Employee experiences, internal employer branding and personal initiative: the mediation effects of employee fun and growth

Purpose This study examined the cross-level effect of internal employer branding on the employees’ personal initiative through their experiences of both growth and fun as the mediators guided in self-determination theory. Design/methodology/approach This study developed a multi-level design and used multi-source data. Data were collected from 619 employees and 73 managers from 73 firms in Taiwan, which yielded 73 employees–organization dyads. Internal employer branding was treated as an organization-level variable and was rated by a human resources/senior manager from each firm. Employee fun, growth and personal initiative were all treated as individual variables and were rated by five to ten employees from each firm. Findings This study provides evidence to support both the direct and indirect positive effects of internal employer branding on existing employees’ personal initiatives through growth and fun. Practical implications The findings provide practical implications for the internal employer branding and employee experience management. Originality/value This study addresses the effects of internal employer branding on employees’ experiences and identifies the key psychological state of growth and fun as crucial motivational mechanisms between internal employer branding and personal initiative.