Literatura académica sobre el tema "Employer branding and culture"
Crea una cita precisa en los estilos APA, MLA, Chicago, Harvard y otros
Consulte las listas temáticas de artículos, libros, tesis, actas de conferencias y otras fuentes académicas sobre el tema "Employer branding and culture".
Junto a cada fuente en la lista de referencias hay un botón "Agregar a la bibliografía". Pulsa este botón, y generaremos automáticamente la referencia bibliográfica para la obra elegida en el estilo de cita que necesites: APA, MLA, Harvard, Vancouver, Chicago, etc.
También puede descargar el texto completo de la publicación académica en formato pdf y leer en línea su resumen siempre que esté disponible en los metadatos.
Artículos de revistas sobre el tema "Employer branding and culture"
1
Rana, Geeta, Ravindra Sharma, S. P. Singh y Vipul Jain. "Impact of Employer Branding on Job Engagement and Organizational Commitment in Indian IT Sector". International Journal of Risk and Contingency Management 8, n.º 3 (julio de 2019): 1–17. http://dx.doi.org/10.4018/ijrcm.2019070101.
Texto completoResumen
This article seeks to empirically examine the impact of employee branding on job engagement and organizational commitment in Indian IT companies. The data was collected from 250 employees employed in various companies in Indian IT companies. Results revealed a strong positive association between employer branding and job engagement, job engagement and organizational commitment, and employer branding and organizational commitment. Further, job engagement showed a partial mediating effect on the link between employer branding and organizational commitment. This is the first empirical investigation to simultaneously examine associations among employer branding, job engagement, and organizational commitment. Practitioners could, with such knowledge, incorporate the most influential dimensions of employer branding in organizational culture.
2
Wardini, Benari Saras y Lenny Christina Nawangsari. "The Influence of Employer Branding and Organizational Culture on Employee Engagement with Motivation as Mediators on the Millennials Generation at KAP TSFBR". European Journal of Business and Management Research 6, n.º 4 (31 de agosto de 2021): 388–93. http://dx.doi.org/10.24018/ejbmr.2021.6.4.1007.
Texto completoResumen
This study aims to analyze the effect of Employer Branding and Organizational Culture on Employee Engagement with Motivation as a Mediator for the millennials generation working at KAP TSFBR. Respondents in this study are 138 employees who were born between 1980 – 1995. This research used Descriptive Statistics with Structural Equation Modeling (SEM) analysis methods with variance-based multivariate statistical techniques using PLS.
The results of the study conclude that: 1) Employer branding has a positive and significant effect on employee engagement of millennials generation working at KAP TSFBR, 2) Employer branding has a positive and significant impact on the motivation of millennials working at KAP TSFBR, 3) Organizational culture has a positive and significant impact on employees' engagement of millennials working at KAP TSFBR, 4) Organizational culture has a positive and significant effect on the motivation of millennials working at KAP TSFBR, 5) Motivation has a positive and significant effect on millennials working at KAP TSFBR, 6 ) Employer branding has a positive and significant effect on employee engagement through motivation as a mediator for millennials working at TSFBR KAP, and 7) Organizational culture has a positive and significant effect on employee engagement through motivation as a mediator for millennials working at KAP TSFBR.
3
Barbaros, Maria Corina. "Does employer branding beat head hunting? The potential of company culture to increase employer attractiveness". Journal of Entrepreneurship, Management and Innovation 16, n.º 4 (2020): 87–112. http://dx.doi.org/10.7341/20201643.
Texto completoResumen
This paper aims to investigate the combined effort of the HR Department and the Marketing and Communication Department to define and implement employer-branding strategies. To obtain the aim, qualitative research was designed to establish the relationship between employer attractiveness, organizational attractiveness and company culture, and to identify to what extent company culture can be communicated through employer branding. Therefore, firstly, the study clarifies the links between employer branding, employer attractiveness, company culture, and the boundaries of these concepts. It then examines how employer branding works concerning company culture attributes, and, finally, the paper draws some conclusions that will address practical implications in the form of employer brand management. The research design was based on qualitative research methods (in-depth interviews and focus groups) applied to stakeholders, employees from the IT industry, and IT companies’ representatives. Subsequently, the qualitative data were processed with Atlas.ti 8 that generated the results and the points under discussion. The data show that when recruiting strategies, respectively, employer-branding strategies are thought separately, as happens most of the time, their efficiency diminishes considerably, and the employer image does not have consistency and attractiveness. To conclude, this study highlights the following practical ideas: a)management teams must have a holistic approach of employer branding, organizational attractiveness, and company culture; b)employer branding, in order to become a useful tool for employees’ retention and recruitment, must be managed by both the HR Department and the Marketing and Communication Department within a coordinated and coherent strategy and c) for employer branding to be efficient, there is a need to leverage HR as a strategic partner and, as a result, employees will be developed into strategic assets of the company.
4
Leekha Chhabra, Neeti y Sanjeev Sharma. "Employer branding: strategy for improving employer attractiveness". International Journal of Organizational Analysis 22, n.º 1 (4 de marzo de 2014): 48–60. http://dx.doi.org/10.1108/ijoa-09-2011-0513.
Texto completoResumen
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.
5
Jain, Neetu y Prachi Bhatt. "Employment preferences of job applicants: unfolding employer branding determinants". Journal of Management Development 34, n.º 6 (8 de junio de 2015): 634–52. http://dx.doi.org/10.1108/jmd-09-2013-0106.
