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Journal articles on the topic 'Employer branding and culture'
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Rana, Geeta, Ravindra Sharma, S. P. Singh, and Vipul Jain. "Impact of Employer Branding on Job Engagement and Organizational Commitment in Indian IT Sector." International Journal of Risk and Contingency Management 8, no. 3 (July 2019): 1–17. http://dx.doi.org/10.4018/ijrcm.2019070101.
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This article seeks to empirically examine the impact of employee branding on job engagement and organizational commitment in Indian IT companies. The data was collected from 250 employees employed in various companies in Indian IT companies. Results revealed a strong positive association between employer branding and job engagement, job engagement and organizational commitment, and employer branding and organizational commitment. Further, job engagement showed a partial mediating effect on the link between employer branding and organizational commitment. This is the first empirical investigation to simultaneously examine associations among employer branding, job engagement, and organizational commitment. Practitioners could, with such knowledge, incorporate the most influential dimensions of employer branding in organizational culture.
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Wardini, Benari Saras, and Lenny Christina Nawangsari. "The Influence of Employer Branding and Organizational Culture on Employee Engagement with Motivation as Mediators on the Millennials Generation at KAP TSFBR." European Journal of Business and Management Research 6, no. 4 (August 31, 2021): 388–93. http://dx.doi.org/10.24018/ejbmr.2021.6.4.1007.
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This study aims to analyze the effect of Employer Branding and Organizational Culture on Employee Engagement with Motivation as a Mediator for the millennials generation working at KAP TSFBR. Respondents in this study are 138 employees who were born between 1980 – 1995. This research used Descriptive Statistics with Structural Equation Modeling (SEM) analysis methods with variance-based multivariate statistical techniques using PLS.
The results of the study conclude that: 1) Employer branding has a positive and significant effect on employee engagement of millennials generation working at KAP TSFBR, 2) Employer branding has a positive and significant impact on the motivation of millennials working at KAP TSFBR, 3) Organizational culture has a positive and significant impact on employees' engagement of millennials working at KAP TSFBR, 4) Organizational culture has a positive and significant effect on the motivation of millennials working at KAP TSFBR, 5) Motivation has a positive and significant effect on millennials working at KAP TSFBR, 6 ) Employer branding has a positive and significant effect on employee engagement through motivation as a mediator for millennials working at TSFBR KAP, and 7) Organizational culture has a positive and significant effect on employee engagement through motivation as a mediator for millennials working at KAP TSFBR.
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Barbaros, Maria Corina. "Does employer branding beat head hunting? The potential of company culture to increase employer attractiveness." Journal of Entrepreneurship, Management and Innovation 16, no. 4 (2020): 87–112. http://dx.doi.org/10.7341/20201643.
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This paper aims to investigate the combined effort of the HR Department and the Marketing and Communication Department to define and implement employer-branding strategies. To obtain the aim, qualitative research was designed to establish the relationship between employer attractiveness, organizational attractiveness and company culture, and to identify to what extent company culture can be communicated through employer branding. Therefore, firstly, the study clarifies the links between employer branding, employer attractiveness, company culture, and the boundaries of these concepts. It then examines how employer branding works concerning company culture attributes, and, finally, the paper draws some conclusions that will address practical implications in the form of employer brand management. The research design was based on qualitative research methods (in-depth interviews and focus groups) applied to stakeholders, employees from the IT industry, and IT companies’ representatives. Subsequently, the qualitative data were processed with Atlas.ti 8 that generated the results and the points under discussion. The data show that when recruiting strategies, respectively, employer-branding strategies are thought separately, as happens most of the time, their efficiency diminishes considerably, and the employer image does not have consistency and attractiveness. To conclude, this study highlights the following practical ideas: a)management teams must have a holistic approach of employer branding, organizational attractiveness, and company culture; b)employer branding, in order to become a useful tool for employees’ retention and recruitment, must be managed by both the HR Department and the Marketing and Communication Department within a coordinated and coherent strategy and c) for employer branding to be efficient, there is a need to leverage HR as a strategic partner and, as a result, employees will be developed into strategic assets of the company.
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Leekha Chhabra, Neeti, and Sanjeev Sharma. "Employer branding: strategy for improving employer attractiveness." International Journal of Organizational Analysis 22, no. 1 (March 4, 2014): 48–60. http://dx.doi.org/10.1108/ijoa-09-2011-0513.
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Purpose – To examine the organizational attributes that attract final-year management students towards organizations. The paper aims to study the already adopted employer branding strategies and the preferred channel through which organizations should promote employer attractiveness. Based on previous studies and current findings, a conceptual model on employer branding process has been developed and presented. Design/methodology/approach – This article is based on semi-structured interviews, survey results and review of academic employer branding models. Findings – It was found that among the students, most preferred organizational attributes were organizational culture, brand name and compensation. Students rated job portal to be the preferred channel for employer attractiveness. The study showed that there exists a significant and positive correlation between strong brand image and likelihood to apply. Research limitations/implications – The survey sample was limited to private business schools only. Practical implications – One of the sources for hiring on which corporate rely heavily is private business schools. This study provides the employers an insight to make their strategies for employer branding more effective. In the process, it benefits the prospective employees as well. Originality/value – The study provides valuable inputs for formulating effective employer branding strategies. The novelty of the study is the conceptual model on the process of employer branding. One of the highlights of which is preferred communication channel for effectiveness of the strategies.
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Jain, Neetu, and Prachi Bhatt. "Employment preferences of job applicants: unfolding employer branding determinants." Journal of Management Development 34, no. 6 (June 8, 2015): 634–52. http://dx.doi.org/10.1108/jmd-09-2013-0106.
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Purpose – In the ever increasing competition in the employment market, an organization’s need to become a “great place to work” has gained significant momentum. Employer branding has thus emerged as an essential management practice employed by the organization to create its image as desirable employer in the eyes of prospective employees. The purpose of this paper is to highlight the understanding of employer branding through the eyes of “potential” young employees in Delhi and North Central Region, India. The results presented in this paper throw light on the perceived importance of employer branding among the prospective employees via analysis of various branding factors chosen for the study. The study results report that the perceived significance of employer branding factors differs mainly across gender and age of prospective employees. Notably, public and private sectors are being perceived significantly different by the potential job applicants on employer branding factors. Thus, this paper presents important findings enabling employers to build brand value and an attractive reputation in the job market so as to attract and retain the best talent. Design/methodology/approach – Survey methodology was used to test the hypothesis. The sample was selected from Delhi and National Capital Region (NCR) primarily from the students of business schools who were randomly selected to fill in the questionnaire. As they are the potential hires, it seemed appropriate to know their preference of employer branding factors. They are ready to join the corporations therefore, data extracted would be much more suitable as they can throw light on their immediate preferences and provide insight into the research study. For collection of data an online structured questionnaire was administered. A total of 270 questionnaires were administered and 239 filled questionnaires were received. Findings – From the results it can be seen that private sector emerged as preferred sector of choice for the majority of potential employees. However, there are some factors which are handled well in private sector as compared to public sector and vice versa. There are some factors like – stability of the company, work-life balance and job security which potential employees perceive as important and therefore, need to be addressed by both public and private sector organizations. Research limitations/implications – Limitation of this study is that the findings cannot be generalized therefore, provide opportunities for further research. Moreover, the sample included only students as prospective employees seeking a new job or a career change. Thus the results obtained on a sample of relatively inexperienced job seekers, might partially reflect commonly held stereotypes of attractive organizations. Hence, it is interesting to use other samples such as experienced job seekers or those who are currently employed. Another limitation is that the study is restricted to Delhi and NCR region hence, the data is not representative of a wider population. Further research may expand the scope in terms of sample size as well. Future research may also explore the extent of employee attraction and retention vis-à-vis employer branding factors in organizations. A final avenue for future studies consists in exploring the processes which underlie the organizational choice decisions of prospective applicants. Practical implications – This study has added to the growing body of research on employer branding factors by generating more knowledge and arguments in favor of certain employer branding factors in the workplace. If organizations truly want to attract good talented people then management needs to bring about the necessary organizational support and infrastructure at the early and middle stages of an employee’s career which are most often the stages where important choices are made. They need to be more considerate toward employee needs. Efforts can be made to build a good work culture by paying heed to their preferences. Therefore, this study helps establish a foundation for implementation of various employer branding factors which are perceived important by the potential job applicants, especially in Indian context. The findings are of particular important for human resource (HR) managers and policy makers in both public sector as well as private sectors in these times of increased inter-sectoral personnel movement. These findings can be utilized as a guiding instrument while inter-sectoral recruitment is being made. These would also enable employers to take appropriate action in order to build their employer brand based on certain discussed employer branding factors so as to attract talent which in turn would also help them in retaining talent. Social implications – There are many employer branding factors which tend to affect the mindset of potential employees in selecting their prospective employer. Employers can therefore, endeavor to understand those factors at length so as to attract talent which in turn would also help in retaining talent. Originality/value – Results throw light on the perceived importance the potential employees give to various employer branding factors taken for the study. Perceived significance attached to employer branding factors differs across gender, age, education background, etc. It was also found that for some important employer branding factors public and private sectors are being perceived significantly different by the potential job applicants. Thus, paper presents important findings that would enable employers to take actions in order to build their employer brand so as to attract talent which in turn would also help them in retaining talent.
