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Book part
Publication date: 27 July 2021

Donagh Davern

Purpose: The purpose of this chapter is to explore the use of employer branding as a key strategy in talent management, in an effort to retain employees in the context of…

Abstract

Purpose: The purpose of this chapter is to explore the use of employer branding as a key strategy in talent management, in an effort to retain employees in the context of the Irish hotel industry.

Methodology/Approach: This chapter was part of a wider body of research, and combines this discussion with a sequential mixed-method approach. Semi-structured interviews were conducted with 18 hotel general managers in Cork City/County, and these were combined with 417 employee questionnaires conducted in the same hotels.

Findings: This chapter finds that hoteliers in Ireland are aware of the necessity to tackle the area of employee retention, are conscious of the importance of positive employer branding to aid in decreasing employee turnover, but that many are just at the genesis of their journey in the area of talent management. Indeed, many hotels have not yet implemented a talent management plan into their organisation and need to be more innovative in their approach to talent management through positive employer branding.

Practical implications: Employees strongly believe that those hotels which possess a positive employer brand have more committed employees, while those with negative reputations in terms of their employment affect an employee’s intentions to leave the business. Therefore, employers must put strategies in place to enhance their employer brand if they are to attract and retain employees.

Social implications: The chapter makes recommendations to hotel managers as to how employer branding can be utilised as part of their overall talent management strategy to increase employee retention in a challenging employment market, improving overall performance, and leading to sustained competitiveness. The areas of talent management, employer branding, and employee retention are interlinked, and it is imperative that hotels implement strategic initiatives in these key areas.

Originality/value of paper: This chapter contributes to the overall talent management area, offering further guidance to operators who are embarking on this strategic direction. It supports the link between talent management and employer branding.

Details

Talent Management Innovations in the International Hospitality Industry
Type: Book
ISBN: 978-1-80071-307-9

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Article
Publication date: 15 October 2018

Sari Silvanto and Jason Ryan

This study aims to empirically examine the most common appeals recommended for use in nation branding campaigns to attract and retain skilled professionals from abroad to…

Abstract

Purpose

This study aims to empirically examine the most common appeals recommended for use in nation branding campaigns to attract and retain skilled professionals from abroad to enhance a country’s economic competitiveness. To assess this, the authors examine how the image and reputation of a country as a destination and location for talent compare to its actual performance in terms of attracting and retaining skilled professionals. This comparison provides useful insights into the aspects of a country’s reputation that matter most for attracting the talent it needs to enhance its competitiveness.

Design/methodology/approach

This study uses a multivariate analysis to examine a sample of 122 countries using secondary data from the World Economic Forum, the World Bank, the UNDP and other non-governmental sources, such as the Martin Prosperity Institute at the University of Toronto. It then tests the results using a sample of 35 OECD countries to assess whether they apply to all types of countries equally.

Findings

The study finds that the two most important factors for ensuring that a country is maximizing its potential to attract skilled professionals are the availability of employment and the degree of ethnic and cultural diversity within the host country. The most important factor for ensuring that a country is maximizing its potential to retain talent, the study finds, is the availability of employment. This does not mean that other factors do not matter, but employment and diversity are crucial for attracting talent from abroad.

Research limitations/implications

The study also tests the overall results of the study by using a smaller sample of 35 OECD countries. It finds that the availability of employment and high levels of GDP per capita (i.e. wealth) is important for attracting and retaining skilled professionals in more industrially developed countries.

Originality/value

This paper is one of the few empirical studies to examine nation branding to attract and retain talent from abroad to enhance national competitiveness. Its findings suggest that a multifaceted and holistic framework-based approach to nation branding to attract talent, such as that recommended by Silvanto and Ryan (2014), is less likely to work in the short term than an approach which primarily emphasizes employment and diversity.

Details

Competitiveness Review: An International Business Journal, vol. 28 no. 5
Type: Research Article
ISSN: 1059-5422

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Article
Publication date: 11 December 2020

Kamlesh Kumar Maurya, Manisha Agarwal and Dhirendra Kumar Srivastava

This paper aims to examine the effect of perceived work–life balance on the perceived level of employer branding attraction valueand organizational talent management…

Abstract

Purpose

This paper aims to examine the effect of perceived work–life balance on the perceived level of employer branding attraction valueand organizational talent management. Accordingly, the structural model is developed that delineates the interactions among these and explores the mediating effect of employer branding attraction value between the relationship of work–life balance and organizational talent management.

Design/methodology/approach

This study is based on survey results and review of literature in terms of their implications for the proposed framework. Data have been collected by convenience incidental sampling from middle-level executives working in different information and technology (IT) companies. The model and posited hypotheses were tested through structural equation modeling analysis.

Findings

Perceived work–life balance was found to be positive and significantly predicted the employer branding attraction value and organizational talent management. The study also showed that there exists a significant and positive correlation between employer branding attraction value and perceived organizational talent management. Further, employer branding attraction value found to be a mediating construct between the relationship of work–life balance and organizational talent management.

