Journal articles: 'Employee value proposition (EVP)'

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Arasanmi, Christopher N., and Aiswarya Krishna. "Linking the employee value proposition (EVP) to employee behavioural outcomes." Industrial and Commercial Training 51, no. 7/8 (October 7, 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 (October 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 (August 20, 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 (October 22, 2019): 959–65. http://dx.doi.org/10.15341/jbe(2155-7950)/10.10.2019/004.

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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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Suri, Emilia Andam. "The Dominant Factors of Employee Value Proposition: Generation Y." Advanced Science Letters 21, no. 4 (April 1, 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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Setiawati, Lina. "Internal Communication Obstacles in The Implementation of Employee Value Proposition." International Journal of Applied Business Research 1, no. 02 (July 29, 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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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 (May 7, 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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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 (March 31, 2021): 205–16. http://dx.doi.org/10.34283/ksgs.2021.15.1.16.

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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 (July 28, 2013): 369–78. http://dx.doi.org/10.5392/jkca.2013.13.07.369.

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Staniec, Iwona, and Magdalena Kalińska-Kula. "Internal employer branding as a way to improve employee engagement." Problems and Perspectives in Management 19, no. 3 (July 27, 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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Voloboieva, I. O., O. I. Kravchuk, and D. V. Varshava. "The Value Dimension of the Employer Brand: Influencing the Staff Engagement." Business Inform 4, no. 519 (2021): 302–9. http://dx.doi.org/10.32983/2222-4459-2021-4-302-309.

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The article is aimed at examining the impact of the employer brand on the choice of a job seeker. After studying and analyzing the works of many foreign and domestic scholars, the main approaches to the definition of the concept of «employer brand» are considered and the authors’ definition of this concept is proposed. As result of the carried out research, both the external and the internal elements of the employer brand are systematized; the employer value proposition (EVP), constituting an integral part of the employer brand, is substantiated; a survey of LinkedIn users was conducted in order to identify the influence of the employer brand on the choice of job seekers; the main priority elements of branding are defined. The carried out research allows to conclude that employer branding and the current EVP are among the most priority directions of the company’s activity in attracting the best specialists and preserving talents in the company. The value proposition of the employer should be the strategy of the company, oriented to employees, being consistent with them. To develop a strong brand and increase the attractiveness and competitiveness of the organization, the value proposition of the employer must be unique. The EVP should be a real embodiment of the benefits offered by the company to employee, otherwise it will be impossible to retain the employees involved and form loyalty to the company in them. Prospects for further research in this direction are to determine the degree of influence of digitalization of business on the development of the employer brand, and, at the theoretical level, – a study and closer definition of some components of the employer brand.

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SAMOLIUK, NATALIA, HALYNA MISHCHUK, and VIKTORIIA MISHCHUK. "GENDER ASPECTS OF THE EMPLOYER VALUE PROPOSITION FORMATION ON THE LABOR MARKET." HERALD OF KHMELNYTSKYI NATIONAL UNIVERSITY 296, no. 4 (June 2021): 147–55. http://dx.doi.org/10.31891/2307-5740-2021-296-4-24.

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In modern conditions, the brand of the employer becomes a tool for differentiation of the company in the labour market, which allows achieving the competitive advantages in the rivalry for skilled workers. The need to develop the employer value proposition focused on the requirements and preferences of different target groups in order to strengthen the brand and increase the attractiveness of the company in the labour market is argued in the article. The priority of the components of the employer brand regarding gender differences is determined due to the survey conducted by the authors. It is proved that the expectations of representatives of different target groups regarding the HR brand may differ due to difference in age, gender, education, culture, employment status. Therefore, forming an HR-brand it is important to understand that it is impossible to attract any employee with one value proposition, i.e. EVP must be special in accordance with the expectations of each target segment. Particularly, the results of our study showed gender differences in perception of the importance of the criteria for selecting a potential job. For example, women prioritize career opportunities and a secure work environment, while men prioritize a company’s reputation in the labour market and personal development opportunities. Employer value proposition must be a real embodiment of the benefits offered by the company to the employee; otherwise, it will be impossible to retain the employees involved and maintain their loyalty to the company. It is proved that the relevant value proposition is one of the strategic directions of the company’s activity on attracting new and retaining existing employees. Prospects for further research in this area are to improve the mechanism of formation and development of HR-brand, taking into account the value propositions of the employer for different (internal and external) target groups in crisis situations.

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Park, Kyong-Tae. "A study on the employee value proposition (EVP) of foodservice company employees on job satisfaction and organizational commitment." International Journal of Tourism and Hospitality Research 34, no. 5 (May 31, 2020): 191–205. http://dx.doi.org/10.21298/ijthr.2020.5.34.5.191.

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Jang, Jeong-Hoon. "The effect of casino employee’s perceived EVP(Employee Value Proposition) on Job Satisfaction and Customer Orientation." FoodService Industry Journal 14, no. 2 (June 2018): 93–106. http://dx.doi.org/10.22509/kfsa.2018.14.2.006.

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Deepa, R., and Rupashree Baral. "Importance-performance analysis as a tool to guide employer branding strategies in the IT-BPM industry." Journal of Organizational Effectiveness: People and Performance 6, no. 1 (March 11, 2019): 77–95. http://dx.doi.org/10.1108/joepp-04-2018-0024.

