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The purpose of this paper is to investigate the effect of two instrumental organizational attributes (innovative perks and training) and one symbolic organizational attribute (ethics) on applicant attraction.

Using a sample of business undergraduates in their final year (n=339) and a policy-capturing approach, the authors tested a 2 (absence/presence of innovative perks) ×2 (few/many training opportunities) ×2 (ethics is not very important/is important) quasi-experimental design using ANCOVA.

In regard to main effects, results show that all attributes have a significant effect on applicant attraction, the “ethics” organizational attribute having the strongest direct effect followed by “training” and then “innovative perks.” In regard to all interaction effects, findings are only significant for two two-way interaction effects: “innovative perks×training” and “innovative perks×ethics.” Specifically, results indicate that offering innovative perks only had a positive and significant effect on applicant attraction when: a firm offered few training opportunities and ethics was important for the firm.

This study compared three key organizational attributes where most studies only tested one. Understanding which organizational attributes have the greatest influence on potential candidates’ attraction can help organizations optimize recruiting. The results suggest that developing an organizational brand that focuses particularly on ethics and training constitutes a winning recruitment strategy. This experiment is the first to provide causal conclusions on the relationship between innovative perks and attraction.

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.

For many undergraduates about to be unleashed onto the world of employment, one would imagine they will have fairly standard ideas of the kind of employer they would like to work for: one that pays its staff well, one that will invest in their careers, and one that will offer some fringe benefits as well. Indeed, prospective employers will put the metaphorical red carpet out when recruiting, either by hiring fancy hotels for the initial interview rounds, or by showing potential employees around the very best bits of their offices.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

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.

The purpose of this paper is to answer the following two questions: What are the HRM practices that have a significant impact on employees’ functional retention?, and Does the impact of these HRM practices on functional retention differ based on the employee’s status as an expert or a non-expert? Our theoretical foundation rests on human capital theory and social exchange theory.

This study uses longitudinal data that come from multiple surveys conducted on new employees within a Canadian subsidiary of an international information technology (IT) firm.

Results show that four out of five HRM practices under study have a significant and positive impact on functional retention of employees regardless of their expert status: satisfaction with a respectful and stimulating work environment, satisfaction with training and development, satisfaction with innovative benefits and satisfaction with incentive compensation significantly increase functional retention of employees. Functional retention was found to be higher for experts than for their non-expert counterparts. Last, results show that expert/non-expert status play a moderating role between HRM practices and functional retention.

In short, this study offers five main contributions to the literature: first, it focuses on retention rather than turnover; second, it goes further by examining functional retention as the dependant variable; third, it distinguishes between two categories of employees: experts and non-experts; fourth, it extends the limited literature on IT workers, HRM practices and retention; and fifth, it is based on longitudinal data whereas the overwhelming majority of published studies have been based on cross-sectional data.

Using the job demands-resources (JD-R) model as a theoretical foundation, this study aims to explore the potential of organizational leisure benefit programs in the interplay of job demands and perceived work-life balance.

This article is based on qualitative data collected from semi-structured interviews with 24 hospitality industry employees in Austria.

Thematic analysis revealed that organizational leisure benefits can play different roles in the context of job demands depending on the individual’s perceptions of work-life balance. Three major themes were identified, showing that organizational leisure benefits can be a multifaceted organizational resource (1) to facilitate employees’ leisure participation, (2) to boost employees’ recovery or (3) to meet the employees’ need for workplace fun. The results also demonstrated the limitations of organizational leisure benefits, showing that in case employees are constantly experiencing private duties that interfere with recovery during leisure time, leisure benefits do not play any role regarding their perception of work-life balance.

This study contributes to the scare literature on organizational leisure benefits and clarifies their potential, and limitations, as an emerging organizational resource. In particular, findings broaden existing research in the context of the JD-R model by showing that the notion of job resources can stretch beyond workplace resources and can also encompass organizational leisure support.

A better understanding of applicant attraction enables organizations to manage their talent needs, thus enhancing HR effectiveness. Even though generational difference exists in modern organizations, scholarly work investigating the salient predictors of applicant attraction between the Gen-X and millennial cohorts is missing. The authors attempt to inform the literature by addressing this gap.

The study captures applicant attraction using a survey-based study of 1949 working employees in India, representing Gen-X and millennial generations.

The study provides critical factors that differentially impact millennial and Gen-X members' attraction toward an organization. It also reveals that satisfaction in the current job affects millennials and the Gen-X cohorts differently.

Recruitment research has neglected the predictors of applicant attraction among generational cohorts. Further, studies on generational differences have originated in western contexts and have ignored the emerging economies. Based on the responses of working professionals, our study increases the generalizability of the results.

The multi-generational workplace has the largest proportion of both Gen-X and millennial employees. A deeper understanding of their preferences can help HR practitioners leverage the drivers of applicant attraction. The study provides inputs to design recruitment strategies to target generational groups within and outside the organization.

The present study examines the phenomenon in an emerging market marked by a high economic growth rate and an eastern cultural context. The study presents a more realistic representation of applicant needs by sourcing inputs from working employees across generation groups.

The changing demographics of talent market calls for a better understanding of the expectations of diverse job seekers. However, there is limited research on employer attractiveness (EA) factors which cover the expectations of new generation job seekers. The purpose of this paper is to examine the effect of career growth opportunities (CGO), work–life benefits (WLB) and corporate social responsibility (CSR) reputation on the perceived attractiveness of an organization as an employer and the job pursuit intention (JPI) of job seekers.

