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HR professionals have identified the power of information sharing for employer branding that could be obtained through the rapid growth of social media usage. The growing interest in and power of social media seem to be important for companies that want to make themselves known as interesting employers and to recruit prospective employees, using techniques that are more common to job seekers and recruiters. This study aims to explore the immediate future of employer branding through social media, as envisioned by academics and HR practitioners.

To look into the future of employer branding, we use the Delphi technique for forecasting, planning, issue identification, and framework development (Bobeva & Day, 2002). Two groups of respondents participated in this three-part study: 11 academics and 20 HR professionals. They were selected because of their research into the integration of HRM and IT from the e-HRM Global mailing list. The panelists participated in the research via electronic communication. The data were collected in three rounds from November 2010 to April 2011.

Research has revealed differences in the opinions of academics and HR professionals on the impact of social media on employer branding. The academics see its general effect as the targeting of audience for recruitment, marketing/company brand, and ways of communication/HR competencies. The practitioners see the image of the employer, visibility of the company, and organization responsiveness. The study presents other findings within the boundaries of employer branding value proposition, internal and external marketing, and the role of HR professionals. According to the academics, HR professionals in the future will need to possess knowledge about marketing and communication studies and web-based applications/develop new skills. They think that social media will impact the image of HR in organizations. On the other hand, HR professionals think that the future of their activities will depend on their awareness of recruitment trends, HR innovative thinking, and HR networking skills. Although the object of their activity will remain recruitment, HR professionals will have to be continuously updated on what is new in the social media in terms of recruitment.

This study presents the results of the Delphi technique, which is itself considered an original research method and not widely accepted in the tough “publish or perish” world. The value of the research is its forecast about the future developments of employer branding through social media, as envisioned by academics and HR practitioners.

The paper reports the practices and interventions adopted at a successful business transformation in an Indian family run organization. The firm deployed internal HR marketing and large-scale interface to deliver results in terms of improved financial performance.

Single case study method and grounded theory approach was used to conceptualise the practices deployed to implement desired change. Multiple interviews and on-site observations were conducted and validated through different primary and secondary data sources to build the case narrative.

The results demonstrate how repositioning and rebranding of HR as strategic partner helped in building promoter and line manager buy in of HRM initiatives, build capabilities, controlled employee attrition, increased engagement and productivity, and eventually resulted in improved the financial performance of the company.

The article is based on single organization in India. Hence, generalizability of the study is limited. The description and analysis provide insights about internal HR marketing and navigating the professionalising journey of traditional firms.

Scholars and practitioners working in the domain of internal HR marketing, employer/HR branding will develop a nuanced understanding of using internal HR marketing as a strategic tool for business realignment. The study also makes readers aware about the dilemmas faced by decision-makers during such transitions.

The study illustrates how internal HR marketing can be successfully deployed in family business environments and adds to both “family business management” “Internal HR Marketing” and “Employer/HR branding” literature.

There are many features that have been regarded as having a critical role in supporting service quality. The purpose of this article is to identify those features that are fundamental in supporting service quality.

A literature review was conducted covering total quality management (TQM), internal marketing, and the service quality literature, especially the study of service quality gaps. All of these are concerned with the search for service excellence.

From a comparative study of these three areas of the literature, it was found that there are seven common features: recruitment and selection, training, teamwork, empowerment, performance appraisals and reward, communication, and culture of the organisation. Each of them is argued to be critical for the management of service quality.

Although there are other factors that can influence service quality, the identification of fundamental features provides managers and academics with a valuable framework with which to start in pursuit of service quality across a variety of service businesses.

Although management of service quality has been regarded as notoriously difficult due to the characteristics of services, by identifying fundamental features supporting service quality, this article provides focal points for the management of service quality.

Strategic approach to human resource development, personnel management versus HR management, internal marketing of HRM.

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.

Research based on Latvian firms shows that internal communication is managed in a fragmented way. The internal communication concept is not understood well and its role in the firm’s strategic management process is underestimated. It is recommended that internal communication is designated to a specialized manager or unit and that operates under the direction of top management. Interdisciplinary participation could enhance the value of internal communication practices.

The briefing saves busy executives, strategists, 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 investigate how a cohort of Brazilian mature workers perceives their contemporary experience in the workplaces by identifying their perceptions, feelings and how they are treated.

This investigation drew on grounded theory regarding that it enabled to identify data, describe the observed events, answer vital questions thereof and develop theoretical categories to understand what was taking place.

Definitely, the current situation of older workers shows clearly a dual landscape, which is permeated by strong contrasts. On the one hand, one may envision the benefits of a career and participation in the corporate life even though performing humbler roles. On the other hand, one may find people simply struggling to complement their poor pensions and doing everything possible to sustain themselves. Overall, this study found seven themes, namely: current work experience, treatment of older workers, (un)support and benefits provided toward work–family balance and quality of work life, the experience of having a job, meaning of work, working with younger generations and future perspectives.

Due to the method used, the results cannot be generalized and herein resides the major limitation of this investigation. In addition, the sample was made up of only people working and living in the main state of Brazil.

The results of this study bring useful managerial implications for organizations interested in improving their relationships with older workers by suggesting the need of enhancing or implementing a set of human resources and internal marketing policies and practices.

