THE ROLE OF BRAND CENTERED HUMAN RESOURCE MANAGEMENT

PRACTICES ON FIRM PERFORMANCE

A thesis Submitted by

Aniqa Javaid
(16-NTU-5006)

In partial fulfillment for the degree of

Masters of Sciences

In

Business Administration

Directorate of Graduate studies & Research

Faculty of Management Sciences

National Textile University

Faisalabad, Pakistan
2020
 In the Name of Allah, the Most Beneficent, the Most
Merciful. 
All the praises and thanks be to Allah, the Lord of the 'Alamin
(mankind, jinns and all that exists). 
The Most Beneficent, the Most Merciful. 
The Only Owner of the Day of Recompense 
You (Alone) we worship, and You (Alone) we ask for help. 
Guide us to the Straight Way... 
The Way of those on whom You have bestowed Your Grace, not
(the way) of those who earned Your Anger, nor of those who
went astray.

Declaration of Authentication

I certify that the research work presented in this to the best of my knowledge and

belief is mine. All sources used and any help received in the preparation of this
thesis have been recognized. I hereby declare that I have not submitted this

material, in whole or in part, for any other degree to this or another institution.

Signature…………...…..……..
 Dedication

This thesis is dedicated to:

The sake of Allah, my Creator and my Master,

My great teacher and messenger, Mohammed (May Allah bless

and grant him), who taught us the purpose of life,

The great martyrs and prisoners, the symbol of sacrifice;

National Textile University; my second magnificent home;

My great parents, who never stop giving of themselves in countless

My friends who encourage and support me,

All the people in my life who touch my heart,

I dedicate this research

Certificate
 National Textile University

This thesis is written by Muhammad Adnan Sarwar having Registration Number: 16-NTU-5018 under
the direction of his supervision and approved by all the members of the thesis committee, has been
presented and accepted by the Director of Graduate Studies and Research, Faculty of Management
Science, in partial compliance with the requirement of the Master of Science in Business
Administration (Finance) degree.

Dr. Sajjad Ahmad Baig

Supervisor

Internal Examiner External Examiner

Dr. Sajjad Ahmad Baig Dr. Ahmad-Ur-Rehman

Dean Faculty of Management Science Director Graduate Program

Dr. Zulfiqar Ali

Director Graduate Studies & Research

Acknowledgements
First and foremost, I must acknowledge my limitless thanks to Allah, the Ever- Magnificent; the Ever-
Thankful, for His help and bless. I am totally sure that this work would have never become truth, without
His guidance.

I owe a deep debt of gratitude to my National Textile University for giving us an opportunity to
complete this work.

I am grateful to some people, who worked hard with me from the beginning till the completion of the
present research particularly my supervisor Dr. Sajjad Ahmad Baig, they have been always generous
during all phases of the research, and I highly appreciate the efforts expended by Muhammad Farooq
Jamal, Dr.Ahmed-ur-Rehman, Dr. Zia-ur-Rehman, Mr. Liaquat Ali. I would like to take this
opportunity to say warm thanks to all my beloved friends, who have been so supportive along the way of
doing my thesis. I also would like to express my wholehearted thanks to my family for their generous
support they provided me throughout my entire life and particularly through the process of pursuing the
master degree. Because of their unconditional love and prayers, I have the chance to complete this thesis.

Aniqa Javaid
16-NTU-5018

The role of Brand Centered Human Resource Management Practices on firm performance
Abstract
The concept of Brand citizenship behavior is competitively new aspect of marketing field. The
scholars assign a label of Brand Citizenship Behavior to discretionary employee’s behavior for
the successful delivery of brand promises. The aim of this study was to integrate the theory of
social exchange and equity theory to investigate the impact of brand centered Human Resource
Practices on brand performance through the mediating role of BCB and Person Brand fit in the
field of textile industry.
Methodology: the current study used primary data, For this purpose, 150 semi-structured
interviews were conducted with managers, front-line employees and customers from 10 textile
manufacturing industries in Faisalabad and Lahore, Pakistan. Smart PLS were used for data
analysis.
Findings: The results show that brand centered HR practices have significant impact on brand
performance. while brand BCB, Person Brand Fir and Brand Commitment Significantly mediate
the relationship between Brand Centered HR Practices and Brand Performance.
Limitations/Future Directions: when employee’s personal and brand values are more
consistent, than they feel closer relationship with brand and show more commitment toward the
activities related to brands. This study is conducted in textile industry, the model used in this
study can be evaluated in different manufacturing and services sectors as well as in different
cultures.
Practical Implications: this study provide support for the positive influence of Brand Centered
HR Practices when organizational employees perceived brand values as their own values. The
textile managers make sure that internal employees are strongly committed toward the brand
values, which enable them to deliver Brand promises to consumers.
Novelty/Originality: this research provides deep insights about how brand centered HR
Practices contribute to brand performance. this study first time explore the mediating role of
Brand commitment, brand citizenship behavior and Person Brand Fit between Brand Centered
HR practices and Brand Performance.
Key Words: Brand Commitment, Brand Citizenship Behavior, Person-Brand fit, Brand
Centered HR Practices and Brand Performance, Textile Industry.

Introduction
Over the last few years, brand-centered (HRM) gain increasing intention in the area of
management (Al-Shuaibi et al., 2016; Du Preez et al., 2017). the brand-centered HRM generate
the personal identity and brand fit among the brand organizational values and employees
(Porricelli et al., 2014). According to Chiang et al., (2012), they describe the brand centered
HRM as a brand building strategy, by creating circumstances which motivate the employees to
engage with brand related HR practices and strive to attain organizational goals. The aim of
Brand-centered HR practices is to develop the relationship among brand related behavior-attitude
and HRM Practices. Such as selection policies focused on brand person fit, which aloe
management to recruit those humans whose behavior, attitude and values are consistent with the
value of brand. Training & development activities related with brand help to enhance the
knowledge, abilities and skills of workers to deliver the promises of brands to final customers.
The organizations must use performance management and reward system related with the values
of brand are used for employee’s motivation, so that they can perform their duties in the
direction to strengthens the brand repute (Aurand et al., 2005; Burmann et al.).
Organizations arrange Training and development programs as well as social activities to
communicate the values of brand and develop sense of attachment in employees toward the
organization (Buil et al., 2016). Al-Shuaibi et al., (2016) argue that it is crucial for organization
to market brand to external customers as well as internal customers (employees). For this
purpose, organizations choose more effective Practices and tools such as arrange training
programs to boost the level of employees understanding toward the brand identity (Dean et al.,
2016; Vallaster and de Chernatony, 2006). The literature shows that when employees involved in
Brand centered HR Practices, then their behaviors are consistent with values of brand (Al-
Shuaibi et al., 2016; Aurand et al., 2005; Chang et al., 2012; Hurrell and Scholarios, 2014)
When employees identify with the brand, it is believed that this will create positive brand
attitudes and behaviors, such as brand commitment (BC) and brand citizenship behavior (BCB)
(Ravens, 2014; Chang et al., 2012).
Training activities, educational sessions and social activities can be used to communicate brand
values and develop employees' sense of attachment to the organization (Buil et al., 2016, p. 258).
IT is just as important to market our brand to customers of internal employees as it to external
employees. When employees are loyal with their brand it is sure that it will create positive brand
attitude and behavior like brand commitment and brand citizenship behavior. It is agreed that
positive behavior and attitudinal behavior have a impact on customer satisfaction and citizenship
behavior.
Brand-centered human resource as an emerging area in an internal brand management. The
academic researchers and practitioners recognized that brand-centered human resource practices
such as brand-centered recruitment is critically important to align the behavior of employees to
deliver an appropriate organization brand promise (Chang, Chiang, & Han, 2012). It was
appeared true that the involvement of human resource practices in an brand centered HRM
branding generated more positive behavior from employees, that later contributed to overall
complete brand success (Aurand, Gorchels, & Bishop, 2005).
Organization develop the many benefits in form of functional and non-functional that create
the organizational differentiation offering from the communicators and competitors. It is more
challenging but key function in Organization provide the communicated benefit to fulfilment of
the brand promise. At the end internal stakeholders responsible to deliver toward the external
customers through their behavior directly and deliver internal stakeholders through their
indirectly behavior. As such for the management of the brand success it is strategically
important.in 2001 a report made by the conference board which talking about the concept of EB
and describe the association between employer branding and corporate branding methods. Some
main results show in this report which they HRM is strongly linked with the EB in transactional
aspects, organization directed branding efforts toward the employees, instead of corporate brand.
In the strategic level decision making process the highly efficient leader play vital role are
considering the HR and senior management teams in this report. Whereas the real execution
depend on mainly on the individual. Podsakoff, MacKenzie, Paine, and Bachrach (2000),
asserted that individual voluntary behaviors outside of role expectations might produce
citizenship behaviors, which may enhanced the performance of the organization. Based on the
study of Podsakoff et al. (2000), the German scholars Burmann and Zeplin (2005) propelled that
employees’ functional extrarole behavior in favor of the brand that really brings a brand to life,
so this notion has been coined as brand citizenship behavior (BCB). Evidently, studies shown
that brand citizenship behavior might foster employees’ willingness to assert extra effort that
goes beyond its actual job and projecting the brand related behavior (Burmann et al., 2009a). In
addition, scholars argued that the employees’ BCB could be a non-transactional relationship,
which likely be enhanced by human resource practices (Chang et al., 2012). Similarly, Burmann
et al. (2009a) stated that brand-centered recruitment can be the antecedent of employees’ BCB,
which in turn align employees’ behavior towards the delivery of organizational brand promise.
Hence, based on the importance of successful delivery of employees’ brand promise, the present
study attempted to investigate the relation among brand-centered recruitment with employees’
BCB.
1.6: Research Gap:
Many previous studies in international textile firms inspected the impact of brand
centered HRM on brand management. It is fact service brands depend on culture, training and
the attitudes of employees, it is more difficult for brands to build and sustain a successful brand.
(Doyle 1989). The increasing interest in brand-centered management by employees in
organization increased the loyalty of customer behavior towards brand (Brexendorf & Kernstock,
2007). According to the theory of the social identity, that says that people develop in certain
social groups their self-concept from their membership (Tajfel, 1982), employees identify
themselves with the organization. Peoples identify contribution of their self-concept in the
population of the group (Underwood et al., 2001) employees should identify themselves with the
reputation of the organization among customers, which called the corporate image. Brand
centered HRM is a new concept in Pakistan textile industry. This concept is in international
textile brands. We will study this concept in Pakistan and conduct research in it so that it will
help to build a bridge between these gaps brand centered HRM on internal brand management
and it is beneficial to attract the Pakistani textile context. IT identify the impact of brand
preference on purchase intentions. There is no study available in Pakistan, which enable and
provide the information about brand centered HRM on internal brand management.
Problem Statement:
Employees are an integral part of organizations external branding strategy it is just as important
to market the brand to employees (internal customers) as it is to external customers. Building on
the principles of SPC theory, this study proposes that brand-centered HRM activities will create
a causal chain, connecting employee satisfaction and their brand knowledge the brand.
Marketing and management literature suggests that the organization relationship with its
employees is the main foundation on which the organization build a strong relationship with its
customers. Brand centered HRM regarding employees can encourage external customers to
remain loyal with the brand. If we want to enhance the brand strategy it is important that s
employee’s must aware with brand centered human resource process because brand centered
human resource refers to HR related practices. To produce toward the brand of the firm
employee positive behavior and attitude by implementing the HR practices. In different markets
brand has different competitors it is difficult to maintain the customer satisfaction with them. On
the other hand, personalities associated with the brandies, served in a social setting, and do create
a report. The possible problem here in the every eye to build the long term relationship with
their customers and how to satisfy them for their loyalty. That is why I want to analyze how
brand centered HRM effect the customer and how citizenship personal brand fit and
commitment increase or decrease the loyalty of the customer and employee.
Objective of the Study:
This study sets out to explore the brand centered HRM on internal brand management IBM
literature with the primary aims of this research to:
 To see the impact of brand centered HRM on brand performance.
 To see the mediating effect of personal brand fit between brand center HRM and brand
performance.
 To see the mediating effect of brand commitment between brands center HRM and brand
performance.
 To see the mediating effect of brand citizenship between brands center HRM and brand
performance.
Literature Review
Brand Center HRM:
Burmann et al., (2005) discussed about brand-centered HRM that the more likely used the
branding activity to attract the applicants who have high person brand fit. Also discussed that for
the employee’s selection manager’s use brand-centered HRM, as the result feel more likely sense
of brand commitment and BCB display.it is suggested that BC and person-brand fit are mediator
between the brand performance and brand-centered human resource management. Internal
branding is important in brand building endeavors, especially in service sectors (Brexendorf and
Kernstock, 2007). Internal branding focuses mostly on making. employees identify with the
corporate brands and have a customer focus on attitude, thus contributing to customer
satisfaction (Aurand et al., 2005; Gotsi and Wilson, 2001). Martin et al. (2005) propose that
human resource practices are like the power and channel to transmit the brand value to the
organizational members. Brand human resource management can be a strategy that increases
brand value by creating condition where employees become highly involved in brand practices
and work hard to accomplish brand goals. Burmann and Zeplin (2005) contend that a brand-
centered HR management needs to ensure that applicants with high identity-brand identity fit are
recruited and selected, and that those employees with a high personal identity-brand identity fit
are promoted. HR management can contribute to the generation of brand identity internalization
through various training sessions, social events, and mentor programs. In addition, brand value
consistent behavior can be rewarded through pro-brand incentive systems. Therefore, brand-
centered HR will foster brand psychological ownership of employees because the
institutionalized socialization has a significant impact on organizational identification and
person-brand fit. Brand-centered HR management is characterized as “commitment” types of HR
(Burmann and Zeplin, 2005; Whitener, 2001), which focuses on encouraging employees to
identify with organizational goals and dedicate themselves to enhance productivity and
efficiency. Based on social exchange theory, Allen et al. (2003) and Whitener (2001) assert that
an organization utilizing commitment type HR practices will affect employees’ cognitions, such
as perceived organizational support.
According to Beckhaus and Tico (2004), the external brand produces brand association and
brand loyalty. When assuming the Abbott, he made a model that shows the brand image of the
brand association. 0n the brand association and the image will affect the custom's attention.
Firms have need to prepare a job brand association to create a picture of the brands and the
applicants' recruitment process offered by the employer in the recruitment process (Belt and
Pavoli, 1982; Greg and Turban, 2 V) Affects Hombrab defines the SPC's channel, which has a
service-profit series chain which means that internal brand job loyalty is the key to customer
satisfaction and loyalty that increases the sales 0f this organization because it's the customer's the
brain will have a positive effect.
H1: There is a relationship between brand center HRM and brand performance

