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Journal articles on the topic 'Organizational attractiveness'

Author: Grafiati

Published: 4 June 2021

Last updated: 25 May 2024

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1

de Waal, André. "Measuring Organizational Attractiveness." International Journal of Management and Applied Research 9, no. 1 (April 25, 2022): 1–20. http://dx.doi.org/10.18646/2056.91.22-001.

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The war for talent has returned after the Covid pandemic. One way for organizations to win this war is by becoming more attractive than other organizations on the labor market. Previous research has shown that by becoming a high performance organization (HPO), an organization will be seen as ‘a winning team’ for which people like to work. This research evaluates whether organizational attractiveness can be measured by the objective ‘average bottleneck vacancies fulfillment time’ measurement, which measures the time between posting a vacancy on the job market and fulfilling that vacancy. In preparation for a webinar, organized by the Flemish Department of Employment on the attractiveness of organizations, registered respondents were send a survey with which they could indicate the high-performance level of their organization and how long it took for their organization to fulfill its bottleneck vacancies. With a statistical analysis the data was processed to evaluate whether a relationship could be found between the two variables. The research results show that there exists a linear and positive relationship between being an HPO and the time it takes for such a company to fulfill its bottleneck vacancies: increasing the high-performance level of a Flemish for-profit company organization decreases the time it takes to fulfill its bottleneck vacancies.

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2

Nadler, Joel T., Nicole L. Cundiff, Meghan R. Lowery, and Stacy Jackson. "Perceptions of organizational attractiveness." Management Research Review 33, no. 9 (August 6, 2010): 865–76. http://dx.doi.org/10.1108/01409171011070297.

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3

Turban, Daniel B., and Thomas L. Keon. "Organizational attractiveness: An interactionist perspective." Journal of Applied Psychology 78, no. 2 (1993): 184–93. http://dx.doi.org/10.1037/0021-9010.78.2.184.

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4

Bendaravičienė, Rita, and Tomas Vitkauskas. "Unveiling organizational appeal in Lithuania: A study on employee perceptions of organizational attractiveness as an employer." Problems and Perspectives in Management 22, no. 2 (May 7, 2024): 182–96. http://dx.doi.org/10.21511/ppm.22(2).2024.15.

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In recent times of uncertainty, new post-COVID-19 reality, and fierce competition for talented employees, organizational attractiveness as an appealing employer has emerged as one of the paramount facets, deeply integrated into strategic processes within organizations. However, there are many considerable challenges in understanding employee perceptions and meeting their expectations to become an employer of choice. The aim of the study is to examine Lithuanian employees’ attitudes toward different organizational attractiveness attributes, offering empirical insights for organizations to enhance their organizational attractiveness. To explore the manifestation of organizational attractiveness in Lithuanian organizations, 464 employed residents were surveyed using convenience sampling. Their attitudes were measured through the dimensions of social value, benefit value, development value, engagement value, economic value, management/leadership value, and work-life balance value. Descriptive statistics were used to analyze the questionnaire data. The results indicated that employees emphasized social (M = 7.44), management/leadership (M = 7.05), engagement (M = 6.80), and work/life balance values (M = 6.79), while benefits (M = 6.60), development (M = 6.54), and economic (M = 6.20) values received comparatively lower evaluations. Practical recommendations include promoting social responsibility, providing work opportunities, investing in employee’s development, fostering autonomy, improving leadership skills, and implementing systems for work-life balance and economic incentives. Upholding promises to employees is crucial for organizational credibility. By implementing these recommendations, organizations can enhance their attractiveness to both current and prospective employees. This study underscores the need for further research on sector-specific organizational attractiveness.

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Bakanauskiene, Irena, Rita Bendaravičienė, and Laima Barkauskė. "Organizational attractiveness: an empirical study on employees attitudes in lithuanian business sector." Problems and Perspectives in Management 15, no. 2 (June 7, 2017): 4–18. http://dx.doi.org/10.21511/ppm.15(2).2017.01.

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Measurement of employer’s attractiveness has been given much attention in many countries all over the world, but there was no extensive research performed in Lithuania so far, providing empirical evidence to define the landscape of organizational attractiveness in Lithuanian business sector. The aim of this study (N = 1020 respondents) is to identify which dimensions make organizations attractive as employers in Lithuanian business sector. The article employs a research approach based on a postpositivistic perspective. The relevant literature on organizational attractiveness is critically reviewed, analyzed, compared and generalized. Addressing research aim, a scale to measure organizational attractiveness as an employer was developed and administered in Lithuanian business sector in such a manner. Existing methodologies measuring organizational attractiveness were analyzed composing a list of 67 dimensions. Using content validity, scale comprising 30 dimensions was developed to measure organizational attractiveness of companies in Lithuanian business sector. A telephone interview survey method for data collection was used. Descriptive statistics (means, standard deviations, and frequencies) is used to analyze the data of the survey. 30 dimensions of organizational attractiveness were rank-ordered according to their means in descending order from most important to least important drivers of employer’s attractiveness. Specifically, the results suggested that good working atmosphere, adequate salary and interesting job are key to the attractiveness as an employer of business companies in Lithuania as perceived by their employees. The article also discusses the implications of the findings.

