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Journal articles on the topic 'Employer of choice'
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Bellou, Victoria, Ioannis Chaniotakis, Ioannis Kehagias, and Irini Rigopoulou. "EMPLOYER BRAND OF CHOICE: AN EMPLOYEE PERSPECTIVE." Journal of Business Economics and Management 16, no. 6 (December 24, 2015): 1201–15. http://dx.doi.org/10.3846/16111699.2013.848227.
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This study seeks to contribute in the field of the ideal employer, by determining the Employer Brand of Choice and its core components. In doing so, a pilot study was initially conducted to delineate these components. Evidence from 896 working adults that participated in a field study support the multi-dimensionality of the construct Employer Brand of choice, highlighting the role of “Remuneration”, “Relationships”, “Opportunities for Self Development”, “Recognition”, and “Corporate Image”. These findings not only offer a concrete and holistic theoretical base of Employer Brand of Choice, but they can also serve as a managerial guide towards enhancing companies’ ability to attract, retain and motivate talented individuals.
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Saini, Gordhan K., and I. M. Jawahar. "The influence of employer rankings, employment experience, and employee characteristics on employer branding as an employer of choice." Career Development International 24, no. 7 (November 11, 2019): 636–57. http://dx.doi.org/10.1108/cdi-11-2018-0290.
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Purpose Drawing on the psychological contract theory and signaling theory, the purpose of this paper is twofold: first, to examine the effect of employer rankings and employment experience on employee recommendation of an employer as an employer of choice and second, to examine whether these effects vary by employee characteristics (i.e. full-time vs part-time, current vs former and newcomers vs established employees). Design/methodology/approach The authors used multilevel logistic regression on a sample of 39,010 Glassdoor employee reviews, drawn from the companies for which three-year employer rankings (from 2015 to 2017) were available, to achieve our research objectives. Findings The results show that employment experience influenced employees’ recommendation of an employer as an employer of choice. The average standardized rankings for three years (i.e. 2015–2017) was also associated with employees’ recommendation of an employer as an employer of choice. Employee characteristics such as employment type (i.e. full-time vs part-time), employment status (i.e. current vs former) and tenure significantly interacted with employment experience in affecting recommendations of a company as an employer of choice. Originality/value In contrast to the bulk of the research on employer branding that relied on job seekers, the authors studied factors that influence employees’ recommendation of an employer as an employer of choice, arguably the most important indicator of employer internal brand strength. The results offer fresh theoretical and practical insights in an area where research lags far behind practice.
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Findlay, Patricia, Colin Lindsay, Jo McQuarrie, Marion Bennie, Emma D. Corcoran, and Robert Van Der Meer. "Employer Choice and Job Quality." Work and Occupations 44, no. 1 (November 9, 2016): 113–36. http://dx.doi.org/10.1177/0730888416678038.
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This article examines employer choice in relation to job quality (JQ). Acknowledging the important role of market, institutional, and technological constraints, the authors highlight the role of employer agency in shaping JQ by reporting on an employer-led service redesign initiative in hospital pharmacy services in Scotland. This redesign initiative aimed at upskilling employees and redirecting their work effort toward high value-added, patient-facing work using robotics implementation. The article provides a critical assessment of the success of the initiative in enhancing JQ and explores a range of factors constraining and shaping employers’ JQ choices.
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Rampl, Linn Viktoria. "How to become an employer of choice: transforming employer brand associations into employer first-choice brands." Journal of Marketing Management 30, no. 13-14 (July 28, 2014): 1486–504. http://dx.doi.org/10.1080/0267257x.2014.934903.
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Tanwar, Karnica, and Amresh Kumar. "Employer brand, person-organisation fit and employer of choice." Personnel Review 48, no. 3 (April 1, 2019): 799–823. http://dx.doi.org/10.1108/pr-10-2017-0299.
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Purpose The purpose of this paper is to explore the relationship between employer brand dimensions and employer of choice (EOC). The paper also analyses the role of person-organisation fit in transferring employer brand dimensions to EOC status, and the moderating role of social media in the relationship between person-organisation fit and EOC. Design/methodology/approach Factor analysis has been conducted to validate the “employer attractiveness” scale for identifying the dimensions of employer brand. Structural equation modelling has been used to conduct mediation and moderation analysis. The results are based on the perceptions of college students regarding employer brand dimensions and EOC status. Findings The paper provides empirical insights on how the person-organisation fit helps in transferring employer brand dimensions to EOC status. The results indicate that the person-organisation fit acts as a full mediator, indicating that for becoming a EOC, the dimensions of employer brand must be linked to the person-organisation fit. Also, the moderation analysis results highlight the importance of social media towards obtaining EOC status. Originality/value The authors believe that the study is the first of its kind to investigate drivers of EOC, and to identify the role of the person-organisation fit as a mediating variable and social media as a moderating variable.
