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This research explores whether Glassdoor's annual rankings of the Best Places to Work provide meaningful information to shareholders in identifying companies with the potential for superior future performance. Because their website reaches over 64 million unique visitors monthly, Glassdoor rankings can influence trading patterns. Glassdoor’s awards offer a unique way to analyze employees' feedback as there is no self-nomination process or cost involved, differentiating it from other measures of job satisfaction such as Fortune’s Best Companies to Work For survey.

We compare holding period returns of the Best Companies firms to the performance of the S&P 500 index and three separately constructed matched benchmark portfolios. We calculate cumulative raw, risk-adjusted, and abnormal returns based on a buy-and-hold strategy as well as by using the Fama-French (1993) 3-factor and 4-factor models. We also analyze whether selected companies have higher performance one year after the announcement. We control for possible endogeneity problems.

We find mixed evidence regarding the superiority of the Best Company firms in holding period returns and risk-adjusted measures compared to appropriate benchmarks. Longer-term cumulative raw returns show that they have higher annual returns compared with its benchmarks. The differences are not statistically significant on a raw or risk-adjusted basis.

The Best Companies sample is much larger than the matched sample, even with multiple matching methodologies. This difference is limited by the survey design as the employees of larger companies tend to post in Glassdoor survey. Also, since companies in the small Best Companies sample are private companies, comparing their stock performance with comparable companies is challenging.

Human resource management theories argue that job satisfaction results in enhanced corporate performance. However, verification of such satisfaction by a Glassdoor, as a third-party survey, does not necessarily lead to higher risk-adjusted share price performance.

We extend previous work that focuses on analyzing employee reviews to consider the impact of being ranked among the best companies on the survey. Second, we employ an extended set of financial performance measures to assess impact. Our analysis also employs a wider range of financial performance metrics and robustness tests.

Online food delivery service has evolved swiftly and stretched the bounds of the catering business. In the gig economy, being a food delivery rider draws employees with the promise of flexibility and independence. To this end, the purpose of this paper is to explore the main themes shared in online reviews by food delivery riders and which of these themes are linked to positive and negative ratings.

The authors used 729 employee reviews posted on the Glassdoor website. In addition, they used content analysis to examine reviews of Uber Eats online food ordering company shared by food delivery riders on an online platform.

The results of this study include seven main themes: “earning,” “customers,” “orders,” “tips,” “car,” “flexible schedule” and “app” (navigation). Positive concepts are associated with “earning,” “orders,” “tips” and “flexible schedule.” Negative themes are linked to the “app” (navigation), “car” and “customers.”

Management should consider online reviews as employees’ opinions and voices. Specifically, management should provide financial support to employees for car maintenance, offer insurance for income stability and arrange training programs to enable them to use several tip-enhancing behaviors.

No research has been conducted using online reviews from an employment search engine to investigate employees’ experiences of online food delivery. To the best of the authors’ knowledge, this study is one of the first attempts using user-generated content from an employment search engine to explore employees’ experiences.

The purpose of this study is to discern how the Best Green companies, as identified by Newsweek, communicate about green jobs within their companies.

Content analysis using NVivo software on 23 corporate social responsibility (CSR) reports containing 398,000 words and Glassdoor crowdsourced data were analyzed. Descriptive statistics and logistic regression enabled the discernment of relationships.

Several models were developed to predict how communication patterns (employee-centered, production or company centered and society centered) are associated with several Glassdoor ratings: The models developed by logistic regression accurately predicted the following: Glassdoor ratings: Overall 65.2%, Benefits 71.4%, Attitudes towards Chief Executive Officer (CEO) 65.2% and Recommend To A Friend 78.3%.

It supports communicating about green jobs in CSR reports and suggests other avenues for communicating, including PR, press releases and career pages of company websites. The hypotheses that were empirically verified include the relationship between employees-centered terms (in the CSR reports) and employee attitudes (Glassdoor measures) and return on assets (ROA) (company financials). These practices have manpower impacts, including recruitment and retention. The study's methodology allows for replication since it used publicly available CSR reports, ROA of public companies and crowdsourcing data from Glassdoor ratings. It has implications for public policy in that understanding the nature of green jobs will improve outcomes for public training programs.

This study aims to help uncover corporate culture and values to attract and retain talent by understanding job reviews written by business-to-business (B2B) salespeople.

Over 40,000 job reviews on Glassdoor.com are analyzed by a dictionary-based content analysis tool, Linguistic Inquiry and Word Count (LIWC2015), to explore the links between corporate culture and linguistics characteristics of reviews as articulated by B2B salespeople. This study adopted a multidimensional scaling approach based on the nine cultural value scores to create a map of corporate profiles. A projection of the LIWC2015 scores on this map uncovers differences in language patterns and emotions expressed across the profiles.

Findings reveal a map of corporate profiles with two dimensions, namely, product-centricity and customer-centricity, that divide salesforce subculture into a 2 × 2 matrix of four types: Empathic Innovators, Product Pioneers, Customer Champions and Commodity Traders.

This study combined two data sets, scores on CultureX’s nine cultural values (agility, collaboration, customer orientation, diversity, execution, innovation, integrity, performance and respect) and job reviews on Glassdoor.com. This research seeks to develop profiles of the organizational culture and to use a blend of qualitative and quantitative methods. This study adds to the literature on salesforce subculture and showcases a solution to the methodological difficulty in categorizing and measuring culture.