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Takagi, Hiroto, and Masahiro Ishida. "The effects of organizational characteristics on perceived organizational attractiveness." Proceedings of the Annual Convention of the Japanese Psychological Association 81 (September 20, 2017): 1C—016–1C—016. http://dx.doi.org/10.4992/pacjpa.81.0_1c-016.

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Takagi, Hiroto, and Masahiro Ishida. "The effects of organizational characteristics on perceived organizational attractiveness." Proceedings of the Annual Convention of the Japanese Psychological Association 82 (September 25, 2018): 2PM—012–2PM—012. http://dx.doi.org/10.4992/pacjpa.82.0_2pm-012.

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Takagi, Hiroto, and Masahiro Ishida. "The effects of organizational characteristics on perceived organizational attractiveness." Proceedings of the Annual Convention of the Japanese Psychological Association 83 (September 11, 2019): 2A—007–2A—007. http://dx.doi.org/10.4992/pacjpa.83.0_2a-007.

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9

Strobel, Maria, Andranik Tumasjan, and Isabell Welpe. "Do Business Ethics Pay Off?" Zeitschrift für Psychologie / Journal of Psychology 218, no. 4 (January 2010): 213–24. http://dx.doi.org/10.1027/0044-3409/a000031.

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The ability to attract highly qualified employees constitutes a significant competitive advantage, and is ultimately linked to an organization’s economic success. Creating and maintaining organizational attractiveness is therefore crucial to organizations. While previous research has demonstrated that an organization’s ethical conduct (e.g., corporate social responsibility) enhances its attractiveness for potential employees, there is no empirical evidence on whether the ethical behavior of an organization’s leaders can also affect organizational attractiveness. Using both experimental and correlational data we investigate the influence of leader ethical behavior on organizational attractiveness and examine the underlying mechanisms behind this relationship. In line with our hypotheses, ethical leader behavior leads to significantly higher ethical leadership ratings and to significantly higher ratings of organizational attractiveness. Furthermore, higher ethical leadership ratings were associated with stronger intentions to pursue employment with the respective organization. This effect was simultaneously mediated by organizational prestige and the general attractiveness of the organization.

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10

Hannon, John M. "Organizational attractiveness in Japan:a screening perspective." International Journal of Human Resource Management 7, no. 2 (May 1996): 489–507. http://dx.doi.org/10.1080/09585199600000139.

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11

Ling Chen, Yuan, Hsiow Ling Hsieh, and Yun En Ko. "In The Eyes of Job Seekers: The Impacts of ESG on Organizational Reputation and Attractiveness." International Journal of Arts, Humanities & Social Science 05, no. 03 (March 12, 2024): 15–20. http://dx.doi.org/10.56734/ijahss.v5n3a2.

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This study aims to explore the relationship between ESG and organizational reputation and attractiveness in the eyes of job seekers covering newly graduates and current employees in Taiwan. Drawing upon signaling theory and social identity theory, we investigate the environmental, social, and governance issues, respectively, and ESG as a whole as the drivers of organizational attractiveness, especially in the eyes of job seekers. To this end, we adopted a deductive approach to finalize the 34-item ESG measurement. Next, we collected data from 106 participants, including 49 students about to graduate or social freshmen looking for work and 57 current employees. Our findings indicate that (1) environmental issue, social issue, governance issue, and ESG as a whole are positively and significantly related to organizational reputation, respectively, (2) organizational reputation is the critical linkage between environmental issue, social issue, governance issue, and ESG as a whole, respectively, and organizational attractiveness, and (3) organizational reputation, rather than organizational attractiveness, is an underlying mechanism in the relationships as mentioned above. This study contributes to the current ESG literature by revealing the significant implications for organizations concerning ESG implementation and organizational attractiveness.

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Schmitz, Anja, Kirsten Wüst, and Lydia Fritz. "Influence of New Work Attributes in Job Advertisements on Perceived Organizational Attractiveness." management revue 32, no. 4 (2021): 318–42. http://dx.doi.org/10.5771/0935-9915-2021-4-318.

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Recruiting suitable talent has become increasingly difficult - including the recruitment of university graduates, members of the so-called millennial generation. Consequently, organizations are looking for ways to increase their organizational attractiveness. Many German companies are currently striving to implement the concept of new work with autonomy, meaningfulness, and self-actualization as its core attributes. While this concept has already drawn a lot of attention in the practitioner field, there is still a lack of controlled research on how these efforts affect organizational attractiveness for job seekers. This paper thus empirically investigates how millennials’ perception of organizational attractiveness is affected by the implementation of new work attributes in job advertisements. 214 business students participated in this experimental, randomized, preregistered two-group between-subjects design study. The results support the hypotheses that new work attributes in job advertisements significantly improve millennials’ appraisal of the perceived organizational attractiveness measured by perceived general attractiveness, intention to pursue and prestige of the organization. As expected, the effect was mediated by perceived person-organization fit. The study’s contribution lies in providing first empirical evidence for the positive effects of new work attributes on perceived organizational attractiveness.

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13

Lis, Bettina. "Corporate social responsibility’s influence on organizational attractiveness." Journal of General Management 43, no. 3 (March 26, 2018): 106–14. http://dx.doi.org/10.1177/0306307017749627.

