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The purpose of this paper is to investigate if the presence of non-financial rewards (specifically work-life balance, learning, and career advancement) were able to influence the perceived attractiveness of a job offering. A secondary objective was to establish if there were demographic differences, specifically, gender, race, and age differences in the manner in which these non-financial rewards influenced the perceived attractiveness of a job offer.

A quantitative research approach was followed and a 23 full-factorial experimental design utilised. Data were collected with two questionnaires via convenience (non-probability) sampling. The first job attraction questionnaire assessed the perceived level of attractiveness to one of eight randomly assigned experimental conditions (stimuli) that were expressed as eight fictitious job advertisements. Employees who responded were from various industries (n=180). The data collected were analysed using descriptive statistics and a full-factorial ANOVA. A second questionnaire was used to assess the perceived attractiveness of various elements of a typical total rewards package. The validity and reliability of the second questionnaire was assessed using Exploratory Factor Analysis utilising the Principal Axis Factoring extraction method, employing a Direct Oblimin (i.e. Oblique) rotation, and calculating Cronbach α coefficients, respectively. Descriptive statistics were calculated for the composite factors or reward elements.

The non-financial reward elements (work-life balance, learning, and career advancement) were found to have statistically significant main effects on employees’ perceived attractiveness of a job offering. Gender was further found to also have a significant main effect, indicating that the presence of non-financial rewards was more attractive in job offerings for women than for men.

The sample group was obtained by means of convenience sampling and may not have been adequately representative of the target population.

Organisations may benefit from these results by implementing and/or emphasising non-financial rewards as part of a total rewards package when they attempt to attract or recruit potential employees. Organisations that seek to attract a higher number of female employees may benefit from the results by incorporating or further emphasising non-financial rewards as part of a targeted job offer.

Substantial research exists that has identified reward elements that are effective in attraction strategies, but the authors are unaware of any literature where use was made of an experimental design to empirically show that non-financial rewards effect/influence perceived job attractiveness. The current study succeeded in identifying that the presence of non-financial rewards, as part of a job advertisement led to significantly higher levels of job attractiveness in prospective employees. Also, that there are gender differences in the extent to which the presence of non-financial rewards effect perceived attractiveness of a job offer.

The study attempts to extend the current scholarship in the field of employer branding. Integrated communication is about consistent communication that is synergistic through multiple communication channels. Employer branding activities that involve multiple internal communication channels aim to attract employees. The study proposes that the perceived impact of effective integrated communication in employer branding shapes employee attitude and hence employee attraction. Employee perception of the choice of communication channels is also proposed to have an impact on employee attraction.

An exploratory qualitative study in the form of interviews and a preliminary survey was conducted in the first phase. The main study involved a questionnaire survey to empirically test the proposed hypotheses. The respondents were information technology–business process management (IT-BPM) employees (n = 520) in India.

The direct and interaction effects of integrated communication and usefulness of communication channels on employee attraction within the organization were empirically validated to suggest a positive impact on employee attraction.

The study extends the current body of knowledge on talent attraction to include present employees. Similarly, the study on integrated communication and its impact on employee attraction is an important addition to the literature on employer branding, internal communication and talent management, given the present coronavirus disease 2019 (COVID-19) situation.

The existing literature dealing with attractiveness during a service encounter focuses on employee attractiveness and its consequences. This paper aims to consider the other side of the coin by focusing on customers’ attractiveness.

On the basis of two studies, this paper presents and tests a model explaining the specific role that employee social attraction plays in customer service perception and satisfaction judgment.

It suggests that the appraisal of customers’ physical attractiveness and homophily may lead to situations in which employees are socially attracted to customers, thus influencing customer service perception.

Consequently, this research provides insights into the role of attraction determinants in a service context. In addition, it demonstrates how employees’ social attraction is triggered in a service context. The findings contribute to satisfaction research by extending prior research perceptions on dyadic service encounters and examining both employee attitude and customer perceptions in service interactions.

