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Showing papers on "Employer branding published in 2017"


Journal ArticleDOI
TL;DR: This article identified seven employer branding value propositions that current, former, and potential employees care about when they collectively evaluate employers, including social elements of work, interesting and challenging work tasks, the extent to which skills can be applied in meaningful ways, opportunities for professional development, economic issues tied to compensation, role of management, and work/life balance.

132 citations


Journal ArticleDOI
TL;DR: In this paper, the authors examine how millennial job seekers' attitudes toward CSR influence perceived CSR-based employer attractiveness (EA), and find that individual attitudes play a key role in understanding how job seekers perceive CSR signals and eventually impact CSRbased EA.
Abstract: Corporate social responsibility (CSR) has become increasingly important in labor market communication. To express organizational identity, reinforcing commitment to sustainable development and stakeholder engagement, organizations report their CSR activities. The impact of a company's employer branding (EB) strategy depends on how information recipients interpret corporate messages. Therefore, we assume that job seekers may show diverse attitudes toward CSR. The extant literature has hardly explored the interplay between CSR, EB, and job seekers' attitudes, so we identify a relevant research gap to be tackled. The aim of this paper is to examine how millennial job seekers' attitudes toward CSR influence perceived CSR-based employer attractiveness (EA). We conducted an empirical study in Poland, collecting data from a sample of Millennials – highly sensitive toward CSR issues. Our results generally confirm that individual attitudes toward CSR play a key role in understanding how job seekers perceive CSR signals and eventually impact CSR-based EA. Copyright © 2017 John Wiley & Sons, Ltd and ERP Environment

121 citations


Journal ArticleDOI
TL;DR: In this article, the authors examined the perceptions of human resources professionals and practitioners on the role of employer branding in employer attractiveness and talent management within the Mauritian banking sector, and found that the strategic position occupied by the human resource function is still at an embryonic stage as regards with the competitiveness of banks as service organisations.
Abstract: © 2017, © Emerald Publishing Limited. Purpose: The latest research in the field of employer branding highlights a mix of marketing principles and recruitment practices, based on the concept that, just as customers have perceptions of an organisation’s brand, then so do other stakeholders including employees. However, the emphasis has been on organisations, which predominantly operate in developed countries typically with Westernised-individualistic cultures. This paper aims to investigate employer branding for service organisations’ image and attraction as an employer in a non-Western culture. Design/methodology/approach: This study examines the perceptions of human resources’ professionals and practitioners on the role of employer branding in employer attractiveness and talent management, within Mauritian banking sector. The data collection for this qualitative study involved semi-structured interviews with senior managers from Mauritian banking organisations, including multinational enterprises, small business unit banks and Mauritian banks. Findings: Analysis of the findings showed that organisations, and banks in this case, are increasingly competing to attract highly skilled personnel in various professional areas; therefore, those organisations that attract the best talent will have a distinct edge in the marketplace. Furthermore, findings from the semi-structured interviews with senior managers suggest that employer branding remains at the embryonic stage within the Mauritian banking sector; therefore, a clear need exists for a more developed strategy. Research limitations/implications: The outcomes of this study call for re-engineering with regards to managerial collaboration in organisations for the successful design and implementation of the employer branding strategy. The empirical findings from the Mauritian banking sector show that the strategic position occupied by the human resource function is still at an embryonic stage as regards with the competitiveness of banks as service organisations. Practical implications: The study presents a need for the development and maintenance of long-term collaborative and trust-based relationships between the human resource and marketing functions. Originality/value: The insights provided through this study addresses the dearth of academic research on employer branding on the African continent while providing invaluable information from a human resource professional perspective.

54 citations


Journal ArticleDOI
TL;DR: In this article, the authors report the findings of a study which examines the relationship between transformational leadership and intention to leave through the mediating role of employee engagement, employer branding, and psychological attachment.
Abstract: Purpose The purpose of this paper is to report the findings of a study which examines the relationship between transformational leadership and intention to leave through the mediating role of employee engagement, employer branding, and psychological attachment. Design/methodology/approach Transformational leadership, employee engagement, employer branding, and psychological attachment were assessed in an empirical study based on a sample of 405 full-time employees working in information technology (IT) organizations in India. The data which were obtained using Google doc and a printed questionnaire was analyzed through structural and measurement model. Findings The results reveal that transformational leadership style directly influences employee intention to leave. Transformational leadership and employer branding is mediated by employee engagement. The leadership relation with psychological attachment is mediated by employer branding. Practical implications The implications of the study are of utmost importance for Indian IT industries facing high voluntary turnover in recent times. Transformational leaders in teams contribute to develop employee engagement, employer branding, and psychological attachment. Imparting transformational leadership training to team leaders can help in generating psychological attachment with the employees which would go a long way. Originality/value This study explores the relationship among transformational leadership style, employee engagement, employer branding, and psychological attachment which has not been explored theoretically and tested empirically in an Indian context.