Research limitations/implications

The present study will add insight into the human resource practitioners to design cost-effective and prolonged popular practices in order to meet the employees work and personal expectations under the organizational association. The research investigated issue within focused IT sector employees to understand and solve the issues generated with changing factors in an organizational environment such as increasing women participation, duel earning couple, and maintaining the difference between various categories of employees at the practice level.

Social implications

The study has value at both the scholarly and practice level. At a scholarly level, the research investigated an important contemporary issue at both level individual as well as organizational level. In practice if organization implements people friendly work-life balance policies, then this will be surely be helpful in organizational productivity in form of talent management and employer branding and further this will improve the personal and professional performance of most elementary component of developing society.

Originality/value

Work–life balance much more depends upon employees' perception, but so far the study has neglected the impact of this perception on other organizational attributes maintained under human resource management. Changes in demographic characteristics and interchangeable role of the youth population in organizations and society as well thrive for the newer approach to deal with the personal and professional aspects of the employees.

Details

International Journal of Organization Theory & Behavior, vol. 24 no. 1
Type: Research Article
ISSN: 1093-4537

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Article
Publication date: 10 May 2018

Asuman Matongolo, Francis Kasekende and Sam Mafabi

The purpose of this paper is to examine, empirically the relationship between employer branding attributes of reward strategy, people orientedness and; leadership and…

Abstract

Purpose

The purpose of this paper is to examine, empirically the relationship between employer branding attributes of reward strategy, people orientedness and; leadership and development on talent retention in institutions of higher learning in Uganda.

Design/methodology/approach

In a cross-sectional study, data were obtained form 218 respondents from two public universities. Confirmatory factor analysis (CFA) and structural equation modeling were employed to analyze the data.

Findings

The paper has two major findings: first, CFA maintained three dimensions of employer branding, namely; reward strategy, people orientedness and; leadership and development; and second, only reward strategy and people orientedness emerged as significant predictors of talent retention.

Originality/value

The results suggest that institutions of higher learning that embrace reward people orientedness strategies as measures for employer branding succeed in retaining their employees for longer.

Details

Industrial and Commercial Training, vol. 50 no. 5
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 6 November 2017

Vishwas Maheshwari, Priya Gunesh, George Lodorfos and Anastasia Konstantopoulou

The latest research in the field of employer branding highlights a mix of marketing principles and recruitment practices, based on the concept that, just as customers have…

Abstract

Purpose

The latest research in the field of employer branding highlights a mix of marketing principles and recruitment practices, based on the concept that, just as customers have perceptions of an organisation’s brand, then so do other stakeholders including employees. However, the emphasis has been on organisations, which predominantly operate in developed countries typically with Westernised-individualistic cultures. This paper aims to investigate employer branding for service organisations’ image and attraction as an employer in a non-Western culture.

Design/methodology/approach

This study examines the perceptions of human resources’ professionals and practitioners on the role of employer branding in employer attractiveness and talent management, within Mauritian banking sector. The data collection for this qualitative study involved semi-structured interviews with senior managers from Mauritian banking organisations, including multinational enterprises, small business unit banks and Mauritian banks.

Findings

Analysis of the findings showed that organisations, and banks in this case, are increasingly competing to attract highly skilled personnel in various professional areas; therefore, those organisations that attract the best talent will have a distinct edge in the marketplace. Furthermore, findings from the semi-structured interviews with senior managers suggest that employer branding remains at the embryonic stage within the Mauritian banking sector; therefore, a clear need exists for a more developed strategy.

Research limitations/implications

The outcomes of this study call for re-engineering with regards to managerial collaboration in organisations for the successful design and implementation of the employer branding strategy. The empirical findings from the Mauritian banking sector show that the strategic position occupied by the human resource function is still at an embryonic stage as regards with the competitiveness of banks as service organisations.

Practical implications

The study presents a need for the development and maintenance of long-term collaborative and trust-based relationships between the human resource and marketing functions.

Originality/value

The insights provided through this study addresses the dearth of academic research on employer branding on the African continent while providing invaluable information from a human resource professional perspective.

Details

International Journal of Organizational Analysis, vol. 25 no. 5
Type: Research Article
ISSN: 1934-8835

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Article
Publication date: 1 June 2015

BINITA TIWARI and Usha Lenka

In the era of knowledge economy and global crisis, managing talent across the globe has become a strategic challenge for organizations to create long-term business…

Abstract

Purpose

In the era of knowledge economy and global crisis, managing talent across the globe has become a strategic challenge for organizations to create long-term business success. Getting the right employees in pivotal roles at the right time is crucial for firms to gain competitive advantage. Firms confront challenges to attract the prospective employees, develop, and retain their existing ones simultaneously to deliver excellence in the marketplace. Therefore, firms are required to address the needs and expectations of their employees through the involvement of top management, and provide challenging tasks and opportunities to enhance employees’ professional, social, and personal competencies. Such employees feel motivated and become highly engaged toward their job and organizational goals. Thus, the purpose of this paper is to propose a conceptual framework to build talent hub through engaging and branding employees in the organizations.