Literature indicates that monetary reward or compensation impacts on the level of attraction, motivation, job satisfaction and retention of employees. The elements of compensation include salary, bonuses (allowances), gratuity and pension. The purpose of this study is to investigate how these four elements of compensation specifically influence the attraction, motivation, job satisfaction and retention of public sector construction employees of Jigawa State of Nigeria to inform how their employer can raise the current levels of satisfaction and retention of employees.

The Positivist paradigm guided the empirical research where a questionnaire was developed, pilot-tested and administered to 265 people using stratified random sampling. A total of 260 questionnaires were collected, representing a response rate of 98 per cent. The data obtained were analyzed using both descriptive statistics and structural equation modelling.

The results established that construction employees in Jigawa State’s public sector were motivated by allowances and gratuity, attracted to the job by salary, pension and gratuity and remained in their jobs through the influences of gratuity and pension. Gratuity played a major role, as it impacted on all the four variables studied.

These findings are applicable to Jigawa State of Nigeria but can be extrapolated to other public sector construction employees in the whole country. The findings could also be generalized in other states where the pay scales are different within the ministries.

The impacts of four elements of monetary rewards on four employees’ variables were studied. The specifics of which elements of compensation influence the employees of Jigawa State’s Ministry of Works and Transport have been identified. The findings from this study showed that gratuity played a primary role, as it impacted highly on all the four variables of job attraction, motivation, satisfaction and retention. Pension also played a high role, as it impacted heavily on job attraction, satisfaction and retention. Comparatively salary and allowances had high impact on one variable each: job attraction and motivation, respectively.

This research seeks to understand whether employer branding (EB) and internal marketing (IM) are fundamental to the challenge of attracting and retaining talent and how these strategies can help companies to overcome the difficulties related to the talent shortage, from the perspective of a SME Portuguese metallurgical industry.

The research resorts to a case study of a qualitative nature, through a semi-structured interview with the head of the human resources (HR) training and development area of the Navarra Group, and quantitative, through surveys to its employees. Based on the literature, a conceptual model was constructed, whose application allowed us to perceive the relationships between the practices of EB and IM; satisfaction, motivation and commitment; attraction and retention.

The exploratory interview concluded that organizations consider EB and IM essential for an effective talent management strategy. The quantitative results demonstrate that IM and EB practices implemented in the organization contribute to the satisfaction, motivation and involvement of employees, which results in a decrease in the intention to leave. It is also noted that these practices promote an increase in the perception of organizational attractiveness, which represents a positive impact on its ability to attract.

From a theoretical perspective, the research contributes to the development of knowledge about IM, EB and talent management, providing relevant data that can help define the best strategies for attraction and retention, from the point of view of IM and EB.

The research presents preliminary insights that can be an auxiliary tool for HR managers and professionals in the context of industrial SMEs.

This study aims to unveil the determinants of employer branding (EB) that attracts and retains the employees working in the Indian higher education sector using the factor-analytic approach.

The study is cross-sectional, and the data were collected from 141 employees working in the higher education sector. Exploratory factor analysis and independent t-test were deployed to analyze the data.

The results of independent samples t-test explicate that perception of male and female university employees pertaining to EB factors of employee attraction (EA) and employee retention (ER) is congruent. Further, the perception of employees in public and private universities on EB factor is similar for ER and non-similar for EA.

The present research is an effort to unveil the employee attraction and retention factors that play a vital role in showcasing an employer as a great place to work in the Indian higher education sector.

Describes the commitment cohesion exercise, which is an instrument that increases the understanding of employees’ attraction to “the ideal” or empowered organization. Suggests that managers and supervisors will find the exercise instrumental in surveying quality of work‐life problems within their organizations. The exercise also measures employees’ perception of loyalty, values and organizational commitment. Three conditions, i.e. loyalty, values and commitment, influence empowerment structures within an organization. Discusses these conditions or components within the exercise and uses them to define an eight‐phase model which individuals pass in their decision to form and join “ideal” or empowered organizations. The exercise supports the notion of a stepwise movement from loyalty to value congruence (or agreement) to organizational commitment. It also demonstrates how progressive phases are associated with perceived quality of work life and connected to an empowered organization.