54 citations


Journal ArticleDOI
TL;DR: Nurses' perceptions of employers can be positively influenced by seeing a hospital's social media page, and hospitals can thus employ social media to improve their employer brand image and attractiveness.
Abstract: Aim To investigate whether and how nurses’ exposure to a hospital's profile on social media affects their perceptions of the hospital's brand and attractiveness as an employer. Background Since in many places across the globe hospitals are struggling with nursing shortages, competition is rising to be perceived as an attractive employer by this target group. Organizations are increasingly using social media for recruitment, however, little is known about its effects on potential applicants’ perceptions of the organization as an employer. We thus examine whether these effects occur and rely on the media richness theory to explain the mechanisms at play. Design A between-subjects experimental design was applied. Three conditions were used: a control group, one condition that required visiting the Facebook page of a hospital and one condition that required visiting the LinkedIn page. Method The focal organization was an existing Belgian hospital which had a LinkedIn and a Facebook page. An online questionnaire was sent to nursing students and employed nurses over 5 months in 2015-2016. Results Nurses’ exposure to the hospital's Facebook or LinkedIn page had a significant positive effect on a majority of the employer brand dimensions, both instrumental and symbolic. In addition, nurses who visited the Facebook page felt more attracted to working at the hospital. Most of these effects were mediated by social presence. Conclusion Nurses’ perceptions of employers can be positively influenced by seeing a hospital's social media page. Hospitals can thus employ social media to improve their employer brand image and attractiveness. This article is protected by copyright. All rights reserved.

51 citations


Journal ArticleDOI
TL;DR: A conceptual framework for employer brand equity (EBE) that combines both perspectives of employer brand customers into a unified framework for employee attraction and retention is presented in this article. But, it does not consider the internal and external perspectives simultaneously.
Abstract: Purpose The purpose of this paper is to present a conceptual framework for employer brand equity (EBE) that combines both perspectives of employer brand customers into a unified framework for employee attraction and retention. Design/methodology/approach This paper extends previous conceptual work on EBE by identifying the role of EBE antecedents in internal and external employer branding. In addition, it recognizes the interactive nature of employer-employee relationship. Findings The framework incorporates employee experience with the employer, which relates to the interaction between employee and employer and recognizes the internal and external perspectives simultaneously. Further, the unified framework helps to develop a four-cell typology for the strategic management of an employer brand. Originality/value Existing research has failed to integrate the two perspectives of employment customers in a clear model and, thus, offered limited applicability to an employment setting. The EBE framework goes beyond existing models by providing a conceptualization that aims to reflect the employer-brand relationship from the perspective of existing and potential employees. Further, it provides theoretical and empirical rationale for a set of propositions that can empirically be examined in future research.

51 citations


Journal ArticleDOI
16 Oct 2017
TL;DR: In this article, the influence of employee characteristics (age, gender, role, and experience) on the effect of employer brand image, for warmth and competence, on employee satisfaction and engagement was investigated.
Abstract: 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.

51 citations


Journal ArticleDOI
TL;DR: A detailed literature review of core and contemporary academic contributions on the subject areas was carried out and there were seven key themes identified within employer branding literature, which were: brand values, induction and training, internal brand communication, organisational culture, rewards and benefits, brand commitment, and employer brand management as mentioned in this paper.
Abstract: The subject of employer branding and its impact on employee perceptions is attracting great interest from researchers and practitioners. The main aim of this research is to explore the influence that employer branding has on employee retention. A detailed literature review of core and contemporary academic contributions on the subject areas was carried out and there were seven key themes identified within employer branding literature, which were: brand values, induction and training, internal brand communication, organisational culture, rewards and benefits, brand commitment, and employer brand management. Overall analysis of the literature review indicates that employer branding is integrated into the organisation and the various employer brand attributes, and along with the organisation's culture, holds value for employees and contributes to them staying employed within the company. These findings, along with previous research, allow the conclusion that employer branding does have a clear influence on employee retention. Scope for future research could include undertaking quantitative research testing the devised conceptual framework, in addition to looking in more depth at the seven key themes identified within retail employer branding to find out which brand attributes are valued the most by employees. Moreover, other service organisation set-ups could be researched in a similar way to see if results are similar between services organisations, and the results can then be generalised across the service sector.

