The Moderating Role of Culture Values on the Relationship between Role Model and Employees' Brand in the Medium Contact Services
The Moderating Role of Culture Values on the Relationship between Role Model and Employees' Brand in the Medium Contact Services
Files (excerpt)
Published date
2015-11
Resource type
Publisher
ISBN
ISSN
DOI
Call no.
Other identifier(s)
Edition
Copyrighted date
Language
eng
File type
application/pdf
Extent
1 pages
Other title(s)
Advisor
Other Contributor(s)
Citation
International Conference of Inclusive Innovation and Innovative Management (ICIIIM 2015
Degree name
Degree level
Degree discipline
Degree department
Degree grantor
Abstract
Prior to the internal branding and human resource management, employers’ brand was considered as a vital and powerful
tool to support organizations’ sustainable development and employer-employee relationship. In line with this notion, employer
branding is known as an adherent of a brand promise for internal branding, and employer brand emphasizes on employer’s
reputation that support communication with external constituencies. To consider about the adherent of employer branding, a role
model would be one powerful tool. However, the gap between employer and employee relationship still exists. Adapting the role model
would fill the gap. The internal branding from a role model who is an employee from the same level would be more effective. This
paper aims to address the conceptual linkage between role model and employees’ brand. In the realistic world, the role model
approach may not applicable in every culture condition. Therefore, culture values are considered as a moderator in this conceptual
relationship. Firms should understand an inside environment in order to manipulate an appropriate tactic for employees’ branding.