Drawing on the psychological contract theory and signaling theory, the purpose of this paper is twofold: first, to examine the effect of employer rankings and employment experience on employee recommendation of an employer as an employer of choice and second, to examine whether these effects vary by employee characteristics (i.e. full-time vs part-time, current vs former and newcomers vs established employees).

The authors used multilevel logistic regression on a sample of 39,010 Glassdoor employee reviews, drawn from the companies for which three-year employer rankings (from 2015 to 2017) were available, to achieve our research objectives.

The results show that employment experience influenced employees’ recommendation of an employer as an employer of choice. The average standardized rankings for three years (i.e. 2015–2017) was also associated with employees’ recommendation of an employer as an employer of choice. Employee characteristics such as employment type (i.e. full-time vs part-time), employment status (i.e. current vs former) and tenure significantly interacted with employment experience in affecting recommendations of a company as an employer of choice.

In contrast to the bulk of the research on employer branding that relied on job seekers, the authors studied factors that influence employees’ recommendation of an employer as an employer of choice, arguably the most important indicator of employer internal brand strength. The results offer fresh theoretical and practical insights in an area where research lags far behind practice.

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.

The purpose of this paper is to explore the role of social media in creating an attractive employer brand for any organization. It investigates one of the social media Glassdoor, which is an online employer branding platform, where employees put their reviews which are both positive and negative. Analysis of these reviews can generate a lot of insights into employer branding.

The data was collected as 1,243 reviews from Glassdoor, an online crowdsourced employer branding platform for 40 top-rated employers across four different sectors, namely, Pharma, IT, retail and FMCG. Text and sentimental analyses were done using SAS visual analytical for these reviews.

Ten themes were generated from the text analytics which is nothing but the employer value propositions (EVPs), and they were social, interest, development and economic value as given by Berthon et al. (2005) and also others, such as work–life, management and brand value emerged. Social value came as a significant EVP followed by interest value and work–life values.

This research is providing only ways to show that crowdsourced data can also be used to understand the mindset of employees regarding an employer’s image but is not providing any idea regarding how to generate the right employee value proposition.

The research has shown that employers can use crowdsourced employer branding insights to see where they stand in the employer's attractiveness spectrum. They can use innovative data analytics techniques, such as visualization for text and sentimental analysis to create employer branding intelligence strategies.

Purpose: This chapter considers talent management in ‘situ’, at a time of unprecedented disruption, and identifies implications for practice and study.

Methodology/approach: We compare normative advice from the talent management literature with publicly available accounts of talent management strategies employed during the Covid-19 pandemic. We also include perceptions of employees from publicly available reviews (Glassdoor, 2020a), and a brief personal account.

Findings: Hospitality and tourism organisations are encountering unprecedented pressures for change, primarily due to Covid-19 as well as the sustainability and social justice movements. We identify three organisational responses to the pandemic – closing/contracting operations, consolidating around areas of strength, and creatively pivoting in new directions. Innovations in talent management were found to vary accordingly, including: humane downsizing and pay cuts; training and development (for managers and front-line employees, including in emotional intelligence, resilience, and delivering service excellence online); new talent acquisition, through new programmes, structures, roles, and partnerships; an enhanced employee value proposition, including safe and fun work environments, as well as improved pay and benefits; commitments to social equity and sustainability; courageous, creative, and resilient leadership; and effective communication. Despite these innovations, employee reviews suggest that top performing organisations continue to fall short on work–life balance, un-social working hours, inadequate compensation, and poor-quality managers.

Practical implications: Ever increasing business complexity requires skilled senior managers in multiple domains, and empowered, decentralised unit-level managerial and owner competence (with skills in emotional intelligence, collaboration, and negotiation). Front-line employees, capable of delivering excellence in customer service (despite disrupted circumstances), are more essential than ever. Successful enterprises, both now and in the future, will undoubtedly be those that prioritise talent, throughout all levels of organisation.

Research limitations/implications: Future research should undertake a more comprehensive investigation of talent management strategies employed (including from small business owners), as well as employee perceptions of their effectiveness (considering socio-economic differences as well as gender and race). Research is also needed with respect to the perceived value of organisational commitments to sustainability and social justice initiatives.

Originality/value: This chapter uniquely considers talent management at a time of crisis. Methodologically, it uses publicly available data of employee perceptions of their employers.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Job satisfaction in the IT sector is linked to reduced employee turnover. The authors explore the factors driving job satisfaction through Glassdoor reviews of the top 15 US based IT companies and find that role ambiguity and conflict, supervisor behaviour and training and development are key factors driving job satisfaction.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

This paper aims to explore, using the employee lens of business-to-business firms, word use through brand engagement and social media interaction to understand the difference between employees who rate their employer brands highly on social media and those who don't.

We conducted a textual content analysis of posts published on the social media job evaluation site glassdoor.com. LIWC software package was used to analyze 30 of the top 200 business-to-business brands listed on Brandwatch using four variables, namely, analytical thinking, clout, authenticity and emotional tone.

The results show that employees who rate their employer’s brand low use significantly more words, are significantly less analytic and write with significantly more clout because they focus more on others than themselves. Employees who rate their employer’s brand highly, write with significantly more authenticity, exhibit a significantly higher tone and display far more positive emotions in their reviews.

Brand managers should treat social media data disseminated by individual stakeholders, like the variables used in this study (tone, word count, frequency), as a valuable tool for brand insight on their industry, competition and their own brand equity, now and especially over time.

This study provides acknowledgement that social media is a significant source of marketing intelligence that may improve brand equity by better understanding and managing brand engagement.