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Journal articles on the topic 'Employer Branding'
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Srimulyani, Veronika Agustini, and Yustinus Budi Hermanto. "Employer branding and employee performance at KAI: employee retention' role as mediator." Jurnal Studi Komunikasi (Indonesian Journal of Communications Studies) 6, no. 3 (November 21, 2022): 921–40. http://dx.doi.org/10.25139/jsk.v6i3.5381.
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Today's job seekers prefer well-known companies, even though they're less likely to be accepted. The HR team must brand the company as an employer. Employer branding can be a company's image, values, and work culture. Employer branding has a greater impact on employee loyalty than non-emotional factors on employees. This study aims to explain 1) employer branding's impact on employee retention and performance, 2) employee retention's impact on employee performance, and 3) employer branding's impact on employee performance through employee retention as a mediator. 110 frontline workers from PT Kereta Api Indonesia (Persero) DAOP VII Madiun made up the research sample. The sampling was proportional random. Using SPSS and Sobel, this study uses descriptive and inferential analysis. Influence test results show that employer branding increases employee retention and performance, and employee retention increases employee performance. The results of path analysis and Sobel test of the mediator's role show that the direct effect of employer branding on employee retention after being controlled by employee retention as a mediator is not significant. Employee retention acts as a full mediator for employer branding's effect on employee performance, according to the mediator test. 2) Companies can improve employee performance by improving employee retention via career opportunities, awards, and employee relationships.
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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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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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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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Zając-Pałdyna, Urszula. "Employer Branding Activities Targeted at Employees." Kwartalnik Ekonomistów i Menedżerów 51, no. 1 (March 15, 2019): 233–44. http://dx.doi.org/10.5604/01.3001.0013.2374.
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Employer brand management gains more and more interest of theoreticians and business practitioners. Employers, wanting to achieve a sustainable competitive advantage and to attract and maintain talents, apply activities within the scope of employer branding directed in and outside the organization. The aim of the article is to analyze the actions taken by enterprises in the field of the employer branding, the recipients of which are employees. The author, based on the available literature, analyzed the concept of the employer branding and reviewed the actions taken by employers directed to and within the organization. Based on empirical research, brand activities aimed at internal stakeholders were analyzed. Applications will be used for further research on the employer branding.
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Sirojuddin, Nur Muhammad, and Sopiah. "The effectiveness of employer branding in attracting talented employee: Systematic literature review." Asian Journal of Economics and Business Management 1, no. 3 (November 27, 2022): 240–48. http://dx.doi.org/10.53402/ajebm.v1i3.235.
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Attracting and keeping the ideal employees at the moment is a challenge for businesses. For businesses to be successful, it is essential to develop tactics and implement plans of activities that will support them establish a competitive place on the industry for top experts. Employer branding is a process used by top management to establish a specificity for the job and maintain the firm's public image. Employer branding is a term where the company presents the firm's reputation and credibility where extant workers' favourable phrase of tongue promotes the recent institution to the outside world. Employer branding is crucial in persuading talented people to apply to the company. The goal of this Systematic Literature Review is to examine employer branding's effectiveness in luring potential employees in greater detail as well as the aspects that contribute to its development. The result of this research is that despite the fact that each company had a distinctive branding strategy, job applicants were not actually aware of it. Instead of the strategic branding image that firms are working to create and promote, potential applicants seem to be drawn to businesses based on their past interactions with them and the perceptions of them that already exist in the community. This shows that in order to continue luring in the top candidates, these businesses must be more watchful and worried about influencing staff thoughts through effective and deliberate communication of their branding initiatives to potential employees.
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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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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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D.A.S. Udayanga, D. A. S., P. M. K. N. Jayarathna, K. S. C. Silva, M. Z. A. Rashaad, and L. D. A. D. Dissanayake. "Impact of Employer Branding on Employee Retention: A Case of Multinational Corporation that Operates in Sri Lanka." SLIIT Business Review 01, no. 01 (June 1, 2021): 1–27. http://dx.doi.org/10.54389/opsi7755.
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Employer branding is an important recruitment practice, which correspondingly delivers an important contribution to the retention of employees. Thus, the main purpose of this study is to identify the impact of employer branding on employee retention with reference to a selected multinational organization that operates in Sri Lanka, which is a leading brand in the global beverage industry. The research utilized a deductive research approach, and data were gathered from 126. Simple random sampling technique was utilized in the research where the data was gathered from 126 employees in the selected globally operating multinational organization which has large employer brand, in Sri Lanka. Inferential statistics, Pearson’s correlation coefficient and multiple linear regression analysis was employed to derive conclusions in the study. Accordingly, it is found that employer branding has a positive and highly significant impact on employee retention. Furthermore, the study concludes that the work life balance and training and development are the variables that have a critical impact on employee retention, while corporate social responsibility has no significant impact towards employee retention. The completion of the study would lead to enhance the knowledge on employer branding as well as to provide practical implications to follow in the future. Keywords: Employer Branding, Employee Retention, Dimensions of Employer Branding, Human Resource Management
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Ekhsan, Muhamad, and Tim Saroh. "The Role of Organizational Trust on the Influence of Employer Branding on Employee Performance." International Journal of Management Science and Information Technology 1, no. 2 (July 3, 2021): 31–35. http://dx.doi.org/10.35870/ijmsit.v1i2.353.
