Showing papers on "Employer branding published in 2021"

Employer Branding in the Context of the Company’s Sustainable Development Strategy from the Perspective of Gender Diversity of Generation Z

Abstract: Applying the principles of sustainable development is an element of building the image of an organisation as an employer. The opinions of young people commencing their professional career in this regard may prove important for companies. The aim of this article is to identify a dependence between generation Z’s opinions on employer branding measures based on sustainable development taken by companies and the respondents’ gender. The article presents the results of primary research conducted on a sample of 291 students of higher education institutions in Poland. The methods include questionnaire surveys and statistical data processing. The results of the research suggest that sustainable development measures undertaken by employers increase the candidates’ motivation to apply for a job in the organisation. The analysis demonstrated that generation Z’s opinions on sustainable development activities carried out by employers and on the significance of employer branding are dependent on the respondents’ gender. The main conclusion is that women are more ecologically oriented than men, and following a sustainable development strategy is more important for them. Companies building employer branding should consider the adoption of various factors identified in the article, such as the Employee Value Proposition (EVP), especially when their workforce is gender-diverse.

Employer Branding as a Talent Management Tool: A Systematic Literature Revision

Abstract: The aim of this paper is to present a systematic literature revision (SLR) that shows the relationship between the concept of employer branding (EB) and talent management (TM). Based on the EB model proposed by Backhaus and Tikoo in 2004, and the macro-contingent model for talent management introduced in 2019 by King and Vaiman, we intend both to analyse the theory correlating the EB concept and TM, and to identify TM dimensions that are reflected on the EB concept. 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. Findings show that scientific literature on the subject grew considerably in the last four years, reflecting the rising concern over the creation of an employer brand at the organisational level. EB explores talent attraction and retention particularly, though, unexpectedly, is also becoming a concept explored by nations to attract a qualified workforce. Analysing selected articles, we may conclude that EB is clearly considered as a tool within the largest process of talent management.

Analyzing the mediating effect of organizational identification on the relationship between CSR employer branding and employee retention

Abstract: The study aims to explore the relationship between the employer branding (EB) dimension of corporate social responsibility (CSR) and employee retention (ER) while testing for organizational identification (OI) as a mediator, within a single framework.,The study is cross-sectional, and the data were collected from 126 employees working in the Indian information technology (IT) companies. Regression technique and PROCESS macro were deployed to analyze the data.,The findings asserted that, first, the EB dimension of CSR influences ER. Second, CSR significantly affected OI and was found to be a strong predictor of ER. Third, the relationship between CSR and ER is mediated by OI.,Organizations should embed ethical stance in their policies, practices and procedures to retain a skilled workforce. Further, CSR as an EB dimension, while being imperative for improving employee-related outcomes, does not necessarily help to enhance retention of employees unless the employees build a strong identity with their work organization.,The study connotes that organizations should be more socially responsible for achieving better employer status among various stakeholders. A well-designed strategy pertaining to CSR may increase the reputation of an employer as an attractive place to work for current and prospective employees.,The paper examined CSR as an important attribute of employer branding for retaining competent employees in the Indian setting; studies on CSR as an EB dimension are limited. The results focus on embracing socially responsible behavior of organizations and on examining the role of OI as a mediating variable.

Employer branding factors as promoters of the dimensions of employee organizational commitment

Abstract: Due to the current battle to attract and engage the best professionals, companies must design strategies and implement actions that help them to position themselves in the labour market as the best...

Unbundling employer branding, job satisfaction, organizational identification and employee retention: a sequential mediation analysis

Abstract: This paper aims to extend employer branding research by investigating the role of job satisfaction and organizational identification as predictors of employee retention, and their mediating role between employer branding and employee retention.,A cross-sectional survey is utilized to gather data from 352 employees working in top Indian IT organizations. Hypotheses were tested and analyzed utilizing SPSS PROCESS Macro.,The results reveal that employer branding is positively related to job satisfaction, organizational identification and employee retention. The analysis provides support for the mediating effects on employee retention of employer branding through job satisfaction and organizational identification. In addition, results also provide support for the serial mediation model, where employer branding was found to influence employee retention via job satisfaction and organizational identification in a sequential manner. The findings connote that the enhanced positive identity of satisfied employees suppresses the intention to leave among IT professionals.,The findings suggest that an employer branding strategy with a unique set of attributes can provide a competitive advantage to employers in terms of high retention levels. The findings also highlight the fact that the importance of employer branding strategy should not be merely confined to the issue of retention as it can also play a vital role in enhancing job satisfaction and employees' identification level. Hence, managers are required to devise an employer branding strategy with a long-term intent that focuses on gaining a competitive advantage and aiming to improve relationships with employees.,The researchers have enriched social identity and social exchange theory as a theoretical paradigm, examining antecedents of employee retention. The study has extended the foregoing direct or simple mediation models by integrating social identity theory and job satisfaction in a sequential mediation model.