Personal Brand Fit

Farzaneh et al., (2014, P. 675) observe that “empirical evidence has shown that a high level of P-
O fit is related to a number of positive outcomes”. Farzaneh et al., (2014) also find similar
outcomes between person-job fit (P-J fit). Employees with high person-brand fit will accept
organizational brand values, regard brand values as being synonymous with the organization, and
integrate them into their work life (Yaniv et al., 2005). This suggests that person-brand fit causes
employees to develop a closer, and stronger sense of identification with the brand (Chiang and
Cheng, 2015).
According to Backhaus and Tikoo (2004) an individual or employee who recognizes herself with
the appearance of the organization, is more concern with its position. It is the combination of
skills experience and the personality that u want that world will see you. Your personal brand fit
is how u promote yourself. It tells us our story like how we reflect our self in behavior speaking
spoken and unspoken words. We use personal branding to differentiate our self from other world.
Personal brand fit and human resource management are the important elements in any
organization that how you promote your business to the world. It is our personal brand fit in our
business that differentiate us from the other brand. Is means it is our personal brand that makes
us memorable. If our aim for the personal brand fit is to improve the performance of our
business, we must know it before that how our targeted customers are. In this way, we match our
personal branding with our targeted customer. Therefore, attract the applicants who are the
suitable for the specific position and organization is important for the companies to communicate
their employer brand. (Backhaus & Tikoo, 2004). To find out the loyalty of the employees
required and establish the identity of the organization, culture of the company by using the EB
strategy. Backhaus and Tikoo (2004) more productivity within the organization required more
loyalty.
Brand-centered HRM is a strategy which brand identification can help to induce internal
branding employment to promote positive brand attitude and participate in positive brand
behavior. In brand-centered HRM and person brand fit, which the personal brand fit, include
centrally. Employees are proved to have a significant influence on the ways the external stake
holder perceive an organization Brand values and image training and development programs can
be integrated through the design of performance evaluation and rewards strategy. In branding
activity also, include the recruitment process used to attract with high person brand fit by the
applicants. They are at the core of who you are as an employee determine your priorities. Total
number of positive outcomes link with in high level of personal brand fit. This recommended
that to employees develop a more rapidly and stronger sense of identification with the brand for
the effect on the person fit. Employees of the organization consider as an internal customers and
the satisfaction of these employees consider to obtaining the outsider customers.
It is the fact that customer brand perception mainly depends upon the interaction with the staff.
The whole personality of a brand cannot be just designed by a marketing department but it
depends on the whole company. So it is obvious that the service delivery by staff those
understanding commitment behavior and performance are important for the success of a brand…
The employees represent the company and directly influence the service quality perception of the
customer…Brand centered HRM branding literature posited that employee’s behavior is a
critically crucial for an organization to create and maintain a consistent brand promise (Henkel et
al., 2007; Baumgarth & Schmidt, 2001). This is noted that aligning of employee behavior with
organization brand values may reinforce the successful delivery of brand promise (Burmann &
Zeplin, 2005.
Brand-centered HRM is a brand-centered strategy that contributes to the generation of brand
identity internalization, causing employees to develop positive brand attitudes and engage in
positive brand behaviors (Burman et al., 2005). Hypothesis 1 proposes a positive relationship
between brand-centered HRM and ‘person-brand fit’. Person-brand fit’ refers to the congruence
between employees’ personal values and brand values (Brumann et al., 2005). To achieve this,
brand-centered strategies can be implemented Downloaded by University of Florida At 04:13 20
January 2018 (PT)7 through practices such as brand training, brand selection, brand
development, and brand-related rewards. An emphasis on brand values and image can also be
integrated into training and development programs, within performance appraisals, and in the
design of rewards strategies (Snell and Dean, 1992). The recruitment process can also be (at least
in part) a branding activity, used to attract applicants with a high person-brand fit.
Empirical evidence suggests that organizations adopting brand-centered HR practices to recruit
applicants, will be more likely to attract and recruit employees whose personal values are
consistent with the corporate brand values of the organization (Chiang et al., 2013). employees
will experience a greater person-brand fit as a consequence of brand-centered HRM practices.
Burmann et al., (2005) argue that brand-centered HRM is a branding activity which attracts
applicants who are more likely to have a high person-brand fit. It is argued that managers can
utilize brand-centered HRM to select employees with person-brand fit, who contribute in the
brand performance of employees. It is proposed that person-brand fit as a mediators in the
relationship between brand-centered HRM and brand performance.
H2: Personal brand fit mediates the relationship between brand center HRM and brand
performance.

Brand Commitment
Brand commitment of employees is defined as the extent of employee's psychological attachment
to a brand and the extent to which they experience a sense of identification and involvement with
the brand values of the company they work for, and is an important factor for the effectiveness of
brand management. (Burmann, Christoph and König, Verena (2011), Kimpakorn, Narumon and
Tocquer, Gerard (2009). Brand commitment is generally defined as the extent of psychological
attachment that employees feel toward the brand (Burmann and Zeplin, 2005). In terms of its
dimensions, prior literature offers several conceptualizations (e.g., Burmann and Zeplin, 2005;
Kimpakorn and Tocquer, 2009). Perhaps the most influential commitment conceptualization is
Allen and Meyer’s (1990) description of affective, continuance, and normative commitment.
Affective commitment refers to employees’ emotional attachment to the organization;
continuance and normative commitment reflect the costs of leaving the organization or a
perceived obligation to remain, respectively (Allen and Meyer, 1990). Continuance and
normative commitment entail a strong requirement focus, whereas affective commitment, driven
by an internal state, is more volitional. Consideration of these distinctions is important, because
organizations seek more from employees than simply continued membership (Meyer and Allen,
1997).
The organization brand is effective on brand commitment, from the employees' perspective.
(Javanmard, Habibollah and Nia, EnsiyehNemati (2011). It is a large contributor to the retention
of valuable employees (Du Preez & Bendixen, 2015). Brand commitment has a significant
relationship with brand citizenship behavior and the causal link between brand commitment and
brand citizenship behaviour was empirically validated. ( Burmann ,Zeplin& Riley, (2009), Shaari
, Hasnizam et al (2012), Burrmann, Christoph & Zeplin, Sabrina (2005). It thus explains the
psychological processes that leads employees to show brand citizenship behaviour. (Burmann,
Christoph & Zeplin, Sabrina (2005).
Brand commitment is essentially identifying for brand centered HRM. In brand commitment
behavior it is that product in which customer feels satisfaction is their brand commitment
towards that brand. Brand commitment is a very flexible tool that measures the psychological
link in between customer’s users and brand, products or service. Brand commitment as a
customer attachment with the brand through the emotionally. Brand commitment focuses on
motivating employees to recognize with to and to meet organizational goals. To build the
commitment in organization and achieving the positive influence on employee’s effective
performance by using the HR practices.
The study shows that the employees of the brand-centered HRM extensively involve in brand
practices and more effort involve to completing the goals of the organization. Brand-cantered
HRM linked positively with continue and emotional brand commitment. Brand centered HRM is
a contributing factor of brand commitment and contributes to important BC. Keller and
Lehmann (2006) expressed the brands commitment as “the complete experience of customers
have with products” and that employee brand commitment comes into this category. Without
employee role and commitment to the branding process, the organization will not get any real
and durable advantage from its employees. The measurement of this construct is one of the
central area of this study. In Brand commitment to create the link with the brand through the
emotionally and mentally. For the strengthening and success of the brand centered HRM to
require the creation concept of the brand commitment. Employee’s involvement and showing the
wok continue in their organization and interference to achieving the organizational goals and
their interest all the result of the organizational commitment. Meyer and Allen said that
commitment influence go with by one or more of these attitudes and as a result included all three
model in their concept.
To see the variance between commitments considered by these different attitudes, they label
them as affecting commitment, continuance commitment, and normative commitment. Brand
commitment is a key factor in the achievement of lots of organizations and businesses such as
textile service sector and hotel management. Meyer and Herscovitch (2001) describe
commitment as “a power or the strength that the Individual to a way of action to one or more
targets and goals. The model of brand Commitment rotated around two elements. The first is an
understanding of commitment as a Stabilizing force and the second is that commitment is
something that gives direction to behavior. Differences in the definition of commitment revolve
around the nature of origin of the stabilizing force. Therefore, it is reveals that brand
commitment and brand have an important and optimistic effect on brand centered HRM.
Employees with great brand personality will experience higher level of brand commitment
leading to brand centered HRM.
H3: Brand commitment mediates the relationship between brand center HRM and brand
performance.

