雖然有很多文獻討論如何激勵員工的工作行為，但卻少有研究檢視如何激發員工做為公司的品牌代言者，因此，本文期望建立一個員工品牌鑲嵌的實證過程模式。本篇研究採用內部品牌觀點，檢視品牌領導如何影響品牌導向的人力資源管理實務，進而影響員工的品牌公民行為與口碑溝通，同時也檢視員工客戶導向的干擾效果。
本研究採用對偶(dyadic)方式蒐集B2C公司的466組主管與部屬配對資料進行統計分析，結果顯示品牌領導會正向影響品牌導向的人力資源管理實務，進而提升員工的品牌公民行為與口碑溝通，.品牌導向的人力資源管理實務也具有顯著的中介效果。然而，與預期相反，員工的客戶導向會降低品牌導向人力資源管理與口碑溝通的正向關係。本研究藉由釐清員工品牌代言的脈絡因素而對內部品牌行銷觀點有所貢獻，文中也討論了研究發現的管理意涵、研究限制，以及未來研究方向。

There is a great deal of literatures on motivating employees, while there is little research on considering employees as brand endorsers. The purpose of this study is to present an empirical model of employees’ branding-embedded process. In doing so, this study applies the internal marketing theory to examine the effects of brand-centered leadership on brand citizenship behavior (BCB) and word-of-mouth (WOM) communication through the mediation of brand-focused HR practices and the moderation of customer orientation.
Using a large-sized sample collected from B to C companies by a dyadic approach, analytical results show that brand-centered leadership exerts a positive effect on brand-focused HR practices, which in turn produces positive effects on BCB and WOM communication. Brand-based HR practices also plays a promising mediating role. However, contrary to our expectation, customer orientation plays a negative moderating role on the relationship between brand-based HR practices and WOM. The study contributes to the internal branding literature by identifying how contextual forces promote employees to be brand endorsers. Implications and limitations are discussed.

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