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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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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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Ferguson, Erik. "The influence of employer ridesharing programs on employee mode choice." Transportation 17, no. 2 (February 1990): 179–207. http://dx.doi.org/10.1007/bf02125335.
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Bellou, Victoria, Irini Rigopoulou, and John Kehagias. "Employer of choice: does gender matter?" Gender in Management: An International Journal 30, no. 8 (November 3, 2015): 613–34. http://dx.doi.org/10.1108/gm-01-2015-0004.
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Purpose – This paper aims to set out to add to extant knowledge by delineating the content of employer of choice (EOC) regardless of sector and shedding light on the role of gender in the EOC profile. Becoming an employer of choice (EOC) is a strategy that can help organizations manage current and prospective employee expectations of their employment relationship. Design/methodology/approach – Responses were gathered from 896 working adults. The questionnaire was developed by the researchers to reflect the employment experience. Parallel analysis and factor analysis were used to analyze the content of the EOC, and t-tests compares EOC factors between male and female individuals. Findings – The results verify the multi-dimensionality of EOC and enrich its content. The most important facets of EOC for employees are the quality of workplace relationships, work prerequisites and satisfying work setting as the most important. With regards to how male and female employees perceive the EOC, both differences and similarities were found. Research limitations/implications – Key limitations pertain to its cross-sectional design, the fact that gender is examined in isolation of other forms of identity that may interact with gender, and the fact that all respondents were Greek and white-collar. Practical implications – The findings can support HR and marketing managers in their effort to attract talented individuals and retain and activate talented employees. Originality/value – Existing evidence identifies the profile of EOCs within specific sectors, while we construct an EOC profile that crosses sector boundaries. Moreover, it is the first time that research into EOC takes gender into consideration in a structured way to offer a clearer understanding of what is valued by individuals.
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Ko, Joonho, and Daejin Kim. "Employer-based travel demand management program: Employer’s choice and effectiveness." Transport Policy 59 (October 2017): 1–9. http://dx.doi.org/10.1016/j.tranpol.2017.06.003.
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Sutherland, M. M., D. G. Torricelli, and R. F. Karg. "Employer-of-choice branding for knowledge workers." South African Journal of Business Management 33, no. 4 (December 31, 2002): 13–20. http://dx.doi.org/10.4102/sajbm.v33i4.707.
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Attracting knowledge workers is recognised as a critical success factor by organisations. In order to succeed in the war for talent many organisations realise they need to brand themselves as employers of choice. This research established the factors knowledge workers regard as important organisational attributes when seeking an employer and what communication channels signal these attributes to knowledge workers.This was a two-phase study involving 274 knowledge workers. Qualitative research identified the organisational attributes desired and the communication channels used. Quantitative research using Factor Analysis, Kruskal Wallis and Mann Whitney U tests established the underlying factors, their order of importance and the significant differences in the target market segmentation.The findings show 11 underlying factors, with career growth and challenging work opportunities being the most desired attributes. Word of mouth and/or current employees are the most used communication channels. Differences in the target market were noted by gender, age and cultural groupings. Recommendations are offered for organisations seeking to become employers of choice.
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Gill, Rob. "Employer of choice: Using computers to enhance employee engagement in Australia." Global Business and Organizational Excellence 29, no. 3 (February 4, 2010): 44–63. http://dx.doi.org/10.1002/joe.20318.
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Dutta, Andrew, and Eldos M. Punnose. "Factors Affecting Choice of First Employer." Global Business Review 11, no. 3 (September 22, 2010): 435–48. http://dx.doi.org/10.1177/097215091001100308.
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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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Chein, Flávia, and Cristine Pinto. "Wealth, Credit Constraints and Small Firms’ Investment: Evidence from Brazil." Brazilian Review of Econometrics 40, no. 1 (August 17, 2020): 59. http://dx.doi.org/10.12660/bre.v40n12020.80462.
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<span>We explore the effect of wealth on occupational choice to find out whether small firms in Brazil face credit constraint and how occupational choice relates to investments. Using an instrumental variable approach, we find evidence that occupational choice is, in fact, constrained by wealth and this constraint is related to investment decisions. Our main results show that the probability of investment increases by 0.45 when the individual is an employer, controlling by entrepreneurs characteristics and sector, suggesting that the constraints at the credit market may affect investment decisions of small firms in Brazil. The effect of being an employer on credit access is about 0.320, which supports the idea that employers have more access to credit than the self-employed.</span>
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Bakanauskienė, Irena, Rita Bendaravičienė, and Laima Barkauskė. "Features of Employer Attractiveness on Lithuanian Business Organizations: Employees’ Perceptions." Management of Organizations: Systematic Research 77, no. 1 (June 27, 2017): 7–23. http://dx.doi.org/10.1515/mosr-2017-0001.
