Sen Heng Case Study: Employee

Employees Commitment

In Sen Heng case, the goal of internal branding begins with reforming internal communication to make employees fully aware and understand the brand values. After the brand values has been communicated and understood by the employees, and is essential to develop employees’ commitment toward the brand values, in order for employees to display on-brand behaviour (Burmann & Zeplin 2005) and better delivery of the brand promises. Brand commitment is described as a personal identification with, and psychological attachment to the brand (Burmann & Zeplin 2005; Punjaisri et al. 2009a).

However, all the effort for internal branding will go down the drain if employees do not know how, or lacks the commitment to act in accordance

Therefore, managers played a critical role to disseminate the message to other employees. Research identify immediate managers is the most powerful medium that could influences about 27 per cent of employees to change their behaviour (Morton, 2006). In Sen Heng it seems the middle management show lesser brand commitment compared to front line employees and even discouraged their bottom-line from engaging with the company brand. CEO and top management should target managers to get them involved and engage in building brand commitment among employees. For instance, top management can display their brand commitment by working side by side with managers on a regular basis (Henkel et al. 2007), to discuss brand commitment development and collect feedback.

Include meaning: Sen Heng have well published company values and brand promises. The problem is those information are quite abstract for employees to feel passionate or relate with, therefore it is harder to create an emotional connection that could lead to believing and committed to the brand. CEO and leaders should add meaning to company values and brand promise, and ensure it is comprehensible for employees to understand so that they can be committed to delivers the values to customer through on brand

As research shown (Morton, 2006), employees perception of live experience are extremely positive, where 86 per cent agree they felt more engaging and most importantly, 84 per cent agree it would be more likely to influence their behaviour. Therefore, Top management can collaborate with human resource department to design more live experiences event to engage and improve employee’s commitment. Example, create more occasion for meetings about the brand values between immediate managers and employees, or creating core value events for all employees to participant.

In a nutshell, leadership and human resource management may have a major role in building employees brand commitment, nonetheless it is important to note that internal branding processes should stem from a holistic standpoint and cannot be managed successfully in a solely decentralized manner (Mahnert & Torres 2007). Therefore, with the aim to achieve a successful internal branding, all departments of the organization should be integrated into the