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Purpose Based on attribute research in marketing, importance-performance analysis (IPA) provides a useful analogy to examine employer branding concepts. The purpose of this paper is to use IPA to evaluate employees’ perceptions of important employer value proposition (EVP) attributes and their corresponding psychological contract fulfillment scores. IPA is applied to 40 EVP attributes and their corresponding EVP dimensions – “Economic Value”, “Development Value”, “Social Value”, “Work Value” and “Employer Reputation.” Further, the paper examines the difference between highly engaged and less engaged employees in their relationship to importance and fulfillment of the five EVP dimensions. Design/methodology/approach Data were drawn from information technology-business process management employees (n=520) in India through a questionnaire survey. The IPA matrix was used to plot the importance and fulfillment scores. Independent samples t-test was used to assess the difference between high and low engagement scores. Findings The results indicate that several EVP attributes fall within the “Concentrate Here” quadrant that requires more focus. With respect to EVP dimensions, social value needs focus; economic value received “Low Priority”; and work value and employer reputation are identified as “Potential Overkill.” The findings also suggest that, organizations should engage employees across all dimensions, by both prioritizing and fulfilling their obligations promptly. Practical implications The study highlights the need for HR practitioners and academicians to draw insights from attribute research in marketing to effectively devise the employer branding strategy of individual organizations. Originality/value This paper is the first of its kind to apply IPA to EVP attributes, which contributes to the growing literature on employer branding.

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Kashive, Neerja, Vandana Tandon Khanna, and Manish Naresh Bharthi. "Employer branding through crowdsourcing: understanding the sentiments of employees." Journal of Indian Business Research 12, no. 1 (February 19, 2020): 93–111. http://dx.doi.org/10.1108/jibr-09-2019-0276.

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Purpose The purpose of this paper is to explore the role of social media in creating an attractive employer brand for any organization. It investigates one of the social media Glassdoor, which is an online employer branding platform, where employees put their reviews which are both positive and negative. Analysis of these reviews can generate a lot of insights into employer branding. Design/methodology/approach The data was collected as 1,243 reviews from Glassdoor, an online crowdsourced employer branding platform for 40 top-rated employers across four different sectors, namely, Pharma, IT, retail and FMCG. Text and sentimental analyses were done using SAS visual analytical for these reviews. Findings Ten themes were generated from the text analytics which is nothing but the employer value propositions (EVPs), and they were social, interest, development and economic value as given by Berthon et al. (2005) and also others, such as work–life, management and brand value emerged. Social value came as a significant EVP followed by interest value and work–life values. Research limitations/implications This research is providing only ways to show that crowdsourced data can also be used to understand the mindset of employees regarding an employer’s image but is not providing any idea regarding how to generate the right employee value proposition. Originality/value The research has shown that employers can use crowdsourced employer branding insights to see where they stand in the employer's attractiveness spectrum. They can use innovative data analytics techniques, such as visualization for text and sentimental analysis to create employer branding intelligence strategies.

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Ayu Radhinda, Pitaloka. "Penerapan Proses Employer Branding Pada Perusahaan E-Commerce (Studi Kasus pada Shopee Indonesia)." Tuturlogi 1, no. 3 (September 1, 2020): 185–204. http://dx.doi.org/10.21776/ub.tuturlogi.2020.001.03.3.

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The success of a company depends on its branding managed human resources. Therefore it is important for the company to pay attention to the image or image attached to the company. This article seeks to find out how employer branding is implemented at the e-commerce company Shopee Indonesia. This research was conducted using a qualitative approach and a case study research method. Data collected from interviews with key informants throughout 2018. The results stated that the application of employer branding in Shopee Indonesia is carried out through a program that refers to the company's vision and mission, personality, and core value. Employer branding program refers to the Employee Value Proposition (EVP) strategy of internal marketing and external marketing. Shopee packages the program through #LifeAtShopee which is run by several departments within Shopee. Employer branding programs at Shopee are not only to attract potential employees and keep employees as company assets, but also to influence Shopee's image in the eyes of the public externally and internally.

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Zając‑Pałdyna, Urszula. "Jawność wynagrodzeń w kontekście budowania wizerunku pracodawcy." Kwartalnik Ekonomistów i Menedżerów 49, no. 3 (November 14, 2018): 203–13. http://dx.doi.org/10.5604/01.3001.0012.7413.

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Celem artykułu jest analiza jawności wynagrodzeń w kontekście budowania marki/wizerunku pracodawcy. W artykule dokonano przeglądu definicji pojęcia wizerunku przedsiębiorstwa jako pracodawcy, przeanalizowano koncepcję budowania marki pracodawcy oraz pojęcia employee value proposition (EVP). Dokonano analizy obszaru jawności wynagrodzeń w kontekście uregulowań prawodawstwa oraz z punktu widzenia dotychczasowego dorobku badawczego. Wyniki badań empirycznych dostarczyły oceny wizerunku pracodawców oraz obszaru jawności wynagrodzeń wśród polskich pracodawców. Wnioski posłużą do dalszych badań na temat jawności wynagrodzeń w kontekście budowania marki pracodawcy.