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Abstract Elections of the most attractive employer take place both in Lithuania and worldwide. Instruments used to measure organizational attractiveness in these elections are focused on a priori features of a universal “employer of choice” and therefore neglecting a fact that people may have different perceptions and preferences. Addressing this limitation the article presents the results of an empirical study of employer attractiveness in Lithuanian business sector. Based on the responses (N = 1020) to an open-ended question, the study allowed to identify the most important features of an attractive employer, namely: attractive salary, good working atmosphere, flexibility and freedom at work, timely payment of wages.
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Kaestner, Robert. "Consumer choice and employer-sponsored health insurance." Ageing International 31, no. 2 (March 2006): 168–79. http://dx.doi.org/10.1007/s12126-006-1011-9.
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Brueckner, Jan K., and Sofia F. Franco. "Employer-paid parking, mode choice, and suburbanization." Journal of Urban Economics 104 (March 2018): 35–46. http://dx.doi.org/10.1016/j.jue.2017.12.002.
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Robak, John C. "Employer of Choice: Attracting High-performance Talent." Journal - American Water Works Association 99, no. 8 (August 2007): 22–28. http://dx.doi.org/10.1002/j.1551-8833.2007.tb07990.x.
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Branham, Leigh. "Planning to become an employer of choice." Journal of Organizational Excellence 24, no. 3 (2005): 57–68. http://dx.doi.org/10.1002/joe.20060.
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Ronda, Lorena, Carmen Valor, and Carmen Abril. "Are they willing to work for you? An employee-centric view to employer brand attractiveness." Journal of Product & Brand Management 27, no. 5 (August 20, 2018): 573–96. http://dx.doi.org/10.1108/jpbm-07-2017-1522.
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Purpose The present study aims to propose a novel employee-centric framework for the study of employer brand attractiveness. This framework disentangles the role of employer attributes, employee benefits and employee perceived value in the study of employer brands to better develop policies for talent attraction. Additionally, this study formulates a research agenda to help advance an employee-centric view of the employer’s brand management by following the tradition of customer-centric research and identifying benefits and forms of value that are yet unexplored. Design/methodology/approach This paper performs a systematic and critical review of the literature on employer brand attraction from the lens of means-end chains to examine how the notions of “employer attributes”, “employee benefits” and “perceived value” have been addressed in past studies and what relations have been established among these three concepts. Findings The results unveil the existing conflation among attributes, benefits and value in the conceptualization of employer brand attractiveness. By proposing an employee-centric framework following the tenets of current consumer-centric paradigms, this paper disentangles the notions of attributes, benefits and value in the creation of attractive employer brands; establishes a hierarchical relationship among them; and suggests studying the multiple paths of relationships between attributes and benefits. These conditions should help organizations understand how to create successful strategies to ultimately ensure that they are selected as employers of choice. Research limitations/implications Further research is needed to clarify the domains in which the already studied empirical relations hold. This could be achieved by conducting a laddering process based on a means–end chain approach. Additionally, the impact of this framework on the construction of effective value propositions and employee market segmentation should be further explored. Originality/value This paper has revisited the construct of employer brand from a means–ends approach to propose an employee-centric view guiding employer brand strategies. As competition for the best employees sharpens, understanding how employer brand traits are valued in the eyes of different segments of employees and applicants may help organizations to develop more effective strategies to attract the best talent.
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Voloboieva, I. O., O. I. Kravchuk, and D. V. Varshava. "The Value Dimension of the Employer Brand: Influencing the Staff Engagement." Business Inform 4, no. 519 (2021): 302–9. http://dx.doi.org/10.32983/2222-4459-2021-4-302-309.
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The article is aimed at examining the impact of the employer brand on the choice of a job seeker. After studying and analyzing the works of many foreign and domestic scholars, the main approaches to the definition of the concept of «employer brand» are considered and the authors’ definition of this concept is proposed. As result of the carried out research, both the external and the internal elements of the employer brand are systematized; the employer value proposition (EVP), constituting an integral part of the employer brand, is substantiated; a survey of LinkedIn users was conducted in order to identify the influence of the employer brand on the choice of job seekers; the main priority elements of branding are defined. The carried out research allows to conclude that employer branding and the current EVP are among the most priority directions of the company’s activity in attracting the best specialists and preserving talents in the company. The value proposition of the employer should be the strategy of the company, oriented to employees, being consistent with them. To develop a strong brand and increase the attractiveness and competitiveness of the organization, the value proposition of the employer must be unique. The EVP should be a real embodiment of the benefits offered by the company to employee, otherwise it will be impossible to retain the employees involved and form loyalty to the company in them. Prospects for further research in this direction are to determine the degree of influence of digitalization of business on the development of the employer brand, and, at the theoretical level, – a study and closer definition of some components of the employer brand.
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Rider, Christopher I., Peter Thompson, Aleksandra Kacperczyk, and Joacim Tåg. "Experience and Entrepreneurship: A Career Transition Perspective." ILR Review 72, no. 5 (June 10, 2019): 1149–81. http://dx.doi.org/10.1177/0019793919852919.
