僅管有甚多研究探討「品牌承諾(brand commitment)」相關議題，這些研究多
從顧客觀點出發，甚少著眼於員工的角度。本研究運用「刺激-機制-反應」模型
(S-O-R, Stimulus-Organism-Response model)，從員工觀點來探討以品牌為基礎的人力資源管理實務與領導對員工服務績效的影響，以及員工品牌承諾的中介效果，期望填補過去研究缺口並豐富內部品牌化(internal branding)相關文獻。
根據46 家從事B2C服務的71 位主管與其轄下240 位員工所協助完成的對
偶(dyadic)問卷資料進行分析，本研究發現品牌導向的人力資源管理實務與品牌
領導確實可以提升員工的品牌承諾，進而提升期服務績效，同時，品牌承諾也扮
演完全中介的角色。
本研究透過辨識組織內部品牌化的重要決定因素與後果，對品牌與品牌化文獻做了貢獻，研究內容也討論研究結果的意涵與可行的未來研究方向。

Despite a number of studies underlie the significance of brand commitment, little research has examined this issue from employees’ perspective. The study intends to fill in this gap by employing the Stimulus-Organism-Response (S-O-R) model to examine the effects of brand-focused HR practices and brand-based leadership on employees’ service performance through the mediation of their brand commitment so as to advance the internal branding literature.
Analytical results by collecting data with a dyadic approach from 71 supervisors and 240 employees in 46 B2C companies in Taiwan service industry reveal that brand brand-focused HR practices and brand-based leadership each exerts a significant positive effect on employees’ own brand commitment, which in turn advances their service performance. Moreover, employees’ own brand commitment plays a full mediating role in the relationship between brand-based leadership and employee service performance.
The study contributes to the brand and branding research by identifying critical determinants and consequences of organizations’ internal branding efforts. Implications and future directions are discussed

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