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Employer branding is a concept that can be applied within a company to make employees feel comfortable and feel that the company is a good place to work. The goal of employer branding is for the new employee selection process to make it easier to find the best candidates and retain existing employees. By utilizing employer branding, the company will be better in the eyes of employees as well as there will be many prospective new employees who are interested in working at the company. The purpose of this study was to determine the effect of employer branding on employee performance mediated by organizational trust. This study used 95 respondents as the sample. The instrument testing method uses the SmartPLS. The results of this study are employer branding has a significant effect on employee performance, employer branding has a significant effect on organizational trust, organizational trust has a significant effect on employee performance, Organizational trust is able to mediate employer branding influence on employee performance.
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Easa, Nasser Fathi, and Ayman Mahmoud Bazzi. "The Influence of Employer Branding on Employer Attractiveness and Employee Engagement and Retention." International Journal of Customer Relationship Marketing and Management 11, no. 4 (October 2020): 48–69. http://dx.doi.org/10.4018/ijcrmm.2020100104.
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This paper aims to review the literature over the past 10 years related to employer branding by shedding light on its role of enhancing employer attractiveness, employee engagement, and retention. The paper offers a better understanding for the literature gap related to the employer branding field. A systematic review of 33 articles published between 2010 and 2019 was conducted in which the reviewed papers were classified depending on electronic databases, namely Emerald, Science Direct, and Business Source Complete. The research findings were analyzed based on two classifications: descriptive and main topic analysis. The majority of the reviewed articles were empirical studies published during the year 2018, revealing the importance of employer branding by creating employer attractiveness, employee engagement, and employee retention, in addition to focusing on employee retention as a main tool for achieving a competitive advantage.
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Singh, Rajesh Prettypal. "EMPLOYER BRANDING LITERATURE REVIEW." Feedforward: Journal of Human Resource 1, no. 2 (October 28, 2021): 105. http://dx.doi.org/10.19166/ff.v1i2.4472.
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<p>The concept of employer branding has attracted many researchers’ attention in the recent years. In today’s business environment, employer branding becomes one important source of competitive advantage that creates value for all companies. Organizations have identified employer branding as an important tool for attracting and retaining a talented workforce. The aim of this study is to get an understanding of employer branding on a broader spectrum and to examine employee engagement, employee retention, and employee satisfaction as the outcomes of employer branding. The paper focused by clarifying the definitions and the outcomes of employer branding.</p>
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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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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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Chawla, Poonam. "Impact of employer branding on employee engagement in business process outsourcing (BPO) sector in India: mediating effect of person–organization fit." Industrial and Commercial Training 52, no. 1 (December 24, 2019): 35–49. http://dx.doi.org/10.1108/ict-06-2019-0063.
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Purpose The purpose of this paper is to investigate the impact of employer branding strategy (a mechanism used by organisations to hire and retain competent talent) on employee engagement whilst simultaneously measuring the mediating effect of person-organisation (P-O) fit. Design/methodology/approach The study analyses a sample of 296 employees working in the BPO sector in India. The proposed model is tested with the help of structural equation modelling. Findings The findings of the research highlight that employer branding has an affirmative relationship with P-O fit and employee engagement. The findings also reveal that P-O effect has a partial mediating effect on the relationship between employer branding and employee engagement. Practical implications Understanding and implementing employer branding strategies provides the organisation with a tool for not only harnessing good employees but also facilitates them to engage and retain them. Employer branding strategies ensure an increase in employee’s sense of belongingness and alignment of goals. Value congruence in the form of person organisation fit also ensures that employees believe that they are valued across the organisation and may go an “extra mile” to achieve organisational objectives. Originality/value Employer branding is a comprehensive strategy which can be used by employers to attract and retain talented employees. In a global economy where a talented workforce is scarce and has plenty of choices available to them, firms can use employer branding as a strategic opportunity to enhance employee engagement.
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Sthapit, Arhan, and Bikash Shrestha. "Dimensions of Attractiveness in Employer Branding for Employee Retention in Nepalese Hospitality Industry." Nepalese Journal of Hospitality and Tourism Management 1, no. 1 (March 1, 2020): 13–27. http://dx.doi.org/10.3126/njhtm.v1i1.44400.