Brand Citizenship.
Brand citizenship behavior display that sprit how the live the brand and show the brand related
voluntary behavior which gives more brand strength and more customer satisfaction about the
brand. Five dimensions’ structure provide by the brand satisfaction and brand strength structure
for the organization citizenship behavior which include, civic virtue and courtesy, sportsmanship,
conscientiousness, altruism, (Larsen, 2003). While organizational citizenship behaviors are
considered within the organization, brand citizenship behaviors have a scope beyond the scope of
organizational citizenship behavior and are considered as the behaviors which are beyond the
scope of the organization. The overall structure of brand citizenship which includes the
voluntary behavior of employees to strengthen the brand identity (Verma & Dhar, 2015).
Burmann and Zeplin define brand citizenship behavior as follows: an overall structure of
employees’ behavior which reinforces brand identity and involves the voluntary decisions of
employees for some behaviors outside of their determined and official duties. Brand citizenship
behavior is a voluntary behavior which is not necessary for the success of the product or service
but participates in the good supply of the organization’s services (Ahn, Kim, & Lee, 2016, p. 5).
Brand citizenship behavior refers to the effort of employees in the organizations; such as efforts
to taking additional tasks, performing company rules even when they are not under the control of
someone, keep positive attitude, and bearing difficulties. (Helm, Renk, & Mishra, 2016, Those
employees have a high level of helping behavior which is linked with the brand values, brand
enthusiasm which represents commitment to the brand followed by self-development in brand
value hence, they are able to communicate with positive words about the brand (Shaari, Salleh,
& Hussin, 2012).
Burmann, Zeplin, and Riley through doing extensive interviews and studies in 2oo9, concluded
that brand citizenship behavior can work in seven dimensions: willingness to help, brand
awareness, brand enthusiasm, willingness to sacrifice, missionary approach for the brand, effort
for self-development, and the development of the brand. Willingness to help shows the positive
attitude of employees towards friendship, help and empathy for customers. Brand citizenship and
brand centered HRM are both proposed to lead positive brand related activities. Service-oriented
organizational citizenship behavior (OCB) has been described as discretionary behavior, outside
of formal role requirements (Bettencourt and Brown, 1997). The core difference between
service-oriented OCB and BCB is that BCB refers to “employee behaviors that enhance brand
identity” (Ravens, 2014, p. 49). Three main characteristics of BCB are identified by Ravens
(2014, p. 65). The first is ‘brand missionary’, referring to honesty and loyalty towards the brand.
The second is ‘brand acceptance’, which suggests that employees will be more likely to comply
with rules that relate to brand related behavior. ‘Brand advancement’ suggests that employee
behaviors will positively influence the brand. Social exchange theory (Blau, 1964; Eisenberger et
al., 1986) suggests that effective brand-centered HRM practices will foster a mutual trust
relationship between the organization and employees via exchange relationships (Burmann and
Zeplin, 2005; Leitch and Richardson, 2003). It is proposed that ‘brand advancement’ will lead to
positive brand-related citizenship behaviors.
H4: Brand citizenship mediates the relationship between brand centered HRM and brand
performance.
Brand performance
According to earlier researches there is significant link between brand performance and
internal brand management. Internal brand management not only focuses on the procedure in
brands overall management, however it also aligns employee's willingness to brand value
execution with strategic brand management process successfully, for a brand value in long run.
In internalizing and living the brand an employee’s brand performance depends on employee’s
extra role effort. Xiong & King, (2018). Although internal branding positively influences on
brand performance in an organization.
Scholar documented that employees‟ brand behaviors (i.e. in role and extra-role)
considered as significant to build a strong brand (King & Grace, 2010). Employee’s in role brand
behaviors is related to prescribed rules and regulation by the company based on their role as a
brand representative. On the other side extra role behavior has focused on an employee’s
willingness to exert extra effort that goes beyond the prescribed brand roles and enhances the
company’s brand image (Morhart, Herzog, & Tomczak, 2009). The employee’s extra role
behavior contributes to customer’s loyalty and enhances company’s brand performance
(Porricelli, Yurova, Abratt, & Bendixen, 2014). According to Shaari, Salleh, and Hussin (2012)
employee‟s willingness to put forth extra role behavior is seen as vital for the successful delivery
of brand promise. Thus, employee’s extra role brand behavior is also known as brand citizenship
behavior (BCB) (Burmann & Zeplin, 2005). The notion of BCB is referred as “the employees‟
voluntary basis to project a number of generic employee behaviors that enhance the corporate
brand identity” (Burmann & Zeplin, 2005).
In organization internal branding is the consequence of brand orientation and strategic
brand administration process (Santos Vijande et al 2013). Those organizations which focus on
brand orientation, they effectively disperse the goals that related to brand in all over the
organization. When internal branding exists in the organization it can help to minimize employee
turnover, employee's higher satisfaction, and minimize the pay expectations Tavassoli, Sorescu,
& Chandy, (2014). Above components stimulate employee’s working behavior towards the
organizational goals, which results in a better performance and it helps employee's to emphasis
on organizational plans of the brand in long run, main problem now a day, organizations are
facing that is the managers and chief marketing officer’s turnover continuously. To cope up with
that situation internal branding can help, which would lead to the employees working towards
brand’s long term goals, rather than, they only focus on improving brand performance in the
short term, they also focus on long term performance of the brand (Lodish & Mela, 2007) so that
existence of the internal branding also stimulate the success of strategic brand management.
Conclusively internal branding not exclusively consequence of brand orientation and strategic
brand management, but also play a vital role to enhance the brand performance in the company.
Present literature states that Gromark & Melin, (2013); Punjaisri & Wilson, (2007) to
align the internal stakeholders with brands that can positively impacts on performance of the
organization. Internal branding can be developing by organizational factors within organization
which point out internal branding influences on performance of the brand. Many studies present
the recent work in the literature identifies the main role of internal stake holders in increasing
performance of the brand. Many authors argue that to achieve the brand goal an organization
must develop effective strategic brand plans that strengthened the internal branding and it led to
effective brand performance ultimately.

To promote a brand message and brand values to internal stake holders internal branding
has risen as a compelling instrument, particularly employees who are brand champions
(Punjaisri, Wilson, et al., 2009) and to guarantee the brand messages are spread consistently
among employees and buyers (Judson, Aurand, Gorchels, & Gordon, 2008).

Internal communication tools were referred the significant instruments in internal

branding. While the management utilized the term “internal communication”, employees
identified various tools (e.g. day to day briefings, pamphlets, notice boards and logbooks) that
they viewed as giving them the significant and basic brand information While training was
referenced by the management and employee’s as basic essentials to create and strengthen the
employees brand supporting behavior.

Thus, the subjective results recommended that internal communication & training having
significant effect on employee brand promise King & Grace, (2005). Punjaisri & Wilson, (2017)
expressed the results that internal communications and effective trainings having subsequent
impact with the brand performance. In like manner, link of brand performance with training was
observed to be partially mediated by their brand loyalty.

Regarding transformational leadership, Bass & Steidlmeier, (1999) explains that,

transformational leadership’ is a critical idea which adds to key organizational results, for
example, contribution, involvement, and loyalty, followers’ commitment and performance.
Verily, during the previous two decades, several researches has given proof on the impacts of
transformational leadership in the fields of organization behavior and organization psychology.
Bycio, Hackett, & Allen, (1995) found and distinguished that transformational leadership has
positive effect on follower’s satisfaction with the leader, affective commitment with organization
and extra effort, while transformational leadership’ have adverse impact on follower intention to
leave the job.

In the internal branding criteria, many researchers have recently found the impacts of
transformational leadership in the internal branding’ process (Burmann & Zeplin, 2005;
Burmann et al., 2009; Ruediger Kaufmann, Vrontis, Czinkota, & Hadiono, 2012; Morhart et al.,
2009; Vallaster & De Chernatony, 2005, ; Wieseke, Ahearne, Lam, & Van Dick, 2009).

Recently, two empirical studies conducted in the service sector provide further support
that transformational leadership has substantial impact on brand d performance. For instance,
Chuang, Judge, & Liaw, (2012) identified that leadership has indirect influence on employees’
job satisfaction and brand performance. When employees get involved in their work and satisfied
with their job activities this thing automatically leads to brand performance.

Theoretical framework
On the basis of literature review, this research develops a conceptual model which depict that
brand centered HR practices enhance the brand performance through the mediating role of Brand
Commitment, Brand Citizenship Behavior, Person-Brand fit. This social exchange theory and
equity theory, the Assumptions of SET suggest the connection among employees and
organization (Eisenberger, Armeli, Rexwinkel, Lynch, & Rhoades, 2001). Such as the
organizational goals can be achieved through the employee’s motivation (Xiong, King, & Du,
2016). According to this, organizations develop high social exchange values which create the
trust among employees, so they become loyal with the organizations (Chen & Klimoski, 2003).
Similarly, previous study contends that by practicing of reciprocal exchanges with colleagues
affirm to create valued benefits (Molm & Cook, 1995). Such scenario, established the long-term
and interactive relationship among organization and its employees that facilitate to build
organizational brand performance.

