practical application of internal brand management, the purpose of this research is to explore the impact of internal brand management on frontline employees in the financial services industry.
Keywords:
Internal Brand Management, Internal marketing, Brand commitment, Job satisfaction, Intention to stay 1
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Introduction
According to Jacobs (2003):
“Bank employees are potential walking, talking advocates for your brand. Yet, the majority of financial institutions spend little time, attention or money on internal marketing and branding.
Many don’t even teach employees what the brand means.” “When employees are brand advocates, they create brand differentiation. Companies should embrace internal branding for many reasons: It leads to increased company loyalty and job longevity; it enables employees to better serve customers because they understand the brand promise; it encourages employees who believe in the brand to work harder, and better. Employees should – and can be – your most valuable brand champions.” (p.23).
Despite this advice from the last decade, many financial institutions continue to struggle to deliver an adequate customer experience and experience high turnover among their front-line employees.
Academic researchers continue to explore ways in which leaders can encourage commitment among bank employees Wallace et al. (2013).
There is a significant body of research illustrating the importance and benefits of internal branding. In the view of Gummeson (1987), staff must be well acquainted with the “mission, goals and strategies” of an organization in order to deliver at the ‘moment of truth’ (p.24). Berry (2000) states “service providers make or break a brand ... (they) turn a marketer articulated brand into a customer-experienced brand”
(p.135). Schultz and de Chernatony (2002) contend that organizations rely on employees to deliver the brand promise. A customer’s first experience of a brand is frequently influenced by the job behavior and performance of frontline employees de Chernatony et al. (2003). de Chernatony and Cottam (2006) describe “a brand ethos” where “employee behavior is automatically based upon the brand” (p.626).
Punjaisri and Wilson (2007) write internal branding not only influences ‘on brand’ performance “but also influences attitudes employees have towards the brand which... affects employee performance” (p.57).
Morhart et al. (2009) contend that “Customers perceptions of a service brand depend highly on the behavior of frontline staff” (p.122).
de Chernatony et al. (2003) find that when developing a service brand “more work is required in terms of organizational culture and internal branding” (p.1). The authors further state that “brand building is by nature fluid, loose and emergent” (p.5). It is important for managers of service firms to actively demonstrate brand values so that frontline employees are guided and encouraged to accurately represent the brand when interacting with customers. The process by which this is achieved is termed
‘internal brand management’, a sub-set of internal marketing. Burmann and Zeplin (2005)
In sharp contrast, there is a paucity of research on the direct impact of internal brand management (IBM) on job satisfaction and its consequences. Thus, the purpose of this research is to explore the impact of IBM on employees’ brand commitment (BC), job satisfaction (JS) and their intentions to stay (IS) with the organization. The results will provide some guidance to practitioners as well as academics seeking to understand and justify the value of IBM.
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Background Theory and Development of Hypotheses
The Evolution of Internal Brand Management from Internal Marketing
When introducing the concept of internal marketing, Berry et al. (1976) emphasize “that the implication of the phrase be understood; i.e. by satisfying the needs of customer-affecting employees, the retail firm upgrades its capability for satisfying the needs of its customers” (p.8).
This dramatic statement first appeared in the 1970’s when the concept of employees as internal customers emerged. Grönroos (1984) takes the view that employees need to be both motivated and sales orientated. Critically, Grönroos (1984) seeks to influence employee customer orientation more than focusing on motivation. Rafiq and Ahmed (1993) enhance the work of Berry et al. (1976) and Grönroos (1984) by proposing that internal marketing is a “planned effort to overcome organizational resistance to change and to align, motivate and integrate employees towards the effective
implementation of corporate and functional strategies” (p.222). They realize that internal politics and resistance to change impede the implementation of internal marketing and its sub-set internal branding.
Varey (1995) notes that the concept of internal marketing/ internal branding stems largely from North American authors, with additional interest in the topic being shown by the Nordic academics and, to a lesser extent, those in the United Kingdom.