Texto completoResumen
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.
6
Suen, Hung-Yue, Kuo-En Hung y Fan-Hsun Tseng. "Employer Ratings through Crowdsourcing on Social Media: An Examination of U.S. Fortune 500 Companies". Sustainability 12, n.º 16 (5 de agosto de 2020): 6308. http://dx.doi.org/10.3390/su12166308.
Texto completoResumen
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.
7
Saleem, Fathima Zahara y Oriol Iglesias. "Mapping the domain of the fragmented field of internal branding". Journal of Product & Brand Management 25, n.º 1 (21 de marzo de 2016): 43–57. http://dx.doi.org/10.1108/jpbm-11-2014-0751.
Texto completoResumen
Purpose – The purpose of this paper is to build a comprehensive conceptual framework of internal branding, to demarcate this field from employer branding and to develop an updated definition of internal branding that incorporates the findings of the literature review and emerging views in branding. Design/methodology/approach – This research conducts a systematic review of the internal branding and employer branding literature following previously established procedures. Findings – The major findings of this research are that internal branding comprises five key components within a supportive corporate culture, namely, brand ideologies, brand leadership, brand-centred human resource management (HRM), internal brand communication and internal brand communities; and that internal branding is related yet distinct from employer branding in its discipline, focus, components, outcomes and the role of the brand. The paper concludes with a comprehensive definition of internal branding derived from the conceptual framework and recent trends in branding, in addition to directed suggestions for future research in the field. Research limitations/implications – This research highlights areas for future research within internal branding, including the need for further research on internal brand communities and how brands can “internally brand” brand partners. Practical implications – The research highlights the company-wide and brand partner-wide effort required in internal branding, in addition to the necessity of a supportive corporate culture. Originality/value – This is the first review of internal branding and employer branding that aims to differentiate between the constructs and build a conceptual framework of internal branding, by drawing from the fields of HRM, marketing, branding and general management.
8
Gilani, Hasan y Shabana Jamshed. "An exploratory study on the impact of recruitment process outsourcing on employer branding of an organisation". Strategic Outsourcing: An International Journal 9, n.º 3 (21 de noviembre de 2016): 303–23. http://dx.doi.org/10.1108/so-08-2015-0020.
Texto completoResumen
Purpose This paper aims to focus on “Recruitment Process Outsourcing” (RPO) as a key element of improvement in corporate brand of organisation through using the talent and capabilities of employees. This research explores the linkages and interconnection between the concepts of RPO and its contribution towards the employer branding process. The review of the literature on RPO and employer branding identifies an emergence of conceptual framework based around outsourcing effectiveness and its impact on employer branding. Design/methodology/approach Exploratory research was carried out using case study analysis to give clear and deep understanding of the RPO and its impact on employer branding. This was conducted by using the semi-structured interviews with the HR and marketing managers using the qualitative method. The findings propose a conceptual framework which is representative for the organisations engaged in RPO. Findings The key findings include talented employees’ role in improving the brand image of any organisation; the development of customers’ perceptions through their attitude and behaviours; the reduction in the HR costs through RPO Services, the responsibility of the organisation taken by RPO which provides the chance for HR professionals and top management to focus on core activities; and the organisational care in selection of the RPO service provider as per their criteria. Research limitations/implications This research has been limited to assessing the impact of RPO on the employer branding of manufacturing organisations purely due to access issues. The research clearly establishes a good link between the operationalisation of RPO and its direct influences on an organisation’s employer branding through its outsourced employees. The research clearly highlights the importance of and the vital role played by the outsourced employees and how they need to be nurtured through a strong corporate culture and make them great brand ambassadors. Practical implications At the practical level, this study has several managerial implications, as the findings provide a good understanding of the concept of RPO and how it impacts the employer brands of the organisation. The research gives confidence to the HR managers and directors on the importance of outsourced staff members and the need to address the issues concerning the employee branding of an outsourced member of staff. The outcome of the research gives a conceptual model which represents the impact of an outsourced employee on the employer branding process of the organisation. This conceptual model highlights the many different factors that need to be addressed by a HR manager to keep consistency in employee branding of the organisation. Social implications The social implications of this research relate to the wellbeing and motivated staff members of an organisation, even though they do not work directly under the brand of the company they serve in. As mentioned in the research findings, the complications of the RPO process usually has drastic and serious impacts on employee attitudes and feelings when it comes to issues like change management, job satisfaction and the sense of belonging to the organisation. By addressing the different factors explored in the conceptual model of this research, an outsourced employee can feel equally motivated and belonging to the organisation they serve in, just as any other permanent member of staff who acts like an ideal brand ambassador for the employer branding of the organisation. Originality/value This research is original and adds value to the dynamics of RPO processes by exploring the impact of the process on employer branding of the organisation through its brand ambassadors. This research paves way for further research to be carried out within service organisations where employees play a vital role in being the brand ambassadors of their employer brands.
9
Roxo, Filipa. "Transmedia Storytelling as a Potential Employer Branding Strategy". U.Porto Journal of Engineering 6, n.º 1 (29 de abril de 2020): 66–77. http://dx.doi.org/10.24840/2183-6493_006.001_0007.
