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The role of brand communications on front line service employee beliefs, behaviors, and performance

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Abstract

Frontline service employees often vary in their delivery of the brand promise, leaving service firms with less direct control on other stakeholders’ brand perceptions. Internal branding efforts have been suggested as a way to improve employee performance. With this in mind, we develop a two-process model based on identification and internalization theories to explain how internally disseminating brand-relevant information to frontline employees enhances performance. Using multi-source data from the employees, managers, and customers of a business-to-business firm in the hospitality industry, we find that providing brand-specific information directly to frontline employees increases their identification with the brand (as evidenced in perceptions of firm authenticity) and enhances their internalization of brand values. Additional results suggest that firms should make an extra effort to communicate brand-specific information to frontline employees if they desire brand-consistent performance that is observable to managers and customers alike.

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Authors and Affiliations

  1. University of Alabama, Box 870225, Tuscaloosa, AL, 35487, USA

    Thomas L. Baker & Adam Rapp

  2. University of North Carolina Wilmington, 601 S. College Road, CH 240F, Wilmington, NC, 28403-5969, USA

    Tracy Meyer

  3. Clemson University, 259 Sirrine Hall, Box 341325, Clemson, SC, 29634-1325, USA

    Ryan Mullins

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  1. Thomas L. Baker
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Correspondence to Thomas L. Baker.

Appendix A

Appendix A

Scale Items

Brand Knowledge Dissemination (original source: King and Grace 2010)

  1. 1.

    FIRM communicates its brand message well to its employees.

  2. 2.

    FIRM explains the importance of my role in delivering the brand message.

  3. 3.

    The information provided to me when I started at FIRM helped me understand the goals of the FIRM brand.

Brand Authenticity (original sources: Wood et al. 2008; Sirianni et al. 2013)

  1. 1.

    The FIRM brand genuinely embodies its image.

  2. 2.

    The FIRM brand has integrity.

  3. 3.

    The FIRM brand is not fake or phoney.

  4. 4.

    The FIRM brand exists in accordance with its values and beliefs.

Brand Value Congruence (original source: Baumgarth and Schmidt 2010)

  1. 1.

    My attachment to this brand is based first and foremost on the similarity of my values to those represented by the brand.

  2. 2.

    The values represented by our brand are more than just words; they influence my day to day behavior.

  3. 3.

    In our company, we have a clear idea of what our brand stands for; brand identity and brand promise are well defined.

Service Ability (original source: Schlesinger and Zornitsky 1991)

  1. 1.

    This PERSON always makes sure that he/she can be reached whenever a customer needs something important.

  2. 2.

    This PERSON provides high-level service/maintenance to all accounts.

  3. 3.

    This PERSON has the knowledge to effectively/competently help all accounts.

  4. 4.

    This PERSON provides courteous service to customers.

Brand Citizenship Behaviors (original source: King and Grace 2010)

  1. 1.

    I demonstrate behaviors that are consistent with the brand promise of FIRM.

  2. 2.

    I consider the impact on the FIRM brand before communicating or taking action in any situation.

  3. 3.

    If given the opportunity, I pass on my knowledge about FIRM’s brand to new employees.

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Baker, T.L., Rapp, A., Meyer, T. et al. The role of brand communications on front line service employee beliefs, behaviors, and performance. J. of the Acad. Mark. Sci. 42, 642–657 (2014). https://doi.org/10.1007/s11747-014-0376-7

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  • DOI: https://doi.org/10.1007/s11747-014-0376-7

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