These three decades represent the key phases of thought development in Internal Marketing (IM) and Internal Brand Management (IBM). Each phase recommended implementation tools with internal market research, internal communication, training and measurement occurring in at least two of the three phases. Mahnert and Torres (2007)
According to Varey (1995) internal marketing is a “management philosophy rather than a short lived campaign” (p.41). Thomson et al. (1999) state that marketing professionals have understood the importance of emotions in the external market and need to remember that internal staff are also
“driven by the same combination of knowledge and emotions” (p.824). Berry (2000) explores this idea by stating that the “more providers internalize the concept and values of the service, the more
consistently and effectively they are likely to perform it” (p.135). In an interview with Leader to Leader magazine (“Strategic lessons” 1998), Aaker states that clear brand identity and positioning “help(s) all employees – gauge their actions in terms of a central strategy” (as cited by Berry (2000) (p.135). Berry (2000) states “nothing is more powerful than the customers’ actual experience” (p.136). Kotler (2002) boldly proclaims “internal marketing must precede external marketing - it makes no sense to promote excellent service before the company’s staff is ready to provide it” (p.22). Vallaster and de Chernatony (2006) emphasize “employees, just as consumers, want to be engaged in experiences that let them
“touch and feel” the brand.”(p.776). Fram and McCarthy (2003) remind us that employees are often consumers of their employers brand/s; either by obligation or through staff discounts. In the absence of either of these “65% of employees still buy their firm’s products three out of four times” (p.28). The authors add another dimension by reminding us that employees can influence “family, friends and neighbors” (p.28).
Punjaisri and Wilson (2007) declare “employees are aware of the importance of their behavior alignment with the brand and the consistent service delivery” (p.62). However, the authors remind us that “in order to ensure that employees can enact brand values to fulfil the brand promise, management have to put an effort into [sic] translating these values into daily activities” (p.67). They further report the need for collaboration between “marketing and HR activities... to establish and reinforce the alignment of employees’ behaviors with the brand values” (p.68). Ind (2007) suggests that it is vital to 1
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embed values through their assimilation into day-to-day behavior. Kapferer (2012) declares that employees should be given the freedom to identify misalignment between the internal and external branding messages and take remedial action; thus participating in the evolution of the brand.
IBM focuses on the internal development, strengthening and maintenance of a firm’s brand. Previous authors have presented many viewpoints; which will be explored in greater detail, however, to date no single definition of internal branding has been accepted; much less so a conclusive view as to what makes internal branding successful or indeed how to measure success. Despite the numerous iterations the intent is usually driven towards employees ‘living the brand’.
The concepts of internal marketing and internal brand management have evolved over time and are now regarded as multi-dimensional. Unfortunately, the two terms are often applied interchangeably in the literature. Furthermore, different terms have been used to describe IBM and it is useful to track these in order to understand the modern conceptualization of IBM.
Workplace marketing: Williams (1994) implores researchers and practitioners to “shake off the
shackles...and mantle of mediocrity” (p.66) to find a new way to engage with the workforce. Workplace marketing is defined as having four distinct steps: the removal of barriers between managers and staff, ownership and living of the brand, adding value out of one’s own volition, and outsmarting competitors.
Workplace marketing espouses holding both internal and external markets in the same esteem. As such, workplace marketing is seen as “an intimate encounter between old friends” (p.67). The work notes that it is not merely demotivation but also staff inability that impact wasteful marketing expenditure. This
“lack of employee competence undermines every traditional investment in customer service, satisfaction and loyalty”. (p.68). One of the challenges identified by this author is the allure of the external market whilst the internal is seen as a necessary evil; barely worth the time and effort.
Brand Reality: Johansson and Hirano (1999) focus on Japanese companies, specifically noting, in Japan, internal branding is intrinsic to the culture - where the goals of the organization and individual are synonymous. Japanese employees traditionally engage in life-long employment with a single
organization. “Brand reality is the glue that holds the wall together,” (p.97) and is difficult to replicate.
The Modern Concept of Internal Brand Management
Burmann and Zeplin (2005) developed the preceding ideas into the modern concept of IBM. The authors believe that three essential levers drive brand commitment in an organization, “brand-centered human resources (HR) activities, brand communications and brand leadership.” (p. 286).
Brand-centered human resource management ensures a personal identity - brand fit through recruitment, selection and employee promotion. This is followed by organizational socialization of employees by way of orientation, training, social functions and mentorship programs to ensure the informal transmission of brand identity (BId). The brand is reinforced among employees by generating brand awareness and understanding through internal communications (BCom). Employees are
encouraged to ‘live the brand’ by fostering brand leadership at all levels in the organization (BLead).
IBM is therefore a formative construct comprised of Brand identity (BId), Brand communication (BCom) and Brand leadership (BLead).