Designing job ads to stimulate the decision to apply: a discrete choice experiment with business students

Abstract: This study advances a differentiated understanding of job ad pre-hire effectiveness. It analyzes the utility values for varying levels of job ad attributes through a hierarchical Bayesian approach ...

Impact of employee value proposition on employees’ intention to stay: moderating role of psychological contract and social identity

Abstract: This paper aims to examine the relationship between employee value proposition (EVP) and employees’ intention to stay and analyse how psychological contract and social identity moderate this relationship.,The study was conducted in Indian IT sector among a sample of 268 employees using criterion sampling. Data were collected through structured questionnaires which revealed employees’ perceptions of EVP, intention to stay, psychological contract and social identity.,The empirical results reveal that employees have greater intention to stay when their organisations deliver an EVP including development value, social value and economic value. Findings indicate that psychological contract positively strengthens the impact of EVP on employees’ intention to stay. Also, when employees strongly identify with their organisation’s image, they have higher intention to stay in presence of a strong EVP.,Consistent with the existing literature, the paper contributes an integrative model of EVP based on social exchange process, moderated by social identity and psychological contract. As the study was limited to Indian IT sector, cross-sectional nature of data is a limitation for drawing inferences about the influence or causality in general.,The study provides a new perspective to managers to develop an attractive EVP to gain employees’ increased intention to stay. Employers in IT sector may adopt this comprehensive model to strategise their value propositions.,This paper proposes a validated conceptual framework of EVP and intention to stay, tested for moderation effects by psychological contract and social identity. This moderation model based on social exchange adds value to employer branding literature.

The interacting content and process of the employer brand: person-organization fit and employer brand clarity

Abstract: In their striving to be an attractive employer, organizations aspire to create effective employer brands. Building on HRM system strength theory, we posit that the effectiveness of an employer bran...

Innovation in talent management practices: creating an innovative employer branding strategy to attract generation Z

Abstract: This research paper focuses on the arriving new generation, “Gen Z,” and how an organization can target this new talent through innovation in its employer branding. This paper aims to enhance the readers’ understanding of how generation Z is different from the previous generations and their unique preferences. This study also attempts to probe and help readers understand innovative practices in employer branding and what tools can be used under this umbrella to influence and attract the increasing workforce of generation Z to the labor market.,There were 21 in-depth semi-structured interviews taken from human resources (HR) heads of various organizations, a few mid-managers, consultants and HR experts based in India. Each interview was transcribed, and a technique of inductive content analysis was used. Broad themes and several new items emerged that looked at innovation in employer branding.,It was found through this study that Gen Z has high career aspirations, working styles, attributes, education preferences and has an innovative mindset. This demands a flexibility of being independent and confident. They prefer diversity not just through race and gender but also through identity and orientation. Most important, money is not the only priority for them when it comes to their career development. They also want themselves to be associates with a workplace exhibiting community support. They are driven by an innovative mindset where they resort to creative means to achieve their goals.,The research paper is exploratory. The model and hypotheses the author arrives at must be verified empirically by collecting primary data through validated instruments by the relevant stakeholders in the organization, specifically the stakeholders specializing in the domain of talent acquisition and talent management, to add additional weight and meaning to the literature.,As the members of Gen Z are about to step into the labor market, the proposed finding in this research paper would help current industrial practitioners rethink how they will design their policies to entice and integrate Gen Z into the workplace.,Realizing that companies’ experience with millennials’ entry into the workforce might not have prepared them to win with Gen Z, the author has examined what makes Gen Z different from earlier cohorts on how do they approach the workplace. Understanding the unique behavioral differences, the author has proposed organizations’ practices to appeal to them to work with them. Adding to the existing literature on “Generation Z” and “Employer Branding,” the author has linked both in the paper with a qualitative study and proposed a model to build Generation Z’s employer brand.