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Suen, Hung-Yue, Kuo-En Hung, and Fan-Hsun Tseng. "Employer Ratings through Crowdsourcing on Social Media: An Examination of U.S. Fortune 500 Companies." Sustainability 12, no. 16 (August 5, 2020): 6308. http://dx.doi.org/10.3390/su12166308.
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The aims of this study are to examine the effect of crowdsourced employer ratings and employee recommendations of an employer as an employer of choice, to examine which employer ratings that represent different employee value propositions can predict the overall employer rating through crowdsourcing, to examine whether the Fortune 500 ranking can also influence overall employer ratings, and to mine which keywords are popularly used when employees post a comment about the pros and cons of their employers on a crowdsourced employer branding platform. The study collected crowdsourced employer review data from Glassdoor based on 2019 Fortune 500 companies, and the results found that crowdsourced employer ratings are positively associated with “recommend to a friend,” while culture and values predominantly influence overall employer ratings. The rank of Fortune 500 has less predictive power for overall employer ratings than for other specific employer ratings, except for business outlook. The most popular keywords of Pros on Glassdoor are work–life balance and pay and benefits, whereas the most popular keywords of Cons on Glassdoor are work–life balance and upper management.
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Saleem, Fathima Zahara, and Oriol Iglesias. "Mapping the domain of the fragmented field of internal branding." Journal of Product & Brand Management 25, no. 1 (March 21, 2016): 43–57. http://dx.doi.org/10.1108/jpbm-11-2014-0751.
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Purpose – The purpose of this paper is to build a comprehensive conceptual framework of internal branding, to demarcate this field from employer branding and to develop an updated definition of internal branding that incorporates the findings of the literature review and emerging views in branding. Design/methodology/approach – This research conducts a systematic review of the internal branding and employer branding literature following previously established procedures. Findings – The major findings of this research are that internal branding comprises five key components within a supportive corporate culture, namely, brand ideologies, brand leadership, brand-centred human resource management (HRM), internal brand communication and internal brand communities; and that internal branding is related yet distinct from employer branding in its discipline, focus, components, outcomes and the role of the brand. The paper concludes with a comprehensive definition of internal branding derived from the conceptual framework and recent trends in branding, in addition to directed suggestions for future research in the field. Research limitations/implications – This research highlights areas for future research within internal branding, including the need for further research on internal brand communities and how brands can “internally brand” brand partners. Practical implications – The research highlights the company-wide and brand partner-wide effort required in internal branding, in addition to the necessity of a supportive corporate culture. Originality/value – This is the first review of internal branding and employer branding that aims to differentiate between the constructs and build a conceptual framework of internal branding, by drawing from the fields of HRM, marketing, branding and general management.
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Gilani, Hasan, and Shabana Jamshed. "An exploratory study on the impact of recruitment process outsourcing on employer branding of an organisation." Strategic Outsourcing: An International Journal 9, no. 3 (November 21, 2016): 303–23. http://dx.doi.org/10.1108/so-08-2015-0020.
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Purpose This paper aims to focus on “Recruitment Process Outsourcing” (RPO) as a key element of improvement in corporate brand of organisation through using the talent and capabilities of employees. This research explores the linkages and interconnection between the concepts of RPO and its contribution towards the employer branding process. The review of the literature on RPO and employer branding identifies an emergence of conceptual framework based around outsourcing effectiveness and its impact on employer branding. Design/methodology/approach Exploratory research was carried out using case study analysis to give clear and deep understanding of the RPO and its impact on employer branding. This was conducted by using the semi-structured interviews with the HR and marketing managers using the qualitative method. The findings propose a conceptual framework which is representative for the organisations engaged in RPO. Findings The key findings include talented employees’ role in improving the brand image of any organisation; the development of customers’ perceptions through their attitude and behaviours; the reduction in the HR costs through RPO Services, the responsibility of the organisation taken by RPO which provides the chance for HR professionals and top management to focus on core activities; and the organisational care in selection of the RPO service provider as per their criteria. Research limitations/implications This research has been limited to assessing the impact of RPO on the employer branding of manufacturing organisations purely due to access issues. The research clearly establishes a good link between the operationalisation of RPO and its direct influences on an organisation’s employer branding through its outsourced employees. The research clearly highlights the importance of and the vital role played by the outsourced employees and how they need to be nurtured through a strong corporate culture and make them great brand ambassadors. Practical implications At the practical level, this study has several managerial implications, as the findings provide a good understanding of the concept of RPO and how it impacts the employer brands of the organisation. The research gives confidence to the HR managers and directors on the importance of outsourced staff members and the need to address the issues concerning the employee branding of an outsourced member of staff. The outcome of the research gives a conceptual model which represents the impact of an outsourced employee on the employer branding process of the organisation. This conceptual model highlights the many different factors that need to be addressed by a HR manager to keep consistency in employee branding of the organisation. Social implications The social implications of this research relate to the wellbeing and motivated staff members of an organisation, even though they do not work directly under the brand of the company they serve in. As mentioned in the research findings, the complications of the RPO process usually has drastic and serious impacts on employee attitudes and feelings when it comes to issues like change management, job satisfaction and the sense of belonging to the organisation. By addressing the different factors explored in the conceptual model of this research, an outsourced employee can feel equally motivated and belonging to the organisation they serve in, just as any other permanent member of staff who acts like an ideal brand ambassador for the employer branding of the organisation. Originality/value This research is original and adds value to the dynamics of RPO processes by exploring the impact of the process on employer branding of the organisation through its brand ambassadors. This research paves way for further research to be carried out within service organisations where employees play a vital role in being the brand ambassadors of their employer brands.
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Roxo, Filipa. "Transmedia Storytelling as a Potential Employer Branding Strategy." U.Porto Journal of Engineering 6, no. 1 (April 29, 2020): 66–77. http://dx.doi.org/10.24840/2183-6493_006.001_0007.
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This article analyses talent attraction and recruitment processes considering the theory of convergence culture and its concepts of participatory culture, collective intelligence and transmedia storytelling. The aim is to understand the potential of transmedia storytelling in the recruitment process, in line with the technological and social changes of the world. A more detailed example of a Heineken campaign using transmedia storytelling is described, exploring how it could be seen as a way of attracting candidates and promoting the image of the company as an employer. We conclude that transmedia storytelling allows organizations to get closer to their target audiences by employing a synergetic process susceptible to influence the image of organizations and the way candidates interact and share information about organizations, choosing their level of involvement.