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Brand Commitment
Burmann et al. (2009b) define brand commitment as “the extent of psychological attachment of employees to the brand, which influences their willingness to exert extra effort towards reaching the brands goals, that is, to exert brand citizenship behavior and hence generate a new quality of brand strength.” (p.266). Burmann et al. (2009b) originally postulate three dimensions leading to brand commitment: “brand-centered human resource management, brand communication and brand
leadership measures” (p.267), viewing brand commitment as a “three-dimensional construct consisting of obedience, identification and internalization.” (p.266)
The authors posit that Brand Commitment (BC) leads to Brand Citizenship Behavior (BCB) which is believed to strengthen the overall brand. Research into brand commitment leads to a number of explications: willingness to go the extra mile, Burmann et al. (2009b), Kimpakorn and Tocquer (2009);
cognitive brand attachment, Burmann et al. (2009a), Burmann et al. (2009b), King and Grace (2010);
identification with the brand, Kimpakorn and Tocquer (2009). In addition, Chang and Chang (2009) remind scholars that “many facets of internal marketing are also consistent with factors that may influence organizational commitment” (p.94).
Tempering expectations,Vallaster and Lindgreen (2013) caution that “affective commitment remains a
‘privilege’ of top management. They share a greater knowledge and deeper emotional attachment than colleagues lower down” (p.303). They describe the “social interactions that induce brand commitment and shared brand beliefs” as being fragile.(p. 306) O'Callaghan (2013) find that research on commitment has often been externally focused “with little attention afforded to internal brand commitment.” (p.
478).
In the case of corporate brands, such as most financial service firms, brand commitment is seen as synonymous with organizational commitment. Burmann and Zeplin (2005) andKing and Grace (2012) contend that IBM creates brand commitment. King and Grace (2012) specifically state “the employee must be receptive to the organization’s efforts to develop mutually beneficial relationships” (p.472).
This results in the following hypothesis:
H1: Internal brand management (IBM) will have a positive effect on brand commitment (BC).
Job Satisfaction
The term ‘job satisfaction’ cited by Tsai et al. (2010) “is proposed by Hoppock (1935) who suggests that job satisfaction means employees’ emotions and attitude toward their jobs” (p.4119). Zeithaml et al.
(1988) find empirical evidence to suggest that the frequency, quality and accuracy of downward communication moderates employee role ambiguity and increases job satisfaction. Arnett et al. (2002) declare “both job satisfaction and pride in the organization are important antecedents of positive employee behavior” (p.94). This is congruent with the Rafiq and Ahmed (2000) model of internal marketing for services. Gounaris (2008) and Tsai et al. (2010) find internal marketing positively influences job satisfaction among hospitality industry employees in Greece and Taiwan respectively.
When the appropriate IBM is implemented, employees have greater job satisfaction, brand commitment, and a lower propensity to quit. Tsai et al. (2010). Peltier et al. (2013) find internal relationship marketing improves job satisfaction among nurses in three USA based healthcare 1
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institutions. In sharp contrast, Boyd and Sutherland (2006) find that job satisfaction is not a prerequisite to ‘living the brand’ with the authors suggesting a re-think amongst those in Human Resource
management.
Based on previous research, the balance of evidence suggests that the following hypothesis be posited:
H2: Internal brand management (IBM) will have a positive effect on job satisfaction (JS) 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, e.g. Schaubroeck et al. (1989). Firth et al. (2004) examining a retail setting find
“Intention to quit is largely influenced by job dissatisfaction, lack of commitment to the organization and feelings of stress.” (Job stressors) (p.181).
Siong et al. (2006) in testing the work of Firth et al. (2004) in a call center setting; highlight the need for managers to be cognizant of the fact that “call centers are highly stressful workplaces” leading to “a loss of commitment to the organization” (p.239).
This leads to the following hypothesis:
H3: Brand commitment (BC) mediates the relationship between job satisfaction (JS) and employees’ intention to stay (IS)
These hypotheses are illustrated in a path diagram presented in Figure 1:
Insert Figure 1 about here
Research Methodology Sampling
This research was conducted using a convenience sample. A single financial services firm operating in Southern Africa was selected. The call center executive invited all frontline employees, supervisors, managers, and support staff to participate in the survey. The 175 employees were invited to
anonymously complete a questionnaire using SurveyMonkey. All responses were returned to one of the authors for further analysis.
Instrument Development
The dimensions of internal brand marketing (IBM) were adapted from the Burmann et al. (2009a) instrument. IBM was modeled as a second order, formative construct of brand identity (BId), brand communication (BCom) and Brand leadership (BLead).
