THE MODERATING ROLE OF INTERNAL COMMUNICATION SATISFACTION IN BUILDING A FAVOURABLE INTERNAL EMPLOYER BRAND BY FULFILLING THE PSYCHOLOGICAL CONTRACT.

One of the recent entries in the scholastic horizons in relation to employer branding is the concept of psychological contract. Thereby employer branding is defined as ‘the process of building an identifiable and unique employer identity (Backhaus & Tikoo, 2004: 502) for both prospective and current employees, and psychological contract as ‘a set of individual’s beliefs regarding the terms and conditions of a reciprocal exchange agreement between that focal person and another party’ (Rousseau, 1989: 123). This relationship has not received sufficient attention in research. Therefore, this paper explores the direct relationship between psychological contract fulfilment (PCF) and internal employer attractiveness (IEA), as well as the internal communication satisfaction (ICS) as a potential moderator in the relationship. For testing the proposed relationships among variables, data for 3457 employees from 26 organizations was analysed. PCF was measured using Robinson and Morrison’s (2000) scale, IEA was measured using employer attractiveness (EmpAt) scale developed by Berthon, Ewing and Hah (2005), and ICS was measured using ICS questionnaire UPZIK developed by Tkalac Verčič, Pološki Vokić and Sinčić Ćorić (2009). Analyses (linear and hierarchical regression modelling) revealed that PCF is a significant positive predictor of IEA, but that the overall ICS does not strengthen the acknowledged relationship between PCF and IEA. However, further analysis (simple slopes analysis) revealed that one of the eight ICS dimensions, ‘Satisfaction with communication with immediate superior’, does have the intervening role. Altogether, findings reveal that fulfilling employees’ beliefs about what they are entitled to receive in exchange for their contribution, leads to their more favourable perceptions of their employer as employer of choice. Moreover, quality communication in general has an equivalent role in building a strong internal employer brand, while quality communication with the superior reinforces the link between the cognition that one’s organization obligations have been met and considering one’s organization a desirable place to work. [ABSTRACT FROM AUTHOR]