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Book part
Publication date: 27 November 2023

Bahaudin G. Mujtaba, Frank J. Cavico and Tipakorn Senathip

Appearance is part of a person's non-verbal communication, and looks are often associated with the perceived ‘attractiveness’ of individuals for hiring practices in the workplace…

Abstract

Appearance is part of a person's non-verbal communication, and looks are often associated with the perceived ‘attractiveness’ of individuals for hiring practices in the workplace. As such, physical attractiveness can be a ‘prized possession’ when it comes to leaving a positive impression on managers who are interviewing candidates. In the twenty-first century environment, our society seems to be more obsessed with physical appearance than ever before because society has conditioned us to associate beauty with other favourable characteristics. Of course, such appearance norms, regarding attractiveness, ‘good looks’ and beauty are linked to years of socialisation in culture, cultural norms and materialistic personality standards.

In a business context, managers and employers often make hiring decisions based on the appearance and attractiveness of the job applicants since outward appearance seems to play a significant role in which candidates eventually might get the job. Physically attractive job applicants and candidates tend to benefit from the unearned privilege, which often comes at a cost to others who are equally qualified. Preferring employees who are deemed to be attractive, and consequently discriminating against those who are perceived as unattractive, can present legal and ethical challenges for employers and managers. In this chapter, we provide a discussion and reflection of appearance-based hiring practices in the United States with relevant legal, ethical and practical implications for employers, human resources professionals and managers. We focus on ‘lookism’ or appearance discrimination, which is discrimination in favour of people who are physically attractive. As such, we examine federal, state and local laws regarding appearance discrimination in the American workplace. We also offer sustainable policy recommendations for employers, HR professionals and managers on how they can be fair to all candidates in order to hire, promote and retain the most qualified professionals in their departments and organisations.

Details

The Emerald Handbook of Appearance in the Workplace
Type: Book
ISBN: 978-1-80071-174-7

Keywords

Book part
Publication date: 9 August 2017

Francesca Mochi, Rita Bissola and Barbara Imperatori

This chapter explores different strategies implemented by three companies using professional (LinkedIn) and non-professional (Facebook) social networking websites (SNWs) as a…

Abstract

Purpose

This chapter explores different strategies implemented by three companies using professional (LinkedIn) and non-professional (Facebook) social networking websites (SNWs) as a recruitment tool and investigates the influence of their perceived usability and attractiveness on job seekers’ attraction and their intention to apply.

Methodology/approach

First, a laboratory experiment involving 171 MBA students compares the effectiveness of three different social recruitment strategies. Second, a survey among 110 job seekers focuses on the most effective strategy in terms of attraction as an employer and the influence of perceived usability and attractiveness of professional SNW pages on job seekers’ intention to pursue the job.

Findings

The laboratory experiment confirms the key role of LinkedIn as an e-recruitment practice. The survey shows that the overall company image, the usability of the LinkedIn page and the interaction between the attractiveness of the page and the overall company image positively influence job seekers’ intention to pursue the job.

Social implications

The research offers insights on job seekers’ reactions to 2.0 Internet-based recruitment. Companies should focus on and invest in professional social medias, paying attention to the usability of their SNWs pages.

Originality/value of the chapter

Recruitment is a strategic HRM practice to attract talents; however, research lags behind practice and little is known about job seekers’ perceptions and reactions to Internet recruitment. This chapter sheds light on the use of social media for recruitment and identifies two features that contribute to an effective e-recruitment strategy.

Details

Electronic HRM in the Smart Era
Type: Book
ISBN: 978-1-78714-315-9

Keywords

Book part
Publication date: 16 November 2020

Sujo Thomas, Sonal Kureshi, Susmita Suggala and Valerie Mendonca

The pace of transformation in the business landscape has made it mandatory for the human resource function within the organisation to evolve, adapt and adjust to the demands of…

Abstract

The pace of transformation in the business landscape has made it mandatory for the human resource function within the organisation to evolve, adapt and adjust to the demands of the marketplace. This chapter focuses on HRM 4.0 and the change in employer branding strategies due to rapid increase in digitalisation, for example, through analytics and big data. A conceptual framework is provided that links HRM 4.0 with employer branding strategies.