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Monteiro, Beatriz, Vasco Santos, Isabel Reis, Marta Correia Sampaio, Bruno Sousa, Filipa Martinho, Maria José Sousa, and Manuel Au-Yong-Oliveira. "Employer Branding Applied to SMEs: A Pioneering Model Proposal for Attracting and Retaining Talent." Information 11, no. 12 (December 9, 2020): 574. http://dx.doi.org/10.3390/info11120574.
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Most business enterprises are small and medium-sized enterprises (SMEs), and many of them are without a human resource and recruitment department. Thus, one of the challenges that organizations currently face is to find a strategy to retain and attract talent. To overcome this difficulty, enterprises must invest in employer branding policies and be aware of the factors that differentiate them from others when attracting employees. This study aims to develop an employer branding model applicable to SMEs, to increase and enhance the attraction and retention of talents. An exploratory approach based on a quantitative perspective was adopted to develop an employer branding model applied to SMEs, with two major reference employer branding models and frameworks used as the main support. The model of employer branding was applied to SMEs regarding four dimensions, whereby essential questions are asked, namely (1) organizational culture (e.g., do employees have a job description aligned with the corporate culture?), (2) company strategy (e.g., what is the strategy if business volume decreases?), (3) company reputation (e.g., how do you perceive and treat negative feedback?), and (4) reward systems (e.g., do you feel that your employees are motivated intrinsically or extrinsically or both?), ordered by layers based on a logical sequence. The new proposed model is expected to serve as a useful strategic tool and as a basis for attracting, retaining and managing talent, specifically in the SMEs context. This new model provides a set of strategic and competitiveness benefits for SMEs, while contributing to making enterprises more profitable. The model also contributes to SMEs having a better image and reputation, enabling them to stand out from others in the war for talent.
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Maheshwari, Vishwas, Priya Gunesh, George Lodorfos, and Anastasia Konstantopoulou. "Exploring HR practitioners’ perspective on employer branding and its role in organisational attractiveness and talent management." International Journal of Organizational Analysis 25, no. 5 (November 6, 2017): 742–61. http://dx.doi.org/10.1108/ijoa-03-2017-1136.
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Purpose The latest research in the field of employer branding highlights a mix of marketing principles and recruitment practices, based on the concept that, just as customers have perceptions of an organisation’s brand, then so do other stakeholders including employees. However, the emphasis has been on organisations, which predominantly operate in developed countries typically with Westernised-individualistic cultures. This paper aims to investigate employer branding for service organisations’ image and attraction as an employer in a non-Western culture. Design/methodology/approach This study examines the perceptions of human resources’ professionals and practitioners on the role of employer branding in employer attractiveness and talent management, within Mauritian banking sector. The data collection for this qualitative study involved semi-structured interviews with senior managers from Mauritian banking organisations, including multinational enterprises, small business unit banks and Mauritian banks. Findings Analysis of the findings showed that organisations, and banks in this case, are increasingly competing to attract highly skilled personnel in various professional areas; therefore, those organisations that attract the best talent will have a distinct edge in the marketplace. Furthermore, findings from the semi-structured interviews with senior managers suggest that employer branding remains at the embryonic stage within the Mauritian banking sector; therefore, a clear need exists for a more developed strategy. Research limitations/implications The outcomes of this study call for re-engineering with regards to managerial collaboration in organisations for the successful design and implementation of the employer branding strategy. The empirical findings from the Mauritian banking sector show that the strategic position occupied by the human resource function is still at an embryonic stage as regards with the competitiveness of banks as service organisations. Practical implications The study presents a need for the development and maintenance of long-term collaborative and trust-based relationships between the human resource and marketing functions. Originality/value The insights provided through this study addresses the dearth of academic research on employer branding on the African continent while providing invaluable information from a human resource professional perspective.
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Rakhmad, Andro Agil Nur, Dediek Tri Kurniawan, Ooji Futari II, and Yesiana Ihda Kusnayain. "How Employer Branding Attract the Generation Z Students to Join on Start-up Unicorn." JBMP (Jurnal Bisnis, Manajemen dan Perbankan) 7, no. 2 (September 20, 2021): 33–47. http://dx.doi.org/10.21070/jbmp.v7i2.1531.
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The development of the world revolution has changed the paradigm and stigmas of organizational quality to increase competitiveness from various human resource perspectives. Increasing global challenges have made the employer branding strategy a concern for global research. This study examines the effect of employer branding on Generation Z students' attractiveness and employer choices at unicorn start-ups in Indonesia. This study uses the Structural Equation Model Partial Least Square (SEM-PLS). This study got a total of 200 respondents who fit the criteria. This study's dimensions of employer branding are work culture, ethics & CSR, diversity, and salary & incentives. From the results of this study, the dimensions that proved to be influential were Ethics and CSR, and Diversity. Besides, work culture and salary & incentives are not proven to significantly affect the attractiveness of Generation Z students to Indonesian unicorn start-ups. Social media is proven to have a significant effect on both attractiveness and choice of workplace (employer of choice) Generation Z students at Indonesian unicorn start-ups.
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LENKA, USHA, and SANIYA CHAWLA. "Higher educational institutes as learning organizations for employer branding." Industrial and Commercial Training 47, no. 5 (July 6, 2015): 265–76. http://dx.doi.org/10.1108/ict-01-2015-0001.
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Purpose – Contemporary organizations emphasize upon continuous learning to be able to face the environmental dynamism and further build a learning organization. The purpose of this paper is to reflect the conceptual framework of learning organization, integrating variables at individual, team, and organizational levels. Design/methodology/approach – The framework has been devised through the review of literature from 1950s to 2014 using the databases of EBSCO, Emerald, Proquest, Science Direct, and Scopus to ensure the reliability. Findings – The variables are resonant leadership style, knowledge management, intrapreneurship, total quality management (TQM), and supportive learning culture. Resonant leaders are emotionally intelligent leaders who evoke positive emotions among their subordinates through setting an example, ensuring mindfulness, hope, and compassion. Knowledge management is basically creating, transferring, maintaining, and organizing knowledge in organizational repositories. Intrapreneurship is the initiative and risk taken by the employees. TQM is a management practice that promotes total involvement, continuous improvement, and reflexive decisions taken by team members. Supportive learning culture pushes individuals toward a common goal, which is further facilitated, by open communication, affective and cognitive trust, and organic structure. These factors pose as enablers to foster continuous learning among employees. A learning organization, therefore, can establish a strong employer brand by enhancing employees’ emotional attachment and further aides’ attraction and retention of talent. Originality/value – So far, all these important variables have been ignored in the academic literature especially in the context of educational institutes as learning organizations. Also, there is a void in academic literature with respect to integrated model of learning organization. In this way, the paper tries to fill the gap by developing a conceptual framework of learning organization, followed by discussion and managerial implications.
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Rai, Alka. "An application of the instrumental-symbolic framework in Maritime industry." Management Research Review 43, no. 3 (November 4, 2019): 270–92. http://dx.doi.org/10.1108/mrr-04-2019-0181.
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Purpose To deal with the agenda of extensive research to establish employer branding as a valuable Human Resource (HR) practice, this study aims to examine perception of seafarer to explore the attributes related with employer branding in maritime industry. This study intends to explore the applicability of instrumental-symbolic framework of employer branding in maritime industry to understand the dimensions related with attractiveness of seafarers’ jobs. Design/methodology/approach Sample of the study is Indian seafarers include only officers from both deck and engine. Total 276 usable responses were considered at the end for data analysis. Findings Both, the instrumental and symbolic attributes explained significant variance in predicting attractiveness of seafarers’ occupation, thus supporting hypotheses 1 and 2. In particular, among instrumental dimensions, social/team activities, structure, advancement, travel opportunities and pay and benefits positively predicted seafarers’ attraction towards their job. As symbolic dimension, sincerity, competence and prestige was positively related, and ruggedness was negatively related to attractiveness of the present job among seafarers. Practical implications Overall, the present findings ascertain the utility of the framework as a conceptualization of employer brands and support the applicability of instrumental-symbolic framework for understanding the dimensions of occupational attractiveness in different context and culture, i.e. Indian Seafarers. Originality/value Although the popularity of employer branding is growing amongst human resources practitioners, but still, there is dearth of academic (mainly empirical research) literature on the subject, `appeals to management researchers (Cable and Turban, 2001; Backhaus and Tikoo, 2004, Edwards, 2009; alniacik and alniacik, 2012; Kucherov and Zavyalova, 2012). With this in consideration and to deal with the agenda of extensive research to establish employer branding as a valuable HR practice, the present study examines perception of seafarer to explore the attributes related with employer branding in maritime industry.