Personal Brand
Fit

Brand
Performance
 Brand Center Brand
HRM Commitment

Brand
Citizenship

Methodology
Preceding with literature pertaining influence of brand centered Human Resource Practices on
Brand Performance through the mediating role of Brand Commitment, Brand Citizenship
Behavior and personal fit. This chapter contain information about strategy that we would use to
study examination. This section has possessing the following terms research design, sampling
technique, sample size and population, data collection, about quantitative study,
instrument/measure, questionnaire, scale.
Research design
Consistent with Do Sul, Costa, & Fillmann, (2014) has describe that “research design refers to
plan blueprint or guide for data accumulation and processing a set of principal that empower to
an investigator or examiner to conceptualize and observe the issue under investigation”. In this
research the study will use the quantitative technique for the purpose to collect the information
and in quantitative technique, this study will use questionnaire to collect accurate and valid
information from female entrepreneur.
Research method
The reason if this area is to explain and validate the concept of methodology and furthermore
tactic to assembling and investigating the data. By a sure of methodology and for information
accumulation and furthermore clarification of data is proportionate to deciding the perspective of
analyst, what really, he need to discover. The determination of this study has observed if the
textile brands use Brand centered Human Resource Practices, enhance the Brand performance in
the presence of personal brad fit, brand commitment and brad citizenship behavior. To ensemble,
this first of all, recognized the connection between Brand centered Human Resource
Management Practices and Brand Performance. Than evaluate the mediating role of presence of
personal brad fit, brand commitment and brad citizenship behavior. Consequently, so we have
the basic framework for gathering accurate information and research. Therefore, this study has
the essential structure for collecting data in accurate way and research. As per Bhattacherjee,
(2012) have classified exploratory, descriptive and explanatory for examining this reason.
Explanatory research have been utilized to test the hypothesis and furthermore measure the
relationship among variables by utilizing factual or statistical procedures (Given, 2008).
Sampling technique
Due to shortage time and limited resources I have focused on managers, front-line
employees and customers of 10 textile manufacturing industries in Faisalabad, Pakistan.
Respondent have taken out from entrepreneur sector of Faisalabad only. This study would be
focus on the impact of brand centered Human Resource Practices on Brand Performance through
the mediating role of Brand Commitment, Brand Citizenship Behavior and personal fit. In this
study sampling have undertaken because it is impossible to associate the whole population with
this research. Therefor subset of population is known as sample bb Basar & Sigri, (2015) which
is represent the whole population
3.2 Population and sample
According to Krauss & Putra, (2005) research population is a collection of those people
who are being chosen for the investigation of research and sample is describe as the group of
people that is being chosen from the selected population (Hafiz & Shaari, 2013). This study has
used the convenient sampling for this study. By choosing the most reasonable procedure of
study, choosing sample is a subsequent stage for analysis of study. Target sample is a portion of
population which is wisely picked to make inferences that can be summed up to the general
target population (Bell, Bryman, & Harley, 2018; Cooper & Schindler, 2003; Sekaran & Bougie,
2016). The sample is structured on the accompanying concerns which are underlined by (Fowler,
2013). Sampling method, it is possible that it will be probability or non-probability sampling
technique. Second is to specify sampling frame that indicate the unit of population. The data
would be collected by the citizen of Faisalabad and would be belongs to various type of SMEs.
For this purpose, 150 semi-structured interviews were conducted with managers, front-line
employees and customers of 1o textile manufacturing industries in Faisalabad.
3.4 Data analysis
The basic purpose of this study is to measure the relationship between factors of brand centered
Human Resource Practices on Brand Performance through the mediating role of Brand
Commitment, Brand Citizenship Behavior and personal fit. In this study we have used PLS
(partial least square). All hypotheses have checked by using smart PSL. The measurement model
(outer model) has used to find the relationship between constructed and related items. However,
the structural model (inner model) has determined the relationship between endogenous and
exogenous construct. In measurement this study has used the different reliability test. While in
structural model path coefficient, T-value, P-value and slandered deviation have used to see the
significant level of each variable; moreover, it has described the R square which is useful for
checking the significance of overall model.
Research strategy
Research strategy is depicted as the sorts of quantitative or qualitative plans that give explicit
direction to the methods in an research approach (Creswell, 2003). In other words, research
procedure is about the steps taken on the most proficient method to answer a lot of research
questions and research goals. The choice of approach is critical as it can direct the lead of the
research and influence the nature of research results (Creswell, 2003). Since this study embraces
a positivistic paradigm, consideration is given towards: i) evaluation in data collection and
examination and ii) testing the links between theory and research (theory testing) (Bryman,
2008). The links among variables have been investigated by utilizing measurable strategies such
as statistical tools (Creswell, 2003). Inside quantitative research, there are two common research
methodologies being received by analyst that is survey research and experimental research
(Creswell, 2003). Based on this meaning of logical information, this particular strategy can assist
us with the theoretical tests and the examination of the causal relations between theoretical
construct. The theoretical construct has which are examined: 1) Brand centered Human Resource
Practices 2) Personal Brand Fit 3) Brand Commitment 4) Brand citizenship behavior 5) Brand
Performance. Research strategy is based on qualitative and quantitative strategy. Our study has
based on quantitative strategy. As quantitative strategy is being used to analyze the theories and
hypothesis by different emphasizing description.
Descriptive statistics
The data is being analyzed by using simple statistical instrument like frequencies and
percentages and descriptive statistical technique that have included like mean and standard
deviation. The descriptive statistical technique would be done by using linker scale.
Research paradigm
Paradigm is characterized as "the fundamental conviction frameworks or perspective that
controls the investigator" (Guba & Lincoln, 1994, p. 105). Research paradigm assist researcher
to distinguish what sort of technique is reasonable for their exploration. Research paradigm
encourages the researcher to imitate their essential suppositions about the world and the basis of
knowledge (Guba & Lincoln, 1994).Generally, analysts normally are guided by three noteworthy
research paradigm—positivism, constructivism and critical theory.” A positivist research
paradigm more often is related with a quantitative research approach that expect there is one
genuine reality that can be found by methods for thorough observational examination (Creswell,
2003).“Inside this paradigm, researcher see themselves as impartial eyewitnesses where the
result of the exploration isn't affected by their values, convictions and biases (Guba & Lincoln,
1994). Consequently, inside a positivism paradigm, researcher are required to separate
themselves from the research subject so as to ensure objectivity amid the information gathering
and analysis phases (Bryman, 2008).”
Time horizon
Cross sectional examination is an investigation of study, it is a sort of research in which t data
has gathered just once that can take weeks or months (Sekaran & Bougie, 2016). While
longitudinal investigations are led at more than one point to check the fluctuation in the
variables. So, a cross sectional structure has been chosen for the present investigation. A
transversal structure has been chosen for the present examination. The reason is obvious from
one of the goals of the study, to be specific to research the textile brands performance by
utilizing multivariate investigation strategies. To locate the best outcomes by utilizing the
structural equation modeling methods, a base or standard number of perception (n=100) is
required (Hair, Black, Babin, Anderson, & Tatham, 2009).The reason behind choosing cross
sectional study is utilization of large sample inside brief time range. Since analyst can hardly
wait for the respondents for number of year to look at the changes in variables (Bordens &
Abbott, 2002).
3.12 Choice of sample
Before to accumulation of data, it is fundamental that respondents and their information should
be ensured that all the provided information should be related to basic purpose. There are two
basic sampling method probability and non-probability sampling method (Bell et al., 2018). Bell
et al., (2018); Sekaran & Bougie, (2016) said that probability sampling method has equal
measure up to opportunities to being selected from population while in case of non-probabilities
there is no equal chance to being selected the sample from population. In current examination,
convenience as well as snowball sampling methodology was used for data collection. have
picked for the collection of data. The reason is likely that, in the present investigation, the target
population comprises of Managers, front line mangers and customers that are demographically
characterized (age, gender, education level, income, employment status), responses of all group
have required on equivalent base.
3.13 Sampling frame
Many authors like Bell et al., (2018); Sekaran & Bougie, (2016) and Zikmund, (2003) As
indicated by them a sample frame has a list of all units in focused population from which the
sample has chosen. The criteria of sampling frame of Rice, (2010) has received in this study. As
indicated by his criteria all subjects are significant or address properly from population.
Additionally, ensure the sample which is chosen from focused population is cover the entire
population. It has updated by new changes and it have been facilitated. It made some training
session for the managers and frontline managers. It is very difficult and too expensive to survey
whole targeted population for a study. That’s why in present study, only chose respondents from
10 textile units.
3.14 Sample size
The selection of sample size is difficult task as a result of the mistake or inappropriate solution.
For instance, if the sample is not exactly the evaluated size, it prompts a higher probability of
error, wrong solution (for example assessed negative error for measured variable) and a lesser
parameter of precision (Comrey & Lee, 2013; Hair et al., 2009). So also, if the sample size is
more prominent than the assessed size, results in waste of time, costs and procedure to break
down the react of people (Bell et al., 2018; Hair et al., 2009; Zikmund, 2003). Thus, it is hard to
know the measure of test and how expansive or little size should be chosen for the dependable
and reliable outcome from a focused population. In the current study, the sample size has
selected by most cited rules of thumb of data analysis techniques like structural equation
modelling (SEM). Recall the target population for this study, the sample size is n=150.
3.15 Questionnaire development
The design of Questionnaire has employed on closed ended questionnaire and five likert scale
have used to measure these questions. Five likert scale have ranged from strongly agree to
strongly disagree for measuring the variables. Another Likert scale which is ranging from
nothing to very high extent, another Likert scale is a measuring from highly confident to very
low confident. This Likert scale is usually used in survey method.
3.16 Data reliability and validity
Reliability has the capacity to quantify or create the equaling or high comparative outcomes by
repeating the questionnaire. A possibility of increasing the reliability of the questionnaire could
be to increase the number of elements that measure the construction. However, it tend to increase
the length of the questionnaire and the valuation of interest may be increased (Bordens & Abbott,
2002). The development of clear and well-written questions increases the credibility of the
questionnaire. Another way to secure and increase reliability can be achieved by placing clear
and well-written questions. It Also determines the validity of the questionnaire as "the degree to
which the desired measure" is measured.
3.17 Questionnaire wording and layout
For upgrading the enthusiasm of respondents, survey format and wording play a important role.
There are five guideline for questionnaire wording which are recommended by (Sekaran &
Bougie, 2016). The contents of the questionnaire are dealt with appropriately, utilize the refined
language, with various questions, the question structures, the order of the matter and the personal
information requested by the respondents. In the present study, the content of these questions
examines to explore the reason by utilizing Nominal and likert scale. Questions are in
straightforward language which are asked from respondents. Type of the questions are closed
ended questionnaire (Zikmund, 2003). Dillman, (2000) have recommended that questions about
personal information should not be at the top of the instrument, because it is convenient to
answer. In the present study, personal information of the respondents has kept at the beginning of
the questions.
3.18 Pilot study
After the development of the first version of the survey in the design of the research in General,
an experimental or feasibility study is carried out before the main data collection process verifies
the feasibility in terms of reliability and validity in order to improve the design of the instrument
(Zikmund, 2003). Ticehurst & Veal, (2000) emphasized the importance of the pilot project in
eliminating potential errors and failures in the investigation. This can be seen by testing the
question formulation, order and layout, familiarity with respondents, answer, time of questions
and analysis process.
3.19 Data collection procedures
The study of this examination was online and offline circulation by utilizing a convenient
sampling technique (Blaikie, 2010). Offline circulation has chosen due to the validity of
questionnaire. We sent them a survey by visited their organizations. Moreover, online
conveyance was seen as a quicker technique for information accumulation appropriation. The
online dissemination might be workable for the review to take more time to in light of the fact
that respondents can be filled. Data has collected from that managers, front-line employees and
customers, afterword data has collected from 10 textile organizations of Faisalabad.
3.19.1 Data analysis process
When the structure prerequisites of research and data accumulation have been set up, the
subsequent stage in the research design is the data analysis and the outcomes. In current
examination, the analysis has partitioned into two stage: data screening and structural equation
modelling.
3.19.2 Data screening
In Zcy Fornell & Bookstein, (1982) however, in the literature, PLS-SEM is seen as a technique
that is less rigorous and not appropriate for looking at connections between LVs (Rouse &
Corbitt, 2008).Regardless of these, recently PLS-SEM has been connected progressively in
promoting and different business disciplines (Henseler, Ringle, & Sinkovics, 2009b).
Researchers are currently accepting the PLSSEM strategy as a progressively strong estimation of
the structural model (Henseler et al., 2009b). PLS-SEM is additionally seen as an elective
technique when CB-SEM distributional possibilities can't be met (Hair, Ringle, & Sarstedt,
2011).Besides, the educational and distributional interest required by CB-SEM is seen as
doubtful for some fields of request particularly in the sociologies (Wold, 1982). Consequently,
this investigation concurs with the position of not seeing both statistical techniques as a focused
measurable strategy; rather, it have to be seen as a corresponding strategy (Jöreskog & Wold,
1982). Thusly, in choosing which statistical strategy is appropriate to utilize, this investigation
pursues the standards of thumbs proposed by Hair, Ringle, & Sarstedt, (2011) for choosing
between CB-SEM and PLSSEM.PLS-SEM smart 3.0 has been used to find the results used the
inner and outer path modeling through PLS-SEM. The measurement and structural model have
examined by PLS-SEM 3.0 (Ribbink, van Riel, Liljander, & Streukens, 2004). Furthermore non
parametric bootstrapping has used for the results outcomes (Wetzels, Odekerken-Schröder, &
van Oppen, 2009).
3.19.3 Data analysis and findings
This chapter will explain the statistical tools which are used to analysis the data. This chapter
involved in different steps like data preparation, reliability and validity of the measurement items
and descriptive and inferential statistics and helped to test our hypothesis. Results are explained
in two parts a) Textual part b) Illustrated table and figures.
3.19.4 Data preparation and examination
According to Bhattacherjee, (2012) data is involved in different steps like data coding, data
entry, missing values, data transportation. As we mentioned our study is based on questionnaire
that was forwarded to the managers, front line managers and customers of brands by email,
LinkedIn and created a google forms. It provides a certain level of automation to respondents; all
responses of respondents are automatically written down in a spreadsheet. All these respondents
can be downloaded and analyzed.
3.19.5 Data coding
Mostly studies related to social science are based on questionnaire (Sekaran & Bougie, 2016).
Except that it is difficult to handle data in the string format. We used to google forms and self-
administered to get the responses of respective study. There is some restriction on the field of
answer during creating the questionnaire in google forms. All answers are restricted as numeric
values, in return all data was collected in numeric format.
3.19.6 Data entry
In this phase, enter the numeric values automatically performed by excel sheet, as previously
mentioned.
3.19.7 Missing data
A missing action on the data results in missing features (such as input or data collection
problems) or respondent activity (for example, refusal to respond) to lost characteristics (Hair,
Bowman, & Sauer, 1986).. There were 15 missing values in the dataset. One of the most reliable
tests for detecting the randomness of missing data is completely absent from MCAR ) (Hair,
Bowman, & Sauer, 1986). This test is used to compare the actual models and expected models of
missing data if the missing data is distributed randomly. As a result, the MCAR test was
conducted by Roderick & Farquhar, (2002) and revealed that they were accidentally missing. It
also shows that they are not based on organized models invisible and that any method of
accusation can be used to replace them (Hair et al., 2011; Klarner, Sarstedt, Hoeck, & Ringle,
2013). A small amount of data was missing from this study because an online approach was used
to collect it. Collecting data reduces the missing numbers, preventing them from going on to the
next question if they do not answer a particular question (Hair, Hult, Ringle, & Sarstedt, 2016).
In SPSS, the MVR (Mean Value Replacement) method was used to solve for missing values by
replacing the missing values of the dummy variables with the average of the correct indicator
values. Although the average is easy to replace, it reduces the variability of the data and
potentially the possibility of finding meaningful relationships. Therefore, it should only be used
if very little data is not available i.e. it is less than 5% missing per indicator (Hair, Hult, Ringle,
& Sarstedt, 2016).
3.20 Suspicious response patterns
The data is analyzed before examining the response model. Linear techniques were used to
determine whether respondents answered the same question for a high percentage of questions.
Hair et al., (1986) and Hair et al., (2016) and any respondents should be terminated of dataset
There was no suspicious response in this study for the following reasons: (i) the FRM completed
the questionnaire and (ii) drafted the same question to see if respondents had different answers to
the same questionnaire.
3.21 Data distribution
It is important to confirm that data are not so normal that abnormal statistics can be problematic
in determining the importance of parameters (Henseler, Ringle, & Sinkovics, 2009a). If the
response pattern is disproportionate and close to kurtosis, it is considered to be a normal
distribution (Hair et al., 1986).The imbalances and imbalances of the kurtosis data were not a
problem as the indicators were in the acceptable range of -3 and +3. On the grounds that the
degree of stability was not severe and that these indicators were not the only indicators to
measure their own construct, this deviation was not considered a problem and the indicator was
maintained. Finally, PLS-SEM is a non-parametric statistical tool that, unlike CB-SEM, does not
require normal data distribution (Hair et al., 2016).
3.22 Assessment of model
The main purpose of the study is to predict the relationship between variables and to maximize
the explained the variance dependent variable. Therefore, a partial least square (PLS) has been
published (Henseler et al., 2009a; Ringle, Wende, & Will, 2005).The PLS is a phase model
consisting of two stages, for example: the measurement model and the evaluation of the
structural model (Hair et al., 2011). The measurement model shows the relationship between the
constructs and the indicators, while the structural model shows the relationship between the
independent variables and the dependent variables. Square least squares are used to test this
model. Smart PLS 3.0 is used for this study to measure the measurement.
3.23 Evaluation of measurement model
The measurement model is relies on reliability and validity (Hair. et al., 2014).The reliability
factors of the measurement model are based on the loading and composite reliability Chen, Jiang,
& Zhao, (2010) and Mohammad et al., (2015), while the validity of the model is based on
discriminant and convergent validity (Hair. et al., 2014).
3.24 Internal consistency reliability
To test the reliability of the data, internal consistency reliability method is used. The items of the
data have been grouped according to nature of factor’s and check the internal consistency
reliability of each factor and factor loading has been determined for each factor.
It is assumed that factor loading indirectly indicates to what extent a collection of items
consistently measures a single latent construct and is suitable for use in this study. Many
researchers discussed factor loading criteria and suggested that it would be more than 0.7
(Fornell & Larcker, 1981; Hulland, 1999). Nunnally, Bernstein, & Berge, (1967) suggested
eliminating indicators with factor loading less than 0.7. Their elimination results in improved
compound reliability and AVE values (Average Variance Extracted).
George & Mallery, (2003) suggested the different rules of thumb for factor loading: .90 to 1.0
are excellent, .80 to .89 are good, .70 to .79 are acceptable, .60 to .69 are questionable, .50 to .59
are poor, and below .50 are unacceptable. In this study, most of value of factor loading values are
greater than .70, it means data have high internal consistency.
3.26 Measuring instrument
Questionnaire would be used in this to get the information about the effect of financial literacy,
female empowerment and availability of microfinance institution to entrepreneur performance
with mediating role of entrepreneur performance. There would be seven survey in this study 1)
Brand centered Human Resources Practices, 2) Brand Commitment, 3) Brand Citizenship
Behavior, 4) Personal Brand fit, 5) self-efficacy. To measure each section 5 liker scale have used
with each item.
Table 1: Measuring instrument
contrast item References Corns alpha
Person-brand Fit 5 Burmann and Zeplin 0.885
(2005) and Chiang
and Cheng (2015).
Brand 5 Burmann and Zeplin 0952
Commitment (2005) and Meyer et
al., (2006)
Brand Citizenship 4 Chang et al., (2012) 0.915
Behavior
Brand-centered HRM 5 Chang et al., (2012) 0.403
Brand Performance 3 0.94