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The authors cast entrepreneurship as one of three career choices—remaining with one’s employer, changing employers, or engaging in entrepreneurship—and theorize how the likelihood of entrepreneurship evolves over one’s career. They empirically demonstrate an inverted U-shaped relationship between accumulated experience and entrepreneurship across various industries and jobs. The authors highlight the difficulty of inferring the mechanism underlying the observed relationship, despite detailed career history data and job displacement shocks that eliminate the current employer choice. These analyses motivate a formal career transitions model in which employer-specific and general skills accumulate with experience but potential employers observe only total skill. Results from the model presented here are that entrepreneurial career transitions vary with two relative costs: 1) the cost to an individual to form a business and 2) the cost to a potential employer to utilize the individual’s employer-specific skills. The authors discuss how this model contributes new insights into an entrepreneurial career.
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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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Mcnamara, J. M., and E. J. Collins. "The job search problem as an employer–candidate game." Journal of Applied Probability 27, no. 4 (December 1990): 815–27. http://dx.doi.org/10.2307/3214825.
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In the standard job search problem a single decision-maker (say an employer) has to choose from a sequence of candidates of varying fitness. We extend this formulation to allow both employers and candidates to make choices. We consider an infinite population of employers and an infinite population of candidates. Each employer interviews a (possibly infinite) sequence of candidates for a post and has the choice of whether or not to offer a candidate the post. Each candidate is interviewed by a (possibly infinite) sequence of employers and can accept or reject each offer. Each employer seeks to maximise the fitness of the candidate appointed and each candidate seeks to maximise the fitness of their eventual employer. We allow both discounting and/or a cost per interview. We find that there is a unique pair of policies (for employers and candidates respectively) which is in Nash equilibrium. Under these policies each population is partitioned into a finite or countable sequence of subpopulations, such that an employer (candidate) in a given subpopulation ends up matched with the first candidate (employer) encountered from the corresponding subpopulation. In some cases the number of non-empty subpopulations in the two populations will differ and some members of one population will never be matched.
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Mcnamara, J. M., and E. J. Collins. "The job search problem as an employer–candidate game." Journal of Applied Probability 27, no. 04 (December 1990): 815–27. http://dx.doi.org/10.1017/s0021900200027996.
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In the standard job search problem a single decision-maker (say an employer) has to choose from a sequence of candidates of varying fitness. We extend this formulation to allow both employers and candidates to make choices. We consider an infinite population of employers and an infinite population of candidates. Each employer interviews a (possibly infinite) sequence of candidates for a post and has the choice of whether or not to offer a candidate the post. Each candidate is interviewed by a (possibly infinite) sequence of employers and can accept or reject each offer. Each employer seeks to maximise the fitness of the candidate appointed and each candidate seeks to maximise the fitness of their eventual employer. We allow both discounting and/or a cost per interview. We find that there is a unique pair of policies (for employers and candidates respectively) which is in Nash equilibrium. Under these policies each population is partitioned into a finite or countable sequence of subpopulations, such that an employer (candidate) in a given subpopulation ends up matched with the first candidate (employer) encountered from the corresponding subpopulation. In some cases the number of non-empty subpopulations in the two populations will differ and some members of one population will never be matched.
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Herman, Roger E., and Joyce L. Gioia. "Helping Your Organization Become an Employer of Choice." Employment Relations Today 28, no. 2 (2001): 63–78. http://dx.doi.org/10.1002/ert.1015.
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Sedighi, Farid, and Martin Loosemore. "Employer-of-choice characteristics in the construction industry." Construction Management and Economics 30, no. 11 (November 2012): 941–50. http://dx.doi.org/10.1080/01446193.2012.694458.
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DeVaro, Jed. "The labor market effects of employer recruitment choice." European Economic Review 52, no. 2 (February 2008): 283–314. http://dx.doi.org/10.1016/j.euroecorev.2007.11.001.
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Pujiastuti, Endah. "The Effect of Employer Brand on Employer Of Choice (EOC) Mediated By Per-son Organization Fit (PO-FIT) And The Moderation Role Of Social Media On The Relationship Of Person Organization Fit (PO-FIT) And Employer Of Choice (EOC) At STIBISNIS Polytechnic." Basic and Applied Computational and Advanced Research Journal 1, no. 2 (February 4, 2022): 69–76. http://dx.doi.org/10.11594/bacarj.01.02.04.
