In many developed economies, changing demographics and economic conditions have given rise to increasingly competitive labour markets, where competition for good employees is strong. Consequently, strategic investments
in attracting suitably qualified and skilled employees are recommended. One such strategy is employer branding. Employer branding in the context of recruitment is the package of psychological, economic, and functional benefits
that potential employees associate with employment with a particular company. Knowledge of these perceptions can help organisations to create an attractive and competitive employer brand. Utilising information economics and signalling theory, we examine the nature and consequences of employer branding. Depth interviews reveal that job seekers evaluate: the attractiveness of employers based on any previous direct work experiences with the employer or in the sector; the clarity, credibility, and consistency of the potential employers’ brand signals; perceptions of the employers’ brand investments; and perceptions of the employers’ product or service brand portfolio.

Employer branding : strategic implications for staffrecruitment

Very well into the dawn of the fourth industrial revolution (industry 4.0), humankind can hardly distinguish between what is artificial and what is natural (e.g., man-made virus and natural virus). Thus, the level of discombobulation among people, companies, or countries is indeed unprecedented. The fact that industry 4.0 is explosively disrupting or retrofitting each and every industrial sector makes industry 4.0 the famous buzzword amongst researchers today. However, the insight of industry 4.0 disruption into the industrial sectors remains ill-defined in both academic and nonacademic literature. The present study aimed at identifying industry 4.0 neologisms, understanding the industry 4.0 disruption and illustrating the disruptive technology convergence in the major industrial sectors. A total of 99 neologisms of industry 4.0 were identified. Industry 4.0 disruption in the education industry (education 4.0), energy industry (energy 4.0), agriculture industry (agriculture 4.0), healthcare industry (healthcare 4.0), and logistics industry (logistics 4.0) was described. The convergence of 12 disruptive technologies including 3D printing, artificial intelligence, augmented reality, big data, blockchain, cloud computing, drones, Internet of Things, nanotechnology, robotics, simulation, and synthetic biology in agriculture, healthcare, and logistics industries was illustrated. The study divulged the need for extensive research to expand the application areas of the disruptive technologies in the industrial sectors.

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Industry 4.0 Disruption and Its Neologisms in Major Industrial Sectors: A State of the Art

Characteristics and Skills of Leadership in the Context of Industry 4.0

Very well into the dawn of the fourth industrial revolution (industry 4.0), we hardly distinguish between what is artificial and what is natural (e.g. man-made virus and natural virus). Thus, the level of discombobulation among people, companies or countries is indeed unprecedented. The fact that industry 4.0 is explosively disrupting or retrofitting each and every industrial sector, makes industry 4.0 the famous buzzword amongst researchers today. However, the insight of industry 4.0 disruption in the industrial sectors remains ill-defined in both academic and non-academic literature. The present study aimed at identifying industry 4.0 neologisms, understanding the industry 4.0 disruption and illustrating the disruptive technologies convergence in the major industrial sectors. A total of 99 neologisms of industry 4.0 were identified. Industry 4.0 disruption in Education industry (Education 4.0), Energy industry (Energy 4.0), Agriculture industry (Agriculture 4.0), Healthcare industry (Healthcare 4.0), and Logistics industry (Logistics 4.0) are described. The convergence of 12 disruptive technologies including 3D printing, Artificial intelligence, Augmented reality, Big Data, Blockchain, Cloud computing, Drones, Internet of things, Nanotechnology, Robotics, Simulation and Synthetic biology in agriculture, healthcare and logistics industries are illustrated.

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The Hype and Disruptive Technologies of Industry 4.0 in Major Industrial Sectors: A State of the Art

Abstract Among the efforts to create a company brand, the development of a successful employer brand is today not only a sign of a socially responsible business, but also a tool to achieve competitive advantages in the labour market, expand employment opportunities, and retain the best employees. The key values that influence the intention to join a company vary among different groups of employees, which must be taken into account when creating a successful employer value proposition (EVP). The purpose of this study is to assess the differences between the key values of employed and potential workers whose work is most on demand in the labour market (generations Y and Z, with higher education and those who obtain higher education). The research was conducted on the basis of a sociological survey of a representative sample of respondents (510 respondents). The main differences in the perception of the employer’s brand are identified by gender (higher value of safety in the workplace for women, and opportunities for personal development for men), as well as in the groups selected by the availability of experience: pay is valued highest by respondents with work experience; for those who have no work experience, the employer’s brand reputation is a more important factor. There are also significant differences in assessments of the importance of workplace safety, professional development, comfortable environment, and work-life balance.