48 citations


Journal ArticleDOI
TL;DR: In this paper, the authors show that organizations with an innovative product portfolio and a strong innovation culture appear more attractive to potential employees and that employees care a great deal about the organizational innovativeness of the company they work for.
Abstract: Recruiting high potentials is the foundation for creating knowledge, innovation and competitive advantages. Unfortunately, many companies face the problem of having a hard time recruiting high potentials in a tightening labor market. To secure future innovation, growth and competitiveness companies must be attractive for potential employees. Within this respect, past research suggests that innovative companies might be at an advantage as they appear more attractive to employees in general and to those with an innovative personality in specific. Hence, HR communication might use an organization's innovativeness within employer branding to attract high potentials. However, current literature falls short to provide empirical evidence on whether and how the communication of organizational innovativeness affects employer attractiveness and especially attracts innovative employees. The results of our scenario-based experiment (n = 322) show that organizations with an innovative product portfolio and a strong innovation culture appear more attractive to potential employees. These effects turned out to be even stronger for employees which are highly innovative as they care a great deal about the organizational innovativeness of the company they work for. Thus, our findings suggest that communicating organizational innovativeness within employer branding is an effective measure not only to improve employer perceptions in general, but also to attract innovative employees.

37 citations


Journal ArticleDOI
TL;DR: In this article, the authors focus on identifying the major trends and strategies concerning talent management programs and development of digital skills for employees and managers and reveal that in an open talent economy, employer brand is very important in recruiting and retention of high potential employees and must be focused on learning & leadership development, mobility, rewards, and competency systems.
Abstract: In the digital age, organizations need to reinvent themselves at a structural level and to become agiler. Digital maturity of human resources management implies a shift from traditional paradigm on workplace towards engagement, learning and development of employees and search for talent. This paper focuses on identifying the major trends and strategies concerning talent management programs and development of digital skills for employees and managers. The study reveals that in an open talent economy, employer brand is very important in recruiting and retention of high potential employees and must be focused on learning & leadership development, mobility, rewards, and competency systems. At present, in order to obtain a business value, one of the major challenges that HR needs to face is the development of digital skills for managers and employees.

37 citations


Journal ArticleDOI
TL;DR: In this paper, the authors explored the employer brand by employing branding that examines the interrelation between the elements and the branding process's outcomes and found that organizations with an advanced employer branding strategy have greater productivity than those organizations who lack or have partially developed strategy.
Abstract: An increasing number of organizations embark on employer branding although this practice is not theoretically supported. Our study explores the employer brand by employing branding that examines the interrelation between the elements and the branding process’ outcomes. Our study is based on the employer branding model having two major components: the employer brand (with interrelated internal and external images) and the efficiency outcomes originating from the application of the employer branding process. Our study combines quantitative and qualitative research methods. The data were obtained from the companies operating in the western province of Sri Lanka. Our findings reveal that organizations with an advanced employer branding strategy have greater productivity than those organizations who lack or have partially developed strategy. Our study compares organizations with different levels of implementation of the employer branding strategy. Special attention is paid to organizational communicati...