Brand commitment was adapted from the Burmann et al. (2009b), King and Grace (2010) and King and Grace (2012) instruments. Job satisfaction (JS) and intention to stay (IS) were adapted from Firth et al.
(2004) and Siong et al. (2006). Respondents were asked to rate all questions using a seven-point Likert scale. The questionnaire is presented in the Appendix.
Method of Analysis
Exploratory factor analysis (EFA) was used to identify the dimensions of IBM, BC, JS and IS. Due to the fact that the components of IBM are formative rather than reflective, structural equation modeling could not be used to test the model. Partial least squares path modeling (PLSPM) was selected to test 1
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the model as this method can deal with both formative and reflective constructs, small sample sizes and data that is not normally distributed. The Mann-Whitney test was used to identify any statistically significant differences between frontline staff and management/ support staff.
Results Sample
A total of 156 useable responses were received representing a response rate of 89%. The average age of respondents was 29.4 years, 79.9% of the respondents were female, whilst 75.6% of the sample
comprised frontline staff - the balance being supervisory or support staff.
Exploratory Factor Analysis
The 15 questions pertaining to the theoretical dimensions of IBM were subject to principal component factor analysis. Several questions failed to load uniquely or had a communality of less than 0.5 in a three factor solution. After excluding these variables, three factors emerged which are similar to, but not the same as, the theoretical components viz. internal brand communication (BInt), brand identity (BId) and external brand communication (BExt).These results are presented in Table I, in which construct validity and internal reliability are apparent. It is interesting to note that the exploratory factor analysis of the components of IBM did not yield the three expected dimensions. Brand leadership failed to emerge as a component and brand communication separated into two distinct components, viz. internal and
external communication. Internal brand communication is the strongest component of internal brand management (0.557 versus 0.350 and 0.329 for brand identity and external communication
respectively).
Insert Table I about here
The exploratory factor analysis for BC was uni-dimensional and retained all questions with high construct validity and internal reliability (Table I). In the case of JS, while two of the questions had communality slightly less than 0.5, construct validity and internal reliability are well within acceptable limits. Two items did not load onto job satisfaction, viz. job security and physical working conditions. The fact that these two aspects of extrinsic job satisfaction did not load onto job satisfaction is probably attributable to the good working and employment conditions in the organization. In the case of IS, uni- dimensionality could only be achieved by excluding one of the questions and yet again construct validity and internal reliability was achieved.
Path Model
The PLSPM model presented in Figure 1 was run using the 2014 version of the XLSTAT PLSPM software package. The PLS algorithm was used to determine the path coefficients and 1,000 bootstrap samples were used to establish the 95% confidence limits of these coefficients.
Face validity of the manifest variables is claimed by the fact that all the questions used are based on previously validated instruments. Convergent validity of the latent variables is illustrated by the factor loadings, average variance extracted and composite reliability as presented in Table I. Discriminant validity is illustrated in Table II where the average variance extracted for the latent variables exceeds the squared correlations between that latent variable and all other latent variables.
Insert Table II about here 1
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The absolute and relative goodness of fit indices for the model are 0.619 and 0.907 respectively - indicating an adequate model. The explanatory power of the model is adequate with R2 values of the latent variables JS, BC and IS being 0.367, 0.520 and 0.490 respectively. (IBM is a second order formative construct and thus has a R2 value of 1 by definition.) The path coefficients (direct effects), indirect and total effects for the model are presented in Table III and the final path model is illustrated in Figure 2.
Insert Table III and Figure 2 about here
The postulated path model is confirmed by this research and all three hypotheses are supported. It is interesting to note that BC fully mediates the relationship between JS and IS. Examining the indirect and total effects of the path model yields several interesting points:
• While the direct effect of job satisfaction and internal brand management on the brand are similar in magnitude (0.422 and 0.383 respectively), the total effect of internal brand management is larger than that of job satisfaction (0.638 versus 0.422);
• Brand commitment is the largest contributor to intention to stay (0.610) followed by internal brand management (0.465).
Difference in Latent Variable Scores
Of the 156 respondents, 118 were front-line staff (i.e. customer service agents) and 38 were support staff (supervisory staff, quality assessors, resource planners). The Mann-Whitney test was used to determine any statistically significant differences in the latent variable scores between these two groups. These are presented in Table IV.