Texto completoResumen
This article analyses talent attraction and recruitment processes considering the theory of convergence culture and its concepts of participatory culture, collective intelligence and transmedia storytelling. The aim is to understand the potential of transmedia storytelling in the recruitment process, in line with the technological and social changes of the world. A more detailed example of a Heineken campaign using transmedia storytelling is described, exploring how it could be seen as a way of attracting candidates and promoting the image of the company as an employer. We conclude that transmedia storytelling allows organizations to get closer to their target audiences by employing a synergetic process susceptible to influence the image of organizations and the way candidates interact and share information about organizations, choosing their level of involvement.
10
Monteiro, Beatriz, Vasco Santos, Isabel Reis, Marta Correia Sampaio, Bruno Sousa, Filipa Martinho, Maria José Sousa y Manuel Au-Yong-Oliveira. "Employer Branding Applied to SMEs: A Pioneering Model Proposal for Attracting and Retaining Talent". Information 11, n.º 12 (9 de diciembre de 2020): 574. http://dx.doi.org/10.3390/info11120574.
Texto completoResumen
Most business enterprises are small and medium-sized enterprises (SMEs), and many of them are without a human resource and recruitment department. Thus, one of the challenges that organizations currently face is to find a strategy to retain and attract talent. To overcome this difficulty, enterprises must invest in employer branding policies and be aware of the factors that differentiate them from others when attracting employees. This study aims to develop an employer branding model applicable to SMEs, to increase and enhance the attraction and retention of talents. An exploratory approach based on a quantitative perspective was adopted to develop an employer branding model applied to SMEs, with two major reference employer branding models and frameworks used as the main support. The model of employer branding was applied to SMEs regarding four dimensions, whereby essential questions are asked, namely (1) organizational culture (e.g., do employees have a job description aligned with the corporate culture?), (2) company strategy (e.g., what is the strategy if business volume decreases?), (3) company reputation (e.g., how do you perceive and treat negative feedback?), and (4) reward systems (e.g., do you feel that your employees are motivated intrinsically or extrinsically or both?), ordered by layers based on a logical sequence. The new proposed model is expected to serve as a useful strategic tool and as a basis for attracting, retaining and managing talent, specifically in the SMEs context. This new model provides a set of strategic and competitiveness benefits for SMEs, while contributing to making enterprises more profitable. The model also contributes to SMEs having a better image and reputation, enabling them to stand out from others in the war for talent.
Tesis sobre el tema "Employer branding and culture"
1
Enemar, Sara. "Employer branding : Ett kommunikativt instrument". Thesis, Högskolan i Borås, Akademin för textil, teknik och ekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-10146.
Texto completoResumen
Det blir allt mer värdefullt för företag att kommunicera ut sitt arbetsgivarvarumärke till sina medarbetare och till framtida potentiella medarbetare. Fenomenet benämns employer branding och diskuteras i de flesta branscher. Modeindustrin är, i detta sammanhang, definitivt inget undantag. Employer branding handlar om att göra ett företag till en attraktiv arbetsplats och erbjuda ett unikt värde till befintliga och framtida medarbetare. Utmaningen inom employer branding framhävs genom den omstridda konkurrensen över att finna de mest lämpade medarbetarna och behålla de rätta medarbetarna i kombination med att kommunicera sina unika förmåner för att tilltala den allt mer specialiserade kompetensen hos arbetssökande. Employer branding kan i många fall stå i relation till sociala medier, som på många och olika sätt kan tilltala den interna sfären och externa intressenter hos ett företag. Med detta som grund utvecklades studiens syfte att undersöka hur employer branding skapar en attraktiv arbetsplats genom att öka motivationen hos anställda och förmedla ett externt informationsvärde. Studien har utgått från en kvalitativ metod där fyra fallföretag har involverats för att få fram relevant information där semistrukturerade intervjuer genomförts med samtliga fallföretag. Fallföretagens intervjuer presenteras under resultat för att tillsammans kunna mynna ut i en analys. Det har visats att fallföretagen arbetar främst internt med sin employer branding med en levande dialog kring företagets vision och värderingar tillsammans med att erbjuda sina medarbetare utveckling, karriärmöjligheter, trivselaktiviteter och se till den enskilde individen. Detta samtidigt som de har blicken mot de externa intressenterna genom att använda sig av sina befintliga medarbetare och sociala medier för att kommunicera sina unika värden. Dock framförde samtliga fallföretag att de måste utveckla sin externa kommunikation så inte en lämpad medarbetare går vidare till ett annat företag. Sammantaget visar studien hur fyra olika svenska modeföretag resonerar kring och använder sig av det allt mer aktuella fenomenet employer branding.
2
Sällinen, Iida y Siiri Järvinen. "Employer branding & Wellness syndromet : Kan employer branding om friskvård verka som en isolerande faktor?" Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-298207.
Texto completoResumen
The purpose of this study was to examine in what way a strong employer branding of health promotion can have an effect on the ways individuals can experience isolation and stress. In this survey we have used the theories of health promotion, organizational culture, isolation and stress in an analysis of the possible situation caused by strong employer branding of health promotion. We have used these theories in analysis with the purpose to answer the following questions: How does a strong employer branding of health promotion influence those employees who, for some reasons, don’t take advantage of organizations’ health promotion programs and activities? Could those, who don’t take advantage of health activities, become isolated in a company? The method of research that was used in this study is a qualitative analysis; we used semi structured interviews and open e-mail correspondences. The material was collected from nine different organizations as the response from ten interviews. The result of the analysis show that is possible for an individual to experience isolation and stress as a result of an organization’s employer branding on health promotion. At the same time these individuals can experience that they are indirectly obligated to consider their everyday actions from the health promotion perspective, which we have assumed to be a result of the possible punishments and rewards from their leaders. The conclusion is consequently that a strong employer branding can affect an individual’s social situation within an organization, but it is problematic to see in which scale. The result has revealed that employer branding of health promotion is a possible cause for isolation and stress.
