Employer branding

About: Employer branding is a research topic. Over the lifetime, 1555 publications have been published within this topic receiving 54897 citations.

A longitudinal case-study examination of HRM practices in high-performing work organisations in the Indian HRO/BPO industry

Abstract: This research is concerned with the Human Resource contribution to High Performance Work Systems in High Performing Human Resource Offshoring and Business Process Offshoring organisations in India. Indian Business Process Offshoring organisations offer knowledge intensive services dependent on human resources for delivery. Technology underpins the delivery of services and processes; however, the employees of Human Resource Offshoring Business Process Offshoring are central to organisational resources and represent a cornerstone for value creation. The management of Human Resources is therefore central to overall performance and success. There is a lack of research on High Performance Work Systems strategies adopted and adapted by successful Indian firms in this sector. This study bridges this gap through an empirical longitudinal study. Methodologically, longitudinal qualitative reflexive case study examinations have been rare in management and organisation research. Previous studies have concentrated on being ‘snap-shot’ whereas this study’s longitudinal nature enabled a more holistic and contextualised view of the Human Resources processes. Fieldwork was conducted in three phases, (ten visits) over five years. Data gathering methods included interviews and focus groups. A longitudinal reflexive research methodology using inductive and deductive approaches was utilised via an innovative and robust combination of ‘template’ ‘processual’ and ‘systematic’ analysis. Findings suggest a complex, global, networked and dynamic business context, wherein Human Resource Management is understood and enacted in different forms, characterised by 'shape-shifting', a dynamic 'entanglement' of problem solving and strategic adoptive and adaptive approaches to attrition and performance. Phase 1 of the research witnessed attrition anxiety drive both a focus on employer branding and perceived sophisticated Human Resources. In Phase 2, an 'attritioncentric' approach that integrated both employer branding and other Human Resources practices took hold and in Phase 3 a distinctive blend/bundles of attrition-centric Human Resources and employer branding emerged. Influences were seen to include the complexities of life cycle, leadership ambitions, economic and market fluctuations, cultural, social, socio-cultural, national, sub-national and institutional contexts. Theoretically, this phenomenon suggested a unique Human Resource Management-performance link in the Indian Business Process Offshoring industry and was grounded and premised on the ‘evolutionary resource-based view’, as an alternative to the traditional human capital versus resource-based view. This idiosyncratic theoretical form is supported by six identified dimensions including tacit knowledge, the knowledge based view, resource dependency, core competencies and core- related specificity, casual ambiguity, and social complexity, thus contributing to academic knowledge.

Employer Branding: The Solution to Create Talented Workforce

Abstract: IntroductionCompetition among employers has increased in the market due to the scarcity of talented and quality human resources. To solve this problem, the concept of employer branding has been developed as an employment strategy. Employer branding is about capturing the essence of a company in a way so as to engage the employees. In other words, employer branding is the process of creating an image for the employers as being great to work with in the minds of the targeted candidate pool.Product branding deals with developing a lasting image in the minds of consumers, so that they may start to automatically associate quality with the product or service offered by the owner of the brand. Employer branding also tries to do the same, in that it creates an image that makes people want to work for the firm, because it is a well-managed firm where employees are continually learning and growing.Employers should keep in mind the fundamental needs of employees. These could include meaning and purpose, community and connection, opportunity for learning and growth, and feeling of being autonomous. If the employers can tap these needs, it will generate pride and enthusiasm in the workforce. The reputation created by an effective employer brand will definitely draw talented people to an organization.It is important to distinguish between the internal component of employer branding (which exists in the minds of current employees) and the external component (which is targeted towards the minds of potential employees). The term 'employer brand' can refer to either or both of these. However, this study is specifically concerned with the internal component. Therefore, the two objectives pursued in this study are: (1) Identification of the dimensions of attractiveness in employer branding; and (2) Determining the perceived importance level of the identified dimensions.Literature ReviewInternal MarketingKotler (1994) defines internal marketing as "the task of successfully hiring, training and motivating employees to serve the customer well." The internal marketing concept argues that the organization's personnel are the first market for any company, the rationale being that employees are internal customers, and jobs are internal products (Berthon et al., 2005). Job products must attract, develop and motivate employees, thereby satisfying the needs and wants of these internal customers, while addressing the overall objectives of the organization (Berry and Parasuraman, 1991) and contributing to employee retention (Ambler and Barrow, 1996).Research shows that employee motivation, trust, performance, organizational commitment, and satisfaction are contingent upon the extent to which employees perceive their psychological contracts as being upheld (Miles and Mangold, 2007).Employer BrandingEmployer branding is the application of branding principles to human resources management and employee-employer relationship. This originates from the same principles as traditional branding. By systematically exposing workers to the value proposition of the employer brand, the workplace culture is developed around corporate goals, thereby enabling the firm to achieve a unique culture focused on doing business the firm's way (Backhaus and Tikoo, 2004).Employer branding provides a strategic framework that incorporates both marketing and HR (Ambler and Barrow, 1996; and Moroko and Uncles, 2008) by which an organization can attract, retain and motivate those employees 'who can add value to the company and are able to deliver on the company's brand promise' (Uncles and Moroko, 2005)."Employer branding helps to create a specific perception of the employment situation in the employer organization, in order to attract or retain the right kind of personnel" (Sullivan, 2004; and Dooley et al., 2007). Employer branding concerns issues relating to attracting potential employees and retaining existing employees. …

Employer Branding and Talent-Relationship-Management : Improving the Organizational Recruitment Approach

Abstract: In todays business environment there is an increasing recognition that human resources are a valuable asset to distinguish a company from its competitors. This tendency, in combination with increas ...

On the development of brand and line extensions

Abstract: Although manufacturers of consumer non-durables rely on established brands when introducing new products, the implications for product development activities have not received much attention from academics. This paper seeks to increase an understanding of product development in those situations in which companies wish to extend brands to incorporate new products. Thus, drawing on a theory-building multiple case study (including 14 Danish companies and supplementary interviews with retailers and advertising agencies), this paper investigates how the focal companies actually manage development of brand-/line-extending new products. The empirical study suggests that although all of the companies rely on brand-/line-extending new products, they differ in their management of product development activities. Thus the study identifies three clusters of companies: clusters emerging on the basis of (1) whether companies ‘enact’ and ‘think’ brands in the course of product development or whether predominantly they think products, and (2) whether companies rely on the introduction of line extensions or whether they also engage in the development/launching of brand extensions. This paper discusses managerial implications for each cluster of companies and, especially, it suggests how top management and marketing managers should ‘enact’ their positioning within clusters. Although the study is qualitative and thus findings do not generalise across populations of fast-moving consumer goods (FMCG) manufacturers, it suggests that academics should acknowledge that some companies ‘think’ brands while others do not. The key contribution of the paper to extant knowledge is that it suggests actual management of line-/brand-extending product development neither corresponds well with new product development (NPD) theories nor with branding theories across all FMCG brand companies.