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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.

Human resource (HR) process research emerged as a response to questions about how (bundles of) HR practices related to organizational outcomes. The goal of HR process research is to explain variability in employee and organization outcomes by focusing on how HR practices are intended (adopted) by senior managers, the way that these HR practices are implemented and communicated by line managers, and how employees perceive, understand, and attribute these HR practices. In the first part of this chapter, we present a review of 20 years of HR process research from the start, to how it developed, and is now maturing. Within the body of HR process research, several different research theoretical streams have emerged, which are largely studied in isolation without benefiting from each other. Therefore, in the second part of this chapter, we draw on previous work to propose a staged process model in which we integrate the different research streams of HR process research, recognizing contingencies in the model. This leads us to an agenda for future research and practical implications in the final part of the chapter.

This study aims to examine the influence of homophily in an online community and the effect of electronic word of mouth (eWOM) consensus on young consumers’ attitudes.

This study implemented an experimental research design using a two (low/high homophily) × two (low/high eWOM consensus) mixed factorial design. This study explores young consumers’ changes in brand attitude after encountering negative eWOM.

The results indicate that a high consensus of negative eWOM among online community members leads to significant changes in attitude, while a low consensus of negative eWOM does not produce such an effect. Negative eWOM from either high or low homophilous sources produces significant changes in attitude. There are significant attitude changes when a strong consensus of negative eWOM is received from a source with a high level of homophily.

Service failures in offline service settings lead to the dissemination of negative eWOM on social media. To handle and prevent social media crises, researchers should understand online crises antecedents relating to information characteristics i.e. eWOM consensus and characteristics of online community members to evaluate the crises impact. Brands should monitor tone and dialogue of online community member on social media to remedy and diminish any damage done to their brand image from negative eWOM.

This study contributes to the application of social network theory by understanding the role of nodes on negative eWOM effect in social media.

The purpose of this paper is to investigate the effect of strategy messages emanating from both top and middle/supervisory managers regarding five different aspects of strategy on strategic awareness among boundary personnel.

The results come from a survey of bank tellers and customer service representatives within a single large regional bank.

The findings support a differential main effect on strategic awareness among boundary personnel depending on the source of messages, whether top management or middle management. More interestingly, there appears to be an interaction effect between the two sources regarding which will be the dominant information source for boundary personnel.

The survey data were collected within a single banking institution at one time point.

The results provide useful information concerning the efficacy of messages concerning strategy from middle and top management in organizations.

The paper extends past research by investigating different levels of strategic understanding within the firm across different levels and determining information dissemination strategies for increasing the level of strategic awareness among boundary personnel.

The purpose of this paper is to develop understanding of the “HRM process” as defined by Bowen and Ostroff (2004). The authors clarify the construct of “HRM philosophy” and suggest it is communicated to employees through “HRM messages”. Interrelationships between these concepts and other elements of the HRM-performance relationship are explored. The study identifies commonalities in the HRM philosophy and messages underscoring high-performing HRM systems, and highlights the function of a “messenger” in delivering messages to staff.

Case study of eight Australian hospitals with top performing HRM systems. Combines primary interview data with independent healthcare accreditor reports.

All cases share an HRM philosophy of achieving high-performance outcomes through the HRM system and employees are provided with messages about continuous improvement, best practice and innovation. The philosophy was instilled primarily by executive-level managers, whereby distinctiveness, consensus and consistency of communications were important characteristics.

The research is limited by: omission of low or average performers; a single industry and country design; and exclusion of employee perspectives.

The findings reinforce the importance of identifying the HRM philosophy and its key communicators within the organisation, and ensuring it is aligned with strategy, climate and the HRM system, particularly during periods of organisational change.

The authors expand Bowen and Ostroff’s seminal work and develop the concepts of HRM philosophy and messages, offering the model to clarify key relationships. The findings underscore problems associated with a best practice approach that disregards HRM process elements essential for optimising performance.

Public attitudes towards COVID-19 and social distancing are critical in reducing its spread. It is therefore important to understand public reactions and information dissemination in all major forms, including on social media. This article investigates important issues reflected on Twitter in the early stages of the public reaction to COVID-19.

A thematic analysis of the most retweeted English-language tweets mentioning COVID-19 during March 10–29, 2020.

The main themes identified for the 87 qualifying tweets accounting for 14 million retweets were: lockdown life; attitude towards social restrictions; politics; safety messages; people with COVID-19; support for key workers; work; and COVID-19 facts/news.

