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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.

This study aims to unveil the determinants of employer branding (EB) that attracts and retains the employees working in the Indian higher education sector using the factor-analytic approach.

The study is cross-sectional, and the data were collected from 141 employees working in the higher education sector. Exploratory factor analysis and independent t-test were deployed to analyze the data.

The results of independent samples t-test explicate that perception of male and female university employees pertaining to EB factors of employee attraction (EA) and employee retention (ER) is congruent. Further, the perception of employees in public and private universities on EB factor is similar for ER and non-similar for EA.

The present research is an effort to unveil the employee attraction and retention factors that play a vital role in showcasing an employer as a great place to work in the Indian higher education sector.

The purpose of this study is to investigate the relationship between being an inclusive city and branding oneself as such, as more cities adopt the inclusive city concept as part of their brand identity.

This paper builds theory by introducing a typology that categorizes cities based on their level of inclusion and degree of branding, supplemented by an analysis of the branding practices and identities. Integrating the literature on inclusive city and city branding, with a specific focus on the inherent conflict between their sharing and competing attributes, this research postulates that a city may choose to engage in being inclusive and branding itself as such in various ways depending on its dominant motivations of altruism or entrepreneurialism.

Four distinct types of inclusive city branding are identified: inclusion ambassadors (high inclusion and high branding); innate champions (high inclusion and low branding); façade marketers (low inclusion and high branding); and silent segregators (low inclusion and low branding). Furthermore, it underscores that inclusive city branding is shaped by the interplay of entrepreneurialism and altruism, not just a city’s inclusion. Different branding practices, such as media-generated images, narratives and events, are emphasized when entrepreneurialism is the primary motivation, whereas iconic architecture buildings, flagship projects and long-term policies are more associated with altruism.

This study develops a typology to unravel the paradoxical aspects of inclusive city branding. Examining the intersection of city branding motivations and practices enriches existing literature. Moreover, its findings offer valuable insights for cities grappling with the implementation of contentious inclusive branding strategies, thereby bridging theory with practical applications.

The aim of the study is to assess the effect of employer branding dimension of training and development on the retention of employees through the mediation of organizational identification (OI).

The study is based on data collected from the Indian IT employees. Regression and PROCESS Macro were used to test the hypotheses.

The regression results revealed that employer branding attribute of training and development influence employee retention (ER). Second, training and development influences OI and ER. Third, the relationship between training and development and ER is mediated by OI.

The research provides a new direction, strategizing a brand around development value is effective to enhance OI and their intent to stay. The major limitation is that the data is collected from a single source that may result in the issue of common method biasness.

The paper focuses on measuring the effects of training and development on the retention of employees through the mediation of OI, for which studies are very limited.

Some firms excel at positively presenting their employer brand (talk), while others excel at effectively implementing human resource management (HRM) practices for the benefit of the employees (walk). Which approach is more effective? Focusing specifically on small and medium-sized hotels (SMHs), this study explores the relation of employer branding (EB) and HRM practices with organizational performance (OP).

Stratified sampling was used to identify 34 top management figures (owners, CEOs, and top HR managers) from SMHs across Greece. These individuals agreed to participate in in-depth, semi-structured, one-on-one interviews, focusing on their hotels’ HRM, EB, and organizational performance. The interviews were subjected to content analysis, further coupled with graphical exploration of the relations between the concepts under study.

The findings reveal a noteworthy pattern: high-performing SMHs tend to prioritize EB, particularly leveraging social media channels. This prioritization is further reinforced by the implementation of HRM practices, including extensive training and rewards. Clustering SMHs into four different levels based on their application of EB and HRM practices and the effect of these practices on OP, enables us to extend this study and gain valuable insights into the interplay of these factors.

This study highlights the need for practitioners to invest in HRM practices, especially in training and rewards, while giving due attention to EB, despite the potential resource limitations SMHs often face. Importantly, when basic levels of HRM are combined with high levels of EB, OP seems to be maximized.

Both HRM and EB deal with the employer – employee interaction, that’s why EB in most companies is the responsibility of the HRM department. Surprisingly, academic research has treated them as distinct fields, in isolation, ignoring their combined effects. This paper is the first to conceptualize EB as communication (“talk”) and HRM as practice (“walk”) and to thus propose that a complementarity relationship between these two dynamics may facilitate OP. Additionally, this study is the first to combine content analysis with a quantitative exploration to gain more holistic and valuable insights on the topic.

This paper aims to critically discuss the mounting role of social media (SM) or social networking sites (SNSs) on various human resource management (HRM) practices.

The paper is based on 87 published papers collected from the Web of Science Database particularly from 2010 to 2020 (up to June) using VOSviewer software. After reviewing those paper contents, the author briefly highlighted the findings.

According to most of the previous studies, the utilization of SM information for various HRM practices is rising although such utilization is mostly limited to talent search and recruitment & selection at present. Further, it was found that Facebook and LinkedIn are the two most accepted sites among the hiring professionals where the first one mostly provides behavioral information and the second one provides job-related information. Finally, it was revealed that organizations can develop a strong corporate branding through the presence in SM.

This review paper is expected to motivate further research initiatives regarding the role of social media into different HRM practices.

