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Book part
Publication date: 9 August 2018

Lena Lindholm

Corporate social responsibility (CSR) has become an essential part of business, and companies should genuinely incorporate social responsibilities toward internal and external…

Abstract

Corporate social responsibility (CSR) has become an essential part of business, and companies should genuinely incorporate social responsibilities toward internal and external stakeholders in their operations. The most important stakeholder group is the personnel, which is why employers should pay attention to strengthening the employer–employee relationship. The purpose of this text is to demonstrate the connections between employer branding and CSR.

Theory on employer branding and CSR indicates that there are both strategic and operational connections. Strategically, employer branding can be considered the outcome of the co-operation among branding, CSR, and human resource management (HRM). At an operational level, there are several CSR activities that can be of use when developing and implementing economic, functional, and psychological employer-branding elements.

In order to establish how CSR is used in employer branding in practice, a qualitative content analysis of the website communication of three multinational IT companies was made. All of the companies have been acknowledged for their strong internal employer brands, and the analysis focused on what types of CSR activities they communicate externally as part of their employer branding efforts.

The study concludes that CSR can be relevant to employer branding and presents a categorization model for facilitating a concrete integration of CSR and employer-branding elements.

Details

Developing Insights on Branding in the B2B Context
Type: Book
ISBN: 978-1-78756-276-9

Keywords

Article
Publication date: 10 July 2017

Sultan Alshathry, Marilyn Clarke and Steve Goodman

The purpose of this paper is to present a conceptual framework for employer brand equity (EBE) that combines both perspectives of employer brand customers into a unified framework…

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Abstract

Purpose

The purpose of this paper is to present a conceptual framework for employer brand equity (EBE) that combines both perspectives of employer brand customers into a unified framework for employee attraction and retention.

Design/methodology/approach

This paper extends previous conceptual work on EBE by identifying the role of EBE antecedents in internal and external employer branding. In addition, it recognizes the interactive nature of employer-employee relationship.

Findings

The framework incorporates employee experience with the employer, which relates to the interaction between employee and employer and recognizes the internal and external perspectives simultaneously. Further, the unified framework helps to develop a four-cell typology for the strategic management of an employer brand.

Originality/value

Existing research has failed to integrate the two perspectives of employment customers in a clear model and, thus, offered limited applicability to an employment setting. The EBE framework goes beyond existing models by providing a conceptualization that aims to reflect the employer-brand relationship from the perspective of existing and potential employees. Further, it provides theoretical and empirical rationale for a set of propositions that can empirically be examined in future research.

Details

International Journal of Organizational Analysis, vol. 25 no. 3
Type: Research Article
ISSN: 1934-8835

Keywords

Article
Publication date: 5 December 2018

Alison Berry and Jeanette Martin

The purpose of this paper is to explore how large, public companies in the health industry communicatively engage in employer branding on career homepages.

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Abstract

Purpose

The purpose of this paper is to explore how large, public companies in the health industry communicatively engage in employer branding on career homepages.

Design/methodology/approach

An exploratory content analysis of the career homepages (N = 42; 8,500) was conducted to analyze the communication of successful organizations in four realms of the public health-care industry to include Biotech (n =10), Managed Health Care (n = 8), Medical and Equipment Supplies (n = 12) and Pharmaceuticals (n = 12).

Findings

The analysis revealed the following ten major themes of content: Worldview, Stakeholders, Environment, Excellence, Dedication, Aid, Unity, Advancement, Distinctiveness and Industry/Organization. Additionally, the results revealed that health-care employer branding often communicated about Stakeholders, Industry/Organization and Advancement.

Research limitations/implications

The results of this study aid researchers in understanding the foundational content of employee branding efforts in the health industry.

Practical implications

The results assist practitioners in understanding how different health-care industries and organizations engage in employer branding on career homepages.

Originality/value

The results of this study function to both confirm previous findings related to employer branding and extend research on employer branding into the career homepages of organizations in the health-care industry.

Details

International Journal of Pharmaceutical and Healthcare Marketing, vol. 13 no. 1
Type: Research Article
ISSN: 1750-6123

Keywords

Article
Publication date: 15 March 2022

Upamali Amarakoon and Linda Colley

This study examines employee attraction and retention issues and uses a case study of an Australian regional medium-sized enterprise to highlight the importance of organisational…

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Abstract

Purpose

This study examines employee attraction and retention issues and uses a case study of an Australian regional medium-sized enterprise to highlight the importance of organisational context factors such as place and scale in designing human resource (HR) solutions.