Design/methodology/approach

General review.

Findings

Engaged employees act as brand representatives, harmonize with firm’s values, and reflect the same in the external market, forming a talent hub.

Originality/value

This paper provides an outlook for building and branding organizations as a talent hub through valuing and engaging employees to ensure a prolonged succession for business success.

Details

Industrial and Commercial Training, vol. 47 no. 4
Type: Research Article
ISSN: 0019-7858

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Book part
Publication date: 10 July 2019

Sjoerd Gehrels

Abstract

Details

Employer Branding for the Hospitality and Tourism Industry: Finding and Keeping Talent
Type: Book
ISBN: 978-1-78973-069-2

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Article
Publication date: 17 June 2021

Concerns about unsatisfactory work-life balance is negatively affecting turnover in many firms. Family-friendly HRM practices that address employee needs can help…

Abstract

Purpose

Concerns about unsatisfactory work-life balance is negatively affecting turnover in many firms. Family-friendly HRM practices that address employee needs can help businesses reverse this trend and achieve desired outcomes from their talent management and employer branding initiatives.

Design/methodology/approach

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

Findings

Concerns about unsatisfactory work-life balance is negatively affecting turnover in many firms. Family-friendly HRM practices that address employee needs can help businesses reverse this trend and achieve desired outcomes from their talent management and employer branding initiatives.

Originality/value

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.

Details

Development and Learning in Organizations: An International Journal, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1477-7282

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Article
Publication date: 7 May 2021

R. Deepa and Rupashree Baral

This study aims to expand the emerging body of literature on employer branding from the current employee perspective. It proposes that effective integrated communication…

Abstract

Purpose

This study aims to expand the emerging body of literature on employer branding from the current employee perspective. It proposes that effective integrated communication helps an organization fulfill its employer value proposition or employment value proposition (EVP). A firm that fulfills its brand promise in terms of EVP will derive employee-based brand equity (EBBE) benefits. Integrated communication is effective when employees experience coordination and consistency in brand communication. This influences their perception of psychological contract fulfillment (in terms of EVP attributes), which results in positive employee behavior in the form of EBBE benefits.

Design/methodology/approach

The study draws insights from the signaling theory and psychological contract literature which is based on the social exchange theory. The literature on integrated communication, employer branding and internal branding was reviewed to propose the relationships between the variables of interest. Data was collected using a questionnaire survey on 520 employees from the information technology (IT)-business process management industry in India, which is a customer-oriented industry known for its exemplary employer practices.

Findings

The findings suggest that integrated communication effectiveness impacts the perceived fulfillment of EVP attributes and EBBE. Again, the fulfillment of the relational value dimension of EVP attributes partially mediates the relationship between integrated communication effectiveness and EBBE.

Originality/value

This study is one of the first to explore employees’ perception of integrated communication effectiveness and fulfillment in terms of EVP attributes as antecedents to EBBE.

Details

Journal of Product & Brand Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1061-0421

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Article
Publication date: 11 July 2008

Pallavi Srivastava and Jyotsna Bhatnagar

With talent management becoming an area of growing concern, there is a need for practicing due diligence in their talent acquisition strategy. To meet the demands for

Abstract

Purpose

With talent management becoming an area of growing concern, there is a need for practicing due diligence in their talent acquisition strategy. To meet the demands for talent with a specific skill set in a given timeline, the organizations are adopting innovative recruitment practices to find the correct skill sets and competencies. The purpose of this paper is to discuss some of these practices and also to investigate talent acquisition and its relationship to levels of employee engagement.

Design/methodology/approach

The investigation is carried out with the aid of a case study on Motorola India‐ Mobile Devices Business.

Findings

By reflecting recruitment and culture need fit, an environment is created at the workplace where employees feel more passionate about their work and exhibit the behaviours that organizations need to drive better results.

Research limitations/implications

This is a qualitative study which could be further enriched by empirically measuring person‐organization fit and its impact on the level of engagement.

Practical implications

It is suggested that organizations should make efforts to build effective, practical and holistic talent strategies that are not only able to attract talent but also address employee engagement and the retention of key skills thus boosting the productivity and business performance. During talent acquisition, due diligence is required in assessing the person‐organization fit and providing an enabling work environment to keep the talent anchored to the organization.

Originality/value

The paper highlights the impact of due diligence in talent acquisition, which is the most crucial problem faced by the organizations in the present times, by means of a case study.

Details

Industrial and Commercial Training, vol. 40 no. 5
Type: Research Article
ISSN: 0019-7858

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