A 2 (CGO: many vs limited)×2 (WLB: many vs limited)×2 (CSR reputation: high vs low) between-subjects experimental design was used for this study. A total of 240 respondents participated in the study.

The results showed that provision of CGO had the highest effect on both EA and JPI. This effect was strong enough to compensate for limited WLB and a low CSR reputation. A significant interaction effect between CGO and CSR reputation revealed that the effect of CSR reputation on EA depends on the availability of many or limited CGO.

The study contributes and expands literature on attributes relevant in job choice decisions by providing useful insights regarding how job seekers weigh these attributes while making an employment choice. Also, the study offers suggestions for designing organizations’ recruitment strategy for attracting talent.

LinkedIn is a popular and maybe the best job-oriented social networking site (SNS) around the world. Numerous individuals (mostly, jobseekers), as well as the companies (mostly, hiring organizations) have LinkedIn accounts. This study intends to reveal the roles of LinkedIn-based skill endorsements (LSEs) as well as LinkedIn-based hiring recommendations (LHRs) on the hiring preferences (HPs) of Bangladeshi employers.

The authors purposefully selected 388 valid respondents (employers) from different Bangladeshi job sectors. Based on their responses, the authors applied SPSS 25 for explanatory statistics and a “Covariance-based Structural Equation Modeling (CB-SEM)” (with AMOS 25) to measure the hypothesized associations.

After appropriate analysis, the authors revealed a momentous positive role of LHR on HP, whereas LSE was identified to have an inconsiderable role on HP.

In this empirical study, the authors tried to highlight the relatively unattended area of Bangladeshi employers' HPs that can be affected by LSEs and LHRs. The authors believe that this study will encourage the researchers to unveil the impacts of LinkedIn-based profile characteristics on job candidates' employability. This empirical study can also aid the employers and policymakers to look for a new avenue for hiring competent talents.

This study aims to explore and validate the antecedents of employer branding (EB) and assess their impact on EB measures taken by Indian information technology firms while promoting themselves as an employer of choice.

Through the method of content analysis of the EB literature published between 2010 and 2020, a total of 77 research articles that were published in various eminent sources, including papers 11 papers from Elsevier, 28 from Emerald, 12 from Taylor and Francis, 8 each from Wiley and Sage and finally 10 from Springer, were chosen for the final analysis. The results were confirmed through confirmatory factor analysis using structural equation modelling.

The analysis revealed the significant themes of the content: the primary antecedents of the EB, i.e. compensation and benefits, career opportunities, work–life balance, work environment and corporate social responsibility. The findings proposed that the employees working in the IT firms are more concerned about the compensation package, work–life balance and work environment. The study also suggested that employees love to work for organizations that benefit society and the environment.

The study emphasized the identification of the antecedents which are vital in impacting the organization’s EB strategy. The study suggested that corporate social responsibility, compensation and benefits and work–life balance are a few of the important antecedents that play a crucial role in engaging and retaining the existing talented employees in IT firms. Through the EB strategy, the firms can differentiate themselves from their competitors.

This study illustrates the effects of the motivating factors (e.g. learning facilities, employees' compensation and working environment) on organizational attractiveness.

This is a quantitative study. This study investigates the hypotheses based on the 160 employee responses from the different garments operating in Bangladesh's ready-made garment (RMGs) industry.

Using the structural equation modeling in Bangladesh's RMG industry, this paper argues that the working environment has a significant effect on organizational attractiveness in Bangladesh's RMG industry. This research study underlines that the working environment and employee compensations serve better than the employees learning facilities to grow employees RMG attraction.

The findings will help practitioners of the garment manufacturers to showcase the motivating factors for the employees in growing attraction for the industry. However, the research is limited to the garment industry in Dhaka, Bangladesh. Moreover, similar research can be extended further in other countries with bigger samples to draw a general conclusion for the RMGs' operating in Asia.

This paper brings a plea for the practitioners through this research's outcomes and provides useful indications of how organizations can motivate their employees to ensure organizational attractiveness for their garment industry.

The paper also contributes to the body of the literature relating to attractiveness in Bangladesh's RMG sector. Employees' participation in this research also confirms the unique context of the sector.

The purpose of the study is to identify and develop a framework to clarify facilitating orchestrator hub-team roles; their interactions, linked capabilities and activities; and the hub-team concept. This framework is illustrated by a case study of an orchestrator hub-team facilitating cross-country and network co-creation in Northern Sweden, Norway and Finland.

The following two approaches are used: a conceptual approach that combines various source materials and concepts related to the “bricolage approach”; and an empirical approach that illustrates the conceptual framework using a longitudinal, qualitative, single-case study and the action research method.

By combining research related to three differing yet somewhat overlapping research perspectives, three facilitating orchestrator hub-team roles are identified, linked to orchestrator capabilities and activities relevant to innovative value creation in extensive networks including both private and public actors highlighting the role of people in networks. An orchestrator hub-team framework and five related activity categories are developed and introduced.

This study contributes to research on the orchestration of innovative co-creation in extensive networks and network management by clarifying the facilitating orchestrator hub-team roles and their related capabilities and activities, and thereby describing the role of a centrally positioned hub-team.

The hub-team framework may bring structure and understanding to hub-teams, thus easing and enabling orchestration and value co-creation.

This study offers a further developed, integrated framework for intermediating the facilitating roles of a hub-team orchestrating extensive network and public/private co-creation.