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The topic of employer branding and employee retention is attracting great attention of management researchers and practitioners. Employer branding is one way that increases value of organisations, which integrates two significant organisational fields of branding and human resources, and together they give an adjusted view on the most proficient way to pull in and retain required employees. In this regard, the present study aims at investigating the major dimensions of attractiveness in employer branding for human resource retention in Nepalese hospitality industry. The study employed a cross-sectional descriptive survey design including four out of seven dimensions of attractiveness in employer branding with a sample of 292 respondents from six five-star hotels of Nepal stationed in the capital Valley of Kathmandu. Using Kendall’s tau, correlation analysis and Jonckheere-Terpstra test- the descriptive statistics, the study discovered that economic value and interest value dimensions of attractiveness in employer branding for HR retention significantly vary according to hierarchy of the employees in Nepalese hospitality industry.
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Chalotra, Dr Vipul, Pradeep Kumar, and Pallavi Pallavi. "Employer Branding: A new Archetype to Target Endowed Employees." International Journal of Scientific Research 1, no. 7 (June 1, 2012): 21–22. http://dx.doi.org/10.15373/22778179/dec2012/9.
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Gregorka, Lea, Susana Silva, and Cândida Silva. "Employer Branding Practices Amongst the Most Attractive Employers of IT and Engineering Sector." International Journal of Human Capital and Information Technology Professionals 11, no. 1 (January 2020): 1–16. http://dx.doi.org/10.4018/ijhcitp.2020010101.
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Employer branding is a marketing strategy that helps employers stay competitive in their markets. Although it is a concept used for over 20 years, its process and consequences have not yet been fully scrutinized. This study characterizes the employer branding implementation and the employers' perspective on it. By conducting ten semi-structured, in-depth interviews, the authors examine not only how employer branding practices have been applied, but also the role of human resources management in the process and used employee attraction and retention practices. The results suggest that although the employer branding process is not clearly structured, some stages can be identified as common. For that reason, the authors outline a stage divided framework and analyse each one of the identified stages. Furthermore, practical insights are provided about the company's departments roles and link them to the current state of the art. Finally, the authors suggest future investigation in particular stages of employer branding.
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Bagirathi, M., and Dr R. Magesh. "A Study on Employees Perception Factors on Employer Branding In Private Universities." GIS Business 14, no. 6 (December 6, 2019): 432–37. http://dx.doi.org/10.26643/gis.v14i6.13573.
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Employer branding is the process of managing and influencing your reputation as an employer among job seekers, employees and key stakeholders. It encompasses everything you do to position your organization as an employer of choice. Employer branding is an interesting topic among entrepreneurs and researchers, as it is considered a new instrument for helping companies gain strategic advantage over their competitors .Determining the main components of positive employer branding perception in order to adequately manage it has become a real challenge. This study aims to investigate employer branding components of current employees. The data for the study has been gathered through a survey of 100 university employees of well-known information; Employer brand is an increasingly growing crucial topic that looms vast in the minds of huge human resources, recruitment and marketing. Employer branding is the latest and current trend in every organization today.
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Chawla, Poonam. "Impact of Employer Branding on Employee Engagement in BPO Sector in India With the Mediating Effect of Person-Organisation Fit." International Journal of Human Capital and Information Technology Professionals 11, no. 3 (July 2020): 59–73. http://dx.doi.org/10.4018/ijhcitp.2020070104.
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With human capital emerging as a sustainable source of strategic advantage organisations are focusing on developing employee value propositions which consistently engage their workforce so that they can proactively contribute towards the achievement of organisational goals. This research investigates the impact of employer branding strategy (a mechanism used by organisations to engage competent talent) on employee engagement whilst simultaneously measuring the mediating effect of person-organization (P-O) fit. The study analyses a sample of 296 employees working in the BPO sector (offshore call centres) in India. The proposed model is tested with the help of structural equation modelling. The findings of the research highlight that employer branding has an affirmative relationship with P-O fit and employee engagement. The findings also reveal that P-O effect has a partial mediating effect on the relationship between employer branding and employee engagement. It can be deduced that employer branding is a comprehensive strategy which can be used by employers to engage employees. Thus, in a global economy where a talented workforce is scarce and has plenty of choices available to them, firms can use employer branding as a strategic opportunity to enhance employee engagement.
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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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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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Rani, Kavita, and Prof Sanjiv Kumar. "Employer Branding in IT Sector." Indian Journal of Applied Research 3, no. 9 (October 1, 2011): 292–95. http://dx.doi.org/10.15373/2249555x/sept2013/86.