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Salau, Odunayo, Adewale Osibanjo, Anthonia Adeniji, Oluwatunmise Ojebola, Olumuyiwa Oludayo, Hezekiah Falola, and Tolulope Atolagbe. "datasets on employee value proposition (evp) and performance of selected fast moving consumer goods (FMCGs) firms in Nigeria." Data in Brief 19 (August 2018): 1907–11. http://dx.doi.org/10.1016/j.dib.2018.06.027.

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조정인 and Jang, Jeung-Hun. "The effect of employee value proposition (EVP) perceived by hotel staff on organizational loyalty: Focusing on differences in job characteristics." FoodService Industry Journal 13, no. 2 (June 2017): 95–106. http://dx.doi.org/10.22509/kfsa.2017.13.2.006.

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Rzemieniak, Magdalena, and Monika Wawer. "Employer Branding in the Context of the Company’s Sustainable Development Strategy from the Perspective of Gender Diversity of Generation Z." Sustainability 13, no. 2 (January 15, 2021): 828. http://dx.doi.org/10.3390/su13020828.

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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.

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Zhylinska, Oksana, Svitlana Firsova, Tetiana Bilorus, and Herman Aksom. "Employer brand management: methodological aspects." Marketing and Management of Innovations, no. 1 (2021): 158–69. http://dx.doi.org/10.21272/mmi.2021.1-12.

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The paper aims to develop applied aspects of the methodological support of a reasonable selection of the company responsible for the formation and promotion of the employer brand using the tools of multicriteria analysis and evaluation of the functionality of outsourcing companies based on the criteria that determine their competitive advantage. Consequently, the need to attract external resources to manage the employer brand has been substantiated. The authors schematized the decision-making process on a reasonable selection of outsourcing companies. The system of the criteria for the implementation of such a choice, which includes the requirements for both the outsourcing company and the future project: the rate of successful previous projects, the rate of customer satisfaction, the experience of work in Ukraine, the average cost of project development services, project development duration, the comprehensiveness of the developed recommendations for the employer brand promotion, project duration, project flexibility, the complexity level of project implementation, average monthly expenditures during the project period has been formed. Moreover, the paper systematizes the main metrics of outsourcing companies' projects on the employer brand formation and promotion, which include: a range of services for attracting, selecting, retaining, developing and evaluating staff; competitor analysis, HR-advertising, HR-marketing, systems of search engine management, leadership development programs, adaptation programs; differentiation of those organizational metrics that distinguish the customer company as an employer from the nearest competitors and separation of competitive advantages of the customer, values and the emotional component of the brand; development of its unique brand identification system – corporate style, brand book, etc.; formation of the key employer branding metrics: Employer Value Proposition (EVP), Employer Brand Personality, Employer Brand Positioning; insight formation - deep understanding of the relationship between the brand and the target audience, positioning and repositioning the employer brand on the labour market. The outsourcing company's direct selection is proposed to be based on multicriteria optimization, particularly using the analytical hierarchy methods (Saati, T.) to determine the weight coefficients of criteria and VIKOR to construct the resulting indicator. Thus, the method application result is to make justified ratings of outsourcing companies, which will allow customer companies to choose the best alternatives on the market of outsourcing services.

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Bell, Andrew N. "The employee value proposition redefined." Strategic HR Review 4, no. 4 (May 2005): 3. http://dx.doi.org/10.1108/14754390580000792.

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Smith, Laura, Roger Maull, and Irene C.L. Ng. "Servitization and operations management: a service dominant-logic approach." International Journal of Operations & Production Management 34, no. 2 (January 28, 2014): 242–69. http://dx.doi.org/10.1108/ijopm-02-2011-0053.

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Purpose – The purpose of this paper is to provide further insight into operations management of the product-service (P-S) transition, known as servitization, and the resulting product service system (PSS) offerings. In exploring the P-S transition, this paper adopts a service-dominant (S-D) logic view of value creation, using it as a lens through which to explore value propositions of the P-S transition and their operations design. Design/methodology/approach – This paper presents an in-depth case study of an original equipment manufacturer of durable capital equipment who, over the last five years, has expanded its offerings to include use- and result-orientated PSS. The research design uses a multi-method approach; employing 28 in-depth qualitative interviews with customers and employees and analysis of texts, documents and secondary data including five years of enterprise resource planning (ERP), call centre and contract data. Findings – The paper identifies ten generic P-S attributes that are abstracted into four nested value propositions: asset value proposition; recovery value proposition; availability value proposition; and outcome value proposition. In examining the operations design for delivery of these value propositions, it is found that the role and importance of contextual variety increases as the organisation moves through the value propositions. Interdependencies amongst the value propositions and differences in operational design for each value proposition are also found. Research limitations/implications – The paper investigates PSS through a S-D logic mindset. First, the paper considers value propositions of PSS not according to “product” or “service” but in terms of how resources (both material and human) are optimally designed to co-create customer value. Second, a value co-creation system of nested value propositions is illustrated. In so doing, the findings have a number of implications for literature on both PSS and S-D logic. In addition, the research adds to the PSS literature through the identification and consideration of the concept of contextual use variety. Practical implications – The paper demonstrates the complexity of the transition from product to service. Specifically, service cannot be seen as a bolt-on extra to their product offering; complexity caused by interactions and changes to the core offering require a systems perspective and consideration of both firm and customer skills and resources. Originality/value – This paper extends existing literature on the P-S transition and its implications for operations management. Notably, it takes an S-D logic perspective of value creation and in so doing highlights the importance and role of contextual use variety in the P-S transition. It also provides further empirical evidence that the P-S transition cannot be treated as discrete stages but is evolutionary and requires a complex systems perspective.