3
Tryfonos, Angelique. "The relationship between employer branding and organisational commitment". Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/d1021146.
Texto completoResumen
The aim of this study was to determine whether a relationship exists between organisational commitment (OC) and employer branding (EB). The purpose was to Identifying whether employer branding effects organisational commitment (affective, normative and continuance commitment) and how significant that effect may be. Questionnaires were personally distributed by the researcher directly to employees under study. Non-probability sampling was used in the form of judgement sampling. The sample consisted of 124 employees from various retail outlets throughout Port Elizabeth, Eastern Cape. Five hypotheses were set for evaluation. A practically significant relationship was established between organisational commitment (OC) and employer branding (EB). A small practically significant relationship was found between gender and normative commitment. A medium practically significant relationship was found between gender and training and development as well as between gender and work/life balance. Statistically significant relationships were discovered with regards to age and leadership and also between age and rewards and recognition. A statistically significant difference was established between age and overall employer branding (EB). These findings suggest that a more positive employer brand will lead to improved organisational commitment (OC). More so, retail organisations aiming to improve on organisational commitment should incorporate those employer branding (EB) factors which employees’ place greater emphasis on, within their employer brand, which in turn will lead to greater organisational commitment.
4
Larsson, Lindholm Kristin. "Employer Branding : Medias påverkan på Vattenfalls arbetsgivarvarumärke". Thesis, Uppsala universitet, Medier och kommunikation, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-146056.
Texto completoResumen
Title: Employer Branding – Medias Influence on Vattenfall’s Employer Brand (Employer Branding – Medias påverkan på Vattenfalls arbetsgivarvarumärke) Purpose/Aim: The aim of this study is to examine how a negative media image influences the Employer Brand of the Swedish company Vattenfall. First of all I will examine if Vattenfall have a strong Employer Brand and then if the media image have any influence over the Employer Brand. My hypothesis is that Vattenfall’s Corporate Culture is a big part of the Employer Brand and because of that negative media images has no power to influence on Vattenfall’s Employer Brand. The second aim is therefore to examine if the hypothesis is correct. Material/Method: The methods used in the study are two interviews with employees of Vattenfall and three group discussions with possible future employees to Vattenfall – students who are studying in the field of energy. Main results: The study has three main results. First, the visible structures of Vattenfall’s Employer Brand are strong among the students. Second, a negative media image does not influence the Employer Brand of Vattenfall because the students have a lot of knowledge in this particular field and that makes them a well-aware audience. Third, the hypothesis is correct. The corporate culture is a big part of the Employer Brand, mainly the artifacts of the company and the students underlying assumptions of the employer.
5
Musil, Michal. "Employer branding ve společnosti SETOS Retail spol. s r.o". Master's thesis, Vysoká škola ekonomická v Praze, 2017. http://www.nusl.cz/ntk/nusl-359529.
Texto completoResumen
The master´s thesis summarizes complex view on employer branding, including formation of theoretical base, which is then applied in the form of actual employer branding project at SETOS Retail Ltd. The thesis aims to design particular stages in the process of creating employer`s brand creation, which optimize effectiveness of following processes in human resources, after that the process is being created and its benefits are evaluated at the company. The designed stages are based on the theoretical base, situational and employee analysis. The thesis consists of creation of the EVP (Employee Value Proposition), company values and mission that have been defined based on qualitative research with employees. The master´s thesis embodies creation of the Culture-Book Life Hacking, the company profile on the platform COCUMA and definition of the recruitment processes including onboarding of employees. Finally, mainly monitoring employee retention validates the thesis` contribution and benefits.
6
Landqvist, Magnus. "The Impact of Culture on Perceived Employer Attractiveness". Thesis, Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-70440.
Texto completoResumen
As the years go on the struggle to attract the most talented people has gotten increasingly fierce for organisations all over the world. In order to help them win this struggle organisations have developed a tool. This tool is employer branding, which is when an organisation implements marketing strategies to human resource activities. A branch of employer branding which deals specifically with the ability to attract employees is employer attractiveness. Studies on what makes an organisation particularly attractive as an employer has been conducted all over the world, and they have reached different conclusions. There has been speculation that the cultural differences between countries is the underlying cause to these differences in the findings, but not enough research has been conducted in the area to say for certain. The purpose of this thesis is to explain that apparent connection between what makes and employer attractive to someone and that person’s cultural values, as well as seeing if culture has an impact on what someone finds attractive in an employer. The best way of doing so was to conduct a quantitative, explanatory study, where questionnaires were sent to university students in two countries, Sweden and Germany. The questionnaire contained both elements related to employer attractiveness as well as to culture. The data was then analysed using statistical tests such as correlation and regression in order to fulfil the purpose of the study. After the analysis was conducted it was clear that there is a significant connection between employer attractiveness and culture, and that a person’s culture has an impact on what they find attractive in a potential employer. However, not all aspects of employer attractiveness perfectly correspond with all aspects of culture, but enough do to state that a connection and impact does exists. These findings are of value for organisations wanting to better target their strategies of attracting employees. The findings are especially relevant for organisations operating in a multinational environment, where impact of difference between cultures have to be taken into account to an even greater extent.