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Hà, Nguyễn Minh, Nguyễn Vĩnh Luận, Huỳnh Mỹ Hằng, Nguyễn Anh Tuấn, and Võ Thị Trung Trinh. "THE ROLE OF EMPLOYER BRANDING IN IMPROVING EMPLOYEE PERFORMANCE IN VIETNAM ENTERPRISES." PROCEEDINGS 17, no. 1 (November 1, 2022): 5–22. http://dx.doi.org/10.46223/hcmcoujs.proc.vi.17.1.2536.2022.
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This study delves into the impact of employer branding on employee performance, a factor of the current employee. Research method used is mixed methods with PLS-SEM. 937-observation sample was surveyed through questionnaires directly from employees working for 37 companies and organizations in Vietnam. Employer branding has been demonstrated to have positive effect with weak impact on employee performance. This result is valuable as a new research direction of employer branding for current employees. Concurrently, it contributes as an additional new solution for employee performance in enterprises.
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Arasanmi, Christopher N., and Aiswarya Krishna. "Employer branding: perceived organisational support and employee retention – the mediating role of organisational commitment." Industrial and Commercial Training 51, no. 3 (March 4, 2019): 174–83. http://dx.doi.org/10.1108/ict-10-2018-0086.
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PurposeThe purpose of this paper is to examine the relationship between employer branding attribute of organisational support and employee retention in a government agency in New Zealand.Design/methodology/approachThis study is cross-sectional in design, and an online survey method was used to collect data from 134 research participants. Research participants were recruited from a local council in New Zealand. The Process Macro Regression method was employed to analyse the collected data.FindingsThe main findings from this study are: first, the study shows that perceived organisational support (POS) as an employer branding technique affects employee retention. Second, POS significantly influenced employees’ organisational commitment (OC) as a predictor of employee retention. Third, the relationship between organisational support and employee retention was mediated by OC in this study.Research limitations/implicationsThis study examined POS as an employer branding strategy; the findings have a number of valuable implications for organisations. This study suggests that organisations should develop adequate organisational support mechanisms as a way of acquiring the status of a better employer among different stakeholders.Practical implicationsPrecisely, the findings imply that organisations should focus on increasing organisational support to attract, maintain and retain employees because employees desire conducive and favourable work environments.Social implicationsA well-crafted and efficiently implemented organisational supportive strategies may enhance the reputational status of the organisation as an employer brand among its future job applicants.Originality/valueThis study tested POS as an employer branding attribute in the New Zealand context; research on POS as an employer branding strategy is scarce. The results suggest that organisations that embrace organisational support mechanisms as employer branding strategy succeed in maintaining and retaining their talents for a longer time.
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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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Samo, Asif Hussain, Suman Talreja, Azeem Akhtar Bhatti, Syeda Aisha Asad, and Laiba Hussain. "Branding Yields Better Harvest: Explaining The Mediating Role of Employee Engagement in Employer Branding and Organizational Outcomes." ETIKONOMI 19, no. 1 (March 22, 2020): 77–94. http://dx.doi.org/10.15408/etk.v19i1.12320.
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Employer branding is an intriguing junction of marketing and human resource management, where the positive intangible perception of the employer makes the organization a valuable. It is antecedents and outcomes have been tried and tested. However, there is a need to empirically test how employer branding lures the employees to perform well and to remain loyal to the employer. This study aimed to find the mediating impact of employee engagement between the relationships of employer branding and performance of the employees and their intention to stay in the companies. By using the structural equation model (SEM), the results revealed the full mediation role of employee engagement in between employer branding and employee performance and their intention to stay. This study implies that the bank needs to induce employees to remain engaged, as, with this, the performance and talent retention will yield.JEL Classification: D23, M31How to Cite:Samo, A. H., Talreja, S., Bhatti, A. A., Asad, S. A., & Hussain, L. (2020). Branding Yields Better Harvest: Explaining The Mediating Role of Employee Engagement in Employer Branding and Organizational Outcomes. Etikonomi: Jurnal Ekonomi, 19(1), 77 – 94. https://doi.org/10.15408/etk.v19i1.12320.
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Gupta, Bindiya, Shweta Mittal, and Vivek Mittal. "Employer branding and its relation with HR functions of employee recruitment and retention: A review of literature." Marketing Review 19, no. 1 (November 29, 2019): 85–105. http://dx.doi.org/10.1362/146934719x15633618140792.
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The current recruitment scenario, which is highly dynamic and challenging, calls for the attention of academics and practitioners alike. Recently, several studies were conducted to understand the possible relationship between employer branding and employee retention (Gilani & Cunningham, 2017; Wilden, Gudergan, & Lings, 2010). In the present study, an attempt has been made to explore the impact of employer branding on employee recruitment and retention. A comprehensive literature review of previous studies on this topic was conducted, in an attempt to understand the influence of employer branding on each aspect of recruitment. For this purpose, concepts from signalling theory, person-organisation fit and social identity were considered. Careful analysis of previous studies reveals that employer branding has an impact on an organisation's ability, not only to recruit, but also to retain, desired employees. Further, the organisations which are able to successfully project their images as potential employers of choice are bound to reap benefits in the long run.