Design/methodology/approach

The research presents a qualitative case study, with data drawn from strategic documents, interviews and focus groups, analysed thematically.

Findings

A carefully constructed set of HR strategies – including purposeful use of employer branding, synchronising of human resource management (HRM) formality and informality and capitalising on the regional context – are key to employee attraction and retention and in turn the growth and competitiveness of the case study organisation.

Originality/value

The HRM literature acknowledges the tendency to study larger corporations in metropolitan areas, at the expense of more nuanced research related to context. This research contributes to knowledge of attraction and retention through employer branding, with particular attention to scale and place, through study of a medium sized firm in a regional location. It highlights the importance of informality-formality dynamism.

Details

Personnel Review, vol. 52 no. 3
Type: Research Article
ISSN: 0048-3486

Keywords

Article
Publication date: 15 February 2024

Rajwinder Kaur, Sameer Pingle and Anand Kumar Jaiswal

This research aims to investigate the relationship between employer branding and its antecedent organisational culture within the context of the private banking sector. The study…

Abstract

Purpose

This research aims to investigate the relationship between employer branding and its antecedent organisational culture within the context of the private banking sector. The study also investigates the relationship between employer branding and employee brand equity as a consequential construct. Additionally, the mediating role of trust and the moderating role of gender in the relationship between employer branding and employee brand equity has been examined.

Design/methodology/approach

The present study’s findings result from data analysis collected from a sample of 454 employees working in private banks in India. The data analysis was conducted utilising the structural equation modelling technique with the assistance of analysis of moment structures (AMOS) software.

Findings

The study’s findings indicate that supportive and bureaucratic (formal) culture in private banks exhibit a significant relationship with employer branding. However, the relationship between innovative culture and employer branding was found to be insignificant. The research also reveals a significant positive association between employer branding and employee brand equity variables: brand consistent behaviour, brand endorsement and brand allegiance. Further, the study highlights the mediating role of employee trust in management in the relationship between employer branding and employee brand equity. Examining demographic variables suggests that gender moderates the relationship between employer branding and employee brand equity.

Originality/value

The originality of this study lies in its exploration of the critical role of organisational culture variables in shaping employer branding within the context of private banks. The findings highlight that cultivating supportive and bureaucratic cultures can effectively enhance the employer branding of private banks. The study emphasises the outcomes of employer branding initiatives, signifying that they contribute to developing brand equity among employees. This leads to long-term employee commitment and advocacy towards the organisation, as employees become brand advocates for the bank with which they are affiliated. The study contributes to a better understanding of the relationship between organisational culture, employer branding and employee brand equity, providing valuable implications for the private banking sector aiming to reinforce their employer brand and increase employee engagement.

Details

International Journal of Bank Marketing, vol. 42 no. 2
Type: Research Article
ISSN: 0265-2323

Keywords

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: 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

Article
Publication date: 10 May 2022

Gordhan K. Saini, Filip Lievens and Mukta Srivastava

In the past 25 years, employer and internal branding have grown significantly. Prior reviews tended to focus on either one of these domains. This study aims to map the…

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Abstract

Purpose

In the past 25 years, employer and internal branding have grown significantly. Prior reviews tended to focus on either one of these domains. This study aims to map the intellectual structure of research on both employer branding and internal branding, thereby identifying impactful authors and journals, current and evolving themes and avenues for future research.

Design/methodology/approach

Using VOSviewer and Biblioshiny software packages, a bibliometric analysis of 739 articles was conducted using various methods such as citation analysis, bibliographic coupling, cluster analysis, keyword analysis and three-field plot. The Scopus results were further validated using 297 articles produced by the Web of Science data set. It ensured the robustness of the results and generalizability of the findings across bibliometric data sets.

Findings

The findings first report the impactful articles, authors and institutions of employer and internal branding research, along with popular keywords used in this area. Next, the analysis reveals four major clusters and seven subthemes (i.e. employer brand and job seekers, employer brand and employees, employer brand and international human resource management (HRM), third-party employer branding, internal branding – conceptualization/review, internal branding – antecedents and consequences, internal brand management). Early research focused more on “corporate brandings,” whereas current research deals more with “employer branding: antecedents and consequences,” “employer branding conceptualization/review,” and “internal branding” and its subthemes. The employer and internal branding clusters have evolved largely independent from each other. This study offers future research directions and practical implications per cluster.

Originality/value

To the best of the authors’ knowledge, this study is the first comprehensive bibliometric analysis of both employer and internal branding research.

