Motivational drivers that fuel employees to champion the hospitality brand |
| |
| Institution: | 1. Warner College of Natural Resources, Colorado State University, USA;2. School of Tourism and Hospitality Management, Temple University, USA;1. Nova Southeastern University, 3301 College Avenue, Fort Lauderdale, Fl 33327, United States;2. Nova Southeastern University, and The University of the Witwatersrand, Johannesburg,3301 College Avenue, Fort Lauderdale, Fl 33327, United States;1. Department of Management Studies, Indian Institute of Technology Roorkee, Uttarakhand, India;2. College of Business Administration, Prince Sultan University, Riyadh, Saudi Arabia;1. School of Hotel and Tourism Management, The Hong Kong Polytechnic University, Hong Kong Special Administrative Region of China;2. School of Tourism Management, Sun Yat-Sen University, Tangzhou Rd. 1, Zhuhai, China;3. Faculty of International Tourism and Management, City University of Macau, Macao;4. School of Business Administration, Southwestern University of Finance and Economics, Liutai Road, Wenjiang District, Chengdu, Sichuan, China;5. School of Economics and Management, Inner Mongolia University, Daxuexi Rd.235, Hohhot, Inner Mongolia, China;1. University of Sussex, Department of Strategy and Marketing, Falmer BN1 9SL, UK;2. College of Management, Mahidol University, BKK 10400, Thailand;3. Brunel Business School, Brunel University London, UK;4. National and Kapodistrian University of Athens, Greece;5. College of Business, Abu Dhabi University, United Arab Emirates;1. School of Human Environmental Sciences, 118 Home Economics Bldg, University of Arkansas, Fayetteville, AR, 72701, USA;2. Jonathan M. Tisch Center of Hospitality, New York University, New York, NY, USA;3. Department of Tourism & Leisure Management, Ling Tung University, Taichung City, Taiwan |
| |
| Abstract: | Many hospitality organizations have recognized the significance of having strong brands in the marketplace. Given that customers’ brand experiences are greatly affected by frontline service employees, it is crucial that service employees are capable and motivated to transform brand promises into brand realities. This study seeks to build on the emerging Internal Brand Management (IBM) research, by examining employees’ internal drive to go above and beyond their formal job requirement to benefit the brand. Based on motivation theories and the empirical data from 202 hotel employees, we examined the impact of employees’ pro-brand motivation (an internal motivation that is engendered from extrinsic stimuli) and their intrinsic motivation to work on their brand performance. In particular, we identified two significant motivational drivers for employees’ pro-brand motivation namely, employee perceived brand meaningfulness and employee perceived brand value fit. Based on the synergy between employee pro-brand motivation and intrinsic motivation to work, we further proposed an Employee Brand Motivation Matrix reflecting four types of employee motivation that underpins the rationale for employee brand performance. Organizations can use this matrix as a diagnostic tool to segment their workforce, gaining a true appreciation for the extent to which their workforce is willing and able to champion the brand. |
| |
| Keywords: | Internal brand management Brand champions Pro-brand motivation Intrinsic motivation to work Employee brand performance |
| 本文献已被 ScienceDirect 等数据库收录！ |
|
