Relevant bibliographies by topics / Employee value proposition (EVP)

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Academic literature on the topic 'Employee value proposition (EVP)'

Author: Grafiati
Published: 4 June 2021
Last updated: 16 February 2022

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Journal articles on the topic "Employee value proposition (EVP)"

1

Arasanmi, Christopher N., and Aiswarya Krishna. "Linking the employee value proposition (EVP) to employee behavioural outcomes." Industrial and Commercial Training 51, no. 7/8 (2019): 387–95. http://dx.doi.org/10.1108/ict-05-2019-0043.

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Purpose The purpose of this paper is to examine the link between employee value proposition (EVP) dimensions, employee commitment and organisational citizenship behaviours (OCBs) in organisations. Design/methodology/approach This cross-sectional study collected data from 134 employees of a government department using a survey method. The collected data were analysed with a regression method using Statistical Package for Social Sciences version 24. Findings The regression analysis shows that perceived organisational support, and work environment (WE) influence employee commitment. Also, the relationship between organisational commitment (OC) and OCB was found to be significant. The analysis also confirms that OC mediates the relationship between the EVP variables and OCB. Research limitations/implications This study is cross-sectional research, future studies may adopt a longitudinal method or multi-sourced data for further research insights. Due to the adopted research design, the findings should be interpreted with this in mind. Practical implications This study helps to understand the impact of EVP attributes on employee commitment in organisations. The finding would benefit organisations on the need to enhance EVP fulfilment, and its benefits findings from the study show perceived organisation support and WE affects OC while OC affects OCB. It is crucial for organisations to consider and align EVP strategies in their people management strategies. Originality/value This study contributes to the EVP theory by analysing the role of affiliation dimension of the EVP on employee commitment. Prior research appears to have neglected the influence of the EVP on employee commitment.
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Pattnaik, Salila Kumar, and Rajnish Kumar Misra. "Employer Value Proposition." International Journal of Human Capital and Information Technology Professionals 7, no. 4 (2016): 15–32. http://dx.doi.org/10.4018/ijhcitp.2016100102.

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In a competitive global market, organizations are striving to retain the best talent by providing sustainable employer value proposition (EVP); ‘value proposition' employees perceive or expect from their employer. Although EVP is conceptually appealing, there has been little systematic effort to empirically examine the dimensions of EVP. Information technology companies are adopting strategies to provide proposition that attract and retain employees. This paper identifies the attributes of EVP from the perspective of employees working in Information Technology companies in India. A scale is developed and validated to measure EVP on a sample size of 474. EVP scale was tested for its factor structure, reliability and validity. The results indicated that EVP scale comprised of five attributes; developmental value, inspirational value, work environment value, work value, and work life balance. The finding of the research is discussed; limitations noted; recommendations for enhancing EVP in IT companies, and future research directions.
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Azman Ng, Normardiyah Binti Muhammad, and Lazim Bin Mohd Zin. "The Relationship Between Employee Value Proposition and Employee Loyalty: A Conceptual Framework." Journal of Business and Economics 10, no. 8 (2019): 788–93. http://dx.doi.org/10.15341/jbe(2155-7950)/08.10.2019/009.

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An Employee Value Proposition (EVP) is the unique value of benefits offered to the employees and the employee will get consequently from the skills, capabilities and experience they convey to an organization. An EVP is about differentiating the organization from the others. Employee loyalty is when they employee feels satisfied, obligated and willing to commit and stay with the organization for organizational success. In this paper, the relationship between EVP and employee loyalty will be proposed. A conceptual framework on this relationship is used as a fundamental for highlighting the roles of EVP in influencing talented workers or outstanding performers to remain loyal with the current organization. Five dimensions of EVP such as rewards, opportunity, organization, work and people are discussed, and its potential significant influence on employee loyalty is concluded at the end of the discussion.
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Ng, Normardiyah Binti Muhammad Azman, and Md Lazim Bin Mohd Zin. "The Relationship between Employee Value Proposition and Employee Loyalty: A Conceptual Framework." Journal of Business and Economics 10, no. 10 (2019): 959–65. http://dx.doi.org/10.15341/jbe(2155-7950)/10.10.2019/004.

