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Employer branding

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


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Book ChapterDOI
01 Jan 2019
TL;DR: In this article, a hot topic in communications and people management (employer branding) is discussed and conceptualized, and classical brand positioning techniques can be applied to it and how it has the potential to move from a trend to a transformative approach for workplace experiences.
Abstract: This essay covers a current hot topic in communications and people management—employer branding—and seeks to conceptualize it, analyze how classical brand positioning techniques can be applied to it and how it has the potential to move from a trend to a transformative approach for workplace experiences.

7 citations

Journal ArticleDOI
TL;DR: In this article, the authors employ institutional theory as the theoretical lens to study the EB concept in the entrepreneurial enterprise and find that the three pillars of this theory (cultural-cognitive, normative professional, and regulative) are crucial in institutionalizing an attractive employer brand.
Abstract: Employer brand is defined as a package of psychological, functional, and economic benefits provided by employers to distinguish them from other firms. While employer brand is considered vital to the effectiveness of organizations, it has not been clearly operationalized, particularly in the entrepreneurial literature. This article employs institutional theory as the theoretical lens to study the EB concept in the entrepreneurial enterprise. The implications of institutional theory have demonstrated significant contributions to several issues concerning the entrepreneurship studies. Based on analyzing 40 semi-structured interviews with expert personnel from 13 entrepreneurial enterprises in Jordan finds that the three pillars of this theory (cultural-cognitive, normative-professional, and regulative) are crucial in institutionalizing an attractive employer brand. We contributed to the entrepreneurial literature by discussing the concept of entrepreneurial employer branding. This study offers practical implications to the entrepreneurial enterprise in respect of how they can become very attractive workplaces to their current qualified employees and to the qualified job seekers as well.

7 citations

Journal ArticleDOI
TL;DR: In this paper, a structural model is developed that delineates the interactions among these and explores the mediating effect of employer branding attraction value between the relationship of work-life balance and organizational talent management.
Abstract: This paper aims to examine the effect of perceived work–life balance on the perceived level of employer branding attraction valueand organizational talent management. Accordingly, the structural model is developed that delineates the interactions among these and explores the mediating effect of employer branding attraction value between the relationship of work–life balance and organizational talent management.,This study is based on survey results and review of literature in terms of their implications for the proposed framework. Data have been collected by convenience incidental sampling from middle-level executives working in different information and technology (IT) companies. The model and posited hypotheses were tested through structural equation modeling analysis.,Perceived work–life balance was found to be positive and significantly predicted the employer branding attraction value and organizational talent management. The study also showed that there exists a significant and positive correlation between employer branding attraction value and perceived organizational talent management. Further, employer branding attraction value found to be a mediating construct between the relationship of work–life balance and organizational talent management.,The present study will add insight into the human resource practitioners to design cost-effective and prolonged popular practices in order to meet the employees work and personal expectations under the organizational association. The research investigated issue within focused IT sector employees to understand and solve the issues generated with changing factors in an organizational environment such as increasing women participation, duel earning couple, and maintaining the difference between various categories of employees at the practice level.,The study has value at both the scholarly and practice level. At a scholarly level, the research investigated an important contemporary issue at both level individual as well as organizational level. In practice if organization implements people friendly work-life balance policies, then this will be surely be helpful in organizational productivity in form of talent management and employer branding and further this will improve the personal and professional performance of most elementary component of developing society.,Work–life balance much more depends upon employees' perception, but so far the study has neglected the impact of this perception on other organizational attributes maintained under human resource management. Changes in demographic characteristics and interchangeable role of the youth population in organizations and society as well thrive for the newer approach to deal with the personal and professional aspects of the employees.