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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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Löhrer, Markus, and Thorsten Prigge. ""How to" Employer Branding." Innovative Verwaltung 44, no. 3 (March 2022): 40–43. http://dx.doi.org/10.1007/s35114-021-0758-x.
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Srinivasan, B. "Employer Branding-A Framework." NHRD Network Journal 1, no. 3 (May 2007): 36–38. http://dx.doi.org/10.1177/0974173920070310.
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Graham, Brooke Z., and Wayne F. Cascio. "The employer-branding journey." Management Research: Journal of the Iberoamerican Academy of Management 16, no. 4 (October 8, 2018): 363–79. http://dx.doi.org/10.1108/mrjiam-09-2017-0779.
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Brusch, Ines, Michael Brusch, and Therese Kozlowski. "Factors influencing employer branding." International Journal of Quality and Service Sciences 10, no. 2 (June 18, 2018): 149–62. http://dx.doi.org/10.1108/ijqss-09-2017-0085.
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PurposeCompanies have to consider people as one of the most important resources. Especially, the combination of demanding work and academic workers requires activities with regard to employer branding. An employer brand is an intangible asset that allows companies to look for motivated and capable employees (Hillebrandt, 2013). Consequently, the concept of employer branding can be used (Brickson, 2005; Heilmann et al., 2013). The purpose of this paper is to supplement the first empirical investigations with students as new employees (e.g. Daniel et al., 2015) by the perceptions of potential employees in less powerful, i.e. more rural, regions.Design/methodology/approachThis paper summarizes existing findings and enhances two empirical investigations of 431 students of a technical university in a medium-sized city and 211 students of a university of applied sciences in a rural region in Germany. The data collection and analysis will focus on different methodical alternatives of identifying important drivers and dimensions of employer branding, as well as identifying different groups of potential employees and gender differences.FindingsThe paper highlights the need of the underrepresented but successful consideration of group specific analyses and following strategies in case of employer branding. The existing approaches of the establishment of an employer branding concepts can be improved through more suitable strategy elements when the addressees are better known.Originality/valueThe findings allow new insights, especially to smaller regions and companies and the awareness of group-specific analyses in general and in case of the development of an employer branding concept.
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WOŹNIAK, JACEK, and KATARZYNA ŁUBIEŃSKA. "BRAND AND EMPLOYER BRANDING." sj-economics scientific journal 25, no. 2 (September 30, 2017): 308–29. http://dx.doi.org/10.58246/sjeconomics.v25i2.207.
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In consumer goods theory, we often find the assertion that producers of recognizable brands may receive a price 40% higher for their product than producers of analogous unknown brands. The goal of the text is to analyze how the effect of various kinds of information about a company can balance its lower prestige. Configurations of two factors – opportunities for promotion and remuneration levels – were researched.Data from a questionnaire study was collected from two demographically similar samples of ca. 50 potential employees in Poland, one group working for Coca Cola HBC and the second for “no-name” companies. The open questions showed that both groups of subjects declare they are influenced by similar groups of factors in choosing employers. Prestige of the employing company was not indicated by either group as a significant criterion for choosing a place of work.The forced-choice questions showed that one of several criteria has to be met for over 50% of the respondents to choose to work for a “no-name” company: promotion opportunities must increase by at least 1/3; a managerial post with a 1000 zloty higher salary is on offer; or the salary offered must be at least 1000 zloty higher. As anticipated, Coca Cola employees expected more from a “no-name” company, if they were to start work for it. Finally, the study showed that Coca Cola employees would choose work for a less well-known company on condition that they are paid 54% more than their current salary, while subjects working for average (“no-name”) companies – 44% more. The study therefore confirms the suggestion that companies with recognizable brands can pay their employees and offer their candidates less than companies with less well-known brands. The study also showed that how the question is formulated is of significance for assessing whether candidates take a given criterion into consideration when choosing their place of work.
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Barik, Smita, and Sourabh Jain. "Impact of Employer Branding on Employee Retention During COVID-19: An Empirical Study on Private Academic Institutions." IIMS Journal of Management Science 14, no. 1 (January 31, 2023): 85–106. http://dx.doi.org/10.1177/0976030x221118176.