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Saini, Gordhan K., and I. M. Jawahar. "Do Employment Experience and Attractiveness Rankings Matter in Employee Recommendation? A Firm-level Analysis of Employers." Management and Labour Studies 46, no. 2 (February 19, 2021): 175–91. http://dx.doi.org/10.1177/0258042x21989945.
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In this article, we draw on psychological contract theory to examine the influence of employees’ experiences on their ‘employer of choice’ recommendation and on signalling theory to examine the influence of employer rankings on ‘employer of choice’ recommendation. Using firm-level data representing 387 firms, we used Tobit regression model to assess the effect of employment experience and employer attractiveness rankings on employees’ recommendation of a company as an ‘employer of choice’. We found that employment experience of current and former employees positively influenced employees’ endorsement of their employer. Culture and values, and career opportunities are the most significant variables in generating positive employee recommendation. In addition, appearing in most attractive employer rankings also influenced their recommendation. However, employer rankings lower than the median rank had no effect on whether or not employees recommended their organizations. Being ranked lower than the median did not influence employees’ decisions to endorse their organization because it does not have the same potency for employees as when a firm is ranked higher than the median. Results provide us with a nuanced understanding of the effects of employer attractiveness rankings. Our study has important conceptual and methodological strengths (including the firm-level measure of employment experience and word of mouth) over previous studies in the area of employer branding. JEL Classification: M370, M510, M540, C340, M190
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Alves, Patrícia, Vasco Santos, Isabel Reis, Filipa Martinho, Domingos Martinho, Marta Correia Sampaio, Maria José Sousa, and Manuel Au-Yong-Oliveira. "Strategic Talent Management: The Impact of Employer Branding on the Affective Commitment of Employees." Sustainability 12, no. 23 (November 29, 2020): 9993. http://dx.doi.org/10.3390/su12239993.
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In a globalization context, underlined by the speed of technological transformation and increasingly competitive markets, the perspective of human capital, as an asset of strategic importance, stands out in differentiating human resource practices. Under this reality, the employer branding (EB) concept gains more and more importance as a strategic tool to attract, retain, and involve human capital, given that this has become a source of competitive advantage to companies. Within this context, this study aimed to evaluate the relationship between employer branding strategies implemented by organizations, as well as their impact on the employee’s affective commitment, evident in certain organizational cultures, which are sustained over time. The methodological framework applied to this study is quantitative, and the data collection was carried out with the application of an employer branding and an affective commitment questionnaire. To achieve a good representation of the active population, the sample of the quantitative study was composed of 172 individuals, working in the public and private sectors in Portugal, exercising different positions in the different sectors of activity. Results obtained with these techniques indicate a high level of affective organizational commitment (AOC) of employees in the organizations surveyed, suggesting that affective commitment develops when the individual becomes involved and identifies with the organization.
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Ognjanović, Jasmina. "Employer brand and workforce performance in hotel companies." Menadzment u hotelijerstvu i turizmu 8, no. 2 (2020): 65–78. http://dx.doi.org/10.5937/menhottur2002065o.
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Employer brand represents an intangible asset which is the result of successful implementation of employer branding strategy that promotes the company as exceptional employer, provides the candidates with realistic expectations and fulfills the promises made to all employees. The main aim of the research is to prove that hotel companies should be strongly encouraged to develop employer brand, since this is one of the best ways to increase workforce performance. In terms of business operations, employer brand is monitored by means of appropriate dimensions (training and development, employer reputation, work/life balance, corporate social responsibility, business culture). Testing of research hypotheses was performed using regression analysis and ANOVA test. Results indicate statistically significant impact of employer brand on workforce performance and statistically significant difference in the level of accomplished average workforce performance among different category hotels.
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Kotras, Marcin. "Corporate Culture and Its Connection with External and Internal Public Relations." Comparative Economic Research. Central and Eastern Europe 13, no. 5 (May 9, 2011): 27–47. http://dx.doi.org/10.2478/v10103-010-0002-y.
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The main aim of this article is to present the influence of corporate culture on company's stakeholders. This paper signalises the tendency in corporate communication with its internal and external publics. It is focused on two issues: corporate social responsibility and employer branding. Those two categories are consequences of corporate culture model.
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Hauglie, Cordell. "Commentary: Promises to employees? culture branding." Performance Improvement 41, no. 1 (January 2002): 5–7. http://dx.doi.org/10.1002/pfi.4140410103.
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Keino, Dr Dinah Chebet, Dr Hazel Gachunga, and Dr Kennedy Ogollah. "INFLUENCE OF ORGANIZATIONAL CULTURE ON EMPLOYER BRANDING IN THE MOBILE TELECOMMUNICATION SECTOR IN KENYA." Human Resource and Leadership Journal 2, no. 1 (April 3, 2017): 13. http://dx.doi.org/10.47941/hrlj.73.
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Purpose: The purpose of the study was to establish the effect of organizational culture on employer branding in the mobile telecommunication sector in Kenya.Methodology: The study used descriptive design. The data collection instrument used was questionnaire. Census study method was used. The target population was only the top, middle and lower level managers in the mobile telecommunication sector totaling to three hundred and ninety (390). A pre-test and pilot survey was conducted. Data analysis involved statistical computations for averages, percentages, and correlation and regression analysis. Statistical computer software (SPSS) was used in data analysis. Analyzed data was presented using tables, charts and graphs.Results: Results revealed that in most telecommunication companies in Kenya employee’s work as a team, rather than hierarchy. The results also revealed that in most Mobile telecommunication companies in Kenya people are viewed as an important source of competitive advantage. The results also revealed that most telecommunication companies in Kenya have consistent core values. The results also showed that majority agreed with the statement that Work is organized so that each person can see the relationship between his or her job and the goals of the organizationUnique Contribution to Theory, Practice and Policy: The Mobile telecommunication sector in Kenya should have clear well communicated long term vision as well as formal and structured induction, orientation and familiarization process. The study also recommends that the mobile telecommunication companies in Kenya should enhance strategy fit culture, involve the employees in decision making and in addition, strive to maintain good working environment, flexible work schedule, and refreshing atmosphere which will boost employee’s morale and encourage team work. Finally, the findings should also be used in comparison with the performance of other companies like the manufacturing and academic institutions in kenya in relation to Human resource practices, organizational culture and employer branding.
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Francois Koukpaki, Adebayo Serge, Kweku Adams, and Adegboyega Oyedijo. "The contribution of human resource development managers to organisational branding in the hotel industry in India and South East Asia (ISEA): a dynamic capabilities perspective." Employee Relations: The International Journal 43, no. 1 (August 18, 2020): 131–53. http://dx.doi.org/10.1108/er-09-2019-0375.
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PurposeThis research explores the significant contribution of human resource development (HRD) managers in building organisational brands in the hotel industry through the lenses of dynamic capabilities for sustaining competitiveness.Design/methodology/approachUsing a qualitative case study design, this study deployed a semi-structured interview research method. It used a purposive sample of 20 HRD managers across twenty different hotels in India and South East Asia (ISEA) to explore their contribution to organisational brands. The data was analysed using thematic analysis.FindingsThe findings show the significance of HRD in building organisational brands. From a dynamic capabilities perspective, it was found that HRD has an impact on fostering brand awareness culture; HRD functional branding enhances the creation and sustaining of quality service culture; functional branding of HRD helps differentiate the brand and quality service, for product development and innovation by linking talent development and growth of key competencies and capabilities; brand training and behavioural training directly influence the right behaviour knowledge and effective communication that is translated into the enhancement of guest experience; and finally, organisational branding through branding culture and employer branding creates organisational wealth.Originality/valueThe authors propose a new conceptual framework for the branding of the Heroes to reclaim the HRD's splendour in the realm of other functions in the hotel industry in ISEA contexts. While the authors do not claim an external generalisability, we believe that an analytical application of this framework could be relevant in similar environments. The study also claims that HRD practitioners could use parallel literature repertoires from brand management discourse to value their strategic contributions in building and maintaining their reputational position at the board level. Practical implications and further research are discussed.
