Designing a Model for Human Resource Brand-building Behaviors with Interpretive Structural Modeling

Document Type : Research Paper

Author

Lorestan university assistant professor, Management faculty, Korramabad, Iran

Abstract

Human resource brand-building behaviors mean displaying the distinctive features of a brand's personality in the form of the behavior of its employees and human resources. Therefore, this study aims to design a model for human resource brand-building behaviors using interpretive structural modeling methods. The statistical population of the present study is experts who were selected using the snowball sampling method and based on the principle of theoretical adequacy. The data collection tool in the qualitative part is interview and in the quantitative part is a questionnaire whose validity and reliability were confirmed using theoretical validity methods and inter-coder reliability and content validity and retest reliability, respectively. In this research, coding method and Atlas.ti software were used to analyze the data in the qualitative part and interpretive structural modeling method were used in the quantitative part. The results indicate that the pattern of human resource brand-building behaviors includes four levels of antecedents, required skills, types of branding behaviors and consequences. Therefore, regarding the description of the research model, it should be stated that in the first level, there are antecedents related to human resource branding behaviors that lead to the development of the required skills regarding human resource brand-building behaviors. Once the required skills are developed, the organization will be able to institutionalize a variety of human resource brand-building behaviors. Finally the result indicate that the level of consequence include  creating unparalleled competitive advantage, strong brand positioning, customer satisfaction and loyalty, increasing trust in brand,  desirable mental association and creating a positive mentality for the customers.

Keywords

References

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