Details

Human & Technological Resource Management (HTRM): New Insights into Revolution 4.0
Type: Book
ISBN: 978-1-83867-224-9

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Book part
Publication date: 27 July 2021

Donagh Davern

Purpose: The purpose of this chapter is to explore the use of employer branding as a key strategy in talent management, in an effort to retain employees in the context of the…

Abstract

Purpose: The purpose of this chapter is to explore the use of employer branding as a key strategy in talent management, in an effort to retain employees in the context of the Irish hotel industry.

Methodology/Approach: This chapter was part of a wider body of research, and combines this discussion with a sequential mixed-method approach. Semi-structured interviews were conducted with 18 hotel general managers in Cork City/County, and these were combined with 417 employee questionnaires conducted in the same hotels.

Findings: This chapter finds that hoteliers in Ireland are aware of the necessity to tackle the area of employee retention, are conscious of the importance of positive employer branding to aid in decreasing employee turnover, but that many are just at the genesis of their journey in the area of talent management. Indeed, many hotels have not yet implemented a talent management plan into their organisation and need to be more innovative in their approach to talent management through positive employer branding.

Practical implications: Employees strongly believe that those hotels which possess a positive employer brand have more committed employees, while those with negative reputations in terms of their employment affect an employee’s intentions to leave the business. Therefore, employers must put strategies in place to enhance their employer brand if they are to attract and retain employees.

Social implications: The chapter makes recommendations to hotel managers as to how employer branding can be utilised as part of their overall talent management strategy to increase employee retention in a challenging employment market, improving overall performance, and leading to sustained competitiveness. The areas of talent management, employer branding, and employee retention are interlinked, and it is imperative that hotels implement strategic initiatives in these key areas.

Originality/value of paper: This chapter contributes to the overall talent management area, offering further guidance to operators who are embarking on this strategic direction. It supports the link between talent management and employer branding.

Details

Talent Management Innovations in the International Hospitality Industry
Type: Book
ISBN: 978-1-80071-307-9

Keywords

Book part
Publication date: 15 July 2019

Brian R. Dineen, Greet Van Hoye, Filip Lievens and Lindsay Mechem Rosokha

Massive shifts in the recruitment landscape, the continually changing nature of work and workers, and extraordinary technological progress have combined to enable unparalleled…

Abstract

Massive shifts in the recruitment landscape, the continually changing nature of work and workers, and extraordinary technological progress have combined to enable unparalleled advances in how current and prospective employees receive and process information about organizations. Once the domain of internal organizational public relations and human resources (HR) teams, most employment branding has moved beyond organizations’ control. This chapter provides a conceptual framework pertaining to third party employment branding, defined as communications, claims, or status-based classifications generated by parties outside of direct company control that shape, enhance, and differentiate organizations’ images as favorable or unfavorable employers. Specifically, the authors first theorize about the underlying mechanisms by which third party employment branding might signal prospective and current employees. Second, the authors develop a framework whereby we comprehensively review third party employment branding sources, thus identifying the different ways that third party employment branding might manifest. Third, using prototypical examples, the authors link the various signaling mechanisms to the various third party employment branding sources identified. Finally, the authors propose an ambitious future research agenda that considers not only the positive aspects of third party employment branding but also potential “dark sides.” Thus, the authors view this chapter as contributing to the broader employment branding literature, which should enhance scholarly endeavors to study it and practitioner efforts to leverage it.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-1-78973-852-0

Keywords

Book part
Publication date: 10 July 2019

Sjoerd Gehrels

Abstract

Details

Employer Branding for the Hospitality and Tourism Industry: Finding and Keeping Talent
Type: Book
ISBN: 978-1-78973-069-2

Book part
Publication date: 12 July 2011

Timothy M. Gardner, Niclas L. Erhardt and Carlos Martin-Rios

Two primary approaches have been used to study employment brands and branding. First, there is a long history of the study of organizational attraction. Second, in the past 10–15…

