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This study aims to examine the relative effects of three organizational brand types (product, employment and corporate social responsibility brands) on organizational attractiveness. The potential differences in the impacts exerted by each brand on organizational attractiveness between the US and Chinese job seekers are also examined.

A policy-capturing design was used among both US and Chinese participants to test the hypothesized relationships using multilevel modeling.

Results suggest that each brand type independently contributes to the prediction of attractiveness, with the employment brand a significantly stronger predictor than the other two. Besides, the strength of relationships between brands and organizational attractiveness varies among job seekers from different national contexts.

The findings contribute to the limited understanding of how different types of brands together influence organizational attractiveness among job seekers, and the role national context plays in it.

The purpose of this paper is to review the existing literature linked to the emerging field of employer branding, with a view to adding insight from the perspective of the management of human resources.

The approach taken entails reviewing books and academic journals from the area of marketing, organisational behaviour (OB) and business management. The review shows that research and theory from a range of fields can help add to one's knowledge of employer branding; these include areas of research that investigate organisational attractiveness to potential new recruits, research and writing linked to the psychological contract literature as well as work that examines organisational identity, organisational identification and organisational personality characteristics.

The main limitation of the review is that, while different areas and fields of research are being drawn on to help identify useful knowledge that can improve one's understanding of what effective employer branding might involve, the literature and research in each area will be (necessarily) selective.

The review has a number of general practical implications; many of these are highlighted in the propositions set out within each section.

The originality of the review is that it is unique in showing how different areas of literature can be linked to employer branding. The review helps to integrate the existing literature in a way which can help personnel practitioners to immediately see the relevance of theories and research from a range of key academic fields.

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.

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.

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.

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.

Sepracor, a pharmaceuticals provider, introduced a strategic plan to help develop an employment brand and support its growth. Regina DeTore, Sepracor’s VP of HR, and David Jackson, Mercer communication consultant, explain the step‐by‐step process the company used to build and manage a measurably effective and enduring employment brand.

Employer branding represents a firm's efforts to promote, both within and outside the firm, a clear view of what makes it different and desirable as an employer. In recent years employer branding has gained popularity among practicing managers. Given this managerial interest, this article presents a framework to initiate the scholarly study of employer branding. Combining a resource‐based view with brand equity theory, a framework is used to develop testable propositions. The article discusses the relationship between employer branding and organizational career management. Finally, it outlines research issues that need to be addressed to develop employer branding as a useful organizing framework for strategic human resource management.

The concept of employer branding has drawn the attention of both academicians and practitioners over a decade. However, inaction, the objective of the employer brand managers were hardly tapped. Therefore, this paper aims to explore the views of HR manager on employer branding activities and its implementation.

This study is a case research of three multinational companies in India. A semi-structured interview method has been adopted to collect the data and a content analysis technique was used for analyzing the data into identified themes.

The HR managers of the studied company were discussed with multiple activities related to employer branding practice and implementation in their workplace. The key observations and discussions from the interviews were themed after the analysis as meaningfulness and visibility, employer brand awareness and differentiator and human resource development (HRD) parameters.

The combined effect of branding theories and HRD practices will establish the most attractive and successful employer brand building process in place. Involving the potential and existing employees in the psychological contract formation; consistency among the internal and external communication systems; and top management approach with the brand highlighted the need for research and theory development in employment branding.

Communication breakdown, strategic mismatch, long-term disconnects and sustained success are the strategic concerns that every company who believe in the idea of employer branding may face and need to well-handled.

The study concluded with the belief of the human resources managers from all the three organizations as stated – adopting a community based strategic approach to the organization’s brand and clear about what the employer brand stand across the employment lifecycle drives businesses into success.

The purpose of this paper is to offer a rationale and a method for aligning external and internal brands within an integrated marketing strategy that recognises stakeholder expectations of a more socially responsible approach. It demonstrates the benefits of viewing external and internal brands synergistically in relation to the value propositions offered to stakeholder groups and the beneficial outcomes that can result from this.

Stakeholder constituencies that can facilitate or constrain marketing effectiveness are identified. The analysis underpins a model that shows links and feedback mechanisms between corporate, external and internal brands; stakeholder evaluation of these; and the implications for stakeholder contribution, loyalty and advocacy.

The paper demonstrates the significance and application potential of a conceptual framework that analyses the relationship between the brand benefits and values that an organisation espouses, how these are experienced by customers and employees, and the implications for marketing and human resource management. Its conclusions have particular significance for services brands where successful customer‐organisation relations are dependant on staff commitment that is itself predicated on organisation concern for employee well being.

The model provides a framework for further empirical testing of the relationships shown that includes their operation in particular organisation, industry and sector contexts.

The paper presents a business based rationale for the marketing function to recognise greater stakeholder concern – especially that of customers and employees – for ethical marketing and sustainability; and the financial, social and ethical capital benefits that can accrue from responding to this.

The perspective on branding in the paper recognises the stakeholder management implications of the new marketing paradigm by proposing a holistic approach whereby external and internal brands are viewed synergistically within an integrated marketing strategy. The paper responds to calls for a new philosophy of marketing in which integrated brand architecture demonstrates organisation recognition of a more stakeholder accountable and socially responsible era.

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”.

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

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.

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

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.

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

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.

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.

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

Comentario

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.

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

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.

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.

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

Comentário

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

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).

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.

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

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

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.

The purpose of this paper is to adapt the well-established concept of “brand equity” in order to define and measure employer branding and its organizational consequences.

This paper utilized structural equation modeling with a large sample of 600 employees to test the proposition that organizational brand equity (OBE) is translated into attitudes toward the workplace (organizational commitment) and has possible behavioral consequences (turnover intentions).

The study findings provide support for a partial mediation model. In addition to a direct association between OBE and turnover intentions, organizational commitment mediates the relationships between OBE and turnover intentions within a 12-month period.

Employer branding research is heterogeneous in terms of measurement tools and scope. This paper is part of an emerging perspective that suggests the adoption of the brand equity concept from marketing into the field of OB. This paper investigates the relationships between brand equity, employees’ commitment and turnover intentions. Well-established measures and a large-scale sample of 602 participants are used.