Journal Article
TL;DR: In this article, the authors highlighted a mix of marketing principles and recruitment practices, based on the concept that, just as customers have perceptions of an organisation's brand, so do other stakeholders including employees.
Abstract: Branding is a well-established concept in marketing, but employer branding is still a developing one and relative research around this concept has been broad and lacking specific sector focus. The latest research in the field of employer branding highlights a mix of marketing principles and recruitment practices, based on the concept that, just as customers have perceptions of an organisation’s brand, then so do other stakeholders including employees (Mosley, 2015). Employer brand has also been associated to the attraction, engagement and retention of the “right” talents who carry professional values matching organizational values (Kuron et al., 2015). However, the emphasis has been on organisations, notably less than 20 percent worldwide, predominantly operating in developed countries (Minchington, 2011; Balan, 2013), typically with individualistic cultures (Van Hoye, et al 2012). The present study investigates employer branding for service organisations’ image and attraction as an employer in a non- Western culture. The purpose of this study is to examine the perceptions of Human Resources (HR) professionals and practitioners, on the role of employer branding in employer attractiveness and talent management, within Mauritian banking sector. The data collection for this qualitative study involved semi-structured interviews with senior managers from Mauritian banking organisations, including multinational enterprises (MNEs), small business unit banks (SBUs), and Mauritian banks. Analysis of findings showed that organisations and banks this case, are increasingly competing to attract highly skilled personnel in various professional areas and therefore those organisations that attract the best talent will have a distinct edge in the marketplace (Harari 1998, Mahroum 2000). Furthermore, findings from the semi-structured interviews with senior managers suggests Branding is a well-established concept in marketing, but employer branding is still a developing one and relative research around this concept has been broad and lacking specific sector focus. The latest research in the field of employer branding highlights a mix of marketing principles and recruitment practices, based on the concept that, just as customers have perceptions of an organisation’s brand, then so do other stakeholders including employees (Mosley, 2015). Employer brand has also been associated to the attraction, engagement and retention of the “right” talents who carry professional values matching organizational values (Kuron et al., 2015). However, the emphasis has been on organisations, notably less than 20 percent worldwide, predominantly operating in developed countries (Minchington, 2011; Balan, 2013), typically with individualistic cultures (Van Hoye, et al 2012). The present study investigates employer branding for service organisations’ image and attraction as an employer in a non- Western culture. The purpose of this study is to examine the perceptions of Human Resources (HR) professionals and practitioners, on the role of employer branding in employer attractiveness and talent management, within Mauritian banking sector. The data collection for this qualitative study involved semi-structured interviews with senior managers from Mauritian banking organisations, including multinational enterprises (MNEs), small business unit banks (SBUs), and Mauritian banks. Analysis of findings showed that organisations and banks this case, are increasingly competing to attract highly skilled personnel in various professional areas and therefore those organisations that attract the best talent will have a distinct edge in the marketplace (Harari 1998, Mahroum 2000). Furthermore, findings from the semi-structured interviews with senior managers suggests

Journal ArticleDOI
TL;DR: In this article, the authors investigated the relevance of authenticity as a possible attribute of employer attractiveness and compared authenticity to other factors of attractiveness, such as economic, development, social, interest and application values.
Abstract: Purpose The purpose of this paper is to investigate the relevance of authenticity as a possible attribute of employer attractiveness. Additionally, the study compares authenticity to other factors of attractiveness, such as economic, development, social, interest and application values. Design/methodology/approach A survey was conducted with a total of 937 respondents. The questionnaire consisted of the employer attractiveness scale developed by Berthon, Ewing, and Hah (2005) and an adapted version of the authentic living scale (Wood et al., 2008). Findings The results show that workplace authenticity is equally valued as an attractiveness attribute as having opportunities for economic and personal development, and that it is significantly more highly valued than other attractiveness dimensions of the work environment, such as interest value, social value, and application value. The results also show that authenticity matters more as an attribute of attractiveness for top management, older professionals as well as women. Practical implications The findings suggest that firms become more competitive in attracting talent if their recruitment strategies place more emphasis on authenticity as a psychological benefit that can be obtained through working in the company. The use of social media (e.g. employee testimonials, chats, and blogs) can help to this end. Originality/value The subject of workplace authenticity has been receiving increasing attention in the academic literature, and the studies reveal the benefits that it may entail for both developing and retaining a more engaged and productive workforce. However, previous research has not considered how perceptions of workplace authenticity may also help organizations become more attractive in the eyes of potential job applicants.

Journal ArticleDOI
TL;DR: In this paper, a survey of 308 employees showed that the employer brand fully mediates the relationship between values congruence and organizational identification and positive word of mouth, and the influence of the employer brands on organizational identification.
Abstract: The war for talent has led organizations to develop a strong employer brand to attract and retain skilled employees. Few studies have examined the antecedents and consequences of the internal employer brand. We focus on (i) the influence of employee-organization values congruence on the employee's perception of the employer brand and (ii) the influence of the employer brand on organizational identification and positive word of mouth vis-a-vis the employer. Results from a survey of 308 employees show that the employer brand fully mediates the relationship between values congruence and organizational identification and positive word of mouth. These results give rise to theoretical and managerial implications in terms of employer branding. Copyright © 2016 ASAC. Published by John Wiley & Sons, Ltd.