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The purpose of this study is to analyze the influence of the dimensions of the employer brand (work culture, ethics & CSR, diversity and salary & incentives) on person organization fit (PO-Fit). In addition, this study aims to analyze the dimensions of employer brand on employer of choice (EOC) mediated by person organization fit (PO-Fit). Furthermore, this study also aims to analyze the influence of person organization fit (PO-Fit) on employer of choice (EOC) and the role of social media moderation on the relationship of person organization fit (PO-Fit) and employer of choice ( EOC) on students of STIBISNIS Polytechnic. The method of data analysis used in this study was Structural Equation Modeling (SEM) using the SmartPLS application version 3.0. Data obtained through questionnaires distributed to 150 students of STIBISNIS Polytechnic. The first result shows that dimension of employer brand namely work culture and ethics & CSR has no effect on person organization fit (PO-Fit) while the other dimensions of employer brand are diversity and salary & incentives had a positive effect on person organization fit ( PO-Fit). Second result shows that Person Organization Fit (PO-Fit) are able to mediate the dimensions of employer brand (work culture, Ethics & CSR, Diversity and Salary & Incentives) towards employer of choice (EOC). The third result shows person organization fit (PO-Fit) has a positive effect on employer of choice (EOC). And the fourth result of this study shows that social media is able to moderate the influence of person organization fit (PO-Fit) on employer of choice (EOC) on students of STIBISNIS polytechnic from management and accounting program
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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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Prameka, Adelia Shabrina, Abdullah Sanusi, Ooji Futari II, and Yesiana Ihda Kusnayain. "The Influence of Employer Branding Towards Generation Z Students Attractiveness on Start-up Unicorn." Hasanuddin Economics and Business Review 5, no. 2 (October 31, 2021): 36. http://dx.doi.org/10.26487/hebr.v5i2.2910.
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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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Bigey, N. "Employment contracts: the inherent dangers of the fixed-term contract." Journal of Dentofacial Anomalies and Orthodontics 21, no. 4 (December 2018): 408. http://dx.doi.org/10.1051/odfen/2018096.
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Hiring an employee can be risky, especially when choosing the contract that will bind the employer to the employee. It is essential to choose a suitable contract. Oftentimes, the preferred choice is a fixed-term contract. If the reason for this choice is contested, the financial consequences may be exorbitant.
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Nipper, Rick. "Creating an Employer of Choice at Toho Water Authority." Proceedings of the Water Environment Federation 2012, no. 8 (January 1, 2012): 6728–30. http://dx.doi.org/10.2175/193864712811703568.
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Jones, Stephanie, and Ahmad Ahmad. "The perception of employer value propositions and the contrast between Dutch and Chinese graduates: A case study of TNT." Emerald Emerging Markets Case Studies 1, no. 1 (January 1, 2011): 1–9. http://dx.doi.org/10.1108/20450621111117125.
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Subject area HRM; recruitment; managing cultural expectations in business; leadership. Study level/applicability Undergraduate management courses; MBA and MSc. Case overview This case focuses on recruitment problems in Europe with an Asian dimension. A young Dutch and a young Chinese graduate are considering a career with postal, courier and logistics firm TNT – what are their concerns as graduating students in looking for a job? From the opposite perspective, the case considers how employers attract graduate recruits. The case encourages students of a wide range of cultural backgrounds to question if they are following their cultural norms, or their own personal needs, regardless of their culture. It introduces students to the concept of perceptions of employer value propositions (EVPs) and how employers can “market” themselves to employees. The case is appropriate for courses in leadership, human resource management, corporate social responsibility (CSR), managing culture, also job hunting and career workshops. Expected learning outcomes This case is aimed at projecting the importance of career choice criteria from both graduate and employer perspectives. The case examines issues of national culture and associated differences in employee and organizational expectations. The case also examines the role of CSR in attracting employees; and the particular concerns of Generation Y employees. Supplementary materials Teaching note.
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Mau, Tim A. "Enhancing leadership capacity in the public sector: branding as an employer of choice." International Journal of Public Leadership 15, no. 3 (August 12, 2019): 155–69. http://dx.doi.org/10.1108/ijpl-05-2019-0019.
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Purpose Public services around the world are grappling to enhance their leadership capacity. One approach is to provide leadership training and development to public servants, while another would be to target and hire individuals with proven leadership ability. The purpose of this paper is to focus on that latter strategy by critically examining the concept of branding the public service as an employer of choice as a means of recruiting and retaining sufficient leadership capacity. Design/methodology/approach The paper begins by outlining the challenge faced by governments to recruit the best and brightest employees into the public service. It then reviews the literature on the concept of branding as an employer of choice, including its perceived advantages and limitations, before undertaking a case study analysis of the 2007 public sector branding initiative of the Canadian federal government. Findings It is very difficult to develop a single, master brand given the diversity and complexity of the hundreds of organizations that comprise the public sector. While it may be a popular concept for private sector organizations, the concept of branding the public sector as an employer of choice has yet to demonstrate its merit. Canada, which was ostensibly the vanguard in terms of public sector branding, has been unable to position the federal public service as an employer of choice. Originality/value There is very little research on the use of branding as an employer of choice in the public sector. This paper contributes to the knowledge about the limitations of such strategies for ensuring that the public sector has the requisite leadership capacity.