Abstract

Two primary approaches have been used to study employment brands and branding. First, there is a long history of the study of organizational attraction. Second, in the past 10–15 years, there has been growth in a hybrid stream of research combining branding concepts from the consumer psychology literature with I/O psychology frameworks of organizational attraction and applicant job search behavior. In this chapter, we take an entirely different approach and suggest that the theoretical models built around product/service brand knowledge can readily accommodate employment brands and branding without hybridizing the framework with I/O psychology. This merging of employment brand with product and service brands is accomplished simply by recognizing employment as an economic exchange between workers and employers and recognizing workers as cognitive and emotional beings that vary in their talents and have their own vectors of preferences for the employment offering. After developing a testable model of the components, antecedents, and consequences of employment brand knowledge, we review the existing employment brand and organizational attraction literature and identify multiple opportunities for additional research.

Details

Research in Personnel and Human Resources Management
Type: Book
ISBN: 978-0-85724-554-0

Book part
Publication date: 18 August 2014

Tanya Bondarouk, Huub Ruël, Elena Axinia and Roxana Arama

HR professionals have identified the power of information sharing for employer branding that could be obtained through the rapid growth of social media usage. The growing interest…

Abstract

Purpose

HR professionals have identified the power of information sharing for employer branding that could be obtained through the rapid growth of social media usage. The growing interest in and power of social media seem to be important for companies that want to make themselves known as interesting employers and to recruit prospective employees, using techniques that are more common to job seekers and recruiters. This study aims to explore the immediate future of employer branding through social media, as envisioned by academics and HR practitioners.

Design/methodology/approach

To look into the future of employer branding, we use the Delphi technique for forecasting, planning, issue identification, and framework development (Bobeva & Day, 2002). Two groups of respondents participated in this three-part study: 11 academics and 20 HR professionals. They were selected because of their research into the integration of HRM and IT from the e-HRM Global mailing list. The panelists participated in the research via electronic communication. The data were collected in three rounds from November 2010 to April 2011.

Findings

Research has revealed differences in the opinions of academics and HR professionals on the impact of social media on employer branding. The academics see its general effect as the targeting of audience for recruitment, marketing/company brand, and ways of communication/HR competencies. The practitioners see the image of the employer, visibility of the company, and organization responsiveness. The study presents other findings within the boundaries of employer branding value proposition, internal and external marketing, and the role of HR professionals. According to the academics, HR professionals in the future will need to possess knowledge about marketing and communication studies and web-based applications/develop new skills. They think that social media will impact the image of HR in organizations. On the other hand, HR professionals think that the future of their activities will depend on their awareness of recruitment trends, HR innovative thinking, and HR networking skills. Although the object of their activity will remain recruitment, HR professionals will have to be continuously updated on what is new in the social media in terms of recruitment.

Originality/value

This study presents the results of the Delphi technique, which is itself considered an original research method and not widely accepted in the tough “publish or perish” world. The value of the research is its forecast about the future developments of employer branding through social media, as envisioned by academics and HR practitioners.

Details

Social Media in Human Resources Management
Type: Book
ISBN: 978-1-78190-901-0

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Book part
Publication date: 15 September 2016

Marlena A. Bednarska and Marcin Olszewski

There is an essential link between the success of hospitality organizations and the availability of appropriate labor resources, making employee attraction a critical concern for…

Abstract

There is an essential link between the success of hospitality organizations and the availability of appropriate labor resources, making employee attraction a critical concern for the industry. The purpose of this chapter is to investigate the role of work experience, both inside and outside the hospitality industry, in shaping students’ attitudes toward hospitality careers. The study was conducted on the group of 338 undergraduates and graduates enrolled in tourism and hospitality studies in Poznan, Poland. The findings suggest that work experience displays a stronger relationship with preferred than with perceived job and organization attributes. It is also related to perceptions of hospitality career attractiveness both in the long and in the short run as well as to intentions to apply for a job after graduation. The results underline the importance of providing students with quality work experience by the hospitality industry stakeholders as it can influence future career decisions.

Details

Tourism and Hospitality Management
Type: Book
ISBN: 978-1-78635-714-4

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Abstract

Details

Employer Branding for the Hospitality and Tourism Industry: Finding and Keeping Talent
Type: Book
ISBN: 978-1-78973-069-2

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