7
Krona, Theodor y Kronqvist Emil Virbert. "Employer branding: A way to retain young employees : A qualitative study on how SMEs use employer branding in order to retain young employees in their organization and how it is perceived". Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-39677.
Texto completoResumen
Problem background: The voluntary turnover of employees is increasing, the baby boomer generation is retiring and the remaining jobs are to be filled with the workforce left behind, a workforce that is smaller in size. These younger generations (generation Y and Z) have different values and attitudes towards work, and they tend to switch jobs more frequently. This means that companies needs to focus on retaining their personnel. This is particularly true for SMEs since they do not have the same resources to spend on attracting potential workers as larger corporations. Purpose: The purpose of this study is to gain a better understanding of how SMEs use employer branding to retain young employees (18-30 years old) in their organization and how it is perceived. Theoretical framework: Consists of theories regarding employer branding and organizational behaviour. These include signaling theory, functional and symbolic attributes, the seven brand value propositions and organizational reputation. Methodology: The authors has used a deductive qualitative approach where a total of 14 semi structured interviews has been conducted. Seven of the interviews were performed on employees between the age of 18-30 years old from three different companies. The remaining seven were performed on management personnel from the same three companies. The respondents answered a questionnaire at the end of each interview. Empirical results: Contains a summary of each company that were involved as well as what was discussed and uncovered in the interviews. Analysis: It connects the empirical results and the theoretical framework. The found discrepancies and similarities are discussed and analyzed with the seven brand value propositions based on the theoretical framework. Conclusion: It was concluded that there exists a discrepancy between Workers and Management when it comes to the time the Workers are willing to stay. It was also uncovered that development was an important aspect when it came to the young employees turnover intention as well as flexible schedules, support from management, salaries and varying work tasks. The reputation of the companies was also not accurate which in turn could affect the matching potential between organization and individual.
8
Vicente, Maria Ana Heitor. "Employer branding : análise da Santa Casa da Misericórdia de Lisboa". Master's thesis, Instituto Superior de Economia e Gestão, 2018. http://hdl.handle.net/10400.5/17421.
Texto completoResumen
Mestrado em MarketingO employer branding, com o passar dos anos, começou a ser uma das prioridades dos responsáveis de recursos humanos e dos gestores de topo. Procura-se, constantemente identificar a melhor maneira de atrair e reter os talentos que marcam a diferença em mercados competitivos, tendo em conta que o capital humano é um elemento crítico e estrategicamente muito importante. O tema desta investigação, inclui-se nesta temática das estratégias de employer branding, dentro de uma empresa, neste caso a Santa Casa da Misericórdia de Lisboa (SCML). A metodologia utilizada na concretização deste trabalho é qualitativa, sendo que a recolha dos dados foi efetuada através de entrevistas semiestruturadas a nove colaboradores da SCML. Os resultados alcançados nesta investigação, permitiram verificar que os inquiridos têm uma boa perceção e imagem acerca da SCML enquanto entidade empregadora e devido ao seu prestígio e confiança que transmite tanto internamente como externamente, consideram-na um bom local para trabalhar.
Employer branding has, over the years, become a top priority for Human Resources Management and top managers. It is sought, to constantly identify the best way to attract and retain talents that make the difference in competitive markets, given that human capital is a critical and strategically important element. The subject of this research is included in this theme of employer branding strategies within a company, in this case the Santa Casa da Misericórdia de Lisboa (SCML). The methodology used in the accomplishment of this work is qualitative, and the data collection was done through semi-structured interviews to nine SCML employees. The results obtained in this research, allowed to verify that the respondents have a good perception and image about the SCML as employer and due to its prestige and confidence that transmits both internally and externally, consider it a good place to work.
info:eu-repo/semantics/publishedVersion
9
Andersson, Sandra y Frida Åkerdal. "EMPLOYER BRANDING INOM OFFENTLIG SEKTOR - EN FALLSTUDIE OM VÄSTERÅS STAD". Thesis, Örebro universitet, Institutionen för humaniora, utbildnings- och samhällsvetenskap, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:oru:diva-67599.