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In the present scenario of COVID-19 pandemic, where employability and job security are at stake, employees are interested to work in an organisation with high brand value so that their future is secured enough to deal with the economic situation of the country. Be it in India or any other country, employee always want to get attached to a brand so that their self-market value increases. It is believed that employee attached to a bigger brand is in more demand when it comes to recruiting candidates for an organisation. Likewise, bigger brands having diversified businesses are less prone to fluctuate economically in adverse situations like COVID-19. Employer branding is an important element when it comes to retaining employees. Employees retain themselves with a brand to increase their market value. So employer branding along with its dimensions is believed to affect employee retention to a greater extent during this pandemic. The authors have found out number of dimensions related to employer branding and tied to link those dimensions with the employee retention to find out if there exists any relation between them. The authors have conducted this study in private organisations especially academic firms in India. The basic objective of the study is to identify the dimensions of Employer Branding during COVID-19. The main objective is to identify the impact of Employer Branding on Employee Retention during this pandemic. A structured questionnaire was designed to collect data on the dimensions related to Employer Branding. The sample size of the study is 450. The convenient sample technique was used for data collection. Correlation, Regression and ANOVA technique is used for hypothesis testing. It is found that there exists positive relationship between various dimensions of Employer Branding and Employee Retention & there is a positive impact of Employer Branding on Employee Retention during COVID-19
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Maharani, Anita, Andi Maulana, Dovi Kurniawan, and Yozef Yozef. "Will Employer Branding Through Exploring Dynamics Between Organizational Learning, Organizational Culture and Employee Wellbeing?" IJEBD (International Journal of Entrepreneurship and Business Development) 4, no. 4 (July 31, 2021): 452–61. http://dx.doi.org/10.29138/ijebd.v4i4.1437.
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Purpose: This study aimed to see how well-formulated organizational learning, organizational culture, and employee well-being impact better employer branding. The literature used to help build this research model is through concepts related to the four aforementioned variables.
Design/methodology/approach: This study uses a quantitative research approach, distributing surveys for data collection and conducting analysis with a structural model approach
Findings: The results obtained from this study are that employer branding is driven by organizational culture and employee well-being, while organizational learning does not affect it.
Research limitations/implications: This research need more exploration due to the research object
Practical implications: The implication of this research may show insights from employee’s perspectives on employer branding.
Originality/value: This paper was conducted based on research of organizational learning, organizational culture, and employer branding
Paper type: Research paper
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Sahu, Sangeeta, Avinash Pathardikar, and Anupam Kumar. "Transformational leadership and turnover." Leadership & Organization Development Journal 39, no. 1 (March 5, 2018): 82–99. http://dx.doi.org/10.1108/lodj-12-2014-0243.
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Purpose The purpose of this paper is to report the findings of a study which examines the relationship between transformational leadership and intention to leave through the mediating role of employee engagement, employer branding, and psychological attachment. Design/methodology/approach Transformational leadership, employee engagement, employer branding, and psychological attachment were assessed in an empirical study based on a sample of 405 full-time employees working in information technology (IT) organizations in India. The data which were obtained using Google doc and a printed questionnaire was analyzed through structural and measurement model. Findings The results reveal that transformational leadership style directly influences employee intention to leave. Transformational leadership and employer branding is mediated by employee engagement. The leadership relation with psychological attachment is mediated by employer branding. Practical implications The implications of the study are of utmost importance for Indian IT industries facing high voluntary turnover in recent times. Transformational leaders in teams contribute to develop employee engagement, employer branding, and psychological attachment. Imparting transformational leadership training to team leaders can help in generating psychological attachment with the employees which would go a long way. Originality/value This study explores the relationship among transformational leadership style, employee engagement, employer branding, and psychological attachment which has not been explored theoretically and tested empirically in an Indian context.
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Chan, Arianis, Rivani ., and Siti Fajarwati Azzahra. "EMPLOYER BRANDING PT. ASTRA INTERNASIONAL." AdBispreneur 4, no. 2 (January 21, 2020): 123. http://dx.doi.org/10.24198/adbispreneur.v4i2.22547.
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This study aims to analyze the implementation of employer branding implemented by PT Astra International. The research method used in this study is a qualitative method with descriptive type. The object of this research is Employer Branding. The results of the study provide information that innovation is the main key for PT. Astra International to survive in this competitive era, innovation is always supported by companies. Support is provided through the provision of innovation development platforms in the form of internal competition. In addition to the employer branding program implemented through internal employees, the employer branding program in the education pillar is carried out not only for universities, but also for all levels of education. The conclusion of this study is Employer Branding at PT. Astra International is implemented seriously and deeply because of the goals of the company's Employer Branding. PT Astra International has a strategic framework of "Winning Concept, Winning System & Winning Team", Astra is trying to improve the quality of Astra's people so that they can contribute and develop themselves to the maximum. Penelitian ini bertujuan untuk menganalisis implementasi employer branding yang dterapkan oleh PT Astra International. Metode penelitian yang digunakan dalam penelitian ini adalah metode kualitatif dengan jenis deskriptif. Objek dari penelitian ini adalah Employer Branding. Hasil penelitian memberikan informasi bahwa inovasi merupakan kunci utama bagi PT. Astra International untuk tetap bertahan di era kompetitif ini, maka inovasi merupakan hal yang selalu didukung oleh perusahaan. Dukungan yang diberikan melalui penyediaan wadah pengembangan inovasi dalam bentuk kompetisi internal. Selain program employer branding yang diterapkan melalui karyawan internal, program employer branding dalam pilar pendidikan dilakukan tidak hanya untuk perguruan tinggi, tetapi juga ke seluruh jenjang pendidikan. Kesimpulan dari penelitian ini adalah Employer Branding pada PT. Astra International diterapkan secara sungguh-sungguh dan mendalam karena tujuan dari Employer Branding perusahaan. PT Astra International memiliki kerangka strategis "Winning Concept, Winning System & Winning Team", Astra berusaha meningkatkan kualitas insan Astra sehingga mampu berkontribusi dan mengembangkan diri dengan maksimal.