This study contributes to the understanding of a broader general frame of older workers aspirations, needs, difficulties and challenges, particularly focusing on Brazilian reality whose research has paid scant attention on this topic. In addition, it adds to the understanding of older workers’ reality and research toward mature workers’ career, expectations and desires, productivity, adaptability, engagement and learning capacity. Moreover, it suggests that at least some Brazilian organizations are getting to enhance the job designing and development opportunities to their older workforce. However, it also found that there is room for considerable improvements in such tasks.

The case discusses issues in the process of professionalising a family-owned manufacturing firm in the steel tubes and pipes industry. Set during 2008-2012, the case highlights the increased competition and the consequent growth in the sector that drives the need for professionalisation. In order to remain competitively relevant, the owners, who were followers of Jainism, had realised that in their business, all other things being equal, a company with trained and engaged manpower had an advantage in the market and over competition. With this thought, the firm initiated a blended training program. While mapping the activities related to employee training with outcomes at different levels, it found that though the reported Return on Training Investment (ROTI) was good, the company was losing out on intangible factors such as employee engagement and the belief system that had traditionally held employees together. Current practices had to change, thereby leading existing members to lose the belief they held in the company. The turn of events put both the owners and the HR department in a dilemma over the entire transformation initiative.

This study seeks to empirically examine cultural alignment with new corporate brand values in the rebranding aftermath.

Focuses on a case study of a firm that recently underwent a corporate rebranding campaign. Analysis is based on data collected through 14 in‐depth interviews with senior managers, and questionnaire data from an intranet survey with the firm's employees.

The empirical findings highlight that despite the firm's internal communication initiatives, current staff attitudes and behaviours are not aligned with the new corporate brand priorities. Resistance to change appears to play an important role in this respect. Yet, interestingly, some divisions view the current culture as more aligned to the new corporate brand than others. Moreover, staff that have joined the firm after the rebranding exercise view the current culture as more aligned to the new corporate brand values than those who have been with the firm since before the launch of the new corporate brand.

A single case study but one which provides empirical insights that advance theoretical thinking in corporate re‐branding.

Managers should aim for organization‐wide buy‐in towards the new corporate brand values and address challenges involved in aligning subcultures with the requirements of the new corporate brand.

Very few papers have empirically studied the process of cultural alignment in corporate re‐branding. This paper is relevant to managers of organizations undertaking corporate re‐branding activities.

In 2006, Saks (2006) published one of the first empirical studies of the antecedents and consequences of employee engagement. Since then dozens of studies on engagement have been published and most of them have used the Utrecht Work Engagement Scale (UWES) to measure work engagement. The purpose of this paper is to revisit Saks (2006) to try and address some issues that have arisen during the last ten years and to assess the generalizability of his findings and model using the UWES measure of work engagement and single-item measures of job and organization engagement.

Additional analyses was conducted using the data from Saks (2006) including measures of each job characteristic, the use of the UWES measure of work engagement, and single-item general measures of job engagement and organization engagement. In addition, a review of engagement research was conducted as well as research that used Saks’ (2006) measures of job engagement and organization engagement.

The results indicate that skill variety is the main job characteristic that predicts job engagement. The results of the analysis using the UWES measure of work engagement found that job characteristics and perceived organizational support are significant predictors of work engagement, and work engagement predicts job satisfaction, organizational commitment, organizational citizenship behavior and intentions to quit and mediates the relationship between the antecedents and the consequences. Similar results were found using the single-item measures of job engagement and organization engagement. A review of the engagement literature indicates general support for the Saks (2006) model of the antecedents and consequences of employee engagement and for his measures of job and organization engagement. A revised and updated model is provided with additional antecedents and consequences.

The results indicate that organizations can drive employee engagement by focusing on skill variety as well as providing social support, rewards and recognition, procedural and distributive fairness, and opportunities for learning and development. In addition, organizations can assess employee engagement more frequently and easily by using single-item measures of job and organization engagement.

This paper provides an update and revision of the Saks (2006) model of employee engagement and suggests that the main findings are similar when using the UWES measure of work engagement and single-item general measures of job engagement and organization engagement.

Building on the conservation of resources (COR) theory, this study aims to explore how overall justice climate (OJC) and cross-cultural psychological capital (CCPsyCap) help highly skilled expatriates develop creative behaviours despite disruptive global macro-events. This topic has not been extensively researched in the context of expatriation, especially amongst self-initiated expatriates (SIEs) from the Middle East and North Africa (MENA) countries.

The data were collected through a web-based questionnaire from 307 SIEs coming from the MENA region and working in different sectors of the Kingdom of Saudi Arabia. The responses were analysed via partial least squares-structural equation modelling (PLS-SEM).

Empirical evidence shows that no significant direct correlation exists between the OJC and the creativity of SIEs. However, the results demonstrate that this relationship was completely mediated by CCPsyCap.

The context of high uncertainty may limit individuals' cognitive abilities amongst individuals, in turn, reducing their level of creativity. In this regard, this study identifies the need for host organisations to develop fair human resource policies to enhance creative behaviours amongst SIEs in such a context. It also underlines the role of psychological resources as a coping mechanism that helps those expatriates cope with the diverse challenges of their international assignments.

This study offers new theoretical support for understanding how the combination of OJC and psychological resources constitutes a springboard for enhancing SIEs' creativity in a context of hardship. This study also advances the COR theory by adopting a “cross-level resources caravans” approach.