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Alnıaçık, Esra, Ümit Alnıaçık, Serhat Erat, and Kültigin Akçin. "Attracting Talented Employees to the Company: Do We Need Different Employer Branding Strategies in Different Cultures?" Procedia - Social and Behavioral Sciences 150 (September 2014): 336–44. http://dx.doi.org/10.1016/j.sbspro.2014.09.074.
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Ikram, Amir, Muhammad Fiaz, Asif Mahmood, Ayyaz Ahmad, and Rafiya Ashfaq. "Internal Corporate Responsibility as a Legitimacy Strategy for Branding and Employee Retention: A Perspective of Higher Education Institutions." Journal of Open Innovation: Technology, Market, and Complexity 7, no. 1 (February 2, 2021): 52. http://dx.doi.org/10.3390/joitmc7010052.
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Branding activities provide space to create internal culture, processes and a kind of organizational system which allows employees to use their abilities to their maximum. Internal corporate social responsibility (CSR) activities of an organization increase employee commitment, which ultimately enhances employee retention. There is a need to explore internal branding in relation to internal CSR for the sake of managing employee retention. Therefore, the study empirically examines the underlying associations among internal branding, employee retention and internal CSR. The data are collected from higher education institutions operating in the city of Lahore, Pakistan. The sample size was 377 faculties belonging to both private and public sector higher education institutions. The analysis is based on variance-based structural equation modeling (PLS-SEM). The findings reveal that the internal branding practices have a significant impact on employee’s intention to stay within the organization, and intrasample analysis suggests few comprehensible variations with respect to private and public academic institutions. The research article also provides insights to faculty, academic entrepreneurs and marketers, especially those belonging to developing countries and facing issues of branding and employee retention.
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Caprioli, Laura, Mia Larson, Richard Ek, and Can-Seng Ooi. "The inevitability of essentializing culture in destination branding: the cases of fika and hygge." Journal of Place Management and Development 14, no. 3 (August 21, 2021): 346–61. http://dx.doi.org/10.1108/jpmd-12-2019-0114.
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Purpose This paper aims to focus on the re-presentation of the cultural phenomena hygge in Denmark and fika in Sweden in destination branding and address the inevitability of their essentialization through the branding process. Design/methodology/approach Three relevant semi-structured interviews with destination marketing organisation’s employees were conducted, as well as a content-based analysis of three social media channels (Facebook, Twitter, Instagram). A total of 465 posts in total were analysed (140 Facebook posts, 109 Twitter posts, 216 Instagram posts). Findings This study demonstrates how, when communicated through social media, intangible cultural assets are transformed into tangible elements. It explains why the re-presentation and place branding processes necessarily simplify and essentialize the destination. Originality/value Destination branding scholars have traditionally criticised the flattening and essentialization of culture in destination branding and have called for a more nuanced approach to presenting a destination. This paper situates destination branding as a process that necessitates the manipulation of the presentation of the destination, which inevitably essentializes the place; this is intended. Critical destination branding researchers need to rethink their criticisms and acknowledge the inherent essentialization goal of destination branding.
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Okafor, Aloy, and Olusoji George. "Theorising the Concept of Product Branding: A Qualitative Approach to the History of Branding; the Case of the Nigerian Milk Industry." International Journal of Marketing Studies 8, no. 2 (March 28, 2016): 84. http://dx.doi.org/10.5539/ijms.v8n2p84.
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<p>Product Branding is the process of inculcating unique values to a product in order to differentiate it from competing products. Components that differentiate products include: Name, Logo, Intellect, Culture and Values. This paper examines some western theorised Product Branding components and presents the understanding of these components from a Nigerian perspective. Social theory was used for the review of literature on Product Branding components, and in exploring the components’ systemic relationships that promised values to stakeholders. Content Analysis was employed in examining the theories of Branding and the extent to which it could be applied in the Nigerian Milk industry. This study reveals that a brand’s success largely depends on the extent of artistic selection of Product Branding components and the extent to which those components’ interaction produces values for stakeholders. The study concludes that Brand Name, Brand Logo, Brand Intellect, and Brand Culture are components that exude values to milk brands in Nigeria.</p>
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Ha, Nguyen Minh, Nguyen Vinh Luan, and Nguyen Minh Trung. "Employer attractiveness: Measurement scale development and validation." ECONOMICS AND BUSINESS ADMINISTRATION 11, no. 1 (February 26, 2021): 3–18. http://dx.doi.org/10.46223/hcmcoujs.econ.en.11.1.1367.2021.
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Human resource quality is one important factor that affects the success of each organization. The need to build a human resource foundation with knowledge, skills and good attitude is one urgent task for all business leaders. The first task is to attract and recruit excellent individuals to work for the business; therefore, how to attract candidates is always academic researchers’ as well as business managers’ top priority. Employer attractiveness factor (Berthon, Ewing, & Hah, 2005) has been applied in some recent studies. However, because talent recruitment and attraction are diverse and different for individual organizations, cultures and countries, the scale of employer attractiveness concept still implies many points that are not appropriate for Vietnamese contexts. This research, based on the social exchange theory and the employer branding theory, develops in great details and confirms the employer attractiveness scale in Vietnamese business. The mixed-method (interviewing 4 experts and 2 staff in-depth groups as well as surveying quantitatively 937 employees working for Vietnamese enterprises) has been applied. The research results determine the employer attractiveness dimension factor comprising social value, development value, application value, safety value and economic value. This research has discovered a new factor of employer attractiveness scale: safety value.
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Sheehan, Maura, Kirsteen Grant, and Thomas Garavan. "Strategic talent management." Worldwide Hospitality and Tourism Themes 10, no. 1 (February 12, 2018): 28–41. http://dx.doi.org/10.1108/whatt-10-2017-0062.
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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.
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Wegerer, Philipp K. "Ethical branding as a discoursive resource for employee identity work: A case study." German Journal of Human Resource Management: Zeitschrift für Personalforschung 32, no. 2 (May 2018): 102–19. http://dx.doi.org/10.1177/2397002218760511.
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In recent years literature studying the use of corporate branding in the control of corporate culture has emerged, but as yet there is scant research on the relationship between branding and employee identity. This study addresses this research gap by analysing the effects of an ethical brand on the identity work of employees. Respondents were found to adopt the discourse of the brand in the construction of their identity projects. The empirical findings reveal that in the case of branding, specific modes of identity work appear to be far more influential than others. In particular it was observed that in the case study the brand informs the three modes of identity work: (1) ‘self-definition by delimitation’ (2) ‘self-definition as morally superior’ and (3) ‘providing a common sense of mission’.
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Ngo, Liem Viet, Nguyen Phong Nguyen, Kim Thien Huynh, Gary Gregory, and Pham Hung Cuong. "Converting internal brand knowledge into employee performance." Journal of Product & Brand Management 29, no. 3 (July 19, 2019): 273–87. http://dx.doi.org/10.1108/jpbm-10-2018-2068.
