Employee Brand Equity and Decent Work in Chinese Hospitality

Drawing on extended‐self theory, this study examines how employee brand equity relates to decent work in Chinese branded hospitality organizations. Data were collected from 440 employees across 25 branded hospitality organizations in Hainan, China. The results indicate that brand endorsement, brand allegiance, and brand consistent behavior each have significant positive direct effects on decent work, as well as indirect effects through brand psychological ownership. Brand psychological ownership partially mediates these relationships, while perceived brand value fit positively moderates the relationship between brand psychological ownership and decent work. These findings extend employee brand equity research by identifying decent work as an employee‐centered outcome and by clarifying the mediating role of brand psychological ownership and the boundary role of perceived brand value fit. The study also offers practical insights into how branded hospitality organizations may support more positive employee work experiences.