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Andrushko, A. "Freedom of Choice in the Context of the Right to Work (According to Paragraph 1 of Article 40 of the Labor Code of Ukraine)." Uzhhorod National University Herald. Series: Law, no. 69 (April 15, 2022): 189–95. http://dx.doi.org/10.24144/2307-3322.2021.69.32.
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In the field of labor law highlights the problem of freedom of choice in the context of the right to work, which is achieved through the will of man, aimed at self-determination of a possibility that has legal significance with awareness of responsibility for the consequences. Therefore, freedom of choice in the context of the right to work is seen as a process of forming a person in the field of work through himself, through his own will to work. Theoretical study of freedom of choice in the context of the right to work is carried out on the example of termination of the employment contract on the initiative of the owner or his authorized body under paragraph 1 of Art. 40 of the Labor Code of Ukraine. It is substantiated that the freedom of choice in the right to work upon termination of the employment contract under paragraph 1 of Art. 40 of the Labor Code of Ukraine is ensured by the fact that the employee has the right to choose a job from all vacancies that exist in the company, regardless of the structural unit in which he worked, as well as any other job, including fixed-term employment. It is emphasized that the limits of freedom of choice of the employee among the vacancies offered by the employer is that he can choose only one that corresponds to his education, qualifications, experience. Therefore, if at the time of reduction of the company there are vacancies in the staff list, but job descriptions of these positions provide for applicants the appropriate level of education, special qualifications, work experience, etc., which the employee with whom the employment contract is terminated under paragraph 1 of Art. . 40 of the Labor Code of Ukraine does not exist, the employer is not obliged to offer such positions to the employee. It is emphasized that the freedom of choice in the aspect of return employment can be realized provided that the owner accepts employees with similar qualifications. It is substantiated that the freedom of choice of the employer consists in expediency of application of item 1 of Art. 40 of the Labor Code of Ukraine and provides for its subjective right to make decisions on the effective development of enterprises, institutions, organizations, but such decisions may not go beyond its powers, defined by regulations and the statute of the legal entity.
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Wang, Jing, and Frank Reid. "The impact of work hours discrepancy on employee absence." International Journal of Manpower 36, no. 5 (August 3, 2015): 668–93. http://dx.doi.org/10.1108/ijm-05-2013-0120.
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Purpose – The purpose of this paper is to examine the impact of the discrepancy between actual and desired weekly hours of work on employee absence. Design/methodology/approach – The authors used a nationally representative, employer-employee matched sample of over 39,000 employees and applied zero-inflated Poisson regressions. Findings – Work hours discrepancy has a significant impact on employee absence. This impact is different among employees who want to work more hours and those who want to work fewer hours. Originality/value – This study provides new insights into the determinants of employee absence and the implications of constraining employees in their choice of weekly hours of work.
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Kane, Kevin, Jenneille Hsu, Joseph Cryer, and Marco Anderson. "Affecting commute mode choice in Southern California: Which employer-based strategies work?" Journal of Transport and Land Use 13, no. 1 (October 8, 2020): 255–72. http://dx.doi.org/10.5198/jtlu.2020.1558.
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Interest in mandatory employer-based trip reduction (EBTR) programs has been renewed due to increased emphasis on reducing transportation-related greenhouse gas emissions. This paper analyzes survey data from 2004 to 2016 from an EBTR program in Southern California, known as Rule 2202, which allows employers with more than 250 workers to choose among implementing commute reduction strategies to meet performance standards, show evidence of obtaining omissions credits, or pay a fee-in-lieu. We report program statistics and conduct bivariate and regression analyses to determine which land-use and location characteristics, employer characteristics, and mitigation strategies explain cross-sectional differences in average vehicle ridership (AVR) and AVR improvement to understand where future AVR increases might be realized. Decreasing program participation suggests that alternatives to commute-reduction strategies make financial sense to regulated employers, but Rule 2202 employers report higher alternative transportation shares than the region as a whole. AVR is found to be highest at smaller worksites, in transit-supported and pedestrian-friendly neighborhoods, and where employers support vanpool programs. Multivariate analyses indicate that AVR gains were also highest in commercially dense neighborhoods, for retail businesses, and where guaranteed ride home programs were offered, showing promise for future AVR gains.
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Bejtkovský, Jiří, and Narcis Copca. "The Employer Branding Creation and HR Marketing in Selected Healthcare Service Providers." Management & Marketing. Challenges for the Knowledge Society 15, no. 1 (March 1, 2020): 95–108. http://dx.doi.org/10.2478/mmcks-2020-0006.
