Implementing Modern Human Resources Strategies in the Public Sector: The Case of Implementing Internal Branding in Large Organizations

The implementation of modern human resources concepts to public sector large organizations is still a relatively new topic for researchers and practitioners. Moreover, although branding has become more prominent in the public sector, its role with employees is under explored. By means of a multi-dimensional procedure, the authors have developed a scale of measurement of the internal branding antecedents and consequences in the public sector through 35 items grouped into six dimensions: (1) external customer orientation, (2) internal customer orientation, (3) internal service quality, (4) interdepartmental connectedness, (5) customer satisfaction, and (6) employee satisfaction. The importance of the proposed constructs was theoretically discussed and justified. Using a sample of 304 public sector employees, the constructs are then tested and validated. Amos 27 is used for this purpose. The overall results from the empirical assessment were positive, thus reflecting the appropriateness of the proposed constructs. This study provides new theoretical grounds for studying internal branding in the public sector. It also supplies public sector organizations with a number of operative factors that may be essential if they are to provide enhanced satisfaction to public needs. It is probably the first to provide an integrative perspective of internal branding constructs in the public sector.