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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.

Knight's Industrial Law Reports goes into a new style and format as Managerial Law This issue of KILR is restyled Managerial Law and it now appears on a continuous updating basis rather than as a monthly routine affair.

In order to succeed in an action under the Equal Pay Act 1970, should the woman and the man be employed by the same employer on like work at the same time or would the woman still be covered by the Act if she were employed on like work in succession to the man? This is the question which had to be solved in Macarthys Ltd v. Smith. Unfortunately it was not. Their Lordships interpreted the relevant section in different ways and since Article 119 of the Treaty of Rome was also subject to different interpretations, the case has been referred to the European Court of Justice.

The purpose of this paper is to conceptualise, develop and validate a scale to measure the employer brand from the perspective of existing employees.

The methodology entailed the compilation of a literature review and conduction of qualitative interviews to generate items. Five employer brand dimensions have been derived through exploratory factor analysis and further validated through confirmatory factor analysis by using a separate data of 313 employees. Also, the employer brand has been specified as a second-order factor that is determined by five first-order factors.

A final 23-item EB scale covering five dimensions of the employer brand has been developed. The dimensions identified are: a healthy work atmosphere, training and development, work-life balance, ethics and corporate social responsibility, and compensation and benefits. Also, the higher order measurement model suggests that employer brand is most influenced by the “healthy work atmosphere” dimension. These dimensions reflect the perceptions of existing employees regarding their organisation. The scale is found to be psychometrically sound for measuring the employer brand.

The scale is useful for both researchers and practitioners. A deeper insight into the dimensions may help managers to identify their impact on organisational outcomes like employee satisfaction, employee retention, commitment and productivity. Also, organisations can measure the perceptions of employees for identifying improvement gaps and developing effective attraction and retention strategies. The scale also provides researchers with a sought-after conceptualisation of employer brand.

The authors believe that the study is the first of its kind wherein the employer brand has been modelled as a second-order factor from the perspective of the existing employees.

Organisations that systematically manage their knowledge based on processes of creating, storing, transferring and applying knowledge are likely to achieve both performance improvements and competitive advantages. However, companies often succeed in the first three processes only, while neglecting knowledge application. The phenomenon of employees not relying on existing knowledge when solving specific problems is referred to as knowing-doing gap. While the existence of this gap is well acknowledged, the purpose of this study is to advance the understanding how respective barriers of knowledge application can be overcome, in particular concerning the role of information technology (IT).

This study applies a case study design, thereby relying on various data sources, such as interviews, documents, field notes, observations and demonstrations. The analysis follows established guidelines for thematic analysis.

An understanding of knowledge application as a three-step process is derived. The set of knowledge application barriers, identified practices to overcome the barriers and yielded themes that explain the role of IT in bridging the knowing-doing gap are complemented.

The role of IT in bridging the knowing-doing gap and contributing to the general understanding of the knowing-doing gap by also considering practices concerning the people and process dimensions is illuminated. While IT plays a central role in applying knowledge, successfully overcoming the knowing-doing gap requires organisational practices at the people and processes dimensions that are aligned with the IT. The set of barriers of knowledge application at the individual, group and organisational levels is complemented.

The practices to bridge the knowing-doing gap at the intersection of the people, processes and technology dimensions are identified. Specifically, the role of IT in overcoming barriers to knowledge application is explored.

This thematic analysis yields a theoretical explanation for knowledge application as a three-step process and suggests practices to bridge the knowing-doing gap for each step. Furthermore, four major themes that explain the role of IT for this process in depth are derived.

A culture of health within an organization offers benefits such as managing healthcare costs and supporting employees in becoming and staying healthy. This study aims to identify successful organization's strategies utilized to socialize employees into a culture of health.

In-depth interviews were conducted with 19 representatives from organizations recognized for their success in creating a culture of health. Grounded theory analysis of collected data was used to identify themes related to the goals of this study.

New employees are socialized into the culture of health during the recruitment process, at new employee orientation and throughout the early employment period. Existing employees are also continually socialized using a variety of on-going communication strategies. This process is consistent with Jablin's organizational assimilation model, and this study offers the opportunity to use this model to help understand organizational health.

Organizations desiring to create a culture of health can support this culture by incorporating socialization strategies into the recruitment, hiring and new employee on-boarding process.