The author expects that based on the findings, the organizational policymakers can get some practical guidelines regarding the efficient utilization of such a platform.

Social media is a powerful platform for flourishing business entities, promoting products, branding, talent search and so many more purposes. An organization can well promote its existence through this popular platform. In particular, the media can be a well-established platform for searching competent employees and creating employer branding. Therefore, more and more research studies should be carried out focusing on this recent issue. This review paper can be a base for the upcoming researchers as it has accumulated the previous literature and their findings.

This paper aims to unpack how small and medium-sized enterprises (SMEs) can operationalise coopetition in talent management, addressing ongoing talent shortages in the hospitality industry which were intensified during the Covid-19 pandemic.

This conceptual paper draws from literature on coopetition and talent management in SMEs. Specifically, the authors take an interorganisational talent pool lens and develop a framework following the principles of open-systems theory.

The authors find that the traditional use of talent pools is often impractical for SMEs because of a lack of resources and capabilities. Instead, interorganisational talent pools, through coopetition in talent management, can aid these firms to address talent shortages. The authors identify potential for SME coopetition at various stages, including attraction, development and retention of talent.

Coopetition in talent management can aid industries in establishing market-thickening pipelines. Through co-attracting, co-developing and co-retaining talent, SMEs can create interorganisational talent pools. To develop talent management coopetition, a set of prerequisites, catalysts and potential inhibitors must be analysed and managed.

This paper moves the talent management debate beyond competition for talent, introducing coopetition as a viable alternative. Taking an open-systems perspective, the authors develop an integrative framework for coopetition in talent management in SMEs encompassing input, process and output components. The authors reveal the dynamic and complex nature of this coopetition process, highlighting the essential role of coopetition context and illustrating open-system principles.

Understanding matching patterns and determinants of attracting quality talents is an under-researched area, especially from a firm perspective. Firm’s recruitment strategies have an impact on the sorting patterns in the labour market which remains undetermined. This paper aims to explore the drivers of attracting and recruiting quality talents. Also, the role of policies including the national labour laws, industry norms and localised firm policies have on hiring practices and drivers in a developing country.

This study is underpinned by network theory, equity theory, social exchange theory and resource-based theory. The authors leveraged on a mixed methodology that is a structured questionnaire administered to 200 firm representatives in Lagos and interviews with key informants from the demand side for labour.

The study revealed that firms can leverage on salary, brand name, referral, job security as core factors in attracting and recruiting quality talents. Also, digitisation is a key strategy leveraged on attracting and recruiting quality talents. Techniques such as the use of social media, traditional media, online interviews, physical interviews have proven to help in selecting quality talents.

Specifically, the paper throws light on how firms use different recruitment channels for hiring workers, and how the use of these channels affects the quality of matches. Furthermore, the role of social networks, wages and benefits for firm recruitment and matching efficiency was well highlighted.

The employer brand is a crucial intangible asset for companies as it enhances the employer–employee relationship, leading to improved employee performance and overall company outcomes. This paper aims to investigate the contribution of the employer brand to the financial results of companies in southern Europe.

The sample consists of 266 companies operating in southern European countries during the year 2020. Secondary data on employer brand attributes, assessed from the perspective of current employees, were collected from the Glassdoor platform. Financial indicators were obtained from the companies' annual financial reports. The research hypotheses were tested using regression analysis.

The results of the regression analysis support the notion that the employer brand contributes to profitability indicators and management effectiveness indicators of southern European companies. However, the study did not find evidence supporting the contribution of the employer brand to market indicators and financial structure indicators of the observed companies.

This study is one of the first empirical investigations to assess the role of the employer brand as a human capital tool for enhancing the financial performance of companies in southern Europe. The study examines employer brand attributes from the perspective of current employees, who actively participate in shaping the employer brand and the company's image. In contrast to prior research, this study incorporates a more extensive set of financial indicators, categorized into four groups: profitability indicators, management effectiveness indicators, market indicators and financial structure indicators.

This paper aims to explore how artificial intelligence (AI) technologies have redefined the hospitality industry. It develops a theoretical framework to evaluate its impact on employee engagement, retention and productivity levels, stemming from its potential implications for service quality and customer satisfaction.

Based on the exploration of relevant literature, role theory and service-profit chain were used to develop – role-service-profit chain.

Role-service-profit chain is an analytical tool which has strong implications for investment and deployment analysis of the new technologies in hospitality and tourism businesses. It proposes how managers can evaluate how the role expectation of technological innovations relate to service quality and customer satisfaction through its impact on employee-related outcomes (such as employee engagement, retention and productivity), and assess the corresponding impact on profitability and growth, in the context of their own unique internal environment and position in the market.

Although an empirical assessment of the hypothesised relationships in the model is required to evaluate and validate it in the hospitality industry, role-service-profit chain presents promising implications for tourism and hospitality practice and future research.

Role-service-profit chain is an analytical tool from which managers can make improvements on talent and talent management practices and adjust expectations and behaviours in ways that facilitate improvements in service quality and customer satisfaction.

This paper makes an important contribution to hospitality and tourism literature, as it explores how AI technologies implemented to improve on talent and talent management practices impact on service quality and customer satisfaction, and develops analytical tools by which this may be evaluated.