Emotional attachment as a management resource: from employer brand to the «lovemark» strategy

Abstract

Importance: сontemporary human resource management practices aimed at forming employees’ emotional attachment to the organization, focusing on the «Lovemark» strategy and its biological, cultural, and managerial foundations. Purpose: to conceptualize and adapt the «Lovemark» concept to human resource management in order to develop sustainable loyalty and commitment among employees based on emotional bonds, psychological safety, and caring leadership. Research design: based on content analysis of scientific literature, applied research data, and systematic review of surveys and experiments, the hypothesis was proposed that: first, the «Lovemark» strategy enables employees to form a deep emotional attachment to the company; second, a high level of emotional intelligence, trust, and psychological safety enhances engagement and productivity; third, biochemical processes (production of «happiness hormones») underlie the sustainable formation of attachment and employee motivation. The interconnection between caring leadership, organizational culture, managerial practices, and employees’ neuropsychological states is substantiated. Results: the main components of the «Lovemark» strategy in human resource management were formulated, based on principles of emotional intelligence, trust, psychological safety, and caring leadership. It is demonstrated how consideration of biological factors (oxytocin, dopamine, serotonin, endorphins) and the implementation of informal interaction practices contribute to increased motivation, stress reduction, and enhanced employee commitment. Managerial actions are proposed to strengthen the emotional connection between the organization and employees, including the development of empathy, support of social ties, and recognition of achievements, providing the basis for reduced turnover, increased engagement, and sustainable development of organizational culture