Though strategies have been shown to be helpful in socializing new employees into organizations, limited research has explored the relationship between socialization and a culture of health. Results from this study offer insight into how organizations that have been recognized for their success in creating a culture of health socialize new and existing employees to create and maintain a culture that supports health and well-being. Also, this study applies socialization theories to health within the workplace, offering new insights both theoretically and practically.

The study aims to conceptualise, develop and validates a scale to measure an employer brand(ing) (EB) based on the opinion of existing and potential employees.

A total of 431 student-respondents from B-Schools across India were surveyed in a cross-sectional study using a 70-item scale generated through literature review and expert interviews. Through exploratory factor analysis, six EB dimensions were derived. These were further validated using confirmatory factor analysis on data of 120 employees of the power sector.

A new 20-item EB scale- “EmBran” covers six dimensions of EB, namely, good human resource (HR) practices, business impression and work conditions, financial compensation, work-life balance, passive culture and standard HR policy. The paper posits EB as a second-order factor determined by six first-order factors.

The EB scale can be used by talent acquisition teams to derive meaningful insights into designing a policy for hiring and attracting young talent. It, thus, makes a significant contribution towards talent management. The scale also provides researchers with a fresh conceptualisation of the concept of the EB.

This study is unique as it considers the opinions of both existing and potential employees. Additionally, dimensions of passive culture and business impression and working conditions, emerged in the study.

The purpose of this paper is to explore why some firms succeed while others flounder or fail to implement quality improvement programmes. It synthesises self-efficacy literature to propose a model of self-efficacy’s role in affecting implementation success of quality improvement programmes in organisations.

A review of scholarly articles on the topics of self-efficacy and quality initiatives brings to light self-efficacy’s role in successful quality programme implementation. When considered in the context of organisation barriers, it can lead to organisational success.

It is determined that quality training programmes play an important role in affecting existing efficacies and leading to “quality self-efficacy” in employees. The proposed model and related propositions suggest that right approaches of implementing quality training among certain types of employees and/or organisations can promote teamwork to achieve performance success.

Moving forward, the proposed model should be empirically tested to improve our understanding of quality self-efficacy construct and its role in aiding organisational success. Furthermore, it would offer guidelines for the implementation of quality programmes in the most optimal way.

In applying theories on self-efficacy, motivation, empowerment, and quality training, the authors posit that existing efficacy and quality self-efficacy are crucial for quality implementation efforts to overcome organisational barriers and lead to effective teamwork and performance success.

The authors postulate that deciding factors for organisational success originate from employees themselves as existing efficacies. Even though employees can foster quality self-efficacy through the implementation of quality improvement initiatives, existing self-efficacy, and organisation barriers will be moderating forces on eventual effectiveness of quality self-efficacy, teamwork, and organisational performance.

The model and related propositions, linking self- and collective efficacies to quality training, teamwork, and quality performance, offered in this paper will prove useful for organisational decision-makers in selecting quality programmes for implementation in organisation to achieve performance success.

Reviews the concept of a “greenfield site” within human resource management (HRM) and shows that the ways in which distance is conceptualised or measured in describing greenfield sites needs to be made explicit. This is particularly important when comparing different studies and in attempting generalisations about the introduction of new HRM practices on greenfield sites. The distance factors which may impose a constraint on the introduction of new HRM practices at a greenfield site are the site’s distance from a firm’s existing operations, its distance from geographical concentrations of similar economic activities and its distance from regions with traditional patterns of management‐employee relations. Concludes by arguing that it is inappropriate to treat the greenfield factor as a dichotomous variable and that there are various shades of green.

The purpose of this paper is to identify key dimensions of employer brand (EB) and empirically examine the impact of different dimensions of EB upon job satisfaction. A six-factor EB model has been tested for reliability and validity through confirmatory factor analysis. The study also addresses the moderating role of gender in the relationship between EB dimensions and job satisfaction.

Structural equation modelling has been adopted to determine the contribution of EB dimensions towards job satisfaction of employees. Key dimensions of EB are identified through literature review. Item generation has been done through literature review and exploratory structured interviews with employees.

The results demonstrate that EB acts as a critical predictor of job satisfaction. All the six dimensions of EB (training and development, reputation, organisation culture and ethics and corporate social responsibility, work-life balance and diversity) were found to be critical predictors of job satisfaction. Also, gender is found to have moderating effect on the relationship between EB dimensions and job satisfaction.

This study avers that EB can prove to be an important antecedent of job satisfaction. The construct EB in this study reflects an understanding of EB from a newer lens from the perspective of existing employees of a developing country and also demonstrates the moderating role of gender.