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

TLDR
In this paper, the authors evaluated 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.
Abstract
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.

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Citations
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Employer branding : strategic implications for staffrecruitment

TL;DR: In this paper, the authors examine the nature and consequences of employer branding and 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 their product or service brand portfolio.
Journal ArticleDOI

Impacts of Employee Empowerment and Organizational Commitment on Workforce Sustainability

TL;DR: In this article, structural equation modeling was used to examine the influence of empowerment on organizational commitment and organizational commitments influence on turnover intention, finding that the development of meaning through employee empowerment, particularly when the ideals and standards between workers and their organization are aligned, creates a strong emotional commitment which appears to strongly reduce an employee's intention to leave.
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Employer Branding as a Talent Management Tool: A Systematic Literature Revision

TL;DR: In this article, a systematic literature revision was carried out using the Preferred Reporting Items for Systematic Reviews (PRISMA) protocol in order to identify and sum up the most relevant studies of the last 10 years concerning these topics.
Journal ArticleDOI

Weaknesses in Motivation and in Establishing a Meritocratic System: A Portrait of the Portuguese Public Administration

TL;DR: In this paper, a quali-quantitative approach was used to evaluate the Portuguese public administration under the aspects of bureaucracy, organisation of human resources, innovation, skills and attitudes of civil servants, its motivation and recognition.
Journal ArticleDOI

The Digital Transformation of the Talent Management Process: A Spanish Business Case

TL;DR: In this article, the authors examined the employee life cycle of talent attraction, and acquisition, training, evaluation, and development in the study of the main digital tools utilized in the Spanish market, by both national and multinational corporations.
References
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Journal ArticleDOI

The measurement and antecedents of affective, continuance and normative commitment to the organization

TL;DR: In this article, the authors proposed a three-component model of organizational commitment, which integrates emotional attachment, identification with, and involvement in the organization, and the normative component refers to employees' feelings of obligation to remain with the organization.
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The norm of reciprocity: a preliminary statement *

TL;DR: The notion of complementarity and reciprocity in functional theory is explored in this article, enabling a reanalysis of the concepts of "survival" and "exploitation" and the need to distinguish between complementarity, reciprocity, and the generalized moral norm of reciprocity.
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A three-component conceptualization of organizational commitment

TL;DR: In this paper, the authors go beyond the existing distinction between attitudinal and behavioral commitment and argue that commitment, as a psychological state, has at least three separable components reflecting a desire (affective commitment), a need (continuance commitment), and an obligation (normative commitment) to maintain employment in an organization.
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Affective, continuance, and normative commitment to the organization: a meta-analysis of antecedents, correlates, and consequences

TL;DR: This paper conducted meta-analyses to assess relations among affective, continuance, and normative commitment to the organization and relations between the three forms of commitment and variables identified as their antecedents, correlates, and consequences in Meyer and Allen's (1991) Three-Component Model.
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Commitment in the workplace: toward a general model

TL;DR: In this article, the authors argue that commitment should have a core essence regardless of the context in which it is studied, and that it should therefore be possible to develop a general model of workplace commitment.
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