The pervasive power of bespoke internal branding: Assessing the impact of employees’ generational differences and organizational tenure

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

This research paper confirms that tailored internal branding activity drives the brand identification of employees, since employees respond to internal branding efforts differently depending on their personal characteristics. The results specifically reveal that a shorter organizational tenure translates to internal branding having a greater impact, particularly in the case of Generation X employees. Furthermore, Generation X employees were found to have a more elevated sense of brand identification and loyalty to their employing organization than the millennial age employee, since the latter tends to manage their career path more dispassionately like a financial asset.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2020), "The pervasive power of bespoke internal branding: Assessing the impact of employees’ generational differences and organizational tenure", Human Resource Management International Digest, Vol. 28 No. 3, pp. 5-7. https://doi.org/10.1108/HRMID-01-2020-0006