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Захаров, Д., and D. Zaharov. "Creating an Employee Value Proposition within Personnel Marketing." Management of the Personnel and Intellectual Resources in Russia 7, no. 6 (December 26, 2018): 55–60. http://dx.doi.org/10.12737/article_5c1772c87034a5.87216899.

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In the modern conditions of globalization and turbulence of the economy, the basis of an organization’s competitiveness is its reputation, including its reputation on the labor market. At the same time, staff with their level of competence and loyalty is becoming a determining factor in the efficiency of a company. Involving talented employees in the organization is becoming increasingly difficult, and employers are constantly improving the personnel management system, making qualitative changes in the direction of attraction, development and retention of employees. The article reveals the essence of one of the approaches to the effective management of the organization’s personnel, which involves the formation of an employer’s value proposition.

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Mahalingam, C. "Mobilizing Organizational Energy to Establish a Powerful Employee Value Proposition." NHRD Network Journal 2, no. 3 (July 2008): 105–9. http://dx.doi.org/10.1177/0974173920080319.

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Mani, Vijaya, Gomathi G, and Praba B. "Twin Approximation space and its Application in Analyzing Employee Engagement and Employee Value Proposition." International Journal of Applied Management Science 12, no. 4 (2020): 1. http://dx.doi.org/10.1504/ijams.2020.10022602.

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Praba, B., G. Gomathi, and Vijaya Mani. "Twin approximation space and its application in analysing employee engagement and employee value proposition." International Journal of Applied Management Science 12, no. 4 (2020): 299. http://dx.doi.org/10.1504/ijams.2020.110342.

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Putri, Yuliani Rachma. "PENGARUH EMPLOYER BRANDING DAN EMPLOYER VALUE PROPOSITION TERHADAP KOMITMEN ORGANISASI DOSEN TELKOM UNIVERSITY." Jurnal Ilmiah LISKI (Lingkar Studi Komunikasi) 3, no. 1 (June 21, 2017): 73. http://dx.doi.org/10.25124/liski.v3i1.808.

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Telkom University sebagai salah satu institusi penyelenggara pendidikan tinggi swasta di Indonesia sebagai peleburan dari beberapa Institusi, namun sudah berada pada peringkat atas sebagai perguruan tinggi swasta yang diminati di Indonesia. Minat untuk menjadi bagian dari Telkom University tidak hanya untuk menjadi mahasiswa saja, melainkan untuk menjadi tenaga kerja atau tenaga pengajar di institusi ini. Brand Telkom yang digunakan yang sangat identik dengan PT. Telkom Indonesia sebagai penggagas awal berdirinya institusi ini, dimana brand tersebut sudah sangat dikenal secara nasional di Indonesia sebagai salah satu perusahaan BUMN terbesar yang masih kuat hingga saat ini selalu menjadi tujuan bagi para pencari kerja untuk melamar. Hal ini terjadi pula di lingkungan institusi pendidikan Telkom University, tidak sedikit tenaga kerja khususnya tenaga pengajar (dosen) yang memiliki keinginan untuk menjadi bagian dari Telkom University. Sebagai fakultas yang termuda di Telkom University, Fakultas Komunikasi dan Bisnis sejak awal berdiri mencoba memenuhi kebuthan tenaga pengajar (dosen) serta mengelola dosen yang sudah ada sebelumnya. Berdasarkan hal itu, maka perlu ditelaah jika seorang Dosen kemudian memilih fakultas Komunikasi dan Bisnis Telkom University sebagai salah satu perguruan tinggi untuk mengabdi dan menetap serta melakukan Tri Dharma atas nama perguruan tinggi tersebut apakah ada unsur bahwa pilihan yang diambil atas dasar brand yang dimiliki institusi (employer branding), ataukah karena segala sesuatu yang diberikan atau ditawarkan oleh institusi tersebut (employe value proposition) sehingga dosen berkomitmen terhadap institusi untuk tetap tinggal hingga masa pengabdian dinyatakan berakhir (organizational commitment).Dari hasil penelitian diketahui bahwa employer branding maupun employee value proposition mempengaruhi organization commitment. employer branding memiliki kontribusi yang lebih kecil dalam mempengaruhi organization commitment dibandingkan employee value proposition. Hal ini bisa dijabarkan dari hasil persamaan regresi yang didapat yaitu : Y = 32,269 + 0.322 X1 + 0.740 X2 + e. yang memperlihatkan bahwa jika employer branding meningkat satu satuan maka organization commitment berkecenderungan meningkat pula sebesar 0,322 satuan. Sedangkan jika employee value proposition meningkat satu satuan maka tingkat organization commitment berkecenderungan meningkat pula sebesar 0,740 satuan. Dengan demikian terlihat bahwa employee value proposition memiliki pengaruh yang lebih besar terhadap organization commitment dibandingkan pengaruh employer branding terhadap organization commitment.

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Rounak, Sujata, and Rajnish Kumar Misra. "Employee value proposition: an analysis of organizational factors – the way to enhance value perception." Development and Learning in Organizations: An International Journal 34, no. 6 (January 2, 2020): 9–12. http://dx.doi.org/10.1108/dlo-09-2019-0216.

