A Job Demand-Resource Based Integration of Employee Branding and Corporate Social Responsibility

This study explores how brand-centered human resource management (HRM) influences employees’ brand alignment and enhances corporate social responsibility (CSR) behaviors. As the hospitality industry matures, effectively enhancing brand value has become a key challenge for organizations. Employees, as key stakeholders, directly affect the brand image and financial outcomes of firms through service delivery. Brand-centered HRM, by aligning employees’ personal values with brand values, can motivate brand-supportive behaviors and contribute to the enhancement of brand value. Drawing on the JD-R theory, this study examines how job resources influence employees’ brand alignment and their CSR behaviors. Two main research questions are addressed: (1) How can brand-centered HRM enhance both in-role and extra-role CSR performance? (2) Does a company’s proactive approach to social responsibility positively influence employee acceptance of its brand values? Through a three-wave data collection and multi-source data (managers and employees), this study aims to make significant contributions to the fields of brand management and CSR: extending existing literature and providing practical insights into how companies can align brand values with employees’ personal values through HR practices.