Texto completoResumen
Employer branding has over the last 15 years gone from being a fashion concept to becoming a strong, established priority for many employers. Earlier research points to the importance of a strong employer brand for the well-being of a company. The purpose of this study is to gain an understanding of Västerås city’s work with employer branding and to highlight employee experiences of Västerås city as an employer. The following questions are answered in the essay: • How do HR staff in Västerås city work with employer branding? • How do the existing employees experience Västerås city as an employer? To answer these questions, a qualitative methodology was used with case study as a research strategy. The data was collected through semi-structured interviews. One interview was conducted with HR staff in Västerås city and four interviews were conducted with employees in various sectors within Västerås city. Their answers were then analyzed based on the chosen theoretical framework. The result showed that Västerås city emphasizes internal staff work to create a strong employer brand. This is done by emphasizing the importance of a good working environment, values and good leadership. Employees are involved in external communication through, for example, ambassador programs and EVP. All employees emphasized job security as one of the most important factors for their employers' choice. It was also a decisive factor in making them stay in Västerås city. Other important factors that were mentioned by the employees in the study were; personnel policy and administrative systems as well as work in itself. Improvement points raised by the staff in the study were to be more visible as employers for existing employees as well as more development opportunities to an even greater extent.Employer branding har under de senaste 15 åren gått från att vara ett modebegrepp till att bli en stark, etablerad prioritering hos många arbetsgivare. Den tidigare forskningen pekar på vikten av ett starkt employer brand för ett företags välmående. Syftet med denna studie är att få en förståelse för hur arbetet med employer branding går till inom Västerås stad samt belysa medarbetares upplevelser och erfarenheter av Västerås stad som arbetsgivare. Följande frågeställningar besvaras i uppsatsen: • Hur arbetar HR-personal inom Västerås stad med employer branding? • Hur upplever befintliga medarbetarna Västerås stad som arbetsgivare? För att besvara dessa frågeställningar användes en kvalitativ metod med fallstudie som forskningsstrategi. Datamaterialet samlades in genom semistrukturerade intervjuer. En intervju genomfördes med HR-personal på Västerås stad och fyra intervjuer genomfördes med medarbetare inom olika sektorer inom Västerås stad. Deras svar analyserades sedan utifrån det valda teoretiska ramverket. Resultatet visade att Västerås stad betonar det interna personalarbetet för att skapa ett starkt employer brand. Detta görs genom att framhäva vikten av en god arbetsmiljö, värderingar och bra ledarskap. Medarbetarna involveras i den externa kommunikationen genom exempelvis ambassadörsprogram och EVP. Samtliga medarbetare framhävde anställningstrygghet som en av de viktigaste faktorerna till deras val av arbetsgivare. Det var även en avgörande faktor för att få de att stanna inom Västerås stad. Andra faktorer som benämndes positiva enligt medarbetarna i studien var; personalpolitik och administrativa system samt arbetet i sig självt. Förbättringspunkter som lyftes av medarbetarna i studien var att visa sig mer synliga som arbetsgivare för de befintliga medarbetarna samt fler utvecklingsmöjligheter i ännu större omfattning.
10
Englund, Mia y Lina Fjellström. "Minskad personalomsättning med hjälp av intern employer branding : En fallstudie om hur ett känt företag inom telekombranschen kan minska personalomsättningen av kundtjänstmedarbetare". Thesis, Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-76782.
Texto completoResumen
A brand is one of the most important assets that an organization has. It is a complex collectionof experiences and images that belongs to the surrounding world and it can have a huge impacton the organization. Today, brands are used in various ways and in different areas. One of theseareas is employer brand. In order to strengthen the employer brand, organizations can workwith employer branding, which is a long-term strategy that can be applied both internally andexternally. By working with employer branding from the internal perspective, organization canreduce their employee turnover. This is especially important for organizations today, since theunemployment in Sweden is relatively low and the labour market belongs to the workers. Thisprovides a challenge for the future success of organizations, since it is the human capital inthese organizations that possess knowledge. In Sweden, one of the characteristics of thetelecom industry is that the customer consultants have a high percent of employee turnover.The purpose of this study is therefore to investigate how organizations within the telecomindustry can reduce employee turnover with the help of internal employer branding.To gain a deeper understanding of the purpose, this study was conducted as a qualitative, singleand imbedded case study where the empirical material was collected through semi structuredinterviews. The results of the study showed that the investigated organization did not have asustainable and distinct strategy regarding internal employer branding. This was demonstratedby the fact that the leadership did not have an homogenous direction and the employees andprevious employees did not share the organizations experience regarding their work to retainemployees, therefore the efforts did not get the desired effect. This can affect the employerbrand in a negative way and therefore it is crucial that organizations understand the importanceof internal employer branding and the components that affects the employer brand. There areno shortcuts in building an employer brand and retain employees, the organization has to beattentive to what the employees truly desire.Ett varumärke är en av de viktigaste tillgångarna ett företag har. Det är en komplex samling avupplevelser och bilder som omvärlden besitter och kan påverkar ett företag i hög grad.Varumärken återfinns inom breda områden och ett område som blivit allt mer aktuellt är ettföretags employer brand, även kallat arbetsgivarvarumärke. Arbetet för att stärka ett företagsemployer brand är en långsiktig strategi och kallas för employer branding. Denna strategi kanha två infallsvinklar, internt och externt. För att reducera personalomsättning används internemployer branding vilket är viktigt i dagens samhälle då arbetslösheten i Sverige är relativt lågoch arbetsmarknaden tillhör arbetstagarna. Det är även en utmaning för organisationersframgång att behålla kompetens inom organisationen. Telekombranschen i Sverige präglas avhög personalomsättning av kundtjänstmedarbetare och därför syftar denna studie till attundersöka hur dessa företag kan reducera personalomsättning med hjälp av intern employerbranding.För att få en djupare förståelse för studiens syfte genomfördes en kvalitativ, enkel fallstudiemed inbäddade analysenheter där semistrukturerade intervjuer användes för att samla in detempiriska materialet. Studiens resultat påvisade att den undersökta organisationen saknade entydlig strategi gällande intern employer branding vilket visade sig i att ledarskapet inte hade enenhetlig inriktning. De anställdas och tidigare anställdas upplevelser skiljer sig även frånorganisationens upplevelse gällande arbetet med att bibehålla personal och de åtgärder somorganisationen genomförde tappade då effekt. Detta kan innebära att organisationens employerbrand påverkas negativt och det är därför viktigt att organisationer idag förstår vikten av internemployer branding och dess beståndsdelar då det påverkar organisationens employer brand.För att bygga ett starkt employer brand och behålla humankapitalet inom organisationen finnsinga genvägar, du måste vara lyhörd till personalen.