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Purpose The purpose of this paper is to draw attention to the organizational factors that can impact the perception of value proposition as offered by organizations. It aims to highlight the importance of Perceived Organizational Support (POS), Organization’s Perceived Identity (OPI) and Exchange Quality in enhancing the value perception among employees. Design/methodology/approach This study is based on a review of the literature and offers a conceptual analysis to explain the impact of POS, OPI and exchange quality on the employee’s perception of value proposition. Findings POS, OPI and exchange quality can act as social exchange elements and can co-create value for internal customers thereby enhancing value perception. They act as the stimuli for the employees which make them realize the benefits that they are offered by the organization. Research limitations/implications This is a conceptual paper hence based on literature review of relevant papers. Practical implications This study has major implications for understanding the factors that can improve the overall workplace experience of employees and can make the organization one of the best places to work. This will, in turn, enhance employee retention and can be a major strategy of talent management. Originality/value The paper provides a novel approach to show the enhancement in value perception by these three factors i.e. POS, OPI and exchange quality with the help of relevant literature.

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Matsuo, Kenji. "Long-term Dynamics of Employee Identification with an Organizational Unit." International Business Research 9, no. 12 (October 28, 2016): 32. http://dx.doi.org/10.5539/ibr.v9n12p32.

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This study presents the first framework for understanding the long-term dynamics of employee identification with an organizational unit. Similar research generally adopts cross-sectional quantitative methods that insufficiently explain the long-term dynamics of identification. Following studies that find stronger identification with lower-level groups than with an entire organization, we examine the case of a marine hull unit of a Japanese property-casualty insurer. We suggest that employees initially identify with the unit because of “occupational ability recognition” and “affective recognition”. We identify that these factors are necessary and sufficient conditions for identification with the unit. When they are absent, dis-identification occurs. If identification based on these factors is maintained, “value preferences” become dimensions of identification. Members prefer the unit values of interesting work, professional utility, and career attainment. When employees are dissatisfied with the unit’s values, ambivalent identification occurs. Ultimately, mature employees may express a “value proposition orientation”. They identify with the unit by consciously relating their value proposition and the unit.

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Cattermole, Gary. "Developing the employee lifecycle to keep top talent." Strategic HR Review 18, no. 6 (November 11, 2019): 258–62. http://dx.doi.org/10.1108/shr-05-2019-0042.

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Purpose This article aims to set out the best strategies to understand the employee life cycle and how to employ tactics to keep top talent within an organisation. Design/methodology/approach This feature explores desktop data and industry research. Findings This feature demonstrates how an employee’s life cycle can be extended in the workplace and explains the link between the employee value proposition and the employee life cycle to create successful onboarding strategies. Social implications This article also looks at how millennials will stay longer in an organisation that has strong environmental policies. Originality/value This feature offers fantastic insight into an issue that is currently costing the country millions.

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Charni, Hanen, Isabelle Brun, and Line Ricard. "Impact of employee job satisfaction and commitment on customer perceived value." International Journal of Bank Marketing 38, no. 3 (December 20, 2019): 737–55. http://dx.doi.org/10.1108/ijbm-03-2019-0097.

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Purpose The purpose of this paper is to analyse the impact of employee job satisfaction and affective commitment as perceived by customers on customer perceived value, more specifically its benefits dimensions. Design/methodology/approach A total of 652 panellists from a large Canadian polling firm self-administer a web-based questionnaire. To measure customer perceived value, a formative index is used which contributes to topical literature through a unique methodology. Hypotheses are tested using a structural equation model. Findings An analysis of the direct, indirect and total effects confirms the unique positive impact of employee job satisfaction and affective commitment, as perceived by customers, on the emotional, social, relationship and epistemic benefits, as well as on the formative index of customer perceived value. Practical implications Customer perceptions of employee attitudes (job satisfaction and affective commitment) represent a unique opportunity for banks to differentiate their value proposition in a hypercompetitive market. Originality/value This study is the first to consider customer perceptions of employee job satisfaction and affective commitment in relation to a formative index of customer perceived value and its related benefits dimensions.

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Dr. Manjunath. S et al.,, Dr Manjunath S. et al ,. "Employee Value Proposition and its Influence on Institutional Image with Reference to B Schools." International Journal of Human Resource Management and Research 10, no. 4 (2020): 39–50. http://dx.doi.org/10.24247/ijhrmraug20205.

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Moon, Jungnam. "The Effects of Hotel Employee Value Proposition on Job Satisfaction, Organizational Commitment and Turnover Intention." Journal of Tourism Management Research 22, no. 6 (November 30, 2018): 119–36. http://dx.doi.org/10.18604/tmro.2018.22.6.7.

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Rajathi, Anitha VM, M. Kathiravan, K. Santhanalakshmi, and Mohamed K. Jasim. "Employee Engagement and Value Proposition Drivers and Modelling: Brand Alignment Structure for Enlargement of Indian MSMEs." Asian Journal of Research in Social Sciences and Humanities 7, no. 2 (2017): 957. http://dx.doi.org/10.5958/2249-7315.2017.00141.1.