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While most studies of corporate social responsibility (CSR) have been conducted at the firm level, there is a nascent interest in research at the individual, particularly the employee, level of analysis. However, the extant literature has revealed that the effect of CSR on organizational attractiveness (OA) remains under-examined. Previous studies have overlooked the complex nature of the decisions that potential employees make about job choices while addressing the isolated effect of CSR on OA. Addressing this research gap, the present study aims to answer the question: What will be the result if CSR is compared to other factors when choosing an employer? Therefore, this study provides meaningful insights for both researchers and practitioners not only by analyzing how CSR affects the OA but also by showing the importance of CSR relative to other factors, such as remuneration, location, and intellectual challenge.

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Nadler, Joel, Maya Gann-Bociek, and Brian Skaggs. "Interview support on perceptions of organizational attractiveness." Management Research Review 40, no. 7 (July 17, 2017): 783–99. http://dx.doi.org/10.1108/mrr-06-2016-0148.

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Purpose The purpose of this study was to examine how interview support materials provided on a company’s website would impact potential employees’ perceptions of organizational attractiveness (OA). This study examined the effects of interviewer, interview support and employee variables on employees’ perceptions of OA. Design/methodology/approach This study obtained data from 276 working adults. The participants were asked to visualize that they were selected for an interview, then were given one of four manipulations (with interview support, without interview support; informed participant interview would be with a potential peer, or interview would be with a potential supervisor) and post-manipulation measures (OA perception, trait anxiety, demographics). Findings This study’s results indicated that interviewer characteristics (peer or supervisor) were not significant; however, women and individuals with a lower socio-economic (SES) status found organizations to be more attractive when provided with interview support. There was an opposite effect on men and those with a higher SES. Research limitations/implications This study recognizes that the lack of demographic diversity and realism were limitations that must be considered; however, this study also recognizes that these findings have several practical implications (considering offering interview support, potential ideas to increase OA) and social implications (increasing demographic diversity in the workplace by also aiding historically disadvantaged groups). Practical implications Knowledge of who would be conducting the selection interview potential future peer versus a future supervisor did not affect organizational attraction OA ratings. Interview support offered on a company website had a positive impact on perceptions of OA for women and individuals with lower SES; however, the same support had a negative impact on perceptions of OA for men and individuals with higher SES. Originality/Value In addition to the social and practical implications this study holds, the authors of this study are not aware of any additional studies that examine gender and SES on organizational attraction.

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Chang, Wen-Ching, Liang-Chieh Weng, and Song-Bang Wu. "CSR and Organizational Attractiveness: The Impacts of Crisis and Crisis Response." Sustainability 15, no. 4 (February 17, 2023): 3753. http://dx.doi.org/10.3390/su15043753.

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This study explores whether different sources of CSR information (i.e., the organization itself vs. the third party) and CSR reputation (i.e., leading vs. backward) affect job applicants’ attraction to organizations. This study demonstrates the interaction effects of sources of CSR information and CSR reputation on organizational attractiveness and contributes to the literature by identifying the impact of crisis and crisis management strategies of the organization on its organizational attractiveness. From a Situational Crisis Communication Theory (SCCT), we examined the impacts of the crisis on organizations and what the crisis response strategies (i.e., excusing, apology, and scapegoating) organizations applied influence their organizational attractiveness. A fictitious food company was created for the experimental study. In total, 345 undergraduate business students at a university in central Taiwan were randomly assigned to 13 groups in different experimental settings. ANOVA and paired-sample t-tests were used to test the hypothesis. We found that (1) significant impacts made by the interaction effects of CSR reputations and the sources of CSR information of organizational attractiveness; (2) crisis events decreased organizational attraction dramatically regardless of the interaction of the sources of CSR information and CSR reputations; and (3) crisis management strategies effectively reduced the damages of crises on organizational attractiveness.

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Atalay, Davut, Umut Akçıl, and Ali Efdal Özkul. "Effects of Transformational and Instructional Leadership on Organizational Silence and Attractiveness and Their Importance for the Sustainability of Educational Institutions." Sustainability 11, no. 20 (October 12, 2019): 5618. http://dx.doi.org/10.3390/su11205618.

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Managers are expected to carry various leadership qualities in order to raise the human profiles (professionals) required by society. Leadership becomes even more important when it comes to education as it shapes our future. In educational institutions, especially transformational leadership (TL) and instructional leadership (IL) have a particular importance and play an active role in conveying a classical managerial approach. This as well influences the sustainability of the educational institutions. The managers with these two leadership qualities will contribute to a reduction in their employees’ perceptions of organizational silence (OS) and an increase in the perception of organizational attractiveness (OA). In this paper, we analyzed the effects of transformational and instructional leadership styles of the managers of high schools, which contain the aviation field of study, and their effects on organizational attractiveness and organizational silence. The universe of this study is 1537 teachers working in 21 public high schools in the 2017–2018 academic year in Turkey, and the sample is 749 teachers who responded to the survey. We used a relational model of quantitative research methods. In this study, the Transformational Leadership Scale and the Instructional Leadership Scale were used to determine the leadership styles of the managers according to the perceptions of the teachers, while the Organizational Attractiveness Scale and the Organizational Silence Scale were used to determine the perceived organizational attractiveness and organizational silence of the teachers. Within the scope of reliability analysis, all dimensions of the scales used were found to be reliable. SPSS 24.0 and LISREL 8.1 package programs were used in the analysis of the research data and the relations between the variables were examined by using the Structural Equation Model. As the main finding is the existence of correlation of the elements, specifically, it was found that transformational and instructional leadership have positive effect with same-direction on organizational attractiveness, positive effect with inverse-direction on organizational silence, as well as positive effect with inverse-direction between organizational silence and organizational attractiveness. These findings provide an additional layer of factors to be analyzed that might affect the sustainability of educational institutions. We propose further studies to be carried out on development of new correlation models between sustainability elements on one side, and organizational silence or organizational attractiveness on the other.