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Purpose Internal branding efforts are essential in improving employee performance in services marketing. Drawing on reformulation of attitude theory, this paper aims to contribute to the internal branding literature by positing that while internal brand knowledge (IBK) is essential for transforming brand vision into brand reality, it is not brand knowledge per se but its integration with other brand- and customer-related aspects that drive superior employee performance. In particular, this paper develops a cognitive-affective-behaviour model of internal branding proposing that IBK results in higher levels of employee brand identification (EBI); this sense of identification then motivates employees to engage in both employee-related and brand- and customer-focussed behaviours (i.e. brand citizenship behaviour [BCB] and customer-oriented behaviour [COB]), which in turn foster employee performance. Design/methodology/approach The hypotheses were empirically tested using a sample of 697 from services industry in Vietnam. Findings The findings indicate a sequential mediation model in that employee brand knowledge affects employee performance (both objective and subjective measures) through EBI, BCB and COB. Employee brand knowledge results in higher levels of EBI; this sense of identification then motivates employees to engage in employee-related brand and customer-focussed behaviours (BCB and COB), which in turn foster employee performance. Practical implications Firms should understand that IBK may not directly result in high levels of service performance, and instead should embrace the culture of self-driven positive brand-connection attitudes that motivate employees to engage in BCB and COB that are consistent with their sense of self. Originality/value This study makes a unique contribution to the internal branding literature by unravelling a pathway that integrates employees’ self-related psychological mechanism (EBI) and employee-related brand and customer-focussed behaviours (BCB and COB) through which employee brand knowledge is converted into employee performance.
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Skaalsvik, Hugo, and Bjørn Olsen. "A study of a service brand process in a cruise context: the perspective of the service employees." International Journal of Culture, Tourism and Hospitality Research 8, no. 4 (September 30, 2014): 446–61. http://dx.doi.org/10.1108/ijcthr-10-2013-0078.
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Purpose – The purpose of the paper is to examine the service branding process of the historic tourist attraction, the Norwegian Coastal Voyage (Hurtigruten). Design/methodology/approach – A qualitative design guided the research and the research instrument employed was semi-structured in-depth interviews with service employees employed in the shipping line Hurtigruten ASA. Findings – The research shows that the long history of the Hurtigruten, the role of leadership and culture, organising principles and analytical orientation were influential factors to the branding process on the Hurtigruten and that determined the key characteristics of the process, that of a structured process. Research limitations/implications – Although, the study is innovative in its orientation, the research findings are restricted to the research context: on the Hurtigruten. However, the inductive approach makes it possible to conduct follow-up studies including more cruise line carriers. Practical implications – A set of advices is provided which is beneficial in making the Hurtigruten an even stronger brand. One advice is to develop brand messages to be used in market communication which is built on attractive values to tourists such as Norwegian sea man skills, safety, reliability, comfort and exoticness. Social implications – One important social implication is the suggestion to integrate the service employees in branding processes which may have consequences for employees’ brand commitment and loyalty. Originality/value – In the research literature, more research on services branding is called for. Thus, the study contributes to the extant knowledge on an interesting research field and the value of the study lies in its in-depth exploration of an important management process, that of services branding.
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Pende, Hrvoje. "CORPORATE COMMUNICATIONS: Interaction between manager, employees and stakeholders." Tourism and hospitality management 10, no. 3-4 (October 2004): 175–88. http://dx.doi.org/10.20867/thm.10.3-4.14.
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The paper discusses the role and importance of corporate communications in the processes of corporate identity creation. Corporate identity is a result of the interaction between manager, employees and business environment/stakeholders. Possibilities of creating a desirable corporate identity is highly correlated with the dominant organizational and social patterns of culture. Strong, open and positive cultures give the corporation pre-requisite to communicate efficiently, which will bring the corporation into the corporate branding process with all the competitive benefits. Negative cultures does not support creation of favourable corporate identities and images. They create fear of open communication: pre-requisite of any efficient corporate communication program.
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Eid, Riyad, Amna Al Zaabi, Rashed Alzahmi, and Yasmeen Elsantil. "Integrating internal branding antecedents, customer and job satisfaction in the public sector." International Journal of Organizational Analysis 27, no. 5 (November 4, 2019): 1480–503. http://dx.doi.org/10.1108/ijoa-09-2018-1548.
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Purpose The implementation of marketing concepts to the public sector is still a relatively new topic for researchers and practitioners. Moreover, although branding has become more prominent in the public sector, its role with employees is under explored. Following a review of internal branding and marketing literature in the private sector, the purpose of this study is enrich and contribute to the internal branding concept and the literature by expanding its insightful knowledge beyond that of the Western school of thought to the UAE government sector. Design/methodology/approach The paper is based on a quantitative survey conducted among 304 public sector employees. These were measured on a five-point Likert scale. To test the model and the hypothesized relationships among the constructs of the model, structural equation modeling was used. Findings The strength of the relationship between the constructs indicates that features of the suggested internal branding model are crucial to achieving both employee and customer satisfaction in the public sector. Originality/value This study provides new theoretical grounds for studying internal branding in the public sector. It also supplies public sector organizations with a number of operative factors that may be essential if they are to provide enhanced satisfaction to public needs. It further contributes to the existing body of knowledge by expanding its knowledge beyond the Western school of thoughts as the study is about a non-Western government culture. Finally, it is probably the first to provide an integrative perspective of internal branding constructs in the public sector.
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Maczuga, Nadia. "Creating an attractive workplace for current and potential hospital employees." Problems and Perspectives in Management 19, no. 3 (July 27, 2021): 56–69. http://dx.doi.org/10.21511/ppm.19(3).2021.06.
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The health service of EU member states facing numerous challenges. Hospitals have a catastrophic shortage of medical personnel; meanwhile, the demand for medical services caused by the SARS-CoV-2 virus is increasing. Hospitals’ pursuit of recruiting staff with a high level of professional education is more likely to be successful with potential candidates in a competitive talent market in institutions where a cultural organization, innovative treatment as a patient-centered approach is included in top priorities. The survey was conducted in the pre-COVID time with the use of the proprietary questionnaire in a traditional way. 204 employees of the Prof. dr Stanisław Popowski Regional Specialized Children’s Hospital in Olsztyn were the respondents. The paper uses the r-Pearson correlation analysis. IBM®SPSS®Statistics, version 25.0.0.1, was used to develop the correlation results. After verification of the research hypotheses, it was shown that there is a statistically significant relationship between inappropriate activities of employer branding and reduced employee retention. It has been demonstrated that there is a discrepancy in the offered and actual working conditions. The discrepancies concerned the atmosphere at work (31.4%) and the inability to develop a career path (8.3%). 19.1% are willing to change jobs due to inadequate remuneration. For the respondents, factors important in choosing a workplace included remuneration, organizational culture, and the availability of the benefits package. One hypothesis was confirmed, another was partially confirmed.The proposals presented in the paper could significantly contribute to shaping a good image of hospital employers and increasing employee satisfaction. AcknowledgmentThe study was conducted at the Prof. dr Stanisław Popowski Regional Specialized Children’s Hospital in Olsztyn.
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Whitten Henry, Maggie J. "Tasting Place: Themes in Food and Beverage Product Logos from Three North Atlantic Island Regions." Journal of Gastronomy and Tourism 4, no. 3 (May 15, 2020): 157–73. http://dx.doi.org/10.3727/216929720x15846938924021.
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Islands have long been romanticized for their potential to facilitate the kind of escape from globalization increasingly sought by neolocalism-driven consumers, and are thus uniquely positioned to emphasize their distinctive environment and culture through a holistic destination brand that targets both the tourism and local product markets. The current study examines the relationship between destination brands and local food and beverage brands in three North Atlantic island regions: Newfoundland, Iceland, and Shetland. Using a blend of content and thematic analysis to identify and analyze prominent themes employed in product logos, this study offers insight regarding food and beverage branding approaches in island contexts and their relationship to regional destination brands. Throughout the content examined for this study, island-based food and beverage producers demonstrated an intense and dynamic connection to place, as exemplified through the themes of place, culture, and environment embedded in their logos. Discussion of the study findings highlights the importance of strong logo branding for entrepreneurial success and regional tourism promotion, and advocates for future research and practical implementation of effective branding and logo design.