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Rajathi, VM Anitha, M. Kathiravan, K. Santhanalakshmi, and K. Mohamed Jasim. "Employee Engagement and Value Proposition Drivers and Modelling: Brand Alignment Structure for Enlargement of Indian MSMEs." Asian Journal of Research in Social Sciences and Humanities 7, no. 3 (2017): 1388. http://dx.doi.org/10.5958/2249-7315.2017.00250.7.

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Hepner, Lionel. "Innovative reward as a strategical culture designer." Strategic HR Review 18, no. 1 (February 11, 2019): 13–16. http://dx.doi.org/10.1108/shr-10-2018-0086.

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Purpose The paper intends to share with the reader some ideas that position the management of compensations as a strategic factor for the organizational culture shaping. Design/methodology/approach The author shares some ideas and examples that demonstrate how we could understand reward management as a key aspect of HR strategy. Through practical examples, will show why it has a deep impact on the so-called soft areas of HR. A strategic compensation model is introduced for the promotion of culture of innovation and the creation of new businesses through the employees of the organization. Findings Reward systems are part of a fundamental strategy to modelize organizational culture through the installation of symbols that has direct impact on the employee value proposition. Thinking Outside the Box can be promoted within employees through reward systems, so they can create new businesses according to the nowadays VUCA context. We are living in a volatile, uncertain, complex and ambiguous world that forces us to open our minds and be prepared to change with agility the products and services that our companies offer. An HR professional can modelize the employee value proposition through intelligent rewarding systems Originality/value This paper presents innovative ideas to manage the human resources strategy through reward systems. This scheme represents a new paradigm of human resources management to lead the current business challenges through people.

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Jena, Lalatendu Kesari, and Sajeet Pradhan. "Workplace spirituality and employee commitment." Journal of Enterprise Information Management 31, no. 3 (April 9, 2018): 380–404. http://dx.doi.org/10.1108/jeim-10-2017-0144.

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Purpose The purpose of this paper is to provide an empirical investigation of workplace spirituality (WS) and employee commitment (EC). EC is presumed as a mindset which is generally influenced by spiritual culture and the prospective outcomes are in the form of sense of calling and sense of membership with one’s profession and organisation. Drawing on the proposition of Tepper’s (2003), organisational citizenship behaviour (OCB) was proposed as a mediator between spirituality and commitment. The study also tests whether emotional intelligence (EI) moderates the relations among them. Design/methodology/approach Data were collected from 761 executives working in Indian manufacturing and service organisations. SPSS 20.0 and AMOS 18.0 were used to analyse the data. Findings The results confirmed that an insignificant mediation of OCB and moderation of EI among WS and EC. However, WS is found to be a strong and consistent predictor of EC. The findings highlight the necessity of suitable HR intervention for instrumentalizing personal role-organisational goal fitment to create an engaging and committed workforce. Originality/value The study is among the few to empirically investigate the role of WS on employee commitment at work. The study is first of its kind to explore the mediating role of OCB and interactive role of EI at work in explaining the relationship between WS and EC.

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Kuppelwieser, Volker G., Phil Klaus, Yehuda Baruch, and Aikaterini Manthiou. "The missing link: Fairness as the ultimate determinant of service profitability?!" Recherche et Applications en Marketing (English Edition) 33, no. 2 (January 11, 2018): 46–74. http://dx.doi.org/10.1177/2051570717745833.

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Fairness is widely considered a key driver of human behavior. Organizational behavior (OB) research focuses on fairness as an employee attitude driver. Marketing research highlights fairness perceptions as a key determinant of both purchase intentions and purchase behavior. Yet, to our best knowledge, no explicit attempt has been made to bridge the two phenomena. Using deductive reasoning and delineation methods, we posit that, through the diffusion of customer experience, value perception, attitudes, and behaviors, a symbiosis of OB and marketing research ultimately influences organizational performance. Our corresponding conceptual framework determines fairness perceptions’ influence on employee attitudes and service productivity by means of proposition development. In turn, this leads to an increase in customer satisfaction, consumer purchasing, and re-purchasing behavior, and – ultimately – profitability.

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Nyoto. "Culture Confusionism Study to Increase Employee Performance Case Study of PT Bengkalis Kuda Laut, PT Triperkasa Tunggal Abadi, and PT Persada Subur Makmur in Pekanbaru." Journal of Social Science Studies 5, no. 1 (June 27, 2017): 48. http://dx.doi.org/10.5296/jsss.v5i1.11461.

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This study aims to know that Confucian culture can improve employee performance. Empirical evidence found clarity of the phenomenon about Confucian culture that occurred in the three study companies above so that Confucian culture can increase employee performance.This dissertation is expected to contribute to the development of economics, especially human resource management that is exploring the potential of eastern culture that is simple but has a high philosophical value which later became the work ethos that can be entrenched.This research is conducted by using qualitative method, that is approach that leads to circumstances and individuals holistically with inductive pattern, that is collecting, identifying, formulating, analyzing and discussing proposition, and Conclusion and Suggestion. From the results of analysis and interpretation of findings related data this research shows that Confucian Culture Able to Improve Employee Performance and appropriately run as a work culture. It is recommended to the researcher to do research with mixed method so that it is expected to get different result and more deeply.

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Kaneko, Hiroaki, Cristian Vlad, Luiza Gatan, Toru Takahashi, and Seiko Adachi. "Ina Food Industry: A Company that Makes Employees Happy." Studia Universitatis Babeș-Bolyai Negotia 66, no. 1 (March 31, 2021): 49–77. http://dx.doi.org/10.24193/subbnegotia.2021.1.03.