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Potgieter, Adele, and Marianne Doubell. "The influence of employer branding and employees’ personal branding on corporate branding and corporate reputation." African Journal of Business and Economic Research 15, no. 2 (June 10, 2020): 109–35. http://dx.doi.org/10.31920/1750-4562/2020/v15n2a6.
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Stachowska, Sylwia, and Justyna Wontora. "Employer Branding as a Modern Form of Building the Employer’s Image – Students’ Perspective as Future Employees." Olsztyn Economic Journal 16, no. 2 (December 30, 2021): 263–77. http://dx.doi.org/10.31648/oej.8154.
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Under the conditions underlying the contemporary work market, the brand of an organisation as an attractive employer, especially in the opinion of young, talented people, can be a key factor leading to the success of the company in a longer perspective. From this standpoint, the concept of employer branding is gaining importance as a modern way of creating an image of an employer among the current and future employees.
The aim of this study has been to evaluate the effectiveness of employer branding activities implemented by organisations operating on the labour market in the eyes of students as potential employees. The study included students in the second cycle of studies at the Faculty of Economic Sciences, the University of Warmia and Mazury in Olsztyn. The study was carried out as a survey in the first quarter of year 2022.
The study has verified that a positive image of an employer has a significant influence on prospective applicants searching for employment in a given company. The most important role in this regard is played by employer branding activities conducted online, and creating the employer’s profile in social media seems to be particularly valid. For raising the awareness of organisations active on the job market, it also turned out to be significant to participate in in-person job fairs and all other types of events held at universities to promote employment opportunities. Companies which wish to build an employer brand among representatives of the young generation, including university students, soon to be university graduates, should pay attention to using the mentioned solutions in their management practice.
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Huseynova, Aydan, Jana Matošková, and Ales Gregar. "Linking employer branding and firm-level performance: The case of Azerbaijani firms registered on Glassdoor." Problems and Perspectives in Management 20, no. 1 (January 27, 2022): 128–42. http://dx.doi.org/10.21511/ppm.20(1).2022.12.
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In today’s competitive labor market, firms use employer branding strategies to engage their workforce for better performance. However, the current understanding of the role of employer branding in firm-level performance in the context of developing countries is very limited. This study aims to investigate the importance of employee retention and recruitment efficiency to strengthen the relationship between employer branding and firm-level performance. Data are collected from 316 Azerbaijani firms that are tagged by the Glassdoor and reviewed by former employees. Structural equation modeling is used to test the hypotheses. The results of the study show that employer branding can enhance firm-level performance through employee retention and recruitment efficiency. However, online employee reviews on the Glassdoor do not moderate the connection between employer branding and employee retention. Current employees feel motivated to continue working with those companies which show excellent employer strategies. Furthermore, a firm’s strategy to attract the best employee pool improves firm-level performance. It is also concluded that employees working in developing countries do not concern about online reviews on their employer, and prefer to continue working despite contrary thoughts. Acknowledgment Author acknowledges the financial support provided by Internal Grant Agency (IGA/FaME/2019/008) of FaME through Tomas Bata University in Zlin, Czech Republic.
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Kucherov, Dmitriy G., and Victoria S. Tsybova. "Employer branding under COVID-19 pandemic in Russian companies." Russian Management Journal 20, no. 1 (2022): 108–26. http://dx.doi.org/10.21638/spbu18.2022.105.
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An integrated approach to employer branding during COVID-19 pandemic based on employer branding orientation is considered in this article. The empirical study in employer branding was conducted in Russian companies in 2020. The research object was the HR professionals from Russian medium-sized and large companies. Using the data from the descriptive survey, the number of strategic (employer branding orientation, employer branding strategy, employer value proposition) and operational (communication programs, communication channels and content) features in employer branding in Russian companies during COVID-19 pandemic were identified.