Libros sobre el tema "Employer branding and culture"
1
Baran, Engin. Employer Branding. Wiesbaden: Springer Fachmedien Wiesbaden, 2018. http://dx.doi.org/10.1007/978-3-658-19341-6.
Texto completo
2
Schuhmacher, Florian y Roland Geschwill. Employer Branding. Wiesbaden: Gabler Verlag, 2014. http://dx.doi.org/10.1007/978-3-8349-4631-7.
Texto completo
3
Böttger, Eva. Employer Branding. Wiesbaden: Gabler Verlag, 2012. http://dx.doi.org/10.1007/978-3-8349-7067-1.
Texto completo
4
Schuhmacher, Florian y Roland Geschwill. Employer Branding. Wiesbaden: Gabler, 2009. http://dx.doi.org/10.1007/978-3-8349-8166-0.
Texto completo
5
Pellet, Lizz. The cultural fit factor: Creating an employment brand that attracts, retains, and repels the right employees. Alexandria, Va: Society for Human Resource Management, 2009.
Buscar texto completo
6
Künzel, Hansjörg, ed. Erfolgsfaktor Employer Branding. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-40535-8.
Texto completo
7
Jędrzejczyk, Anna. Internationales Employer Branding. Wiesbaden: Springer Fachmedien Wiesbaden, 2020. http://dx.doi.org/10.1007/978-3-658-29079-5.
Texto completo
8
Immerschitt, Wolfgang y Marcus Stumpf. Employer Branding für KMU. Wiesbaden: Springer Fachmedien Wiesbaden, 2019. http://dx.doi.org/10.1007/978-3-658-23133-0.
Texto completo
9
Weinrich, Kai. Nachhaltigkeit im Employer Branding. Wiesbaden: Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-04280-6.
Texto completo
10
Pätzmann, Jens Uwe y Robert Genrich. Employer Branding mit Archetypen. Wiesbaden: Springer Fachmedien Wiesbaden, 2020. http://dx.doi.org/10.1007/978-3-658-31290-9.
Texto completoCapítulos de libros sobre el tema "Employer branding and culture"
1
Hanußek, David Vinzenz. "Employer Branding". En Employer Branding für KMU, 29–57. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-11835-8_4.
Texto completo
2
Christa, Harald. "Employer Branding". En Basiswissen Sozialwirtschaft und Sozialmanagement, 133–69. Wiesbaden: Springer Fachmedien Wiesbaden, 2018. http://dx.doi.org/10.1007/978-3-658-19490-1_4.
Texto completo
3
Forster, Anja, Antonia Erz y Wolfgang Jenewein. "Employer Branding". En Behavioral Branding, 277–94. Wiesbaden: Gabler Verlag, 2012. http://dx.doi.org/10.1007/978-3-8349-7134-0_15.
Texto completo
4
Zeuch, Matthias. "Employer Branding". En Dos and Don’ts in Human Resources Management, 5–6. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-662-43553-3_2.
Texto completo
5
Gutjahr, Gert. "Employer Branding". En Markenpsychologie, 73–75. Wiesbaden: Springer Fachmedien Wiesbaden, 2019. http://dx.doi.org/10.1007/978-3-658-24282-4_16.
Texto completo
6
Schuhmacher, Florian y Roland Geschwill. "Employer Branding". En Employer Branding, 33–55. Wiesbaden: Gabler Verlag, 2013. http://dx.doi.org/10.1007/978-3-8349-4631-7_2.
Texto completo
7
Grobe, Eva. "Employer Branding". En Aktuelle Perspektiven des Marketingmanagements, 121–32. Wiesbaden: Gabler, 2008. http://dx.doi.org/10.1007/978-3-8349-9834-7_7.
Texto completo
8
Gutjahr, Gert. "Employer Branding". En Markenpsychologie, 75–77. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-09161-3_16.
Texto completo
9
Biernoth, Miriam. "Employer Branding". En Employer- und Behavioral Branding im Gesundheitswesen, 24–45. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-12866-1_3.
Texto completo
10
Klimkiewicz, Katarzyna. "Employer Branding". En Encyclopedia of Sustainable Management, 1–8. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-02006-4_209-1.
Texto completoActas de conferencias sobre el tema "Employer branding and culture"
1
Lu, Guang, Christian Dollfus, Thomas Wozniakand y Matthes Fleck. "Intelligent Branding for Less Well-Known Enterprises by Matching Culture Values of Employers and Candidates". En 2020 7th Swiss Conference on Data Science (SDS). IEEE, 2020. http://dx.doi.org/10.1109/sds49233.2020.00010.
Texto completo
2
Dabirian, Amir. "Employer Branding in the IT Industry: An Employer view". En 2019 IEEE 43rd Annual Computer Software and Applications Conference (COMPSAC). IEEE, 2019. http://dx.doi.org/10.1109/compsac.2019.00084.