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Martinez-Hague, Paloma. "ORGANIZATIONAL ATTRACTIVENESS: A THEORETICAL REVIEW OF THE MOST RELEVANT EMPIRICAL RESEARCH FROM AN INTERACTIONIST PERSPECTIVE." International Journal of Professional Business Review 9, no. 4 (April 9, 2024): e0747. http://dx.doi.org/10.26668/businessreview/2024.v9i4.747.

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Purpose: This research aims to analyze and deepen the study of the Organizational Attractiveness construct, identify the main gaps in the field, and propose possible future research in this regard. Theoretical Framework: The shortage of talent in companies, the growing competition, and the new normality have made attracting talent a strategic but critical element for companies. In this sense, Organizational Attractiveness is recognized by various authors as a relevant construct to understand the attraction. In addition, these authors highlight some academic and empirical problems in this field of study. Design/Methodology/Approach: The literature review of more than 300 articles from the Scopus, Web of Science, and Google Scholar databases allowed us to analyze the content and identify 12 articles that discuss the measurement of Organizational Attractiveness under the conceptual models and theoretical framework identified. Findings: This theoretical research process has allowed us to identify four main gaps in this field of study. The gaps found are based on the comprehensive view of the dimensions of Organizational Attractiveness, the approaches to the study of Organizational Attractiveness, the methodology applied, and the sample studied. Research, Practical & Social Implications: Future research is proposed to resolve the gaps. Originality/Value: Although attraction and Organizational Attractiveness have proven strategic and critical, there is little research in the literature that acknowledges the gaps in the field of study. Identifying and closing these gaps could help companies better attract talent.

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Ali, Qamar, Muhammad Naveed Aslam, and Sahar Hafeez. "Impact of Online Recruitment on Organizational Attractiveness: An Experimental Study in the Context of Pakistan." iRASD Journal of Management 3, no. 3 (December 30, 2021): 318–28. http://dx.doi.org/10.52131/jom.2021.0303.0048.

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The purpose of this study is to explore the aesthetical features of corporate recruitment websites, including the website design, style, and color, and to investigate their impact on organizational attractiveness and applicants' intention to apply. By doing so, the study also examines the effects of corporate websites on applicants' perception of the corporate culture and measures the mediating impact of perceptions of organizational culture on organizational attractiveness and applicants' intention to apply for the jobs in the context of Pakistan. The study is based on a laboratory experiment with three hundred undergraduate business students conducted at a university computer lab. Correlation, Independent T-test, One-way ANOVA, and Simple Linear Regression were applied to analyze variables using SPSS. The findings of this study support the hypothesis that website features have a significant positive impact on applicants' perceived organizational attractiveness. However, the website's design does not seem to impact applicants' intentions to apply for the job substantially. The regression analysis results also revealed that the perceived organizational culture partially mediates the relationship between website features and organizational attractiveness and fully mediates the relationship between website features and intentions to Apply.

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Sultanova, Faniya R., and Anna B. Leonova. "THE ROLE OF INDIVIDUAL FACTORS IN ASSESSING THE ATTRACTIVENESS OF ORGANIZATIONAL CULTURE." Moscow University Psychology Bulletin, no. 2 (2021): 123–41. http://dx.doi.org/10.11621/vsp.2021.02.07.

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Relevance. Recruitment and organizational culture can be important strategic resources for retaining the most promising employees and reducing organizational turnover. The purpose of the work is to search for predictors of the organizational culture’ attractiveness among individual factors of personnel with access to forecasting staff turnover. Methods and sampling. A comprehensive study of employees of three industrial enterprises was conducted. A total of 131 people, 105 men and 26 women, took part in the study. The package of standardized methods included: “Questionnaire for assessing subjectively important performance characteristics”, “Career anchors”, “Diagnostics of the motivational structure”, “Attractiveness of organizational culture”, “Assessment of the subjective attitude to organizational culture” . Results. The result of statistical analysis was received four factor structure of the organizational culture’ attractiveness: motivational factor, communicative interaction, stable operation and the uncertainty. The contribution of employees’ individual factors for assessing the organizational culture’ attractiveness of industrial enterprises was revealed. In order to reduce the potential employees’ turnover, it is necessary to select personnel with attitudes to the balance of personal and professional life and without a motivation for management. The organizational culture should be focused on providing conditions for sustainable functioning — working hours, wages, working conditions. These factors are crucial for making a decision to leave the organization. Conclusions. The data obtained in our study can be useful for HR managers and managers of industrial organizations. They can influence the employees’turnover by changing the organizational culture or selecting personnel with certain motivation.

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K.E.P, Perera, and Karunarathne R.A.I.C. "The Impact of Non-Financial Rewards on Organizational Attractiveness." Asian Journal of Empirical Research 9, no. 6 (July 20, 2019): 157–65. http://dx.doi.org/10.18488/journal.1007/2019.9.6/1007.6.157.165.

