Investigating the effect of brand-centred human resource management on customer-based brand equity using hierarchical linear modeling (HLM) (Case study: Shiraz hotels)

Human resource management can play an important role in successful branding, but little attention is paid to it. The present study was aimed to investigate the effect of brand-centred human resource management on consumer based brand equity with mediating roles of person-brand fit and Brand citizenship behavior. This study is a descriptive-correlation one from research methodology perspective. The statistical population includes employees and customers of 20 hotels in Shiraz city. The sample size has been calculated through Cochran formula and a sample of 142 supervisors, 346 employees, and 384 customers has been selected through convenience method. In order to collect the research data, the standard questionnaires were used, that Cronbach's alpha coefficient and composite reliability were calculated for brand-oriented human resources management (0.75, 0.85), person-brand fit (0.79, 0.88), brand citizenship behaviour (0.73, 0.84), and consumer based brand equity was obtained from the customer (0.74, 0.86) respectively. Harman’s single-factor test show that the measures are free of common method variance. Hypotheses were tested using hierarchical linear modeling. The results indicate that brand-centred human resource management has positive effects on person-brand fit and brand citizenship behavior. At the individual level Person-brand fit has positive effect on brand citizenship behaviors. In addition, organizational-level brand citizenship behavior mediates the relationship between brand-centred human resource management and consumer based brand equity. Therefore, hotel officials should pay particular attention to the brand and its values when selecting, training, developing, evaluating and rewarding employees.