Employees who walk the brand talk: Linking brand-centered HRM to organizational citizenship behavior

Drawing on social identity theory, this study examines the relationship between brand-centered human resource management practices (BCHRMPs) and employee branding and, subsequently, the influence of employee branding on organizational citizenship behavior (OCB). It further examines the mediating role of employee branding in the relationship between BCHRMPs and OCB and the moderating role of organizational culture in the relationship between BCHRMPs and employee branding. Using purposive and snowball sampling techniques, data were collected from 167 professionals working in the telecommunications sector. Data were analyzed using partial least squares structural equation modeling. The findings show that BCHRMPs are positively associated with employee branding, which, in turn, is positively associated with OCB. Employee branding also mediates the relationship between BCHRMPs and OCB, highlighting its importance as a mechanism linking BCHRMPs with discretionary employee behavior. However, organizational culture does not significantly moderate the relationship between BCHRMPs and employee branding. The study extends existing research by positioning employee branding as a mechanism through which BCHRMPs contribute to OCB, thereby demonstrating their relevance beyond brand-specific employee outcomes. It further refines the boundary conditions of BCHRMPs by showing that organizational culture does not necessarily strengthen their influence on employee branding.