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The main objective of this study was to examine the impact of nonfinancial rewards on organizational attractiveness. Drawing on the social exchange theory we develop and empirically test a model to explain the role of nonfinancial rewards, i.e. work-life balance, learning opportunities, and career advancement on organizational attractiveness. Following the quantitative research approach we collected data from 88 undergraduate students from 3 main universities in management in Sri Lanka. To test the model we developed one hypothesis. The results of simple linear regression suggested that nonfinancial rewards had statistically significant effect on generation Y candidates’ organizational attractiveness. This study mainly contributes to enhancing our understanding of the social exchange theory.

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Überschaer, Anja, Matthias Baum, Bjoern-Thore Bietz, and Rüdiger Kabst. "The contingencies of person-organization fit perceptions." Journal of Managerial Psychology 31, no. 6 (August 8, 2016): 1021–39. http://dx.doi.org/10.1108/jmp-09-2014-0266.

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Purpose – The purpose of this paper is to build on previous studies on the link between objective and subjective person-organization fit (P-O fit) and argue that the strength between objective and subjective fit is contingent on advertisement attractiveness and organizational image. Accordingly, the authors observe if advertisement attractiveness and organizational image help to strengthen the objective-subjective P-O fit relation. Design/methodology/approach – The authors conduct a survey among 942 individuals and compare between prospective jobseeker (n=629) and actual jobseeker (n=313) subsamples. Findings – Generally, the authors show that ad advertisements positively moderates the relation between objective and subjective fit. Moreover, the authors show that advertisement attractiveness moderates the relationship between objective and subjective fit for prospective jobseekers while the moderating influence of advertisement attractiveness is not significant for actual jobseekers. Organizational image, however, is shown to act as a negative moderator, particularly for the actual jobseeker sample. Research limitations/implications – The authors aim to contribute to prior research by emphasizing how the link between objective and subjective P-O fit can be elevated by cues such as advertisement attractiveness and might be disturbed by a very good organizational image. Practical implications – This study informs practitioners how two important recruitment signals, job advertisement and organizational image, influence the transmission of objective into subjective fit and thus help firms to improve their recruitment efforts. Originality/value – Even though many studies support the effects of P-O fit on organizational attractiveness or application intentions, only little is known in terms of how the relationship between the two dimensions of P-O fit – objective and subjective fit – can be positively influenced. Hence, there is a lack of understanding of how firms can focus their recruitment efforts effectively on highly fitting individuals.

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Story, Joana, Filipa Castanheira, and Silvia Hartig. "Corporate social responsibility and organizational attractiveness: implications for talent management." Social Responsibility Journal 12, no. 3 (August 1, 2016): 484–505. http://dx.doi.org/10.1108/srj-07-2015-0095.

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Purpose Talent management is a twenty-first-century concern. Attracting talented individuals to organizations is an important source for firm competitive advantage. Building on signaling theory, this paper proposes that corporate social responsibility (CSR) can be an important tool for talent recruitment. Design/methodology/approach Across two studies, this paper found support for this hypothesized relationship. In Study 1, a job advertisement was manipulated to include information about CSR and tested it in two groups of 120 master’s degree students who would be in the job market within the year. It was found that CSR was an important factor that increased organizational attractiveness. In Study 2, with 532 external talented stakeholders of 16 organizations, our findings were replicated and advanced by testing whether perceptions of CSR practices (internal and external) influenced perceptions of organizational attractiveness and if this relationship was mediated by organizational reputation. Findings This study found that perceptions of internal CSR practices were directly related to both organizational attractiveness and firm reputation. However, perceptions of external CSR practices were related only to organizational attractiveness through organizational reputation. Research limitations/implications The article’s one of the main limitations has to do with generalizability of the results and the potential common method variance bias. Practical implications The findings demonstrate that CSR can play an effective role in attracting potential employees, through enhancement of organizational reputation and organizational attractiveness. If organizations are willing to implement practices that protect and develop their employees, along with practices that improve the quality of the natural environment and the well-being of the society, they can become an employer-of-choice. Originality/value This study expands on previous studies by including an experimental design, including two types of CSR practices and a mediating variable in this field study.

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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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Joseph, Sanskrity, Susmriti Sahu, and Khan Abrar Uz Zaman Khan. "Organizational Attractiveness as a predictor of Employee retention." IOSR Journal of Business and Management 16, no. 9 (2014): 41–44. http://dx.doi.org/10.9790/487x-16944144.

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ERDOĞAN, Ali. "EXAMINATION OF THE RELATIONSHIP BETWEEN ORGANIZATIONAL ATTRACTIVENESS, ORGANIZAT." International Journal of Education Technology and Scientific Researches 6, no. 16 (January 1, 2021): 1646–78. http://dx.doi.org/10.35826/ijetsar.408.

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Agnihotri, Arpita, and Saurabh Bhattacharya. "CSR fit and organizational attractiveness for job applicants." Academy of Management Proceedings 2021, no. 1 (August 2021): 12604. http://dx.doi.org/10.5465/ambpp.2021.12604abstract.

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Gomes, Daniel, and José Neves. "Organizational attractiveness and prospective applicants' intentions to apply." Personnel Review 40, no. 6 (September 20, 2011): 684–99. http://dx.doi.org/10.1108/00483481111169634.