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Appel‐Meulenbroek, Rianne, Dave Havermans, Ingrid Janssen, and Anneke van Kempen. "Corporate branding: an exploration of the influence of CRE." Journal of Corporate Real Estate 12, no. 1 (March 9, 2010): 47–59. http://dx.doi.org/10.1108/14630011011025915.
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PurposeThe purpose of this paper is to understand how corporate real estate (CRE) can add value to corporate branding and how corporate branding strategies for CRE can be determined.Design/methodology/approachThe paper presents a theoretical background for corporate branding and real estate and links these two concepts through interviews with 19 CRE managers of service providers.FindingsAnalysis of the relationship between CRE and the corporate brand brings forward two links: CRE influences the perception of the corporate brand directly and indirectly (via employee behaviour). Corporate identity and its six characteristics (structure, strategy, culture, communication, behaviour and design) formed a useful tool to determine the proper branding strategy for an organization. Especially, “design” and “communication” define the way CRE should communicate the corporate brand. Two location issues are seen as the most important CRE aspects to support branding strategies.Research limitations/implicationsThe field research is explorative, so it only studies a small sample of four types of service providers: real estate brokers, architects, lawyers and multinationals.Practical implicationsUnderstanding the key factors of CRE that orchestrate the direct and the indirect influence on the corporate brand provides guidelines for CREM for designing CRE that supports a successful corporate brand.Originality/valueResearch done so far on corporate branding highlights the importance of CRE for corporate branding, but does not explicitly discuss the importance of (all) different CRE aspects.
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Apsīte, Annija. "In search of a theoretical framework of factors influencing work and life balance." Sustainable development of the Baltic Sea Region 13, no. 2 (2021): 52–63. http://dx.doi.org/10.5922/2079-8555-2021-2-3.
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Work and life balance (WLB) has gained noticeable attention amid the pandemic. Even before the outbreak of COVID-19, the increasing pace of life encouraged the investigation of individual and organisational aspects of WLB. Physically and mentally healthy people help society develop and grow. Health issues caused by work and life imbalance lead to dissatisfaction with both work and life, which, in turn, leads to higher stress and stress-related illnesses, for instance, burnout. From the organisational point of view, WLB is a factor in analysing the efficiency of an enterprise. The consequences of a work-life imbalance are intentional or unintentional absence, high employee turnover, low productivity, higher insurance costs, low job satisfaction, and others. WLB has been examined recently as part of employer branding since a shortage of labour prompts organisations to look for strategies to attract and retain employees. In this paper, content analysis is carried out to provide a theoretical framework for WLB and job satisfaction issues. Special attention is paid to the literature on WLB factors affecting the organisation and the individual. It is concluded that critical factors include both individual and organisational ones. Among them are job involvement, tenure, workload and scheduling, organisational culture (leadership, recreational opportunities, flexibility, supervisor support, autonomy, boundary management, alternative working methods etc.), occupational stress, and salary. These factors differ in their significance, particularly when viewed across several fields.
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Müller, Monika. "‘Brand-Centred Control’: A Study of Internal Branding and Normative Control." Organization Studies 38, no. 7 (September 29, 2016): 895–915. http://dx.doi.org/10.1177/0170840616663238.
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In this article I present brand-centred control as a new form of normative control and examine the ways in which it affects employees. To do so, I draw on the results of a qualitative case study of a consumer products company with a strong corporate culture and brand, and examine internal branding as an extension of culture management. The key insights of the case study show that brand-centred control – unlike traditional normative control that typically works inside the company – also engages an external audience (customers, fans, and the wider public) as an additional source of normative control. As employees internalise the brand image of this external audience, they turn into brand representatives even in absence of face-to-face interactions with others and in their private lives. Brand-centred control thus blurs the boundaries between work and employees’ private lives in unprecedented ways. I discuss the ways in which employees respond to and resist brand-centred control and point to further research on brand-centred control as a significant new form of normative control.
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Matiatou, Maria. "From Internal Branding to Cultural Transformation." International Journal of Knowledge Society Research 6, no. 2 (April 2015): 1–19. http://dx.doi.org/10.4018/ijksr.2015040101.
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The primary objective of this paper is to explore internal branding as a corporate philosophy: assess the relevance of its values, evaluate the tactics implemented, the nature of the internal communications involved, the outcomes thereof and its role as critical bridge over vision, culture and image gaps. It also aims at bringing awareness on failure possibilities and risks involved when internal constituencies do not fulfill their role as brand ambassadors. Following an overview of the internal branding methodology and literature, perceptions of employees on internal brand communication practices are captured and matched to aspirations, missions and values in different companies. Internal communication and branding outcomes are organically attached to the nexus of corporate identity; alignment of values and beliefs promotes brand identification, integrates practices, boosts loyalty and helps the organization speak in one voice. While some companies have managed to exemplify this strategy through honest and consistent efforts, it is unsafe to generalize the assumption across different industries that normally fail to undertake effective internal branding initiatives through their corporate communication department to strengthen their brands. It is therefore worth evaluating methods that can align theory, intentions and practice.
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Frenking, Stefanie. "Feel Good Management as valuable tool to shape workplace culture and drive employee happiness." Strategic HR Review 15, no. 1 (February 8, 2016): 14–19. http://dx.doi.org/10.1108/shr-11-2015-0091.
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Purpose – The purpose of this paper is looking at Feel Good Management as a valuable tool to shape workplace culture and drive employee happiness: a low cost but priceless strategy for engaging a global workforce. Design/methodology/approach – A look back at Feel Good Management in practice after four years in global workforce. Findings – Very favorable impact on recruitment, retention and engagement. Research limitations/implications – A potentially valuable tool for retaining global talent with strong management support and continuous branding of the culture. Practical implications – One manager can shape and act as ambassador but the entire workforce must embrace the approach for true success. Social implications – Employees, especially millennials, care about far more than a paycheck. They want to feel valued and a part of something. Originality/value – Every company is different but any entity can benefit from a strategic focus on shaping workplace culture.
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Rashid, Sabrina, and Kamal Ghose. "Organisational culture and the creation of brand identity: retail food branding in new markets." Marketing Intelligence & Planning 33, no. 1 (February 2, 2015): 2–19. http://dx.doi.org/10.1108/mip-10-2013-003.
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Purpose – The purpose of this paper is to explore the relationship between organizational culture and brand identity in the retail food and beverage industry and also to explore how independent retail coffee shops and cafes build their brands. The evolution of coffee drinking in many new markets is following a pattern similar to the one witnessed in New Zealand. Design/methodology/approach – A qualitative approach using semi-structured interviews, field notes, photographs and empirical material was carried out with 15 independent coffee shops and nine franchise coffee shops in Christchurch, New Zealand. In total five different approaches were adopted to provide diverse observations to compliment every angle of the research setting by using triangulation. Findings – The findings from this research reveal that an appropriate brand name helps to ease the process of brand identity creation. The personality of the market leader strongly influences organizational culture, and a constant flow of updated business intelligence plays an important role in creating a distinctive brand identity. Internal marketing and personal values are key to constructing internal culture while the acculturation process plays an important role in developing internal culture and building brand identity. Research limitations/implications – Difficulty in getting participants was a major limitation because many employees/owners declined to take part in the research due to the nature of their work which required full attention to serve customers when the outlet is operating. Originality/value – In previous years, research has focused on interaction between the organization and their customers (Hoeffler, 2003). This study extends previous research by investigating the internal culture of the organization and its relation to brand identity building within the organization.
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Kumar, P. Naveen, Anil Jacob, and Smruthi Thota. "Impact of Healthcare Marketing and Branding on Hospital Services." International Journal of Research Foundation of Hospital and Healthcare Administration 2, no. 1 (2014): 19–24. http://dx.doi.org/10.5005/jp-journals-10035-1010.
