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Employee branding or industry standards? -The underlying reasons employees act the way they do

Kivinummi, Minni-Maari LU (2018) SMMM20 20181
Department of Service Management and Service Studies
Abstract
As competition grows brands must figure out more imaginative ways to separate themselves from the competition and create unique value offerings. One way to achieve this is to offer distinctive and unique service. While the front line employees are the ones preforming these brand value propositions little focus has been placed on the experience and motivations of the employee. This study discusses how employees are affected by employee branding and what kind of motivations they have to preform according to set requirements. To discover the employee motivations phenomenological interviews and limited netnography were carried out for employees working in customer service in the retail sector. Findings show that while employees are affected by... (More)
As competition grows brands must figure out more imaginative ways to separate themselves from the competition and create unique value offerings. One way to achieve this is to offer distinctive and unique service. While the front line employees are the ones preforming these brand value propositions little focus has been placed on the experience and motivations of the employee. This study discusses how employees are affected by employee branding and what kind of motivations they have to preform according to set requirements. To discover the employee motivations phenomenological interviews and limited netnography were carried out for employees working in customer service in the retail sector. Findings show that while employees are affected by the brand, most of the efforts preformed strive from internal motivations derived from personal or social forces. Employees behave more according to brand requirements because of general behavioral norms of the industry, the brand image and personal motivations such as possible future benefits or the personal brand of the employee. Findings also suggest that when motivations are internal the efforts in emotional labor are considered less significant and are more tolerated. (Less)
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author
Kivinummi, Minni-Maari LU
supervisor
organization
course
SMMM20 20181
year
type
H2 - Master's Degree (Two Years)
subject
keywords
Employee branding, Emotional labor, Aesthetic labor, Brand advocacy, Social identification, Employee motives
language
English
id
8945330
date added to LUP
2018-06-08 13:27:55
date last changed
2018-06-08 13:27:55
@misc{8945330,
  abstract     = {As competition grows brands must figure out more imaginative ways to separate themselves from the competition and create unique value offerings. One way to achieve this is to offer distinctive and unique service. While the front line employees are the ones preforming these brand value propositions little focus has been placed on the experience and motivations of the employee. This study discusses how employees are affected by employee branding and what kind of motivations they have to preform according to set requirements. To discover the employee motivations phenomenological interviews and limited netnography were carried out for employees working in customer service in the retail sector. Findings show that while employees are affected by the brand, most of the efforts preformed strive from internal motivations derived from personal or social forces. Employees behave more according to brand requirements because of general behavioral norms of the industry, the brand image and personal motivations such as possible future benefits or the personal brand of the employee. Findings also suggest that when motivations are internal the efforts in emotional labor are considered less significant and are more tolerated.},
  author       = {Kivinummi, Minni-Maari},
  keyword      = {Employee branding,Emotional labor,Aesthetic labor,Brand advocacy,Social identification,Employee motives},
  language     = {eng},
  note         = {Student Paper},
  title        = {Employee branding or industry standards? -The underlying reasons employees act the way they do},
  year         = {2018},
}