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Roque Gomes, Daniel, and José Gonçalves Neves. "Do applicants' prior experiences influence organizational attractiveness prediction?" Management Research: Journal of the Iberoamerican Academy of Management 8, no. 3 (November 12, 2010): 203–20. http://dx.doi.org/10.1108/1536-541011089420.

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Brunner, Christian Boris, and Matthias Baum. "The impact of brand portfolios on organizational attractiveness." Journal of Business Research 106 (January 2020): 182–95. http://dx.doi.org/10.1016/j.jbusres.2019.09.014.

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Kashive, Neerja, and Vandana Tandon Khanna. "Impact of Internal Branding (IB), Brand Commitment (BC) and Brand Supporting Behavior (BSB) on Organizational Attractiveness (OA) and Firm Performance(FP)." International Journal of Human Resource Studies 7, no. 2 (April 25, 2017): 155. http://dx.doi.org/10.5296/ijhrs.v7i2.11113.

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This paper explores the various dimension of Internal Branding like training, orientation and briefing and its impact on Brand commitment and Brand supporting behavior (like brand allegiance, brand endorsement and brand citizen behaviour).The study shows that training, orientation and briefing of Internal Branding (IB) does impact Brand commitment(BC) and brand supporting behavior(BSB). Internal Branding impact both organizational attractiveness and Firm performance while brand commitment only impact organizational attractiveness. With respect to brand supporting behaviour, brand citizen behaviour (BCB) and brand allegiance (BA) impact Organization attractiveness, while brand citizen behaviour (BCB) and brand endorsement (BE) impact firm performance.

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Kashive, Neerja, and Vandana Tandon Khanna. "Building Employee Brand Equity to influence Organization Attractiveness and Firm Performance." International Journal of Business and Management 12, no. 2 (January 25, 2017): 207. http://dx.doi.org/10.5539/ijbm.v12n2p207.

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This paper explores the various dimension of Internal Branding like training, orientation and briefing and Brand supporting behavior (like brand allegiance, brand endorsement and brand citizen behaviour).It further explores impact of Internal branding (IB), Brand commitment (BC) and Brand supporting behavior BSB) on Organization attractiveness (OA) and Firm Performance (FP). The study shows that Internal Branding (IB), Brand commitment (BC) and brand supporting behavior (BSB) impact Organizational attractiveness. While Internal Branding (IB), Brand commitment (BC) and brand supporting behavior (BSB) do not impact directly firm performance, but organizational attractiveness do have significant impact on perception of firm performance among employees.

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Ilchenko, Svitlana, and Ganna Glushko. "Investment attractiveness of the port industry in crisis conditions." Investment Management and Financial Innovations 14, no. 3 (November 13, 2017): 251–60. http://dx.doi.org/10.21511/imfi.14(3-1).2017.09.

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Historically, the maritime industry in Ukraine, which previously was subordinated to the Ministry of Transport of Ukraine and whose successor is the Ministry of Infrastructure of Ukraine, was complex of different organizations (shipping companies, ports, ship-repairing and shipbuilding factories and other related and auxiliary enterprises). They had their own organizational structures, goals and tasks and in some way interacted with each other. Such organization was aimed, first of all, at achieving target production indicators formed by the state authorities. In fact, such structure of maritime industry can be regarded as vertically integrated. When the issue of increasing the economic efficiency of the main component of the maritime industry (of the ports) was raised, the main efforts were aimed at minimizing the costs of their functioning. This led to the creation of horizontally integrated (in whole or in part) companies in the maritime industry. The driving factor for their implementation should be the transformation of organizational and economic mechanisms of regulation of the port’s activity from the point of view of a clearly defined anti-crisis character. Therefore, the goal of the study was to develop and justify the feasibility of using a model that will determine the effectiveness of the strategy of investment into the development of the organizational and economic mechanism of regulation of the port activity. The calculations of determining the best variant of an investment project under different external conditions are presented. In calculations based on certain criteria (appropriate levels of capitalization and effective dividend policies), we took into account the factors related to the expectations of the crisis in Ukraine, Ukraine’s unpreparedness to enter the new technological phase, the loss of scientific and technical personnel, inflationary phenomena and instability of the national and world currencies. In addition, within the framework of the developed model, the authors propose an algorithm that makes it possible to select the characteristics and determine the parameters of optimization of the organizational and economic mechanism of regulation of the port activity under the conditions of long-term continuation of the crisis situation.

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Joo, Young Ran, Hyoung Koo Moon, and Byoung Kwon Choi. "A moderated mediation model of CSR and organizational attractiveness among job applicants." Management Decision 54, no. 6 (July 11, 2016): 1269–93. http://dx.doi.org/10.1108/md-10-2015-0475.

