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This study aims to investigate the direct effect of organizational reputation (OR), employer brand (EB) and organizational attributes (OA) on the intention to apply for a job vacancy (IAJV); further, it examined the mediating effect of employer brand in the OA-IAJV relationship while taking into consideration the moderating effect of organizational reputation.

A mixed-method approach was employed, with ten in-depth interviews followed by a questionnaire with additional 356 job seekers in Cairo and Giza cities; the sample includes both fresh graduates and experienced job applicants in the job market. The qualitative analysis confirmed that some respondents use organizational reputation as a signal of its performance. The path analysis technique tests the research hypotheses using a partial least squares structural equation modeling (PLS-SEM).

The findings revealed that the most influential variable in the intention to apply is organizational attributes, followed by organizational reputation and finally employer brand. There is a significant relationship between organizational attributes and intention to apply for a job vacancy via employer brand. In addition, the results indicate a noteworthy moderating impact of organizational reputation on the association between employer brand intentions to apply for a job and the relationship between organizational attributes and intention to apply for a job opening.

To the best of the authors’ knowledge, this study contributes to the understanding of the direct and indirect effects of organizational reputation and organizational attributes on intention to apply through the mediating role of the employer brand. This research opens new avenues for recruitment research, considering the moderating effect of organizational reputation on strengthening the impact of the independent variables on the intention to apply and the interaction between the variables affecting the intention. Further, this study focuses on the needs of the job applicants when perceiving the organizational factors and identifies which signals can generate the intention to apply according to the signaling theory.

Employer branding is a topic that has gained relevance in the organisational world. Currently, organisations need to differentiate themselves, and one of their biggest challenges is the search and retention of talent. One of the factors that have been associated with attracting talent is employer branding. However, studies that explore the relationship between this, corporate reputation and the intention to apply for a job are scarce. As such, this study aims to analyse the mediating role of corporate reputation in the relationship between employer branding and the intention to apply for a job offer.

To achieve the goals, data were collected from 225 Portuguese adults. The response rate was 75%. Based on a survey, respondents reported their perceptions of employer branding of a specific organisation, and they rated the organisation’s reputation and their intention to apply to that organisation.

The results showed that employer branding (interest value; social value; economic value; development value; application value) positively influenced an organisation’s corporate reputation, which, in turn, increased an individual’s intention to apply for an employment offer in that organisation.

The present study is a contribution to the literature on employer branding, as it reinforced the importance that employer branding and corporate reputation play in the intention of applying for a job offer.

High-quality workforce is the most important source for competitive advantage, and thus all organizations attempt to attract and recruit young talents. This study aims to examine the relationships between corporate social responsibility (CSR), corporate reputation and intention to apply for a job in young individuals.

For empirical analysis, this study uses data collected from final-year students and fresh graduates in a developing city. This study uses structural equation modelling (SEM) to test the research model.

CSR is found to be positively and directly associated with intention to apply for a job. CSR is also positively and indirectly associated with intention to apply through the mediation of corporate reputation.

This study underscores the importance of CSR practices in enhancing corporate reputation and attracting talented young candidates. Accordingly, organizations can gain their competitive edge in a highly competitive environment.

This study suggests that organizations should be more concerned about CSR practices for the sake of corporate reputation as well as community development.

This study is among the early attempts to examine the direct and indirect relationships between CSR, corporate reputation and intention to apply for a job in a developing city. The findings add to the growing literature suggesting that CSR may help organizations achieve competitive advantage regarding the attraction of prospective young talents.

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.

This paper aims to clarify the process that leads prospective applicants to apply for a job vacancy when one is being evaluated. It proposes that prospective applicants evaluate a job vacancy based on the characteristics of the job and the organizational attributes. This will determine organizational attractiveness perception, and will result in the intention to apply for a job vacancy.

An adapted employment ad that described a job and an organization were presented to 51 marketing professionals and to 73 undergraduate marketing students, who were asked to respond to a questionnaire that contained the measures of the study variables. The hypotheses were tested using linear regression methodology.

Organizational attractiveness fully mediates the relations between the job characteristics and the organizational attributes with intention to apply for a job vacancy. Analysis over the compared importance of each factor has outlined the major importance of the organizational attributes and feedback of the job for determining this process.

