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1 – 10 of over 7000Madduma Hewage Ruchira Sandeepanie, Prasadini Gamage, Gamage Dinoka Nimali Perera and Thuduwage Lasanthika Sajeewani
The purpose of the article is to investigate the role of talent management and employee psychological contract on employer branding and to develop a pragmatic conceptual model…
Abstract
Purpose
The purpose of the article is to investigate the role of talent management and employee psychological contract on employer branding and to develop a pragmatic conceptual model while identifying gaps between core concepts.
Design/methodology/approach
The archival method was adopted along with systematic review based on Khan et al.’s (2003) five steps of systematic literature review. The systematic review has enclosed published research articles between 1960 and 2022 in fields of human resource management (HRM), brand management and psychology. In total, 260 Articles were initially scrutinized, and 230 were systematically reviewed finally to explore core concepts, identify gaps and model development.
Findings
This study explored five gaps among key concepts based on systematic review and linked theories, namely, social exchange theory and signaling theory. A conceptual model has been developed to explore the impact of talent management on employer branding with mediating and moderating role of employee psychological contract.
Research limitations/implications
This study is limited to conceptual model development; nevertheless, there is enormous scope for empirically testing the model related to various global contexts in future studies.
Originality/value
The developed conceptual model is a vibrant contribution for future investigations of impact of talent management on employer branding with mediating and moderating role of employee psychological contract in diverse global contexts in wining “war for talent.” This study endows a momentous input to whole frame of HRM knowledge because it discourses significant knowledge gaps amongst relationships and effects of identified variables, which has not been formerly revealed.
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Ashokkumar Manoharan, Christina Scott-Young and Anthony McDonnell
The COVID-19 pandemic exacerbated the talent challenges faced by hospitality organisations. This paper aims to propose a new concept – industry talent branding – which, is argued…
Abstract
Purpose
The COVID-19 pandemic exacerbated the talent challenges faced by hospitality organisations. This paper aims to propose a new concept – industry talent branding – which, is argued, offers industry stakeholders the opportunity to reduce such issues through working more collaboratively and strategically to magnify the pool in which individual organisations compete for talent.
Design/methodology/approach
This paper proposes a conceptual framework of industry talent branding, based on brand equity theory, signalling theory and the employer branding literature.
Findings
Industry talent branding opens a potentially new stream of research on how talent attraction and retention issues may be addressed. The authors propose that there is merit in moving beyond the organisational-level phenomenon of employer branding to industry talent branding through articulating a broader collaborative and strategic agenda to increase and widen the talent pool available to organisations.
Research limitations/implications
The proposed framework offers the hospitality industry and its encompassing stakeholders a means to adopt a more proactive, collective and strategic approach to address long-standing talent challenges.
Originality/value
This paper combines brand equity and signalling theories to develop the concept of industry talent branding, defined as a strategically curated, yet realistic impression of the employee value proposition (i.e. the benefits and rewards received by employees in return for their work performance) available within the industry, that by design will sustainably attract new employees into the industry and retain existing talent.
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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…
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.
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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. Accordingly…
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.
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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 development…
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.
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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.
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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…
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.
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Ana Junça Silva and Herminia Dias
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…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Originality/value
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.
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Rajwinder Kaur, Sameer Pingle and Anand Kumar Jaiswal
This research aims to investigate the relationship between employer branding and its antecedent organisational culture within the context of the private banking sector. The study…
Abstract
Purpose
This research aims to investigate the relationship between employer branding and its antecedent organisational culture within the context of the private banking sector. The study also investigates the relationship between employer branding and employee brand equity as a consequential construct. Additionally, the mediating role of trust and the moderating role of gender in the relationship between employer branding and employee brand equity has been examined.
Design/methodology/approach
The present study’s findings result from data analysis collected from a sample of 454 employees working in private banks in India. The data analysis was conducted utilising the structural equation modelling technique with the assistance of analysis of moment structures (AMOS) software.
Findings
The study’s findings indicate that supportive and bureaucratic (formal) culture in private banks exhibit a significant relationship with employer branding. However, the relationship between innovative culture and employer branding was found to be insignificant. The research also reveals a significant positive association between employer branding and employee brand equity variables: brand consistent behaviour, brand endorsement and brand allegiance. Further, the study highlights the mediating role of employee trust in management in the relationship between employer branding and employee brand equity. Examining demographic variables suggests that gender moderates the relationship between employer branding and employee brand equity.
Originality/value
The originality of this study lies in its exploration of the critical role of organisational culture variables in shaping employer branding within the context of private banks. The findings highlight that cultivating supportive and bureaucratic cultures can effectively enhance the employer branding of private banks. The study emphasises the outcomes of employer branding initiatives, signifying that they contribute to developing brand equity among employees. This leads to long-term employee commitment and advocacy towards the organisation, as employees become brand advocates for the bank with which they are affiliated. The study contributes to a better understanding of the relationship between organisational culture, employer branding and employee brand equity, providing valuable implications for the private banking sector aiming to reinforce their employer brand and increase employee engagement.
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Concerns about unsatisfactory work-life balance is negatively affecting turnover in many firms. Family-friendly HRM practices that address employee needs can help businesses…
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.
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