The present study aims to propose a novel employee-centric framework for the study of employer brand attractiveness. This framework disentangles the role of employer attributes, employee benefits and employee perceived value in the study of employer brands to better develop policies for talent attraction. Additionally, this study formulates a research agenda to help advance an employee-centric view of the employer’s brand management by following the tradition of customer-centric research and identifying benefits and forms of value that are yet unexplored.

This paper performs a systematic and critical review of the literature on employer brand attraction from the lens of means-end chains to examine how the notions of “employer attributes”, “employee benefits” and “perceived value” have been addressed in past studies and what relations have been established among these three concepts.

The results unveil the existing conflation among attributes, benefits and value in the conceptualization of employer brand attractiveness. By proposing an employee-centric framework following the tenets of current consumer-centric paradigms, this paper disentangles the notions of attributes, benefits and value in the creation of attractive employer brands; establishes a hierarchical relationship among them; and suggests studying the multiple paths of relationships between attributes and benefits. These conditions should help organizations understand how to create successful strategies to ultimately ensure that they are selected as employers of choice.

Further research is needed to clarify the domains in which the already studied empirical relations hold. This could be achieved by conducting a laddering process based on a means–end chain approach. Additionally, the impact of this framework on the construction of effective value propositions and employee market segmentation should be further explored.

This paper has revisited the construct of employer brand from a means–ends approach to propose an employee-centric view guiding employer brand strategies. As competition for the best employees sharpens, understanding how employer brand traits are valued in the eyes of different segments of employees and applicants may help organizations to develop more effective strategies to attract the best talent.

This study illustrates the effects of the motivating factors (e.g. learning facilities, employees' compensation and working environment) on organizational attractiveness.

This is a quantitative study. This study investigates the hypotheses based on the 160 employee responses from the different garments operating in Bangladesh's ready-made garment (RMGs) industry.

Using the structural equation modeling in Bangladesh's RMG industry, this paper argues that the working environment has a significant effect on organizational attractiveness in Bangladesh's RMG industry. This research study underlines that the working environment and employee compensations serve better than the employees learning facilities to grow employees RMG attraction.

The findings will help practitioners of the garment manufacturers to showcase the motivating factors for the employees in growing attraction for the industry. However, the research is limited to the garment industry in Dhaka, Bangladesh. Moreover, similar research can be extended further in other countries with bigger samples to draw a general conclusion for the RMGs' operating in Asia.

This paper brings a plea for the practitioners through this research's outcomes and provides useful indications of how organizations can motivate their employees to ensure organizational attractiveness for their garment industry.

The paper also contributes to the body of the literature relating to attractiveness in Bangladesh's RMG sector. Employees' participation in this research also confirms the unique context of the sector.

Skilled workers are crucial for an organization’s success, and managing, retaining and attracting them is vital in long-term. This study aims to explore talent management practices in the Finnish restaurant industry and to align workers' expectations with the real-world experiences of their work to reduce turnover and enhance job satisfaction.

The study adopts a mixed methods approach, including a survey and interviews with workers and managers to gain insights into their expectations and experiences of work. The study considers themes for designing and implementing effective talent management procedures.

This study highlights the importance of employees' experiences of their work conditions, leveraging positive emotions and fair utilization of temporary agency work (TAW). Understanding the different work preferences of generational cohorts and addressing the challenges associated with owner disengagement and TAW can also contribute to attracting and retaining talent in the restaurant industry.

Skilled workers have often been portrayed as targets that need to be managed, with insufficient consideration given to their preferences, needs and expectations. With the findings of this study, companies can establish mutual understanding with their employees and attract diverse talent.