Brand Centered HR Practices

To measure the brand-centered HR practices 13 items was taken from Chang et al., (2012) which
is developed used by previous studies. All items were measured using a five-point Likert scale
(1 = strongly disagree, 5 = strongly agree). Many researchers have used this scale to measure the
Brand Centered HR Practices so that it is reliable scale. Cronbach's α for the scale was .78.
sample items have been excluded for restrictive reasons. The variable consists of seven Likert
scale extending from strongly disagree to strongly agree as shown in table 1.
Table 2: Brand Centred Human Resource Practices
Constructs Measurement Items
Brand Our company compensates employees for providing brand-related creativity

Centered and information.

When employees display behaviors fostering brand value, our company
Human
gives employees formal rewards.
Resource When the market share of the brand enhances, our company rewards
 Practices employees who participate in brand-related activities.
Our company makes newcomers understand brand-related value and spirit
through training.
Our company often transmits brand-related value through formal
communication platform.
Our company makes personal value and behaviors of employees consistent
with brand value through training courses.
Our company considers personal traits of applicants to recruit employees
with person-brand fit.
Our company considers personal values of applicants to recruit employees
with person-brand fit9 Our company considers employees’ brand-oriented
behaviors in the process of evaluation.
The brand image may help our company recruit appropriate employees
while recruiting newcomers.
Our company makes employees compare their behaviors with a brand-
related standard via self-evaluation or colleague-evaluation.
Our company focuses on cultivating brand-related talents.
Our company often communicates brand-related spirit, content, and value
while developing new products or services.

Brand Citizenship Behavior

To measure the availability of microfinance institution this study have adopted the questionnaire
of (Nouman & Khan, 2010) this study used 7 items of five liker scale i) strongly agree to v)
strongly disagree. This scale already used in a previous research so that it would be reliable
scale.
XConstructs Measurement Items
I would be very happy to spend my rest of my career with the brand.
I really feel as if the brand’s problems are my own.
I feel the brand is meaningful for me.
I have strong feeling of belongingness toward the brand.
Overall, I am satisfied with the brand.
Overall, I am pleased to work for the brand.
When other people criticize the brand, I feel like they criticize me.
I very care about what other people think about the brand.
When other people praise the brand, I feel like they praise me.
Brand Citizenship
The success of the brand is like my success.
Behavior When we talk about the brand, we say “our brand”.
Brand Commitment
To measure the Brand Commitment 11 items were selected from previous studies (Burmann and
Zeplin 2005; Meyer et al., 2006). This scale already has used by many researchers to measure the
Brand commitment so it is reliable scale to measure Brand Commitment. All items were
measured using a five-point Likert scale (1 = strongly disagree, 5 = strongly agree).
XConstructs Measurement Items
I would be very happy to spend my rest of my career
with the brand.
I really feel as if the brand’s problems are my own.
I feel the brand is meaningful for me.
I have strong feeling of belongingness toward the brand.
Overall, I am satisfied with the brand.
Overall, I am pleased to work for the brand.
When other people criticize the brand, I feel like they
Brand Commitment
criticize me.
I very care about what other people think about the
brand.
When other people praise the brand, I feel like they
praise me.
The success of the brand is like my success.
When we talk about the brand, we say “our brand”.

Personal Brand Fit

To measure the Personal Brand Fit this study have used the questionnaire of Burmann and Zeplin
(2005) and Chiang and Cheng (2015). In this questionnaire this study has used 6 items, which is
already used by previous studies. All these items used five point likert-scale 1- strongly disagree
and 5-Strongly disagree) strongly disagree. This study has used this scale because it has already
used by many researchers so it is reliable.
XConstructs Measurement Items
  I feel that brand values are consistent with my personal values.
  I feel that the brand personality is consistent with my personality.
Personal brand Fit   Before I enter this organization, I consider the consistency
between the brand value and my personal value.
Before I enter this organization, I hope my image is consist with
 the brand image.
In the process of recruitment, the organization utilizes some tools
to understand the consistency between the brand value and my
personal value.
I think my ability, knowledge and skills reach the requirement of
the brand.

Brand performance
To measure the Brand performance, I have adopted the questionnaire of (Bronnenberg and
Sismeiro, 2002; Julian and O’Cass, 2002). This study used 3 items to measure the Brand
performance with five point Likert scale ranged from 5) strongly agree to 1) strongly disagree.
This scale used by many researcher, so it was reliable.
XConstructs Measurement Items
The relative market-share of the brand.
Brand Performance Sales growth of the identified brand.
The overall performance of the bran