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AbstractThe paper focuses on the employer branding creation and HR marketing in selected healthcare service providers. The employer branding creation and HR marketing have become an interesting and creative area both in the field of HR management and marketing. The process of the employer branding creation and the conception of HR marketing coming from within the organizations and corporations could an interesting and effective tool that management not only in healthcare service providers could use to create a relationship with their current and also the potential employees. The aim of the article was to find out, among other things, which factors influence the choice of the employer (concerning the selected healthcare service provider). This study was researched on the gender and biological age of the respondents. For research purposes, a structured questionnaire was used. This questionnaire was distributed among selected healthcare service providers in the Czech Republic. The proposed research hypotheses have been verified through research. The statistical method of the Pearson’s Chi-square test was chosen to verify the research hypotheses. This research study has brought the compelling findings. Firstly, that there is a statistically significant relationship between the factors influencing the choice of the employer (the selected healthcare service provider) and the age of the respondents, and secondly that there is a statistically significant relationship between the factors influencing the choice of the employer and the gender of the respondents in selected healthcare service providers in the Czech Republic.
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Baliyan, Pritika Singh, and Som Pal Baliyan. "Employment Preference of Undergraduate Accounting Students in Botswana: Perceptional Analysis of Practitioners and Students." International Journal of Business and Management 11, no. 12 (December 17, 2016): 271. http://dx.doi.org/10.5539/ijbm.v11n12p271.
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This exploratory and descriptive study analyzed factors influencing employment choice of accounting graduates in higher education institutions in Botswana. Graduates’ preference to type of employer and size of employer were also analyzed. Data was collected through a survey of randomly selected 120 final year undergraduate accounting students from four randomly samples private higher education institutions in Botswana. Also, 60 accounting practitioners were purposively selected for data collection for comparing their perceptions with students on employment preference factors. Data analysis was accomplished using descriptive and inferential statistical tools of mean, frequency, ranking and Chi Square test. Students ranked flexible work schedule and work-life balance, initial salary and, opportunity for advancement as the three most important employment factors while practitioners ranked initial salary, opportunity for advancement and employer reputation and prestige as the three most important employment factors . It was therefore, recommended that employers should not only establish a good reputation but also, should create a conducive socio-economic environment by combining flexible working life with good salary offer to attract and retain employees. Students ranked private accounting jobs as their top preferred jobs. Students preferred large size employers over medium and small size employers. Reasons for preferring private accounting jobs and, large size employers should be investigated enabling accounting employers and, especially small and medium size employers, respectively in formulating appropriate strategies for attracting prospective employees in accounting profession.
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Neumark, David, Peter S. Barth, and Richard A. Victor. "The Impact of Provider Choice on Workers' Compensation Costs and Outcomes." ILR Review 61, no. 1 (October 2007): 121–42. http://dx.doi.org/10.1177/001979390706100107.
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Using survey data collected in 2002 and 2003 in California, Massachusetts, Pennsylvania, and Texas on workers injured 3 to 3.5 years earlier, coupled with information on the associated workers' compensation claims from the Workers Compensation Research Institute, the authors examine how provider choice in workers' compensation is related to costs and to workers' outcomes. They find that employee choice of the provider, by comparison with employer choice, was associated with higher costs and worse return-to-work outcomes. Although the same rate of physical recovery was found for both groups, workers who chose their providers reported higher satisfaction with medical care. The higher costs and worse return-to-work outcomes associated with employee choice arose largely when employees selected a new provider, rather than a provider with whom they had a pre-existing relationship. The findings lend some support to recent policy changes limiting workers' ability to choose a provider with whom they do not have a prior relationship.
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Vandenabeele, Wouter, Annie Hondeghem, and Trui Steen. "The Civil Service as an Employer of Choice in Belgium." Review of Public Personnel Administration 24, no. 4 (December 2004): 319–33. http://dx.doi.org/10.1177/0734371x04269371.
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Slinn, Sara. "Captive Audience Meetings and Forced Listening." Articles 63, no. 4 (December 10, 2008): 694–718. http://dx.doi.org/10.7202/019543ar.
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Widespread adoption of mandatory representation votes and express protection of employer speech invite employer anti-union campaigns during union organizing, including employer-held captive audience meetings. Therefore, the problem of whether and how to restrict employers’ captive audience communications during union organizing is of renewed relevance in Canada. Captive meetings are a long-standing feature of American labour relations. This article considers how treatment of captive meetings evolved in the U.S., including the notion of employee choice; the “marketplace of ideas” view of expression dominating the American debate; and the central role of the contest between constitutional and statutory rights. It also considers the concept of “forced listening” and the associated Captive Audience doctrine in U.S. constitutional law and considers its possible application to captive audience meetings and the Charter definition of free expression. Finally, it offers suggestions about how Canadian labour law can benefit from lessons learned from the American experience.
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Șupeală, Doru. "Inspire to Hire and Win the War for Talents." Marketing – from Information to Decision Journal 1, no. 2 (December 1, 2018): 54–66. http://dx.doi.org/10.2478/midj-2018-0010.
