To read this content please select one of the options below:

Employer image, corporate image and organizational attractiveness: the moderating role of social identity consciousness

Raghda Abulsaoud Ahmed Younis (Department of Business Administration, Faculty of commerce, Cairo University, Giza, Egypt)
Rasha Hammad (Department of Business Administration, Faculty of commerce, Cairo University, Giza, Egypt)

Personnel Review

ISSN: 0048-3486

Article publication date: 27 April 2020

Issue publication date: 13 January 2021

4285

Abstract

Purpose

Although researchers agreed that corporate image and employer image are important factors affecting organizational attractiveness, understanding the role of social identity within the attracting process, in addition to exploring the relationship between corporate image and employer image, is still a research gap. Therefore, this study aims to investigate the effect of corporate and employer image on organizational attractiveness in addition to understanding the moderating role of social identity on the relationship between corporate image and employer brand and organizational attractiveness.

Design/methodology/approach

The study used a survey method for data collection from fourth year students.

Findings

The findings show that both employer image and corporate image have a significant positive effect on organizational attractiveness . In addition, it has showed that social identity consciousness plays partial role as a moderator in the model.

Originality/value

This paper is one of the first papers that include corporate image, employer image, social identity consciousness and organizational attractiveness in the same model . In addition, it is one of the limited papers that considered both signal and social identity theory in attraction process.

Keywords

Citation

Younis, R.A.A. and Hammad, R. (2021), "Employer image, corporate image and organizational attractiveness: the moderating role of social identity consciousness", Personnel Review, Vol. 50 No. 1, pp. 244-263. https://doi.org/10.1108/PR-02-2019-0058

Publisher

:

Emerald Publishing Limited

Copyright © 2020, Emerald Publishing Limited

Related articles