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"This research illustrates how a traditional Japanese company, Ina Food Industry, focuses on talent operations, engagement, their well being and social innovation. The authors worked with key executives and talent operators from Ina Food Industry to underpin the main characteristics of their talent operations strategy and to determine how the organization draws from its corporate philosophy and core elements of traditional Japanese culture to create sustainable user engagement and to develop a unique employee value proposition. Keywords: Innovation, Japan, Organization, Transformation, Sustainability, Talent, Strategy, Ethics JEL Classification: M10, L66 "

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Emelifeonwu, Jude Chukwuemeka, and Reimara Valk. "Employee voice and silence in multinational corporations in the mobile telecommunications industry in Nigeria." Employee Relations 41, no. 1 (January 7, 2019): 228–52. http://dx.doi.org/10.1108/er-04-2017-0073.

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PurposeThe purpose of this paper is to explore employee voice and silence in the mobile telecommunication industry in Nigeria.Design/methodology/approachAn exploratory qualitative case study methodology was employed in this study. Participant selection was done through a purposeful intensity sampling technique, which resulted in 30 employees from two different multinational organizations and an indigenous organization taking part in in-depth interviews.FindingsFindings show the presence of fear of victimization in the Nigerian workplace embellished by the Sub-Saharan culture and the state of the labor market, which resulted in employee silence. The study revealed that the implementation of culturally adapted employee voice mechanisms within organizations in the mobile telecommunication industry in Nigeria promotes employee voice and organizational performance, whereas a lack thereof results in organizational failure.Research limitations/implicationsA limitation is that the purposive sample of employees from three organizations in the mobile telecommunications industry only permits theoretical and analytic generalization.Practical implicationsA focus on the co-creation of a high-performance work environment and the development of a powerful employee value proposition would foster employee voice.Social implicationsIt will enable multinationals operating in Nigeria understand better how to operate employee voice in order to obtain optimal performance from workers in Sub-Sahara Africa.Originality/valueThis paper contributes to the literature on employee/industrial relations by showing that a high-power-distance national culture and a high unemployment rate affect employee voice and silence, which brings to the fore the importance of adequate employee voice mechanisms through which employees express their voice in order to arrive at beneficial individual and organizational outcomes.

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Na-Kyung Kwon, 이인재, and Hye-Lin Kim. "A Study on the Effects of Employee Value Proposition and the Importance of Job Rotation on the Subjective Career Success." Culinary Science & Hospitality Research 19, no. 3 (June 2013): 291–304. http://dx.doi.org/10.20878/cshr.2013.19.3.021.

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Na-Kyung Kwon, 이인재, and Hye-Lin Kim. "A Study on the Effects of Employee Value Proposition and the Importance of Job Rotation on the Subjective Career Success." Culinary Science & Hospitality Research 19, no. 3 (June 2013): 291–304. http://dx.doi.org/10.20878/cshr.2013.19.3.021021021.

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Goncalves, Pam. "Want successful employee communications? Think like a marketer." Strategic HR Review 16, no. 5 (October 9, 2017): 229–33. http://dx.doi.org/10.1108/shr-07-2017-0038.

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Purpose Today’s employees expect a consumer-like communications experience: worthy of their time, meaningful, easy to consume, delightful and consistent. An IDG survey saw that frequent, easy-to-share, modern communications correlated positively to employees’ job satisfaction; increasing the likelihood to recommend their employer as well as to remain at their current company. Do those positive outcomes of employee satisfaction, employer brand and retention sound like they might fit into your strategic HR plans this year and every year? Design/methodology/approach The authors have been studying this problem for almost a decade, working with over 1,000 companies representing more than 10 million employees. It seems as if employee communications suffers from the “last mile” syndrome, a term originally coined by the telecommunications industry. You can have the most robust equipment and services but if the last mile, the final piece that connects all of that modern technology to the end user, does not get delivered, it’s all for nothing. Similarly, we can have the best HR programs, total rewards packages and a killer employer value proposition, but if they do not reach and activate our employees, HR can never realize the true ROI of that effort. Findings How would you rate your company’s internal communications? That was the question IDG Research asked of 270 HR professionals in its March 2017 Workforce Communication Survey. In total, 71 per cent answered yes to the prompt: “Our workplace communications are engaging”. That’s great news if you’re sitting in HR. Only 27 per cent of the corresponding 1,050 employees replied yes to that same prompt. Originality/value Today’s employee is on information overload – @home, @work, @anywhere. With the explosion of digital content being pushed through multiple devices, employees as digital consumers have learned to ignore some types of information and readily consume others. The authors have seen first-hand how this marketing approach to employee communications can give new life to legacy programs and most importantly, improve participation and adoption.

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Yingjie, Lu, Shasha Deng, and Taotao Pan. "Does usage of enterprise social media affect employee turnover? Empirical evidence from Chinese companies." Internet Research 29, no. 4 (August 5, 2019): 970–92. http://dx.doi.org/10.1108/intr-03-2018-0140.