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AbstractIn the context of a highly dynamic labour market, with the entry of the Y and Z generations in the active workforce and the shift of power balance from employers to employees, the corporate employer brand becomes a strategic element and part of the non-material capital that each company can use to attract and retain top talents and, consequently, to get business performance. This paper proposes a modern vision of leadership and talent management, in which collaboration, empathy, democratization of decisions, development of emotional connections and increasing the level of freedom for employees contribute to building an effective, attractive and sustainable Employer Value Proposition. By integrating Human Resources and Marketing management principles, objectives, activities and tactics, companies should focus on authenticity in their communications, in order to win employees’ minds and hearts in the contemporary very intense competition for talents. We suggest updating the traditional Marketing Mix to 15 elements, in order to support Employer Branding Strategies and to reach the Employer of Choice status. The essential objective is the development of a deep relationship between employees and companies, in the form of a transaction with dual value, financial and emotional at the same time. Loyalty is seen as superior and consecutive to solidly applied retention, adding emotional value to the material benefits offered by the companies to their employees.
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Hasnine, M. Sami, Adam Weiss, and Khandker Nurul Habib. "Stated Preference Survey Pivoted on Revealed Preference Survey for Evaluating Employer-Based Travel Demand Management Strategies." Transportation Research Record: Journal of the Transportation Research Board 2651, no. 1 (January 2017): 108–17. http://dx.doi.org/10.3141/2651-12.
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This paper presents a study of commuters’ responses to various employer-based transportation demand management (TDM) strategies that was conducted in the Region of Peel, Ontario, Canada. The study involves design and implementation of a web-based survey of daily commuting mode choices and an efficient design-based stated preference (SP) experiment on the mode choice effects of potential employer-based TDM strategies. For the SP experiments, the survey also collected an elicited confidence rating from the respondents. The survey of 835 random commuters was conducted in fall 2014 and spring 2015. The paper uses empirical models of mode choices (revealed and stated) and an ordered probability model of the elicited confidence rating information to evaluate the data quality. The empirical models reveal that parking cost, monthly parking scheme, indoor parking facilities, emergency ride home, and bike share had higher impacts on commuting mode choices than did bike access facilities and a carshare strategy at the workplace. In relation to respondents’ confidence on SP responses, commuters with a higher number of cars in the household and with longer commuting distances seemed more certain and confident in their responses than did others. In addition, females were found to be more confident when answering SP choice questions.
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Elving, Wim J. L., Jorinde J. C. Westhoff, Kelta Meeusen, and Jan-Willem Schoonderbeek. "The war for talent? The relevance of employer branding in job advertisements for becoming an employer of choice." Journal of Brand Management 20, no. 5 (May 11, 2012): 355–73. http://dx.doi.org/10.1057/bm.2012.21.
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Andrianova, Elena V., and Anna N. Tarasova. "Modeling the factors determining transformation of mental trust into trusting behavior (the case of monitoring studies of the adult population in the Tyumen Region in 2007-2017)." Siberian Socium 3, no. 3 (October 31, 2019): 8–19. http://dx.doi.org/10.21684/2587-8484-2019-3-3-8-19.
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One of the main practical questions, which the researchers of trust deal with, is the definition of its “value”, or effects. This is especially true in the sphere of economic and organizational relations. Confidence is a factor contributing to the growth of wealth and competitiveness, saving transaction costs. The role of trust in the relations between the employer and the employee is important as a necessary condition for organizational innovation. Deepening further into the problem of building trust between the employee and the employer, the authors dwell into the differences of trust as a mental state and as a trusting action, which, according to Bart Nooteboom, is one of the sources of confusion in the corresponding studies. Based on the results of several waves of sociological research (2004-2017), this article shows how Russia undergoes a transformation of trust as a state of mind in the employee—employer relationship and how this affects their actions. Using the methods of correlation and variance analysis, the authors show the relationship between the interrelation between the experience of labor rights violation, protection from job loss, satisfaction with guarantied stability and permanent employment provided by the employer, and the level of trust in them. Studying the influence, which the level of trust as a mental state has on the employees’ behavior, has showed that the high level of trust in the employer serves as an incentive to continued labor relations, though does not guarantee it. Among the 18% of the workers interviewed, who demonstrated a high level of trust in their employer, noted at the same time their desire to change jobs. Likewise, distrust of the employer does not always lead to resignation. Among the employees who do not trust their employer, 38% expressed their readiness to continue their employment relations. The authors draw attention to some characteristics of workers who set the choice of this or that strategy of action with the same level of trust. Proceeding from this, the effect brought by trust will depend not only and not so much on the mental level of trust, but on how this trust transforms into actions and, most importantly, in what actions.
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McCall, Timothy, Danielle Melton, and Noël Smith. "PA use of flexibility in specialty, role, employer, and setting choice." Journal of the American Academy of Physician Assistants 30, no. 12 (December 2017): 1. http://dx.doi.org/10.1097/01.jaa.0000526989.23588.db.
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