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ABSTRACT Healthcare is one of the many human-centered services offered, the other being legal services, hospitality services, transport services, etc. The healthcare is also the foremost in all of these personal services. Every section of the healthcare experience must embody and convey the message that the hospital is the center of health and wellness in the community. The connection between healthcare provider and patient needs to be developed to improve the delivery model. However with the rise of healthcare costs to providers, increase in operating costs, informative and knowledgeable customers; hospitals need branding to drive strategies, convey their expanding range of services, make an emotional connection with customers and create lasting relationships thereby generating profits. Companies are losing out because there is often little or no integration between Corporate Social Responsibility (CSR) and marketing departments and their respective strategies. This misses brand building opportunities and may also confuse as well as disenfranchise company stakeholders. Unless CSR becomes central to the marketing director's agenda, it will not have the desired effect and can potentially create a backlash. The nature of the business — category, customers, competitors — should dictate how much and in which ways, a company should promote its CSR-related activities. Here, it lies the importance of developing a more strategic, distinct, sustainable and well defined brand platform. It is ultimately the hospital's brand and the customers’ ability to trust that will aid in the decision-making process between competitive healthcare hospitals. Patient expectations and desires are changing, altering the competitive landscape. Employees are a hospital's most vital force and communication medium. Thus, the brand is the greatest asset for uniting employees around a singular culture and mission. This study highlights a conceptual framework that can be used for healthcare organizations to develop the revenues based on branding. How to cite this article Kumar PN, Jacob A, Thota S. Impact of Healthcare Marketing and Branding on Hospital Services. Int J Res Foundation Hosp Healthc Adm 2014;2(1):19-24.
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Bruhn, Manfred, and Verena Batt. "Employer Branding." WiSt - Wirtschaftswissenschaftliches Studium 44, no. 10 (2015): 538–47. http://dx.doi.org/10.15358/0340-1650-2015-10-538.
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John, Anjali, and Jagathy Raj V. P. "Employer Branding." International Journal of Knowledge-Based Organizations 10, no. 3 (July 2020): 23–40. http://dx.doi.org/10.4018/ijkbo.2020070103.
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The interest in employer branding has increased tremendously over last few decades among practioners and academicians. Organisations have identified employer branding as an important tool for attracting and retaining a talented workforce. It has moved into the heart of the board room and has become a significant strategy for the endurance and sustainability of the organisation in this competitive market. Employer branding has the potential of building relationships across the organisation, but academic works in this area are very limited and little is known about the relationship outcomes of employer branding. Given the relatively recent origin of the concept itself, intention of this article is to get an understanding of employer branding on a broader spectrum and to predict how the relationships are established. The article extensively reviews available literature and delineates major outcomes of it. It also further discusses future implications for researchers in the area of employer branding.
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Drury, Pauline. "Employer branding." Human Resource Management International Digest 24, no. 3 (May 9, 2016): 29–31. http://dx.doi.org/10.1108/hrmid-02-2016-0015.
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Purpose The purpose of this paper is to examine the effects of employer branding on company attractiveness to younger workers. Design/methodology/approach The paper analyzes the relative importance attached to symbolic and functional company attributes using a survey conducted at a large North American university. It considers the impact of differing levels of work experience on responses to employer branding. Findings The best employers get nearly twice as many job applications compared with other organizations. So when they are recruiting, they can pick and choose from a bigger talent pool and select the very best applicants. The “baby boomer” generation is retiring from the workforce, and later generations are smaller in size. The result of these demographic factors has been to increase fears of labor shortages. Competition for a shrinking talent pool of younger workers means that employers need to focus on the things that make their company attractive to potential applicants. Practical implications The study suggests ways in which human resources professionals can maximize the effectiveness of employer branding as a means of attracting job applications from young workers. Social implications It notes that symbolic attributes are more strongly predictive of company attractiveness than functional attributes and that this effect becomes more marked with work experience. Originality/value This paper aims to show how marketing concepts can be applied in a human resource context.
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Pongsakornrungsilp, Siwarit, Pimlapas Pongsakornrungsilp, Theeranuch Pusaksrikit, Pimmada Wichasin, and Vikas Kumar. "Co-Creating a Sustainable Regional Brand from Multiple Sub-Brands: The Andaman Tourism Cluster of Thailand." Sustainability 13, no. 16 (August 22, 2021): 9409. http://dx.doi.org/10.3390/su13169409.
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The purpose of this study was to explore how a regional brand can be co-created among different cities by employing the concept of place branding and brand culture. The Andaman Tourism Cluster of Thailand (ATC) generates the most tourism revenue in Thailand. Developing a regional brand identity can strengthen the competitive advantage of the ATC. Data were collected using multi-method research through questionnaires, projective techniques, and focus group interviews. Quantitative data were analyzed using descriptive and inferential statistics, while qualitative data were analyzed using thematic analysis. This study also shows that multi-method research contributes to brand management by facilitating collaboration, participation, and brand congruence among stakeholders. Quantitative and qualitative data were synthesized in order to develop the brand identity of the ATC. Focus group interviews were also employed to co-create the regional brand identity as ‘Irresistible Andaman’, of which sustainable tourism management is a fundamental aspect. This study demonstrates how multiple sub-brands with different stakeholders can be integrated into a single regional brand. Moreover, stakeholders should focus on internal branding by communicating with all stakeholders to co-create brand congruence.
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Pochynok, Yu, and Mykola Rashkevych. "Strategicity of psychotype as an information and communication technology: image and reputation, strategic marketing, branding." Fundamental and applied researches in practice of leading scientific schools 33, no. 3 (June 30, 2019): 42–45. http://dx.doi.org/10.33531/farplss.2019.3.09.
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On this material we show theoretical and methodological aspects as just established science Sociology, and also relatively new science Socionic with her argumantational base and scientific paradigm. Reveal two important scientific term for science Psychology and Socionic respectively – psychotype and sociotype and propose consider classifications of the famous scientists. Give an example material from our own empirical researches. Of course, we show the main aspects of all this strategic marketing methods on the concrete institutions, such as University, Academy, Palace of Culture. That’s why in this context very important are image and reputation, as though branding. If some institution would like to have a high respectful reputation, they need to have nice employees.
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Skogland, Mari Anna Chatarina, and Geir Karsten Hansen. "Change your space, change your culture: exploring spatial change management strategies." Journal of Corporate Real Estate 19, no. 2 (May 8, 2017): 95–110. http://dx.doi.org/10.1108/jcre-07-2016-0024.
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Purpose The purpose of the paper is to explore the use of, and challenges associated with, spatial change management strategies. This is done through a discussion on how spatial environments may be utilised to effect organisational change. The intention is to provoke new thinking on physical change initiatives and to challenge the often highly deterministic view on the effects of contemporary workspace concepts. Design/methodology/approach The paper is structured as a case study-based literature review, drawing on literature from the fields of environmental psychology, organisational branding, corporate real estate and facility management, as well as organisational change management. Findings The study indicates that space management strategies may fail because of the lack of understanding of how organisational events and other contextually specific aspects correlate with the physical change initiative. Succeeding with the spatial strategy requires a strong focus on socio-material relationships and the employee meaning-making process during the spatial change process. Originality/value Contrary to the traditional and rational focus on functional space management strategies, the paper takes a socio-material approach suggesting that there is a need for more empirically based research into the employee meaning-making process and the role of human and organisational practices in the development of new workplace concepts. Focusing on how organisational members understand and “make use of” spatial environments may substantially improve organisations and building consultants’ abilities to strategically manage the physical change initiative and achieve the intended ends.
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Backhaus, Kristin. "Employer Branding Revisited." Organization Management Journal 13, no. 4 (October 2016): 193–201. http://dx.doi.org/10.1080/15416518.2016.1245128.
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Rose, Nico. "Employer Branding 101." Controlling & Management Review 57, no. 7 (January 2013): 60–67. http://dx.doi.org/10.1365/s12176-013-0718-1.
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Hundeshagen, Alexander. "Vom Employer Branding zur Employer Reputation." Wissensmanagement 2, no. 6 (December 2020): 24–25. http://dx.doi.org/10.1007/s43443-020-0193-4.
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