Journal ArticleDOI
TL;DR: In this paper, the authors present a qualitative case study of an employer brand project in a large industrial company and identify three distinct sets of activities of employer brand creation: defining and demarcating employer branding, developing and maintaining cooperation, and confirming and contesting management ideas and structures beyond employer branding.

BookDOI
21 Apr 2017
TL;DR: In this paper, the authors focus on the relatively neglected domain of branding and the academic labour process, in particular in business schools and argue that much of the performance of academic labour can be understood as branding work, that is, doing things to market the business school or university brand to an external audience.
Abstract: This chapter focuses on the relatively neglected domain of branding and the academic labour process, in particular in business schools. It is increasingly accepted that brands are not only marketing tools, they also potentially instruct and direct organizational members. In other words, branding is a means by which managers or leaders can exert control in the labour process through targeting employee subjectivities. Employer branding entails the alignment of employees, typically in service occupations, with how they profile themselves outwards to customers. Successful image management and branding tends to interact with identity. Karreman and Rylander argues that branding activities can more fruitfully be seen as the management of meaning rather than as benign marketing tools. Professional labour in academia is both simultaneously consuming the brand and producing it. Accordingly, much of the performance of academic labour can be understood as branding work, that is, doing things to market the business school or university brand to an external audience.

Journal ArticleDOI
TL;DR: This paper explored the various dimensions of early recruitment activities (ERAs) such as publicity, sponsorship, word of mouth and advertisement, and its impact on employer brand knowledge (EBK).
Abstract: This article explores the various dimensions of early recruitment activities (ERAs) such as publicity, sponsorship, word of mouth and advertisement, and its impact on employer brand knowledge (EBK)...

Journal ArticleDOI
TL;DR: In this article, an attempt to build similar pyramid for employer brand and see if same concepts of customer-based brand equity can be used to conceptualize the idea of employer based brand equity.
Abstract: Employer branding is referred to as a firm's efforts to promote, both within and outside the firm, a clear view of what makes it different and desirable as an employer. It constitutes an important concept in today's knowledge intensive contexts where attracting employees with superior skills and knowledge comprises a primary source of competitive advantage. This research paper will focus on building employer brand equity by exploring the previous research on employer brand. Based on the Keller brand pyramid this is an attempt to build similar pyramid for employer brand and see if same concepts of customer based brand equity can be used to conceptualize the idea of employer based brand equity. This will help the organizations to understand the ways to build strong employer brand to attract and retain better talent in their organizations.

Journal ArticleDOI
TL;DR: Leszczynska et al. as mentioned in this paper conducted an empirical study on the role of CSR activities in the recruitment process of 300 large Polish enterprises and found that the majority of them use modern tools during e-recruitment, and that many of them describe their CSR-related activities on their websites.
Abstract: IntroductionRecruitment with the use of Information and Communication Technologies (ICT) - a widely utilized Human Resource Management (HRM) tool - is, in theory, a standard practice in all kinds of organizations. We should therefore expect that it will base on the available scientific knowledge concerning image formation by employers, hence specifically on activities of a symbolic value for potential candidates. CSR research and the role that media and professional reports assign to presenting CSR-related activities suggest that well-managed organizations should make wide use of these activities, also for creating their image as employers.The goal of this text is to establish whether this suggestion is applicable also for large Polish enterprises, as the research on CSR activities done in Poland and role of these activities in Polish enterprises leads to divergent results - some authors conclude that their role in company strategies are important (Skrzypek & Saadi, 2014; Żychlewicz, 2015), but some - show them to be superficial (Leszczynska, 2011) and small in scale (Cyran & Dybka, 2015). The article presents the results of two empirical studies. The websites of 300 of the largest enterprises in the country were observed to check how many of them use modern tools during e-recruitment, and specifically - how many of them describe their CSR-related activities on their websites. The second study verified whether potential candidates in Poland are sensitive to CSR-related information, i.e. whether placing such information on their website increases the attractiveness of the enterprise as a potential employer. An e-questionnaire filled out by 1054 young people verified that information concerning CSR activities increases the attractiveness of the enterprise as a potential employer not only among people professing values on which CSR is based, but among bigger groups of respondents. Additionally, no gender differences were found, which is consistent with some previous research from a non-European context and different from German sample results. Monitoring of websites however showed that the largest Polish enterprises do not make full use of the possibilities e-recruitment offers.The text is organized as follows. The first part describes Corporate Social Responsibility and presents a discussion of the utility of activities in this area for business, and for business in Poland in particular. Part 2 describes arguments for the belief that placing easily accessible information about CSR activities on websites is a rational strategy during erecruitment. Part 3 presents methodology and research hypotheses, and part 4 the results. Part 5 discusses the results and presents conclusions. A first version of the article was presented at the Strategica conference in Bucharest, 2016 (citations are not marked in the following text).1.Corporate Social Responsibility as a tool for creating a positive image of the companyThe concept of Corporate Social Responsibility (CSR) was introduced under this name in the mid-1950s, although CSR practices were relatively widely in use in the XIX century (Husted, 2014). It was defined as the responsibility an enterprise had for its impact on the environment in which it functioned, at first personified by the entrepreneur or CEO, but later taken to mean the activities of the enterprise as a whole. This company environment is generally divided into the closest surroundings (local community), own employees, the natural environment and variously marginalized groups. Any of a company's activities aimed at improving the situation of these stakeholders are considered CSR activities.An ongoing discussion continues whether enterprises should take into consideration their impact on their environment and care for its well-being, and for what reason. A second issue concerns whether the company should be a good citizen because this is considered right (autotelic CSR), or because CSR activities are "rewarded" and improve the company's well-being, for example its financial status or market share (CSR activity is instrumental), which could be phrased as "doing good leads to being well" (Margolis). …

