| dc.description.abstract | This study addressed the question of how the effects of brand-specific TRL and brand-specific TFL on employee-based brand equity. In order to answer this question, the 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 management levels and employee individual levels. This study selected the employees served in the largest domestic bank in Taiwan to be the subjects of research. 362 questionnaires were distributed in total, and among the 7 samples retrieved, 355 samples were valid(38 samples for supervisor and 317 samples for employees), forming the valid response rate of 98.07%.
The content of this research can be divided into two parts. First, I explored whether “person-environment fit”(person-job fit, person-supervisor fit, and person-group fit) has the impact on employee-based brand equity. Next, I discussed the interference of person-job fit, person-supervisor fit, and person-group fit between brand-specific TRL, brand-specific TFL and employee-based brand equity. It was found that there was a positive effect on person-environment fit and employee-based brand equity. In addition, brand-specific TRL and employee-based brand equity had a negative effect through the interference of person-job fit and person-group fit. However, brand-specific TFL had totally different result from brand-specific TRL. Finally, person-supervisor fit was unrelated to these two leaderships and not mediated between them as well.
The contributions of this research were as follows. First, I explored the relationship between employee-based brand equity and three person-environment fir. By this, we can understand more about the attributes to employee-based brand equity. Second, I used the hierarchical linear modeling to analyze if three different kinds of fit between person and working environment are able to mediate between the relationship between two kinds of brand-specific leadership and employee-based brand equity. Finally, I emphasized the effects and importance on employee-based brand equity and two kinds of brand-specific leadership mediated by person-environment fit in hope of providing a suggestion for internal brand management.
Keywords: Brand-specific TRL, Brand-specific TFL, Employee-based brand equity, Person-job fit, Person-supervisor fit, Person-group fi | en_US |