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Purpose – The purpose of this paper is to investigate the mediating role of perceived overall justice and the moderating effect of self- and other-centered motives in the relationship between organizational corporate social responsibility (CSR) and organizational attractiveness using a sample of job applicants. Design/methodology/approach – The hypotheses were tested using a 2-by-2 experimental design and a sample of 376 South Korean University students. Findings – The results showed that organizational CSR positively influenced job applicants’ perceived overall justice. Moreover, it was found that perceived overall justice mediated the influence of CSR on organizational attractiveness. However, contrary to the hypotheses, the indirect effect of CSR on organizational attractiveness through perceived overall justice was significant only for job applicants who attributed self-centered motives to CSR. Practical implications – As it was found that job applicants who attributed other-centered motives to organizational CSR had high levels of perceived overall justice regarding organizations, independent of the actual level of engagement in CSR, it is crucial that organizations show sincerity in executing CSR. In addition, small- and medium-sized organizations may not have sufficient resources for CSR, but it is especially crucial for them to focus on CSR activities that are aligned with their business, implement CSR programs consistently, and focus on CSR itself rather than on advertising in order to facilitate, among job applicants, the attribution of other-centered motives to their CSR. Originality/value – From the perspective of overall justice and attributed motives, this study intensively explores the internal mechanism by which organizational engagement in CSR influences organizational attractiveness among job applicants. In practical terms, this study shows that it is important for organizations to consistently invest in CSR with authenticity, even when CSR activities are insubstantial and doing so may be attributed to self-centered motives. Limitations and directions for future research are discussed.

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Lee, Kyoung-Joo, and Sun-Yong Choi. "Effects of Organizational Culture on Employer Attractiveness of Hotel Firms: Topic Modeling Approach." Complexity 2022 (May 30, 2022): 1–12. http://dx.doi.org/10.1155/2022/4402673.

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As the acquisition and retention of motivated and skilled employees are key to the high performance of hotel firms, employer attractiveness of hotel firms is a critical factor in achieving competitive advantage. Focusing on organizational culture, this study analyzes how different cultural attributes affect hotel firms’ attractiveness as employers. For the empirical analysis, this study collected 54,040 reviews of 157 large hotel chains and firms from Glassdoor in the United States. This study combines an unsupervised machine learning tool for topic modeling (latent Dirichlet allocation) with the coding process of researchers to measure the different cultural attributes of hotel firms. The research results show the positive and significant impact of four cultural attributes—collaborative, employee development, fair compensation, and customer focus—on employer attractiveness measured by both users’ employer satisfaction and recommendations to friends. In contrast, an innovation culture has no significant effect on attractiveness.

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Greening, Daniel W., and Daniel B. Turban. "Corporate Social Performance and Organizational Attractiveness to Prospective Employees." Proceedings of the International Association for Business and Society 7 (1996): 489–500. http://dx.doi.org/10.5840/iabsproc1996746.

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TURBAN, D. B., and D. W. GREENING. "CORPORATE SOCIAL PERFORMANCE AND ORGANIZATIONAL ATTRACTIVENESS TO PROSPECTIVE EMPLOYEES." Academy of Management Journal 40, no. 3 (June 1, 1997): 658–72. http://dx.doi.org/10.2307/257057.

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Turban, Daniel B., and Daniel W. Greening. "Corporate Social Performance And Organizational Attractiveness To Prospective Employees." Academy of Management Journal 40, no. 3 (June 1997): 658–72. http://dx.doi.org/10.5465/257057.

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Chen, Yi-Ching, Chien-Cheng Chen, and Aichia Chuang. "How and When Do Interviewer Characteristics Affect Organizational Attractiveness?" Academy of Management Proceedings 2020, no. 1 (August 2020): 18347. http://dx.doi.org/10.5465/ambpp.2020.18347abstract.

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Koch-Bayram, Irmela, Chris Kaibel, and Torsten Biemann. "Algorithms in Personnel Selection, Applicants’ Attributions and Organizational Attractiveness." Academy of Management Proceedings 2021, no. 1 (August 2021): 15008. http://dx.doi.org/10.5465/ambpp.2021.15008abstract.

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Yan, Yu-Hua, and Chih-Ming Kung. "Hospital Image and Compensation/Benefit System on Organizational Attractiveness." Public Health - Open Journal 2, no. 1 (March 21, 2017): 33–41. http://dx.doi.org/10.17140/phoj-2-118.

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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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Ganesan, Muruganantham, Suresh Paul Antony, and Esther Princess George. "Dimensions of job advertisement as signals for achieving job seeker’s application intention." Journal of Management Development 37, no. 5 (June 11, 2018): 425–38. http://dx.doi.org/10.1108/jmd-02-2017-0055.

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PurposeGrounded in the concept of signaling theory and instrumental-symbolic framework, the purpose of this paper is to develop a model to examine the impact of print job advertisement (ad) dimensions (message contents) and organizational familiarity on job seeker’s perception of attitude, organizational attractiveness, and application intention.Design/methodology/approachThis paper is a theoretical exploration based on existing literature.FindingsThe presence of instrumental and symbolic attributes in print job advertisement such as job and work characteristics, aesthetics, employee testimonial/picture, corporate image enhancing statements, organizational culture-enhancing statements, and human resource offerings are more likely to play influential roles in creating favorable attitude, organizational attractiveness, and application intention in a job seeker. Apart from this, organizational familiarity plays a moderating role on job seeker’s attitude formation and in gaining organizational attractiveness.Practical implicationsThe study offers a clear guideline to recruiting organizations, HR managers, recruitment agencies, or consultants on how to design a recruitment advertisement to pool a large number of potential applicants. The study also throws light on testing the effectiveness of a recruitment advertisement, similar to commercial ads. Moreover, the outcome of testing would help the recruiters understand the pulse of the job seeker toward the ad, job, and organization.Originality/valueThis study theoretically clarifies the role of instrumental and symbolic attributes or dimensions of job ads and the role of organizational familiarity in inducing positive attitude formation and organizational attractiveness, in the process that cultivates application intention in a potential job seeker.