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Abstract:
An Employee Value Proposition (EVP) is the unique value of benefits offered to the employees and the employee will get consequently from the skills, capabilities and experience they convey to an organization. An EVP is about differentiating the organization from the others. Employee loyalty is when they employee feels satisfied, obligated and willing to commit and stay with the organization for organizational success. In this paper, the relationship between EVP and employee loyalty will be proposed. A conceptual framework on this relationship is used as a fundamental for highlighting the roles of EVP in influencing talented workers or outstanding performers to remain loyal with the current organization. Five dimensions of EVP such as rewards, opportunity, organization, work and people are discussed, and its potential significant influence on employee loyalty is concluded at the end of the discussion.
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Suri, Emilia Andam. "The Dominant Factors of Employee Value Proposition: Generation Y." Advanced Science Letters 21, no. 4 (2015): 910–12. http://dx.doi.org/10.1166/asl.2015.5927.

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The institution compete smartly to attract the generation Y talent from workforce market. After they get the best talent, they face significant challenges to retain them by boosting their motivation, job satisfaction, and engagement in order to achieve outstanding performance. On the other hand, employee value proposition (EVP) is one of the factors to improve the employee’s commitment. The institution with the clear EVP will enhance the employee’s commitment. Many literatures describe about the characteristic of generation Y and also with EVP. But, only few researcher explain about the EVP in the perspective of generation Y. This journal is trying to research what are the dominant factors of employee value proposition (EVP) from the perspective of generation Y. The respondents are the generation Y who work at the one of the institution in Indonesia.
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6

Setiawati, Lina. "Internal Communication Obstacles in The Implementation of Employee Value Proposition." International Journal of Applied Business Research 1, no. 02 (2019): 140–54. http://dx.doi.org/10.35313/ijabr.v1i02.60.

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Dealing with the uncertainty in business conditions, several companies are missing out the opportunity to increase employee engagement and attract while also sustaining top talent. Because employees today have increased bargaining power, the job market is highly transparent, and attracting top skilled workers is a highly competitive activity. Hence, today more companies should be taken seriously to developing the analytic solutions related on retaining the employee within the organizations. This paper analyses interaction between employees through internal communication, which involves Employee Value Proposition (EVP) program in one of the state owned company in Indonesia. The analysis shows that in such cases, there is a need to collaborate between employee and employer to choose suitable communication model in attract and retain talent. In this research focus to develop analytical approach to analyse communication of EVP in order to choose the suitable internal communication model for one of state-owned company in Indonesia. This study was supposed to start with qualitative, processed by quantitative and end with qualitative data analysis methods. The study finds employee unsatisfied with the amount/number and quality of information that employees get. To overcome that, company advised to create a new channels communication for all of the employees to share information either internal news or public news.
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7

Deepa, R., and Rupashree Baral. "Relationship between integrated communication effectiveness and employee-based brand equity – mediating role of psychological contract fulfillment." Journal of Product & Brand Management 30, no. 6 (2021): 883–97. http://dx.doi.org/10.1108/jpbm-01-2019-2212.

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Purpose 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. Design/methodology/approach 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. Findings 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. Originality/value 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.
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8

Jung, A.-Lam, and Ji-Hwan Lee. "The Effect of Golf Instructor’s Perceived EVP(Employee Value Proposition) on Job Satisfaction and Customer-Orientedness." Journal of Golf Studies 15, no. 1 (2021): 205–16. http://dx.doi.org/10.34283/ksgs.2021.15.1.16.

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9

Kim, Hye-Lin, and Na-Kyung Kwon. "Examination of the Effect of Employee Value Proposition(EVP) on Job Satisfaction and Organizational Loyalty." Journal of the Korea Contents Association 13, no. 7 (2013): 369–78. http://dx.doi.org/10.5392/jkca.2013.13.07.369.

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10

Staniec, Iwona, and Magdalena Kalińska-Kula. "Internal employer branding as a way to improve employee engagement." Problems and Perspectives in Management 19, no. 3 (2021): 33–45. http://dx.doi.org/10.21511/ppm.19(3).2021.04.

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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.
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