Internal employer branding as a way to improve employee engagement

Abstract: In the turbulent environment of modern business, attracting and retaining valuable human resources have become one of the main means of competitive edge. The satisfaction of current employees and talent retention are essential elements of organizational success. Against this background, this study aims to examine whether the process approach to internal employer branding, including internal branding activities (IBA) and conducting intra-organizational research (CIR), allows for the improvement of the current employee involvement. The study used the method of regression analysis. In addition, a survey was used as to collect necessary data. The sample included 120 personnel, selected by a convenience sampling method. In the light of the conducted analysis, it was confirmed that CIR significantly increases the employee value proposition (EVP). Likewise, IBA directed at current employees has a significant impact on EVP shaping. In this context, assuming EVP as a measure of employee involvement, it has been shown that the adoption of a process approach to employer branding can lead to the improvement of the current employee commitment and productivity. Thus, employer branding seen as a process in line with the human resource management and corporate strategy can contribute to building a competitive advantage.

Social Media in Employer Branding in FMCG in Russia: Millennials’ Perspective

Abstract: The goal of this article is to investigate the impact of corporate social media on the perception of employer brand image and employer attractiveness which, in turn, could lead to application inten...

Do Employment Experience and Attractiveness Rankings Matter in Employee Recommendation? A Firm-level Analysis of Employers:

Abstract: In this article, we draw on psychological contract theory to examine the influence of employees’ experiences on their ‘employer of choice’ recommendation and on signalling theory to examine the inf...

Relationship between integrated communication effectiveness and employee-based brand equity – mediating role of psychological contract fulfillment

Abstract: This study aims to expand the emerging body of literature on employer branding from the current employee perspective. It proposes that effective integrated communication helps an organization fulfill its employer value proposition or employment value proposition (EVP). A firm that fulfills its brand promise in terms of EVP will derive employee-based brand equity (EBBE) benefits. Integrated communication is effective when employees experience coordination and consistency in brand communication. This influences their perception of psychological contract fulfillment (in terms of EVP attributes), which results in positive employee behavior in the form of EBBE benefits.,The study draws insights from the signaling theory and psychological contract literature which is based on the social exchange theory. The literature on integrated communication, employer branding and internal branding was reviewed to propose the relationships between the variables of interest. Data was collected using a questionnaire survey on 520 employees from the information technology (IT)-business process management industry in India, which is a customer-oriented industry known for its exemplary employer practices.,The findings suggest that integrated communication effectiveness impacts the perceived fulfillment of EVP attributes and EBBE. Again, the fulfillment of the relational value dimension of EVP attributes partially mediates the relationship between integrated communication effectiveness and EBBE.,This study is one of the first to explore employees’ perception of integrated communication effectiveness and fulfillment in terms of EVP attributes as antecedents to EBBE.

The Effect of Values on the Attractiveness of Responsible Employers for Young Job Seekers

Abstract: Purpose:Empirical studies suggest that corporate social responsibility (CSR) impacts young job seekers’ choices of an employer. Values seem to affect CSR preferences, influencing the felt fit betwe...

Impact of the COVID-19 pandemic on corporate employer branding

Abstract: The COVID-19 pandemic is disrupting the world of work. While before the pandemic most employees worked in an office, many employees are now experiencing hybrid workplaces and accelerated digitalisation on the job. These changes demand new leadership concepts and individual support for every single employee. Likewise, the employer branding of companies must undergo changes and be tailored to the novel situation. However, many companies must first readjust to the current circumstances. This involves a determined digitalisation of employer branding procedures and the adaptation of the employer brand communication both to the needs of the target groups and the requirements of the digital processes.

Talent Management, The Employer Brand, and Employee Retention: Evidence from the Irish Hotel Sector

Abstract: Originality/value of paper: This chapter contributes to the overall talent management area, offering further guidance to operators who are embarking on this strategic direction. It supports the link between talent management and employer branding.

Impact of Employer Branding on Employee Commitment: Employee Engagement as a Mediator:

Abstract: Employer branding has fascinated human resources (HR) managers and establishments over the last two decades. This is attributed to its practical business implications and being a strong predictor o...