Journal ArticleDOI
TL;DR: In this paper, a study was conducted at a private university in Cairo to investigate the relationship between corporate social responsibility and employer attractiveness and found that the economic responsibility has the highest effect on employer attractiveness, followed by the legal responsibility and then the discretionary one.
Abstract: Corporate social responsibility activities can generate many forms of competitive advantage. Employer attractiveness, among others, is one them. Simultaneously, the global talent shortage and the national labor market dynamics render talent attraction a big challenge for organizations in Egypt. The relationship between corporate social responsibility and employer attractiveness was neither tested in Egypt, nor moderated by the individual’s income. The main motivation behind this study is to close these gaps. For this purpose, the conceptual framework proposes that there is a positive relationship between corporate social responsibility and employer attractiveness, and that this relationship is moderated by the individual’s income. The study was conducted at a private university in Cairo. Masters of business administration students were surveyed using non-probability convenience sampling. Data were analyzed using one-way and two-way Analysis of Variance. Findings indicate that there is a strong positive relationship between socially responsible organizations and their attractiveness as employers. Supporting Carroll’s 1979 framework of the relative importance of corporate social responsibility dimensions, the economic responsibility has the highest effect on employer attractiveness, followed by the legal responsibility, and then the discretionary one. Results also show that the individual’s income does not moderate the relationship. These findings act as a valuable guide for human resources practitioners on how to develop an effective employer branding strategy.

Journal ArticleDOI
TL;DR: In this article, the authors identify the benefi ts of human resource branding in businesses arising from the agricultural sector and identify the present key managerial challenges of agriculture businesses in the Czech Statistical Offi ce.
Abstract: Th e specifi city of the agricultural sector (seasonality, the methods of obtaining human resources and so on) aff ects the situation in the labour market. Th e demand of agriculture companies for qualifi ed workers is relatively high; unfortunately, people still prefer to work in the related or other fi elds where they have more suitable work conditions related. Building the brand of the employer, improving the awareness of the public and increasing the loyalty of the present employees can raise the off er of vacancies and obtain new qualifi ed employees. Th e aim of the paper is to identify the benefi ts of human resource branding in businesses arising therefrom. A partial aim is to identify the present key managerial challenges of agriculture businesses. In the work, the data collected from a questionnaire survey (n = 108) were used together with the information from the Czech Statistical Offi ce, in the opinion of which the labour market in the agricultural sector does not exhibit a positive trend. As a part of the evaluation, a factor analysis was carried out identifying three categories of benefi ts (the stabilisation of workers, organisational processes, and other benefi ts) crucial for the employer branding in agriculture.