3.27 Unit of analysis

The unit of examination can be seen as the primary substance type being considered; about
which data are accumulated (Bailey & Pearson, 1983). Cheuk-Yin, (1994) proposed a general
guide that can be utilized to decide the unit of examination is by pondering how the research
questions are characterized or expressed. In this examination, the exploration addresses clarify
references to understanding individuals' frequently information sharing intention. Hence, the unit
of investigation in this this study is Managers, Frontline Managers and customers.
3.28 Ethical considerations
The research is led in a moral way; viewing the standards of informed consent, regard for
privacy, honesty, evade from clashing circumstance and respect for social affectability and
cultural sensitivity.
 Data analysis and findings
This chapter will explain the statistical tools which are used to analysis the data. This chapter
involved in different steps like data preparation, reliability and validity of the measurement items
and descriptive and inferential statistics and helped to test our hypothesis. Results are explained
in two parts a) Textual part b) Illustrated table and figures.
4.2 PLS-structural equation modelling
PLS-SEM method is made on the basis of a tactic which augment the explained variance of
dependent variables (Claes Fornell & Bookstein, 1982). It associates the features of factor
assessment and regression in order to observe the association among capacity indicators along
with their variables and association between variables o the structural model (Hair, Sarstedt,
Hopkins, & Kuppelwieser, 2014).
The main purpose of the study is to predict the relationship among variables and maximize the
variance explained in the dependent variables, so , a partial square minimum (PLS) has been
issued (Henseler et al., 2009a; Ringle, Wende, & Will, 2005). PLS is a path model which are
involved in two phase e.g. evaluation of model and structural model (Hair et al., 2011).
Measurement model shows the relation among construct and their indicators while the structural
model shows the relationship among explanatory and dependent factors. Partial least square is
used to test this model.
4.2.1 Evaluation of measurement model-1
Method of measurement depends upon the consistency and strength (Hair. et al., 2014).
Consistency of the measuring method depends upon loading factor and composite consistency
Chin, (2010) and Mohammad et al., (2015) while the validity of the model depends upon the
discriminant and convergent validity (Hair. et al., 2014).
4.2.2 Internal consistency reliability
Individual consistency is estimated by observing the loading factor of every factor to its
particular hidden factor (Hulland, 1999). The association among detected factor with their
particular hidden factor are termed as factor loadings (Hair & Jnr, 2009). Increase in value of
factor loading represents the powerful link among detected and hidden factor (Carmines &
Zeller, 1979). If these factor loadings will not become significant, then these factors must be
isolated. Several investigators debated factor loading principles and recommended that it must be
greater than 0.7 (Claes Fornell & Larcker, 1981b; Hulland, 1999). Nunnally, Bernstein, & Berge,
(1967) proposed rejecting sign with factor loading below 0.7. In many situations, the sever value
might be less than 0.4, if the type of examination is experimental (Hulland, 1999). Nunnally
(1967) proposed that factors having value below 0.7 must be isolated. Their removal helps in
improving the consistency and AVE values (Average Variance Extracted). Though, one might
hold factor of weak factor loading because of provision of its content strength (Hair et al., 2011).
It is assumed that factor loading indirectly indicates to what extent a collection of items
consistently measures a single latent construct and is suitable for use in this study.
George & Mallery, (2003) suggested the different rules of thumb for factor loading: values in
between 0.90-1.0 are outstanding, 0.80 - 0.89 are reliable, 0.70- 0.79 are satisfactory, 0.60 - 0.69
are uncertain, 0.50-0.59 are weak, and below 0.50 are undesirable. In this study, most of value of
factor loading values are greater than .70, it means data have high internal consistency. Table 13
shows the value with their respective constructs.
4.2.3 Convergent validity
Convergent Validity represents that objects of a definite amount must meet the huge percentage
of variance. In other words, it is the amount because of which a quantity associates positively
with another quantity of the similar variable (Hair et al., 2014). Convergent validity is evaluated
to confirm that the factors are supposed to estimate every variable and not the other variable
(Hulland, 1999). The valuation of convergent validity of individual economy model depends on
Average Variance Extracted (AVE) and Composite Reliability (CR) of every variable.
4.2.4 Average variance extracted (AVE) and composite reliability
For reflective measure, Average Variance Extracted (AVE) is mostly evaluated for convergent
strength (Chin, 1998; Claes Fornell & Larcker, 1981b; Götz, Liehr-Gobbers, & Krafft, 2010).The
AVE endeavors to estimate the variance that a hidden factor receives from its variables, in
relation to degree of error evaluation (Chin, 1998). The results of the AVE analysis are shown in
Table 13.
It is suitable to use dissimilar measuring technique in order to evaluate to apply different inner
consistency which is discussed as Composite Reliability (CR). Hence, the higher technique to
evaluate inner Consistency as it practices the factor loadings attained in the hypothetical model
(Claes Fornell & Larcker, 1981a). The values are estimated through Smart PLS 3.2 software and
outcomes are described in the table 13. All estimated value above 0.7 considered to be
satisfactory (Bagozzi & Yi, 1988; Dibbern & Chin, 2005; Götz, Liehr-Gobbers, & Krafft, 2010;
Urbach & Ahlemann, 2010).
Table 3: Composite reliability (CR) and average variance extracted (AVE) – model 1
XVariable Items Factor Cronbach Composite AVE
loading Alpha reliability
Brand Commitment BC1 0.747 0.925 0.938 0.627
BC10 0.767
BC11 0.789
BC2 0.814
BC3 0.817
BC5 0.705
BC6 0.867
BC7 0.817
BC9 0.792
Brand Citizenship BCB3 0.706 0.891 0.921 0.702
behaviour
BCB4 0.903
BCB5 0.876
BCB6 0.917
BCB7 0.767
Brand cantered HR BCHR10 0.798 0.891 0.918 0.652
Practices
BCHR11 0.805
BCHR12 0.896
BCHR13 0.868
BCHR4 0.724
BCHT7 0.739
Brand Performance BP1 0.906 0.855 0.912 0.776
BP2 0.886
BP3 0.849
Brand Personal Fit PBF1 0.795 0.870 0.911 0.720
PBF2 0.867
PBF3 0.884
PBF4 0.845

4.2.5 Discriminant validity

The discriminatory validity shows to what extent a certain construct differs from other constructs
(Barroso, Carrión, & Roldán, 2010). The strength of the discrimination is determined when each
measuring item associates weakly with other variables, except that one of them is hypothetically
related (Gefen & Straub, 2005). Two ways are used to evaluate discriminant validity. The
measurement of cross loadings are determined by associating the constituent marks of each
hidden variable with respective indicators and all other items which are involved in model (Chin,
1998). It shows an applicable pattern of loading factors, in which measurement items have highly
loads on hypothetically given variables and others have not (Gefen & Straub, 2005).
The cross-loadings are normally the main way to deal with the discriminant validity’ of
variables. Outer-loadings of an indicator with related variable must be considerable (greater)
comparatively to its cross loadings that specifies its correlation on other construct. The most
ideal approach to evaluate and report cross loadings is in a table column for the variable and
rows for the indicators.
Usually it is considered that higher loading value of an Indictor specifically in bold with
the assigned construct (in column). The Fornell-Larcker paradigm is the second way to deal with
and to evaluate discriminant validity. It estimate the average variance value’s square root with
the correlation of latent variables. In particular, square root value of all construct’s Average
Variance Extract must be higher than its greatest correlation with any other construct.
In short, Fornell and Larcker's technique demonstrates discriminant validity when the
square root of the AVE enhances the relationships between the measure and every single other
measure. In this way to stimulate the measurement of model’s discriminant validity the AVE
estimation of every construct is produced by utilizing the Smart-PLS algorithm as appeared in
Table 6.
The values that lies in off diagonal are smaller than the average variance’s square root
(highlighted on the diagonal). Thus, every construct contributes more difference within a block
of indicators comparatively the other latent construct shows a contrary block of indicator
(Henseler et al., 2009) Supporting the satisfactory discriminant validity of the scales.
Consequently, the outcome affirmed that the Fornell and Larker's model is met.
In current research that basically evaluated the presentation of cross-loadings and the
Fornell-Larcker rule for discriminant validity appraisal has discovered that neither approach
dependably distinguishes discriminant validity issues (Henseler, Ringle, & Sarstedt, 2015). In
particular, cross-loadings are unable to demonstrate an absence of discriminant validity when
two constructs are absolutely corresponded which renders Fornell Larcker is inadequate for exact
research. Essentially, the Fornell Larcker rule performs in all respects ineffectively, particularly
when loadings of the indicators change not considerably (e.g., all indicator’s loadings shift
somewhere in the range of 0.60 and 0.80).
At the point when loadings of indicators differ all the more distinctly, the Fornell-Larcker
standard's presentation in distinguishing discriminant validity issues improves, however is still
rather poor generally (Voorhees, Brady, Calantone, & Ramirez, 2016. Henseler et al., 2015)
propose evaluating the heterotrait-monotrait ratio (HTMT) of the correlations.
HTMT can be explained it is a ratio of linking trait relationship. HTMT is the mean of all
co-relation of items (indicators) over construct estimating various constructs (i.e., the
heterotrait-heteromethod relationships) in respect to the (geometric) mean of the average
relationships of indicators estimating a similar construct (i.e., the monotrait-heteromethod
connections; for a formal meaning of the HTMT measurement, Henseler et al., (2015).
In fact, the HTMT approach is an evaluation of what the genuine connection between two
construct would be, if they have been measured perfectly. This genuine relationship is
additionally make reference to as disattenuated relationship. A disattenuated relationship
between two constructs near 1 shows an absence of discriminant validity.
Another way to assess the measurement model the HTMT ratio of relationships was
utilized to evaluate discriminant validity, In light of the multitrait-multimethod matrix (Henseler
et al., 2015). The HTMT element that was more than .85 demonstrates an issue of discriminant
validity (E. Kline et al., 2012). As appeared in Table 6, all elements are according to criteria. The
specific research, in this manner demonstrates that the estimation model has built up its
discriminant validity.
4: Discriminant validity by (Fornell & Larcker, 1981) criterion – model 1
X  BC BCB BCHRP BP PBF
BC 0.892        
BCB 0.807 0.838      
BCHRP 0.827 0.854 0.807    
BP 0.791 0.695 0.639 0.881  
PBF 0.802 0.670 0.635 0.828 0.848

*Square root of average variance extracted is represented in the diagonal bold text and the
remaining of the entries are correlation values (Fornell & Larcker, 1981).
Evaluation of structural model-1
We tested the validation of measurement model, now we evaluate the structural model as shown
in figure 3. It provides evidence regarding theoretical model for the proposed study. Relationship
between variables (exogenous and endogenous) describe by the Structural model. The purpose of
the PLS model is prediction, assessment of R2, Assessment of predictive relevance through Q 2
value. Additionally, for examining the stability of estimate, bootstrapping resampling procedures
were applied. Following steps are involved in structural model.

Assess structural model for Path Coefficients

Analysis for Mediating Effects

Assessment of R2 Value

Valuation of f 2 value

Valuation of predictive relevance over Q 2 value

Model Fit
Figure 1: Assessment of structural model
4.5 Structural Model (Inner Model)
The Structural equation model (SEM) was assessed dependent on five criteria: (1) Path
coefficient (β) that shows the either relationship is weak or strong between constructs (2) level of
variance clarified or R square (R²) which generally was called regression score, (3) standardized
root mean square residual (SRMR) (4) t values significance which clarify the relationship among
variables are significant or not. (5) The Q2 that estimates how well the model reproduced the
perceived values and its estimates of parameters (Chin, 2010).
4.5.1 Model Fit
The SRMR of the model was 0.077, which demonstrates a sufficient model fit. A SRMR
value under 0.08 was prescribed to be appropriate for PLS path models Henseler, Hubona, &
Ray, (2016).
4.2.7 Assess structural model for path coefficients_ model 1
Path coefficient shows the relationship between the constructs which are hypothesized from
theoretical model 1 of this study as shown in figure 4. Usually they have standardized value
between -1 and +1. If the value of path coefficient is +1, it means there is a strong positive
relationship among constructs while thee -1 value show the negative but significant relationship
(Hair. et al., 2014). Path coefficients show the strength of the relationship among variables
(Wixom & Watson, 2001). Coefficient is significant, if the t-value is greater than critical value
(Hair. et al., 2014). Usually, critical values are used for two tailed test which have different
significant level, like 1.65 (significant level = 10%), 1.96 (significant level = 5%) and 2.57
(significant level = 1%) (e.g., Churchill & Iacobucci, 2009; Sharma, 1995).