Texto completo
3
Xia, Huang y Liu Yang. "The Employer Branding and Employee Performance". En 2010 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2010. http://dx.doi.org/10.1109/iciii.2010.609.
Texto completo
4
Macalik, Joanna y Adam Sulich. "External employer branding of sustainable organizations". En Contemporary Issues in Business, Management and Economics Engineering. Vilnius Gediminas Technical University, 2019. http://dx.doi.org/10.3846/cibmee.2019.054.
Texto completoResumen
Purpose – the purpose of the article is to examine whether and to what extent selected Polish companies implement so-called “green employer branding” in communication with their external stakeholders. Research methodology – the article consists of the theoretical part, which uses the critical analysis of the scientific literature on both green or sustainable organizations and external employer branding; and the practical part, which uses the case study method and content analysis of companies' websites, job advertisements, and social media. Findings – the main results of the conducted research concern the scope, tools, and methods of creating a green employer brand of Polish enterprises. The conducted case study and content analysis showed that Polish enterprises consciously manage their employer brand, emphasizing the ecological aspects of their business activities. The obtained results complement knowledge in the area of management sciences with detailed conclusions regarding the green employer branding. Research limitations – the conducted analysis is a preliminary examination. Its limitations are primarily related to the methods used for qualitative research, as well as a limited research sample. In the future, such limitations might be overcome by using quantitative research methods and the extension of the research sample. Practical implications – the results of the research constitute a set of good practices in the field of green employer branding. The formulated model can help formulate the strategy of external employer branding. Originality/Value – presented research is very first attempt to describe employer branding actions in the aspect of green management in Poland
5
Mamatelashvili, O. V. "Employer Branding In The Railway Industry". En II International Conference on Economic and Social Trends for Sustainability of Modern Society. European Publisher, 2021. http://dx.doi.org/10.15405/epsbs.2021.09.02.98.
Texto completo
6
Widyana, Suci Fika, Tjutju Yuniarsih, Eeng Ahman y Disman. "Employer Branding Strategy to Increase Employee Engagement". En 5th Global Conference on Business, Management and Entrepreneurship (GCBME 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/aebmr.k.210831.118.
Texto completo
7
Slavkovic, Marko, Jasmina Ognjanovic y Marijana Simić. "Importance of Employer Branding in “War For Talent”". En 24th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2019. http://dx.doi.org/10.46541/978-86-7233-380-0_12.
Texto completo
8
Šrámková, Dana. "EMPLOYER BRANDING AS THE COMPETITIVE TOOL OF MANAGERS". En 15th International Bata Conference for Ph.D. Students and Young Researchers. Tomas Bata University in Zlín, 2019. http://dx.doi.org/10.7441/dokbat.2019.103.
Texto completo
9
Tomar, Jyoti, Shivani Agarwal y K. R. Chaturvedi. "Relationship between Employer Branding and Corporate Social Responsibility". En The International Conference on Research in Management & Technovation 2020. PTI, 2020. http://dx.doi.org/10.15439/2020km19.
Texto completo
10
Vaijayanthi, P. y K. A. Shreenivasan. "Employer branding in IT/ITES units - an empirical study". En 2011 International Conference on Business, Engineering and Industrial Applications (ICBEIA). IEEE, 2011. http://dx.doi.org/10.1109/icbeia.2011.5994242.
Texto completoInformes sobre el tema "Employer branding and culture"
1
Hotsur, Oksana. SOCIAL NETWORKS AND BLOGS AS TOOLS PR-CAMPAIGN IMPLEMENTATIONS. Ivan Franko National University of Lviv, marzo de 2021. http://dx.doi.org/10.30970/vjo.2021.50.11110.
Texto completoResumen
The article deals with the ways in which social networks and the blogosphere influence the formation and implementation of a PR campaign. Examples from the political sphere (election campaigns, initiatives), business (TV brands, traditional and online media) have revealed the opportunities that Facebook, Telegram, Twitter, YouTube and blogs promote in promoting advertising, ideas, campaigns, thoughts, or products. Author blogs created on special websites or online media may not be as much of a tool in PR as an additional tool on social media. It is noted that choosing a blog as the main tool of PR campaign has both positive and negative points. Social networks intervene in the sphere of human life, become a means of communication, promotion, branding. The effectiveness of social networks has been evidenced by such historically significant events as Brexit, the Arab Spring, and the Revolution of Dignity. Special attention was paid to the 2019 presidential election. Based on the analysis of individual PR campaigns, the reasons for successful and unsuccessful campaigns from the point of view of network communication, which provide unlimited multimedia and interactive tools for PR, are highlighted. In fact, these concepts significantly affect the effectiveness of the implementation of PR-campaign, its final effectiveness, which is determined by the achievement of goals. Attention is drawn to the culture of communication during the PR campaign, as well as the concepts of “trolls”, “trolling”, “bots”, “botoin industry”. The social communication component of these concepts is unconditional. Choosing a blog as the main tool of a marketing campaign has both positive and negative aspects. Only a person with great creative potential can run and create a blog. In addition, it takes a long time. In fact, these two points are losing compared to other internet marketing tools. Further research is interesting in two respects. First, a comparison of the dynamics of the effectiveness of PR-campaign tools in Ukraine in 2020 and in the past, in particular, at the dawn of state independence. Secondly, to investigate how/or the concept of PR-campaigns in social networks and blogs is constantly changing.