Journal ArticleDOI
TL;DR: In this paper, a group of participants have been asked to rate their interest in a company, after viewing solely the online commercial communication (website and Facebook account), while another group has viewed two digital stories produced by two employees of the company.
Abstract: Our paper aims at explaining what is digital storytelling and its particular methodology, and how its use in the organizational settings could influence the employer branding. For such purpose, the authors have conducted an exploratory research, where a group of participants has been asked to rate their interest in a company, after viewing solely the online commercial communication (website and Facebook account), while another group has viewed two digital stories produced by two employees of the company. The results of the analysis showed that participants had more positive words to describe the company after viewing the stories, but there were not differences in perception for those who were searching for a job and those who were not searching for the job when exposed solely to the web communication or digital stories.

Journal ArticleDOI
TL;DR: In this paper, an integrative conceptual employer branding model is developed and an analytical three-step process for employer brand development is suggested as a means towards sustainable organization, based on a comparative analysis of available employer branding frameworks.
Abstract: Despite the great popularity of employer branding among practitioners, research in the field still poses a number of critical questions and issues for management scholars. Given an implicit but undeveloped employer branding theory and its conceptual ambiguity, this paper reviews terminology of the phenomenon, clarifying the essence of employer branding from both marketing and management perspectives. Employer branding process is investigated through comparative analysis of available employer branding frameworks and, overcoming their limitations, an integrative conceptual employer branding model is developed and an analytical three-step process for employer brand development is suggested as a means towards sustainable organization.

Journal ArticleDOI
TL;DR: In this paper, the authors describe how to design and implement a brand strategy for any organization, given the challenge of talent attraction and retention, and how it creates a sustainable relationship with the stakeholders.
Abstract: Employer brand strategy design and implementation are crucial for any organization, given the challenge of talent attraction and retention. Employer branding creates a sustainable relationship betw...

Journal Article
TL;DR: In this paper, the effectiveness of different green HR practices in terms of cost-benefit, employee engagement and reachability and employer branding perspectives is evaluated in two major cities of India, viz. Kolkata and Delhi.
Abstract: The concept of green HRM has emerged with the initiation of Green Movement, the rapid growth of which was witnessed during 2000-2010 in almost all industries across India. In the present study, 139 respondents from the private sector banking and 116 participants from the private sector health care organizations of 6 different organizations from each sector were surveyed through a structured questionnaire on the relevant green HRM issues and practices from two major cities of India, viz. Kolkata and Delhi. The study is intended to evaluate the effectiveness of different Green HR practices in terms of cost-benefit, employee engagement and reachability and employer branding perspectives, as practiced in these organizations.


Journal ArticleDOI
TL;DR: In this article, Islam is a way of life and so do the employer and employee relationship, which strengthens employer branding in an organization, and a few suggestions and recommendations on instilling Islamic values for effective employer branding.
Abstract: This paper discusses employer branding from an Islamic perspective. Islam is a way of life and so do the employer and employee relationship, which strengthens employer branding in an organization. The definition, importance and process related to employer branding are discussed in the context of human resource management, such as job satisfaction and work environment. In addition to that, related human resource management practices such as recruitment and selection were discussed in an Islamic context. Related concepts such as employee value proposition (EVP), ethics and Islamic values were discussed with reference from Al-Quran and Hadith. The paper concludes with a few suggestions and recommendations on instilling Islamic values for effective employer branding.


Journal Article
TL;DR: In this article, the authors describe three ways of monitoring EB: internal, professional and public control, which each make use of a variety of tools in order to assess the extent to which the appearance of the employer corresponds to an authentic reality.
Abstract: To what extent does Employer Branding (EB) express the real‐life company working environment or merely constitutes a well‐orchestrated organizational image? After reconstructing its significance and impact on the managing of the human resource cycle (recruitment, commitment, and retention) this study describes three ways of monitoring EB: internal, professional and public control. They each make use of a variety of tools in order to assess the extent to which the appearance of the employer corresponds to an authentic reality. Then, there is a presentation of the features and critical issues of a case of public EB control: Glassdoor.com. More specifically, this is followed by descriptions of the structure, services and critical implications of the crowdsourcing‐based platform of Glassdoor.com (retaliatory, improper, frivolous and illusionistic utilizations). Implications which may affect the platform’s validity as a monitoring tool of EB. The article ends with several considerations regarding the use of the site as a research‐ tool. Research sources: literature reviews, Glassdoor‐site analysis, specialized web‐ journals, social‐media, studies that used Glassdoor for research purposes. Method: theoretical and empirical data‐processing.