Insert Table IV approximately here
Except for JS, and possibly BC, latent variable scores are not statistically significantly different between front-line staff and support staff. The higher JS and BC scores for support staff are probably explained by the fact that, in this organization, support staff is usually promoted through the ranks, from customer service agent to their present managerial or support position.
Conclusion
Implications for Management
King et al. (2013) find that during an economic downturn, an employee’s opportunity to leave the firm may be limited. Service industry managers face a barrage of cost saving initiatives. Key among these is the cost of staff driving the inclination to use part-time or temporary workers. According to Vallaster and Lindgreen (2013) this “reinforces the existing low-skill/ low-pay image problem and moves the delivery of internal value out of sight”, bringing into question a significant challenge faced by
management, “namely, how to make an occupation so attractive, despite its temporary or low-paying character, that an employee decides to go the extra mile.” (p. 308)
The results of this research confirm that for the financial service firm studied, internal brand management could play an important role in solving this dilemma.
Internal brand management was found to be a major contributor to job satisfaction, brand commitment and intention to stay for service staff. While brand identity and external brand communication play 1
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important roles in creating sound internal brand management, internal brand communication is the most important contributor.
A successful internal brand management program would result in front-line employees living the brand while interacting with customers. Ind (2007) states that “the best way to develop a brand that has a high degree of relevance and consistency is to ensure that the employees of an organization understand and believe in the values of the organization.” (p. 24). He goes on to say that “living the brand requires commitment and sincerity and that means it has to permeate the whole organization.”(p.105). Wallace and De Chernatony (2011) find that internal branding is often a top down approach with little, if any, inclusion of employees in the design of the process, leading to employee resistance to the message.
Internal brand management strives to deliver staff who are ‘living the brand’ values, delivering an on- brand experience; resulting in customers being well served. Greene et al. (1994) note “banks often shackle their contact employees with policy manuals or strict rules” (p.10) resulting in rigid rather than client centric service. It would be prudent for management to carefully craft the brand message for staff and to actively pursue robust internal brand management practices rather than allowing it to become the passive consequence of human resource management.
Implications for Future Research
This research was conducted in a single financial services firm in a single geographic location. In order to generalize the findings, further studies are required in different firms and different locations.
Furthermore, it would be useful to test a framework of best practices for effective internal brand management, such as those proposed by Mahnert and Torres (2007) and Ind (2007).
Furthermore, research building on that conducted by Schultz (2004), into the reasons why internal brand management fails is also warranted to better understand the processes involved.
The fact that brand leadership did not emerge as a component of internal brand management while internal and external communications separated out as independent factors is interesting. Recently Porricelli et al. (2014), conducted research in a grocery retail chain in the USA. Using the same instrument they validated the theoretical dimensions originally identified by Burmann et al. (2009a).
Future research could establish whether this result is: specific to the organization studied, typical of financial service firms or if the components of internal brand management are context specific.
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For Peer Review
Figure 1: Postulated Model
Figure 2: Path coefficients of final model
0.383 BId
0.606
BICom
BECom
IBM
BC JS
IS 0.350
0.422 0.557
0.329 0.610
0.124 BId
H3
H1
H2
BCom
BLead
IBM
BC JS
IS
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For Peer Review
Table I Measurement Model
Constructs and instrument variables SL AVE Rho
Brand Identity (BId) 0.741 0.895
The description of our brand identity is understandable 0.895 The description of our brand identity is easy to memorize 0.910 The description of our brand identity is convincing 0.772
Internal Brand Communication (BICom) 0.628 0.893
I know the origin and tradition of our brand 0.739
I feel well informed by our headquarters about our brand 0.894 I feel well informed by my direct manager about our brand 0.855
I often discuss brand issues with my colleagues 0.680
In our company there are stories/anecdotes circulating that express what our brand stands for
0.774
External Brand Communication (BECom) 0.930 0.930
When I see advertising for our brand, I am proud to be working for this brand 0.932 What I read in the news/press about our brand motivates me 0.932
Brand Commitment (BC) 0.775 0.960
I will work harder than I am expected in order to make ….. successful 0.759
I am proud to work for ….. 0.922
I feel very loyal to ….. 0.917
I talk about ….. to my friends as a great company to work for 0.899
I really care about the future of ….. 0.878
My values are similar to those of ….. 0.859
I feel like I really fit in at ….. 0.918
Job Satisfaction (JS) 0.660 0.921
I am satisfied with my fringe benefits 0.809
I am satisfied with the pay I receive for my job 0.828
I am satisfied with the recognition that I get when I have done a good job 0.831 I am satisfied with the freedom you have to do the best you can at your job 0.783 I am satisfied with my opportunities for career advancement 0.892
I am satisfied with the type of work I do 0.723
Intention to Stay (IS) 0.682 0.869
I plan to be working for ….. five years from now 0.784
I am likely to be looking for a new job in the next year (R) 0.822
I am presently looking for a new job (R) 0.881
Notes: SL standardized loading; AVE average variance extracted; Rho composite reliability; (R) indicates that statement is reverse scored.