Figure 2: Path coefficients_ model 1

In the hypothesis 1, there is a relationship between Brand centered HR practices and Brand
Performance. The findings of this study show that Brand centered HR Practices have positive but
insignificant impact brand performance. The H1 is supported significantly with
β=0.024 p=0.065 , t−value=1.23 which also shows in table 15.
The H2 show personal brand fit have significant impact on brand performance. The study
findings show that personal brand fit positively and significantly influence the brand
performance β=0.534 , p=0.000 , t−value=8.896 as shown in table 15. The relationship
 between brand commitment and brand performance hypothesised as H4, The estimated results of
structural model show that brand commitment significantly and positively contribute to firm
performance as the β=0.261 , p=0.011 ,t−value=3.573(see table 15) which illustrate that
brand commitment positively enhance the brand performance. Brand citizenship behaviour have
positive relationship with Brand Performance illustrated as H4, the findings of study support the
H4 with estimated results of structural model β=0.127 , p=0.026 , t−value=2.230 as shown in
table 15. The brand citizenship Behaviour significantly and positively contribute to brand
performance.
Brand cantered HR practices have positive relationship with Person brand fit as H5. H5 is
supported by the estimated results. The results show that brand cantered HR practices have
significant and positive relationship with Brand citizenship behaviour with
¿ 0.635 , p=0.000 , t value20.059 as shown in table 15.
The relationship between brand cantered HR practices and brand commitment is hypothesised as
H 6 ( H 6: brand cantered HR practices positively influence the brand commitment. The study
findings show that brand cantered HR Practices significantly and positively relate with Brand
Commitment as the 0.827 , p=0.000 ,t value 46.707 .
H7 described as The relationship between Brand cantered HR practices and Brand citizenship
behaviour. The results show that brand cantered HR practices significantly and positively
influence the Brand citizenship behaviour with0.854 , p=0.000 ,t value 61.66 The outcomes of
path coefficients have been displayed in the below table.
Table 5: Path coefficients- model 1
Hypothesis Path Coefficient Stnd.dv T-value P- Decision
Coefficient values
H1 BCHRP -> BP 0.024 0.056 1.235 0.065 Supported
H2 PBF -> BP 0.534 0.060 8.896 0.000 Supported
H3 BC -> BP 0.261 0.073 3.573 0.000 Supported
H4 BCB -> BP 0.127 0.057 2.230 0.026 Supported
H5 BCHRP -> PBF 0.635 0.032 20.059 0.000 Supported
H6 BCHRP -> BC 0.827 0.018 46.707 0.000 Supported
Analysis for mediation effects – model 1
Mediation focuses on a theoretically established direct path relationship (i.e., in Figure 3)
between Personality traits & religiosity and Corporate Performance, as well as on additional
theoretically relevant constructs - Capital Structure Decisions, all of which indirectly provide
information on the direct effect via its indirect effect from Personality traits & religiosity via
Capital Structure Decisions and Corporate Performance, (Figure 1). Therefore, the indirect
relationship between Brand centered HR practices and brand performance through Brand
commitment, person brand fit and brand citizenship behavior in the mediator model. Basically, a
variable function as a mediator when it meets the following conditions (Baron and Kenny, 1986):
(i) variations in the levels of the independent variable account significantly for variations in the
presumed mediator (ii) variations in the mediator account significantly for variations in the
dependent variable and (iii) when paths were controlled, a previously significant relationship
between the independent and dependent variables changed its value significantly.
MacKinnon & Luecken, (2008) characterizes ‘Path Analysis’ as an unpredictable measurement
of relations among constructs which contain mediating as a significant component. The
mediation effect issue is essential in any ‘path analysis’ and SEM. The construct we take as
mediator considered as arbitrate between the independent and dependent constructs (Preacher &
Hayes, 2008) The causal advances approach created by Baron & Kenny, (1986) has turned out to
be most prevalent in testing mediation impacts. They contend that in the event if, accompanying
conditions are fulfilled, at that point the mediation impact is affirmed:
1) The independent variable has a positive impact on the dependent variable.
2) The independent variable has a positive impact on the mediator.
3) The mediator has a positive effect on the dependent variable, when controlling for the
independent variable.
4) When controlling the mediator, the link between the independent variable and the
dependent variable is non-significant then considered the full mediation, or if the link
between independent and dependent variable is significant then, considered partial
mediation (obviously reduced).
Table 16 shows the direct effect should be significant if the mediator is not included in the
model, and although this is not a necessary condition (Mathieu and Taylor, 2006), when the
mediator is included the indirect effect must be significant (Hair et al., 2014a). A significance
test was conducted by carrying out the bootstrapping algorithm in Smart PLS is executed to get
the values of the direct and indirect path coefficients with 500 resamples as recommended by
Preacher & Hayes, (2004). The significance of each individual is also a requirement for this
condition, although the main aim was to determine the extent to which the dependent variable
could be explained directly by the independent variable and how much of the target construct’s
variance was explained by the indirect relationship via the mediator variable (Hair et al., 2014a).
In this, the variance accounted for (VAF) determines the size of the indirect effect in relation to
the total effect.
 Table 6: Mediation analysis – model 1

Mediation
Direct Relation Indirect Effect Total Effect
Relationship Type
of Variable P
Beta Beta P Values Beta
Values
BCHRP -> Partial
0.216 0.000 0.663 0.000
BC -> BP 0.749 0.000 Mediation
BCHRP -> Partial
0.108 0.027 0.663 0.000
BCB -> BP 0.749 0.000 mediation
BCHRP -> Partial
0.339 0.000 0.663 0.000
PBF -> BP 0.749 0.000 mediation

4.2.10 Coefficient of determination ( R2 ) – model 1

The analytical precision of the model is evaluated by R2. Basically the table 18 shows the value
of ‘R’ which shows the link among predictors and dependent variable for instance strong, weak
and moderate etc. The Coefficient of determination (R-square) explains the goodness of fit of the
model. The value of R2 usually fall among 0-1, whereas 1 illustrates the correctness of the
model. It is proposed as a rule of thumb about accepting R2 value as 0.25, 0.50, 0.75 explaining
Weak, Moderate, and Substantial amount of analytical precision (Hair et al., 2011; Henseler,
Ringle, & Sinkovics, 2009b).
Table 7: Coefficient of determination (R2) – model 1
  R Square R Square Adjusted Predictive accuracy
BC 0.685 0.684 Moderate
BCB 0.729 0.729 Moderate
BP 0.736 0.734 Moderate
PBF 0.403 0.401 Moderate
2 2
R Value is estimated through dependent variable. The Brand commitment has ( R =0.685) of
variance, and Brand citizenship behavior has ( R2 =0.729 ) variance, Brand performance have

( R2 =0.736 ) and Person brand fit have ( R2 =401 ). All values are described in the above table.
Forecasting the model appropriateness on the basis of value of R2 is not a suitable method as
including or removing constructs in model alter the value of R2. Hence, the following phase for
the valuation of model through investigating the variations in R2 value is to understand any
influence of explanatory variable on dependent variable (Chin, 1998) as shown in figure 5.

Figure 3: Coefficient of determination _ model 1

4.2.12 Predictive relevance (Q 2 ) – model 1

TheQ 2 is evaluated to test the predictive importance of evaluating the model. Value of Q 2 is
evaluated based on the method of re-use, that ignores a part of the figures matrix and evaluate
variables of the model, then attempts to forecast the lost part by using the evaluated outcomes. If
the gap among forecast and actual figures is less than value of Q 2 is high which represents the
correctness of the model applied. Indeed, the value of Q 2 must be more than zero for the specific
dependent variable in order to represent the analytical importance of the path model for this
specific variable (Rigdon, 2014; Sarstedt, Ringle, Henseler, & Hair, 2014).
All the Q 2 values estimated are more than the stated measures of zero excluding the variable of

overconfidence. The greatest Q 2 value is evaluated for Brand performance ( Q2=0.604 ), brand

centered HR practices (Q2=0.604) , Brand commitment, (Q2=0.604) , Brand person Fit

(Q2=0.604) whereas less value is evaluated for Corporate Performance(Q2=0.258) as shown in

table 20.
Table 8: Predictive relevance – model 1
Dependent variables Q2 Predictive Relevance
Performance of company 0.258 Yes
Capital Structure Decision 0.604 Yes

Discussion
The results indicate that a brand-centered approach to HRM has a positive effect on employee
and customer attitudes and behaviors. Employees were found to be more likely to perceive
higher levels of person-brand fit, feel committed to the brand, and engage in BCB. The study
important contribution is a postulation of how „brand-centered HR practices‟ as an antecedent
effect on „employees‟ BCB‟. Which portrays that HR practices encourage employee(s) to do the
extraordinary performance to deliver the strong “brand promises” (Al-Shuaibi et al., 2016), there
by contributing to employees‟ brand citizenship behavior. As for the effect human resource
practices on employees' brand behavior, clearly demarcates the dimensions of brand-centered HR
practices and posit their influence on employees‟ BCBs. These practices stimulate employees to
engage in extra role brand behavior, thereby improving customer perceptions toward an
organizational brand. As practitioners and academics alike advocate that the human resource
practices can strengthen employees' behavior towards the brand-related support mechanisms and
engage them in both altruistic or extra role brand behavior (Chang et al., 2012; Piehler et al.,
2015). Service Profit Chain Theory and Social Identity Theory (Heskett et al., 1997; Ashforth
and Mael, 1989) were used to develop a theoretical framework to predict how brand-centered
HRM practices influence the attitudes and behaviors of textile employees and customers.
By giving similar value to the internal customer which is given to the external customers, the
organizations would be more successful in flourishing their business set up (Shrivastava et al.,
2016). While keeping the valuable status of both employees and customers on the same level
with entire satisfaction of the needs and awareness of the organizational products, it would be a
source of inspiration for the employees to work dedicatedly in developing a sustainable
advantage for the firms (Vazifehdoost et al., 2012). It highlights the customers’ brand
experience which is coined as “behavioral branding” (Punjaisri, Wilson, et al., 2009; (Mazzei &
Ravazzani, 2015; Mazzei and Ravazzani, 2015). The intangible resources of the organization
which is also considered as the internal brand (human capital or intellectual capital), relating to
the Resource-based Theory (RBV). With the growing significance and preference of the internal
stakeholders, many researchers focus on developing a better understanding of the internal
branding role, linked with the performance of brands. In this study, the role of internal branding
is defined in terms of the RBV theory on how to flourish and prosper the branding system in the
marketplace. The results of the study show how the functionality of internal branding affects
employees’ perceptions of being recognized and identified in the perspectives of business-related
activities. In this way, the subjective results show that internal communication and training have
impacted the employees to some extent who may satisfy the brand promise (King & Grace,
2005).
Furthermore, the study makes an important contribution to knowledge of how brand-centered
HRM can lead to positive changes in customer behavior. When frontline employees exhibit BCB
the results reveal that customers feel more satisfied. Customers will also be more likely to
engage in citizenship behaviors, such as recommending the business to family members or
colleagues, assisting other customers, and providing helpful feedback. The findings show that
employee and customer behavior can be shaped by HR practices, via feelings person-brand fit
and BC. The results provide empirical support for several predictions made in previous studies.
The findings support Burmann and Zeplin’s (2005) holistic model of internal brand management,
in which it is argued that brand-centered HRM leads to BC and employee BCB. In addition, the
positive correlation found between brand-centered HRM and person-brand fit corroborates with
Hurrell and Scholarios’ (2014) findings. Furthermore, the mediating effects of person-brand fit,
BC and BCB, reinforce findings in Farzaneh et al., (2014).
Careful screening processes ensure high person-brand fit, high commitment towards its brand
values and BCB among its employees. Also, hiring people with a high degree of person-brand fit
can make training and development much easier and more effective, thus enhancing employee
brand-specific competencies, bringing greater value to its customers. Furthermore, awards are
given to recognize the contributions of employees who deliver services of a high standard to
customers. This culture gives the organization a competitive edge in the hospitality industry
because when employees share common values with the organization, they are highly dedicated
and committed to serve customers in a very personal way, allowing customers to feel ‘at home’
and welcome. This high level of customer satisfaction leads to customer citizenship behaviors,
which in turn can (as argued in this study) be sources of superior profitability, reputation and
growth (Talbott, 2006).
Brand citizenship behavior (BCB) is a measure of the employees‟ willingness to perform extra
role behavior that goes beyond its basic role requirement i.e. prompted the brand-supporting
behavior (Punjaisri, Wilson, & Evanschitzky, 2008). Thus, BCB is referred to as all employees‟
behaviors that are consistent with brand identity and brand promise and in sum strengthen the
brand (Piehler, Hanisch, & Burmann, 2015). Academicians and practitioners asserted that BCB
is a key ingredient of internal branding, which encourages employees to align their behavior with
organizational brand to create and maintain the consistent brand identity (Henkel et al., 2007;
Baumgarth & Schmidt, 2010, Burmann & Konig, 2011). However, as exhibited by the research,
the employees‟ behavior is crucial in the internal branding process because all activities related
to brand.
Employee behaviors with the brand are the representation of the brand, indicating to what extent
the employees develop favorable or unfavorable perceptions or opinions or likeness or
dislikeness about the brand. In view of the theory of planned behavior, employee brand behavior
have an impact on brand behavioral intentions (Fishbein & Ajzen, 1977). The degree to which an
employee develops favorable or unfavorable viewpoints or assessment of the brand, influencing
the behavioral intentions which are known as the most reliable predictors and determinant of the
employee consistent behavior (Ki & Hon, 2012).

