| dc.description.abstract | This study addressed the question of how the effect of psychological empowerment and team empowerment on employee brand behavior is moderated by adjusting variables, before employee brand behavior impacts employee-based brand equity. In order to answer this question, this study employed hierarchical linear modeling to analyze the moderating effects of person-job fit, person-supervisor fit, and person-group fit on the relationship between two levels of empowerment and employee brand behavior. This study selected the employees served in the largest domestic financial insurance company in Taiwan to be the subjects of research. 450 questionnaires were distributed in total, and among the 438 samples retrieved, 338 samples were valid, forming the valid response rate of 75.11%.
The content of this research can be divided into three parts. First, I explored how psychological empowerment in individual level and team empowerment in team level affects employee brand behavior respectively. Next, I discussed the interference of person-job fit, person-supervisor fit, and person-group fit when psychological empowerment and team empowerment work upon employee brand behavior. Last, I proposed that employee brand behavior would influence employee-based brand equity. It was found that psychological empowerment and team empowerment have positive effects on employee brand behavior, and employee brand behavior positively affects employee-based brand equity. In addition, person-job fit adjusts the effects of psychological empowerment on employee brand behavior; while person-supervisor fit and person-group fit moderates the effects of team empowerment on employee brand behavior.
The contributions of this research were as follows. First, I explored the way of establishing employee brand behavior in the aspect of empowerment, which includes individual and team level. Second, I introduced three different kinds of fit between person and working environment, to see if they are able to reconcile the relations mentioned above and how they reconcile them, which contributed to broader antecedents of employee brand behavior. Third, I identified the importance and effect of employee brand behavior on employee-based brand equity, in hope of providing a suggestion for organizations to engage in internal brand management.
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