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Employer brand: key values influencing the intention to join a company

Most business enterprises are small and medium-sized enterprises (SMEs), and many of them are without a human resource and recruitment department. Thus, one of the challenges that organizations currently face is to find a strategy to retain and attract talent. To overcome this difficulty, enterprises must invest in employer branding policies and be aware of the factors that differentiate them from others when attracting employees. This study aims to develop an employer branding model applicable to SMEs, to increase and enhance the attraction and retention of talents. An exploratory approach based on a quantitative perspective was adopted to develop an employer branding model applied to SMEs, with two major reference employer branding models and frameworks used as the main support. The model of employer branding was applied to SMEs regarding four dimensions, whereby essential questions are asked, namely (1) organizational culture (e.g., do employees have a job description aligned with the corporate culture?), (2) company strategy (e.g., what is the strategy if business volume decreases?), (3) company reputation (e.g., how do you perceive and treat negative feedback?), and (4) reward systems (e.g., do you feel that your employees are motivated intrinsically or extrinsically or both?), ordered by layers based on a logical sequence. The new proposed model is expected to serve as a useful strategic tool and as a basis for attracting, retaining and managing talent, specifically in the SMEs context. This new model provides a set of strategic and competitiveness benefits for SMEs, while contributing to making enterprises more profitable. The model also contributes to SMEs having a better image and reputation, enabling them to stand out from others in the war for talent.

https://www.mdpi.com/2078-2489/11/12/574/pdf

Employer Branding Applied to SMEs: A Pioneering Model Proposal for Attracting and Retaining Talent

In a globalization context, underlined by the speed of technological transformation and increasingly competitive markets, the perspective of human capital, as an asset of strategic importance, stands out in differentiating human resource practices. Under this reality, the employer branding (EB) concept gains more and more importance as a strategic tool to attract, retain, and involve human capital, given that this has become a source of competitive advantage to companies. Within this context, this study aimed to evaluate the relationship between employer branding strategies implemented by organizations, as well as their impact on the employee’s affective commitment, evident in certain organizational cultures, which are sustained over time. The methodological framework applied to this study is quantitative, and the data collection was carried out with the application of an employer branding and an affective commitment questionnaire. To achieve a good representation of the active population, the sample of the quantitative study was composed of 172 individuals, working in the public and private sectors in Portugal, exercising different positions in the different sectors of activity. Results obtained with these techniques indicate a high level of affective organizational commitment (AOC) of employees in the organizations surveyed, suggesting that affective commitment develops when the individual becomes involved and identifies with the organization.

Strategic Talent Management: The Impact of Employer Branding on the Affective Commitment of Employees

This paper intends to analyses leadership skills in the hospitality sector in the era of 4.0 industry. The purpose is to explore the role of multi-level forms of leadership and the profiles identified by the hospitality professionals. This is a quantitative study based on an online survey applied to two hotels, and the following research question have guided the present study: What are the 4.0 Leadership Skills in the hospitality sector? To answer the research question, the main technique to collect data was a questionnaire allowing to investigate the main issues related to 4.0 leadership skills. The results of the research are the identification of the leadership skills profiles, being this research significant for managers and leaders when developing organizational interactions from a multi-level efficacy perspective. The conceptual contribution of the paper is a fresh macro-analytical perspective concerning 4.0 leadership skills in the hospitality sector.

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4.0 Leadership Skills in Hospitality Sector

/pdf/the-use-of-gamification-in-knowledge-management-processes-a-1f507nyql2.pdf

The use of Gamification in Knowledge Management Processes: A Systematic Literature Review

In a historical retrospective, although the existing literature calls the management consulting industry an extraordinary sector and a unique phenomenon in the business context, in fact these statements are not accompanied by a number of academic studies that emphasize the importance of the effective work of the management consultants To contest the lack of studies in this emerging area, this article aims to understand the implications of the border to the transfer of information and knowledge from management consultants to their client companies The results of the empirical analysis in the form of semi-structured interviews and questionnaires applied to management consultants and SME managers in Portugal reveal that the competency factor must be based on the four knowledge families of business management - the know- know, the competence, know-how and know-how to be and it is only from this conjugation that any kind of constraints that can be found along the way (political, physical or cultural) are able to be unblocked

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Marta Sampaio

Papers

Employer Branding Applied to SMEs: A Pioneering Model Proposal for Attracting and Retaining Talent

Strategic Talent Management: The Impact of Employer Branding on the Affective Commitment of Employees

4.0 Leadership Skills in Hospitality Sector

The use of Gamification in Knowledge Management Processes: A Systematic Literature Review

The boundaries in the area of knowledge transfer in management consulting