Green HRM and employer branding: the role of collective affective commitment to environmental management change and environmental reputation

Abstract: Drawing upon the signaling and person-organization (P-O) fit theories, the present study develops a novel conceptual framework through which we examine the complex psychological mechanisms behind t...

Integration of social media into HRM practices: a bibliometric overview

Abstract: This paper aims to critically discuss the mounting role of social media (SM) or social networking sites (SNSs) on various human resource management (HRM) practices.,The paper is based on 87 published papers collected from the Web of Science Database particularly from 2010 to 2020 (up to June) using VOSviewer software. After reviewing those paper contents, the author briefly highlighted the findings.,According to most of the previous studies, the utilization of SM information for various HRM practices is rising although such utilization is mostly limited to talent search and recruitment & selection at present. Further, it was found that Facebook and LinkedIn are the two most accepted sites among the hiring professionals where the first one mostly provides behavioral information and the second one provides job-related information. Finally, it was revealed that organizations can develop a strong corporate branding through the presence in SM.,This review paper is expected to motivate further research initiatives regarding the role of social media into different HRM practices.,The author expects that based on the findings, the organizational policymakers can get some practical guidelines regarding the efficient utilization of such a platform.,Social media is a powerful platform for flourishing business entities, promoting products, branding, talent search and so many more purposes. An organization can well promote its existence through this popular platform. In particular, the media can be a well-established platform for searching competent employees and creating employer branding. Therefore, more and more research studies should be carried out focusing on this recent issue. This review paper can be a base for the upcoming researchers as it has accumulated the previous literature and their findings.

Your Future Employer: Employer Branding, Reputation, and Social Media

Abstract: This study examines employer branding and the relationship between corporate reputation, social media, and the intention of potential applicants to seek future employment. The researchers deployed a structured questionnaire to gather data from national service personnel in Ghana via the WhatsApp platform using a Google Form hyperlink. The proposed conceptual framework was tested based on 581 generated responses. The researchers depended on ADANCO 2.1 software for analysis. This helped in producing the PLS-SEM. The results indicate that the application value, development value, and social value positively impact reputation, which successively influences the intent to apply. The findings also reveal that, where social media influence intention to apply, it does not positively impact corporate reputation. The limitation of this study and directions for future studies are presented.

University brand as an employer: demystifying employee attraction and retention

Abstract: This study aims to unveil the determinants of employer branding (EB) that attracts and retains the employees working in the Indian higher education sector using the factor-analytic approach.,The study is cross-sectional, and the data were collected from 141 employees working in the higher education sector. Exploratory factor analysis and independent t-test were deployed to analyze the data.,The results of independent samples t-test explicate that perception of male and female university employees pertaining to EB factors of employee attraction (EA) and employee retention (ER) is congruent. Further, the perception of employees in public and private universities on EB factor is similar for ER and non-similar for EA.,The present research is an effort to unveil the employee attraction and retention factors that play a vital role in showcasing an employer as a great place to work in the Indian higher education sector.

Employer brand to leverage employees’ intention to stay through sequential mediation model: evidence from Indian power sector

Abstract: This study aims to explain the linkage between employer branding and employee retention; a sequential mediation is hypothesized, where it is proposed that the relationship between employer branding and employee retention is sequentially mediated by person–organization fit (P-O fit) and organizational identification.,The sample belongs to 224 executive-level employees of the Indian power sector organization. The sequential mediation model is tested by using SPSS macro command of Preacher and Hayes.,The findings established that the relationship between employer brand and employees’ intention to stay is sequentially mediated by P-O fit and organizational identification.,The findings emphasize the role of employer brand on constructs such as P-O fit, organizational identification and intention to stay. In addition, the established mechanism emphasizes the role of P-O fit to realize the benefits such as organizational identification and employee retention.,Internal branding efforts may have a major impact on workforce attitude and behavior including engagement, job performance and retention. “Yet studies of the positive impact of employer brand on employee attitudes and behaviors, or of the factors that shape employer brand, are rare” (Charbonnier-Voirin et al., 2017, p. 2). Along the line of such gap, this study has taken up to test the unexplored sequential mediation mechanism between employer brand and employees’ intention to stay through P-O fit and organizational identification.

Assessing the Nexus Between Employer Branding and Employee Retention: Moderating Role of Organizational Identification:

Abstract: The purpose of this study is to examine the relationship between employer branding and employee retention. Moreover, this article investigates the moderating effect exerted by organizational identi...