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Purpose The purpose of this paper is to examine how the usage of enterprise social media (ESM) affects eventual employee turnover. Design/methodology/approach This study developed a theoretical model based on the proposition that different ESM usage behaviors (utilitarian use, hedonic use and social use) have different effects on employee turnover, and job type and job level can moderate the effect of ESM usage on turnover. The model was examined empirically using 1,791 employee samples from a large high-tech manufacturing enterprise deploying ESM. Findings The results indicate that the utilitarian and social use of ESM has negative effects on turnover, but the hedonic use of ESM has positive effects on turnover. Furthermore, for employees working in different job types and job levels, there are significant differences concerning the effect of ESM usage on their turnover. Practical implications ESM managers should encourage employees to use ESM for utilitarian needs and social support but restrict excessive use of ESM for leisure. In addition, different ESM use policies depending upon job types and job levels could be adopted to retain valuable employees. Originality/value Few studies have focused on how usage of ESM affects eventual employee turnover. Given the lack of theoretical research and empirical evidence, the authors developed a theoretical model and conducted an empirical study to fill the research gap.

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Tripathi, Divya, Pushpendra Priyadarshi, Pankaj Kumar, and Sushil Kumar. "Micro-foundations for sustainable development: leadership and employee performance." International Journal of Organizational Analysis 28, no. 1 (January 13, 2020): 92–108. http://dx.doi.org/10.1108/ijoa-01-2019-1622.

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Purpose The purpose of this paper is to take a micro-foundational perspective to identify the effective leadership style and employee work behavior in achieving the goals of sustainability. It also aims to identify the mechanism through which leaders influence employees’ performance. Design/methodology/approach The study draws on existing literature for model creation and proposition development to understand the leadership style and employee behavior that would be effective in achieving sustainability goals. Findings In achieving the multifaceted goals of sustainability, servant leadership style is effective in mobilizing the resources and implementing the sustainability strategies among stakeholders. By enhancing interpersonal trust and psychological empowerment, servant leaders positively influence the work role behavior of the employees. Furthermore, the work performance of employees helps in achieving sustainable development. Research limitations/implications This study draws on the theory of micro-foundations to establish how individual-level factors help in realizing the macro goal of sustainability. It throws light on the growing need to cultivate micro-level leadership skills and employee behaviors to have effective organizational sustainability performance. It is imperative for the organizations to be socially responsible along with achieving the business goals. Originality/value This study responds to the call of studying micro-level actions in the context of sustainable development. It extends the current knowledge by developing a causal model linking leadership and employee performance through interpersonal trust and psychological empowerment. Moreover, it presents testable propositions linking interpersonal trust and psychological empowerment.

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Lardner, Sarah. "Effective reward ensures effective engagement." Strategic HR Review 14, no. 4 (August 10, 2015): 131–34. http://dx.doi.org/10.1108/shr-06-2015-0050.

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Purpose – Operating in an increasingly complex and competitive market, Gemserv’s prime objective in reviewing its reward and benefits strategy was to help attract, engage and retain key staff. They wanted to achieve this by having a better understanding of employees needs and then creating and communicating a compelling total reward proposition. Design/methodology/approach – Gemserv wanted to encourage and reward performance linking it to individual long-term career and corporate growth aspirations. The company set out to achieve this by focussing on creating an “Employee Deal” that: Strengthened the link between contribution and performance to enhance perceptions of rewarding exceptional performance; and incentivised individual and team performance to make a real difference and achieve long-term growth aspirations. Findings – Beyond all the talk of strategy, talent retention and corporate advantage, Gemserv believes that the biggest result has been seen in the high levels of staff perception of, and participation in, the programme and, consequently, hugely improved employee engagement. Originality/value – Gemserv’s senior management benefited from a deeper insight into employee perceptions, aspirations and requirements covering a wide range of areas. Gemserv is now more transparent around the process, the decision-making and is truly honest on pay and benefits positioning – and how that can be effectively aligned with business objectives.

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Medlin, Bobby, Kenneth W. Green, and Alan D. Wright. "Comprehensive management practices and policies performance model." Industrial Management & Data Systems 116, no. 5 (June 13, 2016): 1043–60. http://dx.doi.org/10.1108/imds-07-2015-0283.

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Purpose – The purpose of this paper is to assess the impact of a specific set of management practices and policies and policies (organizational behavior modification, the management principles, and the management process) on human resource outcomes and on individual employee performance. A comprehensive management practices and policies performance model is theorized and empirically assessed. Design/methodology/approach – Data collected from a sample of full-time employees working in the Southern USA are analyzed using a partial least squares/structural equation modeling methodology. Findings – Considering the direct and indirect links among the constructs the authors conclude the following: organizational behavior modification, the management principles, and the management process combine to improve organizational commitment and job satisfaction; organizational commitment and job satisfaction combine to improve employee engagement and workplace optimism; and employee engagement and workplace optimism combine to enhance individual performance. Research limitations/implications – The model tested reflects the synergy created though the implementation of the management practices and policies and policies and the impact of that synergy on human resource outcomes and individual employee performance. This is the first assessment of this comprehensive model. Replication and verification of the model are suggested. Practical implications – Practitioners are provided with a framework for assessing the synergistic impact of the management practices and policies on human resource outcomes and individual employee performance. The theorized model and results provide practicing managers with a blueprint for the systematic implementation of the management practices and policies. Originality/value – A comprehensive management practices and policies performance model is proposed and empirically assessed. The results support the proposition that implementation of the management practices and policies leads to improved human resource outcomes and individual employee performance.

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

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