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For Peer Review
Table II Discriminant Validity
BId BICom BECom JS BC IS AVE
BId 1 0.741
BICom 0.242 1 0.628
BECom 0.186 0.212 1 0.868
JS 0.101 0.286 0.354 1 0.660
BC 0.151 0.218 0.435 0.458 1 0.775
IS 0.136 0.099 0.248 0.288 0.481 1 0.682
AVE 0.741 0.628 0.868 0.660 0.775 0.682
Note: In this table the squared correlations between the latent variables are compared to their AVE’s.
Table III: Path Effects
Path Direct Indirect Total
BId IBM 0.350** - 0.350
BICom IBM 0.557** - 0.557
BECom IBM 0.329** - 0.329
BId JS - 0.212 0.212
BICom JS - 0.337 0.337
BECom JS - 0.199 0.199
IBM JS 0.606** - 0.606
BId BC - 0.223 0.223
BICom BC - 0.355 0.355
BECom BC - 0.210 0.210
IBM BC 0.383** 0.256 0.638
JS BC 0.422** - 0.422
BId IS - 0.163 0.163
BICom IS - 0.259 0.259
BECom IS - 0.153 0.153
IBM IS - 0.465 0.465
JS IS 0.124 0.257 0.382
BC IS 0.610** - 0.610
Note: **Path coefficient significant at the 5% level.
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For Peer Review
Table IV: Differences in Latent Variable Scores (Mann-Whitney test)
Latent Variable Front-line staff (n=118) Support staff (n=38)
BId 5.58 5.51
BICom 5.16 5.41
BECom 5.22 5.52
IBM 5.29 5.47
JS 4.54 5.35**
BC 5.53 5.98*
IS 4.87 5.27
Note: *Significant difference at a 10% level; **significant difference at a 5% level 1
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For Peer Review
Appendix: Questionnaire
Please indicate the extent to which you agree with the following statements about the ... brand.
BId1 The description of our brand identity is understandable BId2 The description of our brand identity is easy to memorize Bid3 The description of our brand identity is convincing
BLead1 I know the origin and tradition of our brand BLead2 I know the core competences of our brand BLead3 I know the values our brand stands for BLead4 I know the personality of our brand BLead5 I know the vision for our brand
BLead6 I know how I am expected to behave to ensure that our brand has a positive brand image with BCom1 I feel well informed by our headquarters about our brand
BCom2 I feel well informed by my direct superior about our brand BCom3 I often discuss brand issues with my colleagues
BCom4 In our company there are stories/anecdotes circulating that express what our brand stands for BCom5 When I see advertising for our brand, I am proud to be working for this brand
BCom6 What I read in the press about our brand motivates me
BC1 I will work harder than I am expected to in order to make ... successful BC2 I am proud to work for ...
BC3 I feel very loyal to ...
BC4 I talk about ... to my friends as a great company to work for BC5 I really care about the future of ...
BC6 My values are similar to those of ...
BC7 I feel like I really fit in at ...
JS1 I am satisfied with my job security
JS2 I am satisfied with my physical working conditions (e.g. seating, lighting, ventilation, etc.) JS3 I am satisfied with my fringe benefits
JS4 I am satisfied with the pay I receive for my job
JS5 I am satisfied with the recognition that I get when I have done a good job JS6 I am satisfied with the freedom I have to do the best I can at my job JS7 I am satisfied with my opportunities for career advancement JS8 I am satisfied with the type of work I do
IS1 I plan to be working for ... five years from now
IS2 I am likely to be looking for a new job in the next year (R) IS3 I seldom think about leaving ...
IS4 I am presently looking for a new job (R)
Notes: The questions were rated on the following 7-point Likert scale: Strongly disagree, disagree, somewhat disagree, neither agree nor disagree, somewhat agree, agree, strongly agree. R indicates that the questions was reverse scored.
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