Future research should clarify the role of organizational image as an employer and organizational familiarity in this process.

Recruitment messages in employment ads should place preferential focus on the elements of organization attributes and feedback of the job. These elements will more strongly determine attractiveness perception, and consequentially, predict intention to apply to a job vacancy.

The study clarifies the role of organizational attractiveness in the process that leads to intention to apply for a job vacancy. A significant part of the proposed model was based on clues retrieved from existing research.

This study aims to explain the relationship between employer branding, social media, online reviews and intention to apply for a job vacancy (IAJV), which organizations should ponder upon while designing branding campaigns.

The sample belongs to 385 final-year management graduates and postgraduates enrolled in central universities in the state of Uttar Pradesh, India. The dual mediation model is tested by regression and PROCESS macro.

Out of five employer branding dimensions, three (corporate social responsibility, healthy work atmosphere and training and development) were found to be significant predictors of IAJV. On the other hand, the dimensions of compensation and benefits and work-life balance did not influence candidates’ intention to apply for a job. The findings indicate that social recruiting could act as an effective tool for leveraging an organization’s image as an employer and could communicate unique brand values to the target market. Moreover, review whether positive, negative or neutral attributes could help job seekers affirm and reaffirm employer branding attributes before applying for a job.

Studies in social media and employer branding areas lag far behind in practice, and the present research attempts to fill this research gap. A further contribution of this research work will be to assess the role of reviews for a meaningful analysis of potential employees’ intentions to apply in an organization.

The Equal Pay Act 1970 (which came into operation on 29 December 1975) provides for an “equality clause” to be written into all contracts of employment. S.1(2) (a) of the 1970 Act (which has been amended by the Sex Discrimination Act 1975) provides:

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.

Drawing on the signaling theory and technology acceptance model, the main purpose of this study was to predict prospective employees' intentions to apply for jobs in a firm, with a special focus on the mediating role of attitudes toward corporate websites and the moderating role of perceived value fit.

Collecting data from a convenient sample of 318 prospective job candidates, the research hypotheses were tested using structural equation modeling (SEM) with AMOS (version 24) and SPSS Process Macro (version 3.4).

The test results revealed that prospective employees' attitudes toward corporate websites partially mediate the association of corporate reputations, perceived ease of use and perceived usefulness with their intentions to apply for jobs in an organization. Noticeably, perceived value fit moderated the perceived usefulness–application intentions link in such a way that the impact of perceived usefulness on intentions to apply appears higher for individuals with a low level (than a high level) of perceived value fit.

Consistent with the research findings, a notable theoretical contribution and practical implications for HR professionals have been discussed. This paper ends with outlining some limitations and future research directions.

Despite having the salient buffering effects of perceived value fit on the applicant attraction process, empirical study on this theoretical phenomenon is still sparse in a pre-employment context. This may be the first study that demonstrates under what circumstances prospective employees' job pursuit intentions could be optimized in respect of their perceived value fit within a single framework comprised of two theories.

This chapter explores different strategies implemented by three companies using professional (LinkedIn) and non-professional (Facebook) social networking websites (SNWs) as a recruitment tool and investigates the influence of their perceived usability and attractiveness on job seekers’ attraction and their intention to apply.

First, a laboratory experiment involving 171 MBA students compares the effectiveness of three different social recruitment strategies. Second, a survey among 110 job seekers focuses on the most effective strategy in terms of attraction as an employer and the influence of perceived usability and attractiveness of professional SNW pages on job seekers’ intention to pursue the job.

The laboratory experiment confirms the key role of LinkedIn as an e-recruitment practice. The survey shows that the overall company image, the usability of the LinkedIn page and the interaction between the attractiveness of the page and the overall company image positively influence job seekers’ intention to pursue the job.

The research offers insights on job seekers’ reactions to 2.0 Internet-based recruitment. Companies should focus on and invest in professional social medias, paying attention to the usability of their SNWs pages.

Recruitment is a strategic HRM practice to attract talents; however, research lags behind practice and little is known about job seekers’ perceptions and reactions to Internet recruitment. This chapter sheds light on the use of social media for recruitment and identifies two features that contribute to an effective e-recruitment strategy.