Conclusion
This study has examined relationships between brand-centered HRM and customer citizenship
behavior in international hotels located in Taiwan. International hotels operate in highly
competitive global hospitality industries, and therefore must pay great attention to how they
build and communicate their brand if they wish to attract and retain global customers. Service
Profit Chain Theory and Social Identity Theory (Heskett et al., 1997; Ashforth and Mael, 1989)
were used to develop a theoretical framework to predict how brand-centered HRM practices
influence the attitudes and behaviors of hotel employees
and customers. Overall, this study presents convincing support for the positive effects of brand-
centered HRM when employees internalize brand values as their own personal values. The
findings reflect how employees working in Taiwan, a relatively collectivistic organizational
setting, respond to brand-centered HRM practices. Whilst more research is need in Western
contexts to assess the generalizability of findings, there are reasons to think that the findings will
be transferable to individualistic settings. Peng and Pierce
(2015, p. 165) found that feelings of psychological ownership emerged within Chinese culture in
much the same way as in a western context. Similarly, as the findingsa in this study corroborate
with predictions and empirical findings from relatively more individualistic contexts (e.g.
Porricelli et al., 2014) there may (as with concepts such as psychological ownership) be
consistencies in how brand attitudes and behaviors develop and materialize in collectivistic and
individualistic contexts.
Theoretical implications
In response to calls to build a process model of competency-based HRM (Audenaert et al.,
2014), this study demonstrates that brand-centered HRM can lead to desirable outcomes (i.e.
customer satisfaction and customer citizenship behaviors) through person-brand fit, BC and BCB
(Nishii and Wright, 2008). The multilevel relationship between brand-centered HRM and
person-brand fit supports assertions in Chiang et al., (2013), that brand-centered HR practices
can be used to attract and recruit employees whose personal values are consistent with brand
values. Positive relationships between brand-centered HRM and BC were also found, reaffirming
Ravens (2014) hypothesis that brand-centered HRM positively correlates with BC. In addition to
finding a positive relationship between internal branding and employees’ brand identification
and BC, Punjaisri et al., (2009, p. 216) found that internal branding has a positive and significant
effect on employees’ brand performance. The positive effect of brand-centered HRM on BCB is
consistent with both Punjaisri et al’s., (2009, p. 216) findings, and those in Chang et al., (2012),
offering further support and validation for the positive behavioral effects brand-centered
approaches can have in an organizational setting. Furthermore, person-brand fit and BC were
found to positively affect BCB, providing empirical support for Burmann and Zeplin’s (2005)
holistic model of internal brand management.

Practical implications

The results provide several implications for practice. First, this study demonstrates that to
enhance customer satisfaction and brand reputation, textile managers should ensure that
employees are highly committed to the brand values, and willing to deliver services to customers
accordingly. Second, in order to have the right people in the textile sector, brand-centered HRM
can be implemented to help the organization select applicants who share the values of the
organization (Burmann and Zeplin, 2005; Kimpakorn and Tocquer, 2010). To enhance brand
equity amongst customers, textile sector can recruit employees with a high person-band fit,
through targeted recruitment schemes. Effective decision making in recruitment is emphasized
by hospitality companies such as the Four Seasons Hotels and Resorts. They have built a strong
service culture across the organization in different countries through brand-centered HRM.
Textile can also develop and reinforce brand values among newly hired and senior employees
through the careful design of formal orientation, training, development and communication
practices. This can emphasize how brand promises can be delivered to customers. The content of
all these practices should cultivate brand-related values and attitudes among employees and
customers, thereby leading to desirable behaviors congruent with the brand promise the textile
communicates. Additionally, performance evaluation practices should be based on criteria that
evaluate whether or not employees display brand-related traits and attitudes (e.g. agreeableness,
service orientation, etc.), behaviors (e.g. customer-oriented behaviors, helping others, team spirit
etc.), as well as performance (e.g. customer satisfaction, profitability etc.). The balanced
scorecard approach to performance management can be designed to integrate these performance
criteria. To reward brand-related attitudes and performance, individual incentives and/or group
incentives can be implemented to motivate employees. Finally, the theoretical model and the
empirical results found in this study provide educators with a reference framework for teaching
service brand management in the hospitality industry. Given the increasing percentage of service
sectors included in the GDP of most developed countries, this knowledge creation and diffusion
can further contribute to the enhancement of economic growth in these countries.

Limitations and future research

Studies tend to focus primarily on either external branding or internal branding (e.g.
Aurand et al., 2005; Burmann et al., 2009). To support theoretical development and
future empirical testing, it is recommended that these two areas are merged together
(Chang, Chiang and Han, 2012). This study has aimed to fill the gap in the existing
research literature by bridging internal and external branding management. Future
research in different service industries could establish the transferability of the model to
other service-related industries. Furthermore, as data were collected from franchised
international hotels in Taiwan, it should be noted that the results may be affected by
cultural factors. Thus, the nature of the data sample may (as mentioned earlier) be
difficult to generalize across different sectors and cultures. Although real cases in
Western countries (e.g. the Four Seasons Hotels and Resorts) appear to reflect the
analytic framework and research results, it is recommended that research is conducted in
different cultures. Other individual differences could also be explored. Results show that
married employees are higher than unmarried employees in person-brand fit, BC and
BCB. This may imply that married employees are less inclined to associate themselves
with the brand or be affected by brand-centered HRM practices, than their unmarried
counterparts.
The data in this study is mainly cross-sectional, which may limit the assertions one
can make about causality. Thus, it is suggested that future research adopts a longitudinal
design to collect data across time. Furthermore, only brand-centered HRM is included as
the antecedent of the outcome variables. According to Burmann and Zeplin (2005), other
antecedents such as brand communication, brand leadership and brand cultures may be important
to consider. It is suggested that researchers investigate the effects of these antecedents on
employee attitudes, behaviors, and customer-based brand equity in a holistic way. Finally, this
study uses a two-level HLM. It is suggested that future research develops this further, to examine
relationships using a three-level HLM model.

Appendix 1:
Respected Sir/Madam,
I am student researcher at National Textile University, Faisalabad and working on my research project
entitled “Impact of brand centered HRM on internal brand management IBM”. Your precious time and
participation will be a great contribution towards this work.
Yours Truly: Aniqa Javaid

Section І
Section І deals with socio-economic and economic characteristics of respondent that may Impact of
brand centered HRM on internal brand management IBM

Organization Name: ____________________ Year of Establishment: ________________

Age: ______ Gender: _________ Education:______________Experience in Year:________
Certifications: ISO 9001 / ISO 14000/ Sedex/WRAP( Worldwide Responsible Accredited Production
Manufacturing Facility:___Weaving___Processing___Stitching____Composite/Vertical
Brand centered HR Practices
1 Our company compensates employees for providing brand-related creativity and information.
A) Strongly Agree B) Agree C) Don’t Know D) Disagree E) Strongly Disagree
2 When employees display behaviors fostering brand value, our company gives employees formal
rewards.
A) Strongly Agree B) Agree C) Don’t Know D) Disagree E) Strongly Disagree
3 When the market share of the brand enhances, our company rewards employees who participate in
brand-related activities.
4 Our company makes newcomers understand brand-related value and spirit through training.
5 Our company often transmits brand-related value through formal communication platform.
6 Our company makes personal value and behaviors of employees consistent with brand value through
training courses.
7 Our company considers personal traits of applicants to recruit employees with person-brand fit.
8 Our company considers personal values of applicants to recruit employees with person-brand fit.
9 Our company considers employees’ brand-oriented behaviors in the process of evaluation.
10 The brand image may help our company recruit appropriate employees while recruiting newcomers.
11 Our company makes employees compare their behaviors with a brand-related standard via self-
evaluation or colleague-evaluation.
12 Our company focuses on cultivating brand-related talents.
13 Our company often communicates brand-related spirit, content, and value while developing new
products or services.

BRAND COMMITMENT
I would be very happy to spend my rest of my career with the brand.
I really feel as if the brand’s problems are my own.
I feel the brand is meaningful for me.
I have strong feeling of belongingness toward the brand.
Overall, I am satisfied with the brand.
Overall, I am pleased to work for the brand.
When other people criticize the brand, I feel like they criticize me.
I very care about what other people think about the brand.
When other people praise the brand, I feel like they praise me.
The success of the brand is like my success.
When we talk about the brand, we say “our brand”.

Brand Performance
The relative market-share of the brand.
Sales growth of the identified brand.
The overall performance of the bran
Person-brand Fit
1. I feel that brand values are consistent with my personal values.
2. I feel that the brand personality is consistent with my personality.
3. Before I enter this organization, I consider the consistency between the brand value and my
personal value.
4. Before I enter this organization, I hope my image is consist with the brand image.
5. In the process of recruitment, the organization utilizes some tools to understand the consistency
between the brand value and my personal value.
I think my ability, knowledge and skills reach the requirement of the brand.

Brand Citizenship behavior

1. I regard customers as my family and solve their problems as I do mine. A) Strongly Agree B)
Agree C) Don’t Know D) Disagree, E) Strongly Disagree
2. I solve problems of customers voluntarily to foster brand value.
A) Strongly Agree B) Agree C) Don’t Know D) Disagree, E) Strongly Disagree
3. I voluntarily follow brand guidelines while servicing customers.
A) Strongly Agree B) Agree C) Don’t Know D) Disagree, E) Strongly Disagree
4. I voluntarily follow brand standard processes without organizational monitoring.
A) Strongly Agree B) Agree C) Don’t Know D) Disagree, E) Strongly Disagree
5. I voluntarily follow brand guidelines while solving customers’ complaints.
A) Strongly Agree B) Agree C) Don’t Know D) Disagree, E) Strongly Disagree
6. I express aggressive behaviors to satisfy customers and enhance brand value.
A) Strongly Agree B) Agree C) Don’t Know D) Disagree, E) Strongly Disagree
7. I am willing to endorse the brand and voluntarily transmit brand value to newcomers or friends.
A) Strongly Agree B) Agree C) Don’t Know D) Disagree, E) Strongly Disagree
8. I have trust and loyalty toward the brand.
A) Strongly Agree B) Agree C) Don’t Know D) Disagree, E) Strongly Disagree
9. I tolerate inconveniencies caused by brand-related activities to satisfy customers and enhance brand
value.
A) Strongly Agree B) Agree C) Don’t Know D) Disagree, E) Strongly Disagree
10. I never complain about inconveniences caused by brand-related activities.
A) Strongly Agree B) Agree C) Don’t Know D) Disagree, E) Strongly Disagree
11. I voluntarily provide new information and ideas for the brand to enhance brand value.
A) Strongly Agree B) Agree C) Don’t Know D) Disagree, E) Strongly Disagree
12. I strengthen my professional knowledge to foster brand value.
A) Strongly Agree B) Agree C) Don’t Know D) Disagree, E) Strongly Disagree
13. I voluntarily understand needs of customers without organizational requirement.
A) Strongly Agree B) Agree C) Don’t Know D) Disagree, E) Strongly Disagree
14. Regardless of positive or negative information, I voluntarily respond to customers’ thoughts on my
company.
A) Strongly Agree B) Agree C) Don’t Know D) Disagree, E) Strongly Disagree
15. I am willing to endlessly enhance brand-related skills.
A) Strongly Agree B) Agree C) Don’t Know D) Disagree, E) Strongly Disagree