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Иванова and O. Ivanova. "Analyzing Factors of Investment Attractiveness of Regions." Economics 2, no. 3 (June 17, 2014): 38–41. http://dx.doi.org/10.12737/5226.

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The paper considers interrelations between the array of economic, legal, organizational, political and social factors and growth of investments in a given region. Identified components of favorable and unfavorable investment climates, which pose decisive impact on investments dynamics and structure.

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Lee, Bo Ra, and Seul Ki Lee. "Effects of Person-Environment Fit on Organizational Attractive and Prosocial Service Behavior: Focused on Airline Cabin Crew." Academic Society of Global Business Administration 20, no. 1 (February 28, 2023): 143–62. http://dx.doi.org/10.38115/asgba.2023.20.1.143.

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The purpose of this study is to investigate the effect of person-environmental fit on perception of organizational attractiveness and prosocial service behavior targeting airline cabin crew organizations. To this end, data were collected for cabin crew, and the research hypotheses derived through theoretical consideration were statistically tested to examine the relationship. The summary of the analysis results is as follows. First, it was found that the person-environment suitability perceived by the cabin crew partially had a positive effect on organizational attractiveness. Second, the person-organizational fit perceived by cabin crew was found to be a factor that had a positive effect on inner-role behavior and cooperative behavior among prosocial service behaviors, but did not have a direct effect on extra-role behavior. Third, it was confirmed that person-job fit has a positive effect on all pro-social service behaviors inner-role behavior, extra-role behavior, and cooperative behavior. Fourth, organizational attractiveness perceived by cabin crew was found to have a positive effect on prosocial service behavior, and it was found to have a relatively greatest effect on extra-role behavior. These results are expected to contribute to effective human resource management plans considering the suitability between cabin crew and the environment and strategies to improve the level of prosocial service behavior.

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Lin, Hsiu-Fen. "The impact of company-dependent and company-independent information sources on organizational attractiveness perceptions." Journal of Management Development 34, no. 8 (August 10, 2015): 941–59. http://dx.doi.org/10.1108/jmd-12-2013-0161.

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Purpose – Grounded in the extended technology acceptance model and dual-process theory, the purpose of this paper is to develop a research model to examine the impact of company-dependent (e.g. recruitment web sites) and company-independent (e.g. social influences) information sources on job seeker perceptions of organizational attractiveness. Design/methodology/approach – Utilizing data collected from 193 participants in Taiwan, various relationships in the research model are tested using the partial least squares approach. Findings – The results indicated that job seeker beliefs (perceived usefulness and perceived ease of use) of recruitment web sites and social influence factors (informational and normative social influences) are important antecedents of organizational attractiveness. Furthermore, system quality affects perceived ease of use, while information quality and service quality influence both perceived ease of use and perceived usefulness of recruitment web sites. Practical implications – Organizations need to put time and effort into ensuring that job seekers are satisfied with the information and service quality of recruitment web sites, since these two service-oriented web site features can enhance job seeker perceptions of organizational attractiveness. Additionally, perhaps the recruitment web sites can add links designed specifically for the social influencers such as parents, significant others, or teachers. Originality/value – The empirical approach is novel to the recruitment literature, and this study demonstrates its viability in providing a more comprehensive examination of the role of recruitment-related information sources for organizational attractiveness perceptions. These contributions also have practical implications for organizations: understanding how various recruitment-related information sources are likely to affect job seeker attraction and application decisions may improve organizational recruitment effectiveness by building a well-designed recruitment web site and positive word of mouth from existing employees.

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Keck, Natalija, Steffen Robert Giessner, and Merlijn Venus. "Practice as You Preach: Corporate Social Performance and Organizational Attractiveness." Academy of Management Proceedings 2015, no. 1 (January 2015): 19059. http://dx.doi.org/10.5465/ambpp.2015.19059abstract.

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Story, Joana S., and Filipa Castanheira. "The Impact of CSR Practices on Organizational Attractiveness: HRM Implications." Academy of Management Proceedings 2013, no. 1 (January 2013): 14342. http://dx.doi.org/10.5465/ambpp.2013.14342abstract.

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Sekiguchi, Tomoki, Yoshitaka Mitate, and Yunyue Yang. "Internship Experience and Organizational Attractiveness: Does Realistic Job Fit Matter?" Academy of Management Proceedings 2020, no. 1 (August 2020): 14720. http://dx.doi.org/10.5465/ambpp.2020.99.

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Lievens, Filip, Christoph Decaesteker, Pol Coetsier, and Jo Geirnaert. "Organizational Attractiveness for Prospective Applicants: A Person-Organisation Fit Perspective." Applied Psychology 50, no. 1 (January 2001): 30–51. http://dx.doi.org/10.1111/1464-0597.00047.

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Sommer, Luise Pauline, Sven Heidenreich, and Matthias Handrich. "War for talents-How perceived organizational innovativeness affects employer attractiveness." R&D Management 47, no. 2 (July 29, 2016): 299–310. http://dx.doi.org/10.1111/radm.12230.

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