Details

Journal of Product & Brand Management, vol. 31 no. 8
Type: Research Article
ISSN: 1061-0421

Keywords

Article
Publication date: 6 November 2018

Kristin Backhaus

The paper aims at a commentary on Graham and Cascio, “The employer-branding journal: its relationship with cross-cultural branding, brand reputation and brand repair”.

Abstract

Purpose

The paper aims at a commentary on Graham and Cascio, “The employer-branding journal: its relationship with cross-cultural branding, brand reputation and brand repair”.

Design/methodology/approach

Based on the authors’ statement that “people make the brand”, this paper discusses elements of brand making and brand breaking.

Findings

Specifically, the paper discusses the creation of the employer brand, the positives and negatives of employees as brand ambassadors and the manner in which word-of-mouth information influences brands.

Originality/value

This commentary reflects on Graham and Cascio’s work and concludes with suggestions for future research.

Objetivo

El objetivo de este artículo es comentar el artículo de Graham y Cascio que lleva por título “The Employer-Branding Journal: Its relationship with cross-cultural branding, brand reputation, and brand repair.” En concreto el artículo analiza su afirmación de que “la gente hace la marca” y discute elementos relativos a la creación y rotura de la marca.

Diseño/metodología/aproximación

Este es un comentario individual que explora varios aspectos de la marca del empleador.

Resultados

Este artículo explora los aspectos positivos y negativos de los empleados como embajadores de la marca, y la forma en la que la información transmitida de boca en boca influye en las marcas.

Originalidad/valor

Contribuye mediante la descripción de los aspectos positivos y negativos de los empleados como embajadores de la marca, y sugiere oportunidades adicionales para la investigación sobre la marca del empleador.

Palabras clave

Marca del empleador, Reputación corporativa, Identidad organizativa, Cultura organizativa, Marketing boca a boca

Tipo de artículo

Comentario

Objetivo

O objetivo deste artigo é comentar o artigo de Graham e Cascio que é titulado “The Employer-Branding Journal: Its relationship with cross-cultural branding, brand reputation, and brand repair.” Em concreto o artigo analisa sua afirmação de que “as pessoas fazem a marca” e discute elementos relativos a criação e quebra da marca.

Desenho/metodologia/aproximação

Este é um comentário individual que explora vários aspectos da marca do empregador.

Resultados

Este artigo explora os aspectos positivos e negativos dos empregados como embaixadores da marca, e a forma em que a informação transmitida de boca em boca influi nas marcas.

Originalidade/valor

Contribui mediante a descrição dos aspectos positivos e negativos dos empregados como embaixadores da marca, e sugere oportunidades adicionais para a investigação sobre a marca do empregador.

Palavras-chave

Marca do empregador, Reputação corporativa, Identidade organizacional, Cultura organizacional, Marketing boca-a-boca

Tipo de artigo

Comentário

Article
Publication date: 21 December 2023

Gouranga Patra, Sumona Datta and Indranil Bose

The success of the organization depends on its sustainability and growth in the competitive market. Retention and attraction of talent in the organization are strongly associated…

Abstract

Purpose

The success of the organization depends on its sustainability and growth in the competitive market. Retention and attraction of talent in the organization are strongly associated with organizational performance. Employer branding is an outcome activity that helps organizations show their strength to attract and retain talent. Talent management practices are mostly essential in the current context for retaining talent. This study aims to explore and identify the contributing factors in efficient talent management and to examine whether the factors contributing to employer branding differ concerning different demographic profiles of the employees for information technology organizations.

Design/methodology/approach

Data were collected from 617 adult participants using an 85-item questionnaire on talent management comprising 25 domains, developed for the present study.

Findings

Principal component analysis of the data indicated that 20 different factors make an impact in developing strong talent management practices. Three broad areas were identified, namely, personal benefits and growth, transparent organizational culture and social commitment of the organizations.

Research limitations/implications

Present research has not taken care of few other factors associated with the organization where employees’ retention gets adversely effected such as evaluation of performance and compensation management, training and development, etc. So, future research can be conducted these areas. These aspects are also required to be incorporated in future research.

Practical implications

Several implications of the present research can be presented in the following areas. It is found in the present research that the effectiveness of the talent management system mostly depends on personal benefits and growth, organizational culture and climate and the organizational out. Apart from the academic implications of the present research, practical implications of the present study cannot be ignored. The components and elements of the talent management in the perspectives employer branding can also appropriately applied by the organizations.

Originality/value

The contribution of the study lies in exploring and identifying three important aspects of the organization in talent management. Findings will have implications for different organizations in understanding, developing and implementing policies related to employer branding and talent management.

Details

The Learning Organization, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0969-6474

Keywords

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