International Journal of Human Research and Social Science Studies

Based on the resource-based and signaling theories, this study examined the mediation of Organizational Culture Transformation on the effects of HR Rebranding on Employee Engagement in the Fijian hospitality sector. Data analysis has been performed from a regression-type mediation analysis including PROCESS Macro, whereas thematic analysis was employed for qualitative insight analysis. A sample of 112 employees working across hotels and resorts were used, and data were collected using SurveyMonkey, along with interviews and questionnaire items used in focus groups. One caveat of this study is its cross-sectional design, limiting causal inferences. Indeed, results demonstrated a significant and significant positive correlation between HR Rebranding & Organizational Culture Transformation, and between Organizational Culture and Employee Engagement. In fact, Organizational Culture Transformation acted as a complete mediator for the HR Rebranding–Employee Engagement association. Qualitative evidence supported these trends with trust, inclusion, and wellbeing enhanced as primary drivers of engagement, but also challenges, including resistance to change and doubts concerning the sincerity of rebranding. This study serves as practical guidance for HR professionals and leaders in hospitality businesses on how to better focus on the HR dynamics, concentrating on employee engagement. Highlighting the mediating function of organizational culture, the study can equip managers with meaningful skills and insights to marry HR branding with cultural change to improve job satisfaction and sustained commitment of the workforce with resilience and thriving output.

HR Rebranding, People & Culture, Organizational Culture, Employee Engagement

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