Internal branding in the public sector: the role of leadership

Kashmiri, Tariq 2016. Internal branding in the public sector: the role of leadership. PhD Thesis, Cardiff University. Item availability restricted.

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Abstract

The main purpose of this study is to advance the research of public sector performance in Saudi Arabia, by investigating leaders’ use of internal branding strategies, since the majority of research in internal branding has been conducted in western countries and the private sector. This is achieved by investigating the effects of leadership (Brand Based Transformational Leadership and Brand Based Transactional Leadership), on Brand Internalisation and its effect on increasing performance in the public sector. Other factors influencing public sector performance are also investigated including Structural Authority constraints, HR red tape, rewards (intrinsic and extrinsic) and brand training. The conceptual model integrates the key factors that influence the public sector employees’ ability to internalise the organisational brand values; and how Brand Internalisation influences public sector performance in terms of in-role behaviour, and extra-role behaviour (public sector performance). The effect of both intrinsic and extrinsic rewards is also examined in terms of increasing Brand Internalisation and public sector performance. In doing so, this study represents one of the few attempts made to investigate the potential value of internal branding and brand based leadership in increasing public sector performance in the Saudi Arabian public sector. The research adopted an exploratory approach; the first stage consisted of interviews with 16 public sector middle managers in the Riyadh Municipality, Saudi Arabia. This was followed by a survey that was distributed to public sector employees. Data was collected from 352 employees in the Riyadh Municipality. The initial qualitative phase highlighted complexities and factors related to internal branding and offered insights into brand-leadership in the public sector from the perspectives of the middle managers. The survey then further investigated the findings from the interviews and highlighted the areas necessary for a revised conceptual model. The results of the research show that the three most important elements that positively influence public sector performance in Saudi Arabia are brand based transactional leadership, brand related training, and intrinsic rewards. The research argues that these three elements not only increase a public sector employee’s ability to internalise the organisational brand values and ability to “live the brand” but they also have a direct positive effect on increasing the day-to-day performance levels of employees in the Saudi Public Sector. The results of a post hoc analysis are also shared showing interesting results variations between employees on the basis of their gender, age, educational levels, role and grade in the public sector organisation.

Item Type:	Thesis (PhD)
Date Type:	Completion
Status:	Unpublished
Schools:	Business (Including Economics)
Subjects:	H Social Sciences > H Social Sciences (General)
Uncontrolled Keywords:	Transactional Leadership, Transformational Leadership, Brand Internalisation, Internal Branding, In-Role Behaviour, Extra-Role Behaviour, HR Red Tape, Structural Authority Constraints, Intrinsic Rewards, Extrinsic Rewards, Brand Training, Public Sector Performance.
Date of First Compliant Deposit:	24 October 2016
Last Modified:	08 Jul 2021 10:55
URI:	https://orca.cardiff.ac.uk/id/eprint/95465

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