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Bednarska-Olejniczak, Dorota. "Employer Branding vs. CSR – Bank as Social Responsible Employer." Zeszyty Naukowe Uniwersytetu Szczecińskiego. Problemy Zarządzania, Finansów i Marketingu 41 (2015): 237–50. http://dx.doi.org/10.18276/pzfm.2015.41/1-19.
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Thomas, Dr Bejoy John, and Ms S. Clemence Jenifer. "Branding In The Milleneum - Employer Brand Vs Corporate Brand." Think India 22, no. 3 (September 26, 2019): 942–49. http://dx.doi.org/10.26643/think-india.v22i3.8431.
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This paper discusses the concept of employer branding in detail taking into account the corporate branding, product branding and employee branding. It also figure outs the difference between the differences between employer branding and product branding. There is a growing interest on this topic by academics, as well as practitioners, translated in a recent increase in the number of academic papers on Employer Brand in HR literature. Employer brand and corporate brand are not entirely the same, but they do need to work in tandem. They both need to be strongly intertwined in purpose and meaning to emotionally and authentically connect with their critical stakeholders and capture their attention with conviction. When this happens, the stage is set for co-creation of great promises and sustained realization.
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Dr. B. Sripirabaa, Dr B. Sripirabaa, and V. Subha V. Subha. "Reliability of Employer Branding Stricture with reference to IT Industry Employees." Indian Journal of Applied Research 3, no. 1 (October 1, 2011): 111–13. http://dx.doi.org/10.15373/2249555x/jan2013/42.
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Kalinska-Kula, Magdalena, and Iwona Staniec. "Employer Branding and Organizational Attractiveness: Current Employees’ Perspective." EUROPEAN RESEARCH STUDIES JOURNAL XXIV, Issue 1 (February 1, 2021): 583–603. http://dx.doi.org/10.35808/ersj/1982.
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Marginingsih, Ria, and Dani Irawan. "EMPLOYER BRANDING PERSEPSIAN TERHADAP KEPERCAYAN PEMIMPIN DAN DAMPAKNYA PADA INTENSI KELUAR." Jurnal Ilmu Keuangan dan Perbankan (JIKA) 8, no. 1 (July 30, 2019): 25–32. http://dx.doi.org/10.34010/jika.v8i1.1925.
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ABSTRACT
This study aims to see the influence of employer branding on the exit intention of bank employees in Indonesia which is mediated by trust in leaders. In particular, this study tries to identify how the influence of employer perceived branding on outgoing intentions? Does the employee's trust in the leader affect the intention to leave? How does the influence of employer branding perceptions on outgoing intentions mediated by employee trust in the leader? The population of this study is bank employees who work in groups of state-owned commercial banks, groups of regional government-owned banks, groups of private-owned commercial banks. The sample in this study uses non probability sampling, with the sample is that employees have worked at least one year. For hypothesis testing, this study uses SmartPLS analysis with Likert scale measurement points one (strongly disagree) up to five points (strongly agree). The results of the study of 88 respondents of Bank employees in Indonesia showed that employer branding against intention to leave had a negative and insignificant effect, the influence of employer branding on trust in leaders was positive and significant, the trustworthiness of leaders towards intention was positive and significant, and employer perceived branding towards intention out which is mediated by employee trust in leaders is influential and significant.
Keywords: Employer Branding, Intensi Keluar, Kepercayaan pada Pemimpin, Retensi
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Dabirian, Amir. "Employer Branding: Psychological Contract Between Employer and Employees in the IT Industry." IT Professional 23, no. 5 (September 1, 2021): 12–16. http://dx.doi.org/10.1109/mitp.2021.3105251.
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Dabirian, Amir, Jeannette Paschen, and Jan Kietzmann. "Employer Branding: Understanding Employer Attractiveness of IT Companies." IT Professional 21, no. 1 (January 2019): 82–89. http://dx.doi.org/10.1109/mitp.2018.2876980.
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Zeesahn, Muhammad, Tariq Waheed Qureshi, Shahid Bashir, and Usman Ahmed. "Transformational Leadership and Corporate Reputation: Mediation Effects of Employer Branding." Journal of Management and Research 7, no. 1 (June 30, 2020): 184–211. http://dx.doi.org/10.29145/jmr/71/070108.
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The purpose of this paper is to examine the impact of transformational leadership and corporate reputation on employer branding by testing a hypothesized model. This study employed a quantitative online survey technique. The researcher distributed 350 questionnaires through purposive sampling out of which 132 questionnaires received back for data analysis. Regression analysis was selected to analyze the collected data to test the hypothesis developed from past literature. Results validate that transformational leadership has an impact on employer branding and employer branding has a direct impact on corporate reputation but correlation amid transformational leadership and business reputation goes insignificant when added employer branding showing full mediation of this variable. The present study backs the writings of business reputation that can be developed through transformational leadership and employer branding. The findings would be helpful for organizational leaders in developing strategies to create a corporate reputation.