Twitter played many positive roles, mainly through unofficial tweets. Users shared social distancing information, helped build support for social distancing, criticised government responses, expressed support for key workers and helped each other cope with social isolation. A few popular tweets not supporting social distancing show that government messages sometimes failed.

Public health campaigns in future may consider encouraging grass roots social web activity to support campaign goals. At a methodological level, analysing retweet counts emphasised politics and ignored practical implementation issues.

This is the first qualitative analysis of general COVID-19-related retweeting.

The purpose of this paper is to comparatively analyze how top corporations in New Zealand, Australia and the Global Fortune 500 group communicate about climate science.

A combination of keyword count and quantitative content analysis is used to develop a reliable set of indicators to measure corporate communication about climate science.

Just a few corporations mention or explicitly agree with scientific consensus on climate change and few report science-based targets. They report more frequently on societal risks of climate change, as well as business contribution and responsibility. New Zealand based corporations generally do poor reporting compared to Australian corporations, who do as well as the biggest corporations in the world.

There is a further need for cross-country research and for more longitudinal analysis to understand how organizations communicate about scientific issues to its stakeholders.

This paper can inform communication managers about the need to pay attention to how their communication, individually and in comparison with their peers, is likely interpreted by the stakeholders. Managers may attend to scientific consensus messaging to gain stakeholder approval for ambitious business actions on climate change.

Organizations are powerful social and economic drivers. Understanding how they interpret and communicate a scientific issue has implications for public and policy discourses and outcomes.

This is the first paper to comparatively identify common and contextual drivers of business communication of complex scientific issues. A reliable scale to measure climate science communication by corporations will be helpful for future researchers to replicate in other sectors.

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.

This research paper concentrates on exploring the elements of a strong HRM system: namely consistency, distinctiveness of messaging, and consensus of employee reactions. These latter two elements combine to form a hybrid reputational dimension for an organization's HR team. The results from respondents working in Spanish hotels reveal that a strong HRM system consisting of these interdependent elements does generate greater employee commitment and engagement. HR managers and leaders are therefore advised to add value by building their reputation in line with these trust-inducing principles.

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 examine the implications of high performance work system (HPWS) strength from a managerial perspective and the impact of economic, cultural, political, legal and technological factors on the operationalization of HPWSs in the banking industry in Sri Lanka.

The data for this study were collected from three licensed commercial banks in Sri Lanka. This research used a case study approach for data collection with archival analysis of records and semi-structured interviews with the CEO, head of HR, two board members and three focus groups (top, middle and lower level managers across various functional areas) in each bank which altogether covers 66 key informants.

The findings supported the research proposition that to gain positive outcomes on organizational effectiveness, there should be a strong HPWS, resulting in a positive attitudinal climate among employees. Further, the findings provide evidence of the global applicability of HPWSs, although more research is needed to clearly specify the contextual boundaries of HPWS effectiveness.

Contemporary research provides ample evidence to endorse the contribution of high performance work systems toward organizational effectiveness. However, there is a dearth of literature on how high performance work systems are operationalized across the management hierarchy and support the achievement of organizational effectiveness. Few studies have been conducted on high performance work system strength and organizational effectiveness in emerging economies.

Drawing on the contingency perspective between business strategies and human resource (HR) practices, the purpose of this paper is to examine the effects of human resource management (HRM) system (which integrates both content and process of HR practices) on both proximal organisational outcomes (such as job satisfaction, motivation, and organisational commitment) and distal organisational outcomes (such as employee engagement, organisational citizen behaviour (OCB), co-operation among employees, intention to quit, and operational performance).

The analysis is based on a sample of 996 Greek employees working in 108 private organisations and the statistical method employed is structural equation modelling with bootstrapping estimation.

The results indicate that HRM content is more positively related to job satisfaction and motivation and less related to organisational commitment than HRM process. Moreover, HRM system is sequentially related to organisational outcomes (both directly and indirectly) and significantly influences employee job satisfaction and motivation, as well as OCB and co-operation among employees, and operational performance.

The data were collected using a questionnaire at a single point in time, and thus, not allowing dynamic causal inferences. Considering that Greece is experiencing a severe financial crisis, the findings from this unique context may not generalise across other contexts.

The core messages to decision makers are that employee development and rewards are the major dimensions of the content of an HRM system and that consistency and distinctiveness are the principal features of the process of an HRM system, even in cases where the organisation is operating under an economic crisis environment.

Investigations into the relationship between HRM systems and organisational performance have become increasingly common. Nevertheless, empirical studies that measure the impact of HRM systems, which being contingent on business strategies integrate both content and process of HR practices on organisational performance are still rare. This paper partially fills this gap.