Employer branding

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

Employer branding: perceived organisational support and employee retention – the mediating role of organisational commitment

Abstract: The purpose of this paper is to examine the relationship between employer branding attribute of organisational support and employee retention in a government agency in New Zealand.,This study is cross-sectional in design, and an online survey method was used to collect data from 134 research participants. Research participants were recruited from a local council in New Zealand. The Process Macro Regression method was employed to analyse the collected data.,The main findings from this study are: first, the study shows that perceived organisational support (POS) as an employer branding technique affects employee retention. Second, POS significantly influenced employees’ organisational commitment (OC) as a predictor of employee retention. Third, the relationship between organisational support and employee retention was mediated by OC in this study.,This study examined POS as an employer branding strategy; the findings have a number of valuable implications for organisations. This study suggests that organisations should develop adequate organisational support mechanisms as a way of acquiring the status of a better employer among different stakeholders.,Precisely, the findings imply that organisations should focus on increasing organisational support to attract, maintain and retain employees because employees desire conducive and favourable work environments.,A well-crafted and efficiently implemented organisational supportive strategies may enhance the reputational status of the organisation as an employer brand among its future job applicants.,This study tested POS as an employer branding attribute in the New Zealand context; research on POS as an employer branding strategy is scarce. The results suggest that organisations that embrace organisational support mechanisms as employer branding strategy succeed in maintaining and retaining their talents for a longer time.

The impact of brand loyalty on website usage

Abstract: A number of previous studies have investigated determinants of brand website usage. Variables such as internet experience, goal-directedness and type of motivation (entertainment/information) have been found to influence consumer behaviour on a given web page. This study focuses on websites for well-known brands. For such websites, it is hypothesised that brand loyalty is a major determinant for website usage. Affectively loyal consumers sense a relationship to their favoured brands and should be motivated to visit websites for such brands more frequently than non-loyals. Effects of brand loyalty on duration of visits could, however, be negative, because loyals are well updated on the contents of the sites and find less news when visiting.

Strategic talent management: A macro and micro analysis of current issues in hospitality and tourism

Abstract: Purpose The purpose of this paper is to provide an academic viewpoint on contemporary factors associated with talent management (TM) in the hospitality and tourism sector. Design/methodology/approach A critical discussion of macro- and micro-level factors is provided, while highlighting opportunities and challenges for TM policies and practices. The influence of senior managers in developing TM, with emphasis on small and medium enterprises, is examined and examples of ‘best practice’ in TM are outlined. Findings Given the scale and importance of the sector to economic growth, it is imperative that governments assume a greater leadership role in shaping the training and education agenda. TM practices need to reflect the uniqueness and complexity of the sector and effective implementation of TM requires CEO/Owner–Manager commitment and cascading down of a talent mind-set/culture within organizations. Examples of best practice in TM provide a significant opportunity for the sector to improve both its employer branding and competitiveness. Examples include: aligning TM with strategic business goals; provisions of robust data generated across HR functions; and demonstrating the impact of TM on employees’ enhanced emotional labour through higher levels of engagement and motivation and on organizational outcomes. Practical implications The paper argues that organizations need to take each dimension of TM more seriously than many organizations have done so in the past. Coherent TM practices, in particular, competitive reward and training and development opportunities, will improve employer branding and will directly have an impact upon the quality of applications received by organizations. Originality/value The paper provides important insight and practical recommendations on how the sector can improve its productivity and future sustained competitiveness in the challenging times ahead.

Consumer brand relationships: A research landscape

Abstract: This article sheds light on the current state of research on consumer brand relationships (CBR) and presents two distinct taxonomies, respectively, theoretical frameworks that help to classify CBR research. First, the ‘brand connection matrix’ that classifies brand relationships into functional-based (low versus high) and emotional-based (low versus high) connections to brands. This framework leads us with a 2 × 2 matrix consisting of four quadrants, each of which are discussed. Second, the ‘brand feeling matrix’ classifies consumer’s relationships with brands by grouping them into the strengths of relationships (weak versus strong) and the consumers’ feeling toward the brand (positive versus negative). The latter taxonomy leads to another 2 × 2 matrix where each of the four quadrants is discussed. Finally, this article discusses the papers in this special issue and applies the two frameworks by grouping the papers into the corresponding quadrants.