7 citations

Journal Article
TL;DR: In this article, Heilmann et al. analyzed the role of employer branding in the mining industry in Indonesia and proposed five dimensions of employer brand: interest value, social value, economic value, development value, and application value.
Abstract: I. INTRODUCTIONAs companies realized t h a t human capital is one of the most important keys in achieving a company's goal, there is a competition among them in getting top talents called t he 'war for talent'. This situation exists due to the short availability of skilled talent (Mosley , 2015), and it is worst in some particular fields like science, mathematics, and engineering. One of the industries that faces a skill shortage situation is the mining industry. This industry, where high skill talents are needed, is facing a Greybeard Phenomenon - a term for describing the condition of aging professional workforce and gender imbalance that exist in the mining industry (Gibson and Scoble, 2004). This phenomenon, along with the high demand on the mining sector, has created a skill shortage in mining industry (Bloomberg, 2014) and triggered a competition for talent attraction between the firms in the mining industry.In Indonesia, where 133,000 more engineers are needed every year (Kompas, 2014), the high-skill-shortage in mining industry also existed. It is compounded by the small amount of university in Indonesia that offer mining related programs. From these limited universities, only small number of well-known university are considered as the potential talent pool by the industry. This situation may create a "war for talent" between the firms in mining industry within this limited talent pool. Therefore, in order to win the competition over high-skilled talents, these firms need to develop some strategies.One of the suitable strategies in the war for talent is employer branding. Increasingly, many organizations are setting their budget and developing a program for this employer branding (Backhaus and Tikoo, 2004; Davies, 2008). Mosley (2015) also states it is the time for employers to strengthen their brand in order to compete effectively in the war for talent. By implementing an effective employer branding strategy, a company can gain more flexible and time effective recruitment, reduce the recruitment cost, and get a better quality of applicants (Heilmann et al., 2013). It also can be a tool o f communication for the work environment, so the external people know what it is like to work for an organization (Love and Singh, 2011).Then what is employer branding? The term employer branding w a s firstly used by Simon Barrow and Tim Ambler on the Journal of Brand Management in December 1996. They defined it as "the package of functional, econo mic, and psychological benefits provided by the employment and identified with the employing company" (Heilmann et al., 2013, p.285). It is like the "traditional" recruitment but aimed for a long-ter m goal. Employer branding cuts across the specialism of traditional human resource, then becomes an umbrella program for them (Edwards, 2010). The main objectives of employer branding are talent attraction and employee retention. Thus it is highlighting the offering that companies propose in order to attract the potential talents, called as the dimensionality of employer branding.On the first study of employer branding, Ambler and Barrow (1996) have constructed three dimensions of employer branding: (1) the functional dimension, (2) the economic dimension, and (3) psychological dimension. Then, Berthon et al. (2005) developed a scale based on Ambler and Barrow's (1996) and proposed five dimensions of employer branding that include interest value, social value, economic value, development value, and application value. These five dimensions have since been used as the base of several studies in employer branding (Alniacik et al., 2014; Zhu et al., 2014), which then propose the dimensions on various contexts. However, a specific study in mining industry ha s n o t e x i st e d in the context o f Indonesia. Thus, this paper is aimed to analyze the employer branding concept in the mining industry in Indonesia.II. LITERATURE REVIEWA. Employer BrandingBranding is a marketing activity that creates a "name, term, design, symbol, or any feature" on a product to make a differentiation from other similar products (Bennet, 1998). …

7 citations

Journal ArticleDOI
TL;DR: The Philip Morris Company paid roughly double the stock market valuation for Kraft, Inc and for General Foods, Inc. as mentioned in this paper, and financial analysts said that the price was due to the equity in the acquisitions' brand names.
Abstract: The Philip Morris Company paid roughly double the stock market valuation for Kraft, Inc. and for General Foods, Inc. Financial analysts said that the price was due to the equity in the acquisitions’ brand names. These observations sparked latent interest in going beyond accounting standards and the stock market to find an objective measure of the value of brand names.

7 citations


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Performance
Metrics
No. of papers in the topic in previous years
YearPapers
202345
202295
202190
202086
201988
201896