Purpose




The purpose of this paper is to test whether employee characteristics (age, gender, role and experience) influence the effects of employer brand image, for warmth and competence, on employee satisfaction and engagement.




Design/methodology/approach




Members of the public were surveyed as to their satisfaction and engagement with their employer and their view of their employer brand image. Half were asked to evaluate their employer’s “warmth” and half its “competence”. The influence of employee characteristics was tested on a “base model” linking employer image to satisfaction and engagement using a mediated moderation model.




Findings




The base model proved valid; satisfaction partially mediates the influence of employer brand image on engagement. Age, experience gender, and whether the role involved customer contact moderate both the influence of the employer brand image and of satisfaction on engagement.




Practical implications




Engagement varies with employee characteristics, and both segmenting employees and promoting the employer brand image differentially to specific groups are ways to counter this effect.




Originality/value




The contexts in which employer brand image can influence employees in general and specific groups of employees in particular are not well understood. This is the first empirical study of the influence of employer brand image on employee engagement and one of few that considers the application of employee segmentation.

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When Employer Brand Image Aids Employee Satisfaction and Engagement

Faced with competitive labor markets, firms increasingly use employer branding to build a qualified workforce and engage their employees. However, our understanding of the impact of employer branding orientation on firm performance and the theoretical firm-level mechanisms underlying this potential impact is very limited. To address this gap, we integrate brand marketing theory with human resource management (HRM) research to develop a model explicating how employer branding orientation is linked to firm performance through a dual route by enhancing both recruitment efficiency (i.e., external route: applicants) and positive affective climate (i.e., internal route: incumbent employees). The results of a multisource study (i.e., top management, human resource managers, employees) with 93 firms show employer branding orientation is positively related to firm performance through positive affective climate but not recruitment efficiency. Using a brand equity approach to HRM, our results advance the literature by demonstrating the generalizability of employer branding effects independent of concrete brand attributes and explaining the firm- level mediating mechanisms linking it to firm performance.

Linking employer branding orientation and firm performance: Testing a dual mediation route of recruitment efficiency and positive affective climate

https://cyberleninka.org/article/n/206138.pdf

Affective commitment to the employer brand: development and validation of a scale

The impact of employee engagement, organisational support and employer branding on internal communication satisfaction

The purpose of this paper is to establish the symbolic facet of perceived employer brand image (PEBI) as an antecedent of favourable brand-related identification and employee behaviours, namely, corporate brand identification (CBI) and brand citizenship behaviours (BCB).,A standardized questionnaire was used. Data collection occurred at a maximum care hospital in Germany (N = 366). Structural equation modelling was used in the data analysis.,A direct link between PEBI and BCB was theoretically derived from social exchange theory and could be empirically confirmed. In addition to a direct relationship, a mediated relationship based on social identity theory was outlined. PEBI influences BCB via CBI. The mediated pathway accounts for 70 per cent of the variance.,Understanding the impact of symbolic job offerings on favourable brand-related employee attitudes and behaviours should lead practitioners to focus on increasing employees’ perceptions of the employer’s prestige and sincerity, for example, by strengthening employee target group-oriented communications about corporate social responsibility or increasing out-group salience when communicating organizational achievements.,This paper transfers the concept of organizational attractiveness, organizational identification and favourable employee behaviours to a corporate brand focus. It is the first integration of the symbolic dimension of the instrumental-symbolic framework in an internal branding context.

Linking employer branding and internal branding: establishing perceived employer brand image as an antecedent of favourable employee brand attitudes and behaviours

Purpose – This paper aims to examine the degree to which employer brand management is being deployed to support internal employee engagement, in addition to its more common application in external image building and talent acquisition.Design/methodology/approach – This paper presents findings from an international benchmark survey conducted among 104 companies actively involved in employer brand development, alongside a more detailed examination of the development process and measures of success applied by one of the benchmark participants, Coca‐Cola Hellenic.Findings – This paper demonstrates a trend towards organizations taking a more integrated internal/external approach to employer brand development and management, with practical case study material detailing how a major European soft drinks company, Coca‐Cola Hellenic, created an employee value proposition that could provide a central reference point for both its employee engagement strategy and recruitment communication.Practical implications – Empl...

Bernard Kunerth

Papers

Applying employer brand management to employee engagement