Present study is designed to provide a model for measuring employer brand and measuring employer brand in zarringhazal corporate. literature review of the subject used to estimate the dimensions of ...employer brand and then attempt to measure the company's employer brand. According to the purpose current study is a developmental and applied research and research design and method of data gathering is Survey/ Descriptive. Needed data gathered with use of customized related questionnaire to the research model from Employees and job applicants of Zarringhazal corporate and the results of Confirmatory factor analysis shows that an employer brand can be measured in five dimensions of economic with Three indicators, Functional with five indicators, social with eleven indicators, developmental with five indicators and messaging with seven indicators. Results of Mean and Standard deviation of answers also shows that in an overall assessment situation of employer brand in Zarringhazal corporate is relatively Appropriate and gets the highest mean in the economic dimension and the lowest in the social.
In this study, we invoke a social identity and job resources perspective to investigate the impact of an organization's internal and external employer brand images on employee absenteeism. ...Specifically, using workforce samples of 56 Belgian companies (n = 12670) and a second independent study sample (n = 4461), we assess the relative importance of the internal employer brand image (i.e. employee perceptions) and the external employer brand image (i.e. non-employee perceptions) in predicting the absenteeism rate in these organizations. Results show that corporate absenteeism decreases as internal (employee) views and external (non-employee) views of the organization decline. Results further show that the external employer brand image may be a more important driver of absenteeism than the internal employer brand image. Such results highlight that an organization's external image may be a strong antecedent of important internal organizational behavior outcomes.
Firms are increasingly drawing on corporate social responsibility (CSR) in their employer branding to improve attractiveness and engage current and potential employees, and to ensure consistency in ...employee brand behaviours. However, there is a dearth of literature synthesising CSR and employer branding research to understand employee engagement with CSR-firms from a branding perspective. In this article, the authors carried out an integrative literature review of CSR and employer branding literatures. Informed by signaling theory, the authors develop a conceptual model of the CSR employer branding process as a cohesive view from the potential and current employee perspective. Our review highlights the need for firms to achieve CSR consistency in terms of (a) embeddedness of CSR values, and (b) levels of internal CSR. These two factors frame a typology that enable managers to better execute their CSR employer brand identity to achieve favourable results, such as a high-quality talent pool and positive affective, cognitive and behavioural employee outcomes.
Purpose
The study aims to explore strategic employer brand management by combining experiences of multiple organizations. In particular, the purpose is to identify what strategic management processes ...managers consider relevant to employer brand management for small- and medium-sized enterprises (SMEs).
Design/methodology/approach
This study took an inductive approach, observing a practitioner project in Sweden. The data were gathered during four full-day workshops, where 14 SMEs from different industries were chosen to participate and to actively work their employer brand(ing) activities.
Findings
The results show that organizations have difficulty understanding and comparing employer branding practices, and thus, evaluating their own brand. The major themes show that organizations have two focus points for their employer branding work: building strategic structures (processes) on one hand, and a collective identity that aligns with the brand values, on the other. However, organizations differ in these dimensions, affecting what needs to be done to become successful.
Originality/value
This contributes to the limited knowledge about employer branding, human resources development (HRD) and SMEs. In addition, most of the previous studies have neglected to take into account the differences between organizations, approaching employer branding as a universal process. This paper summarizes different positions for employer brands that affect strategy: the unmanaged, the non-strategic, the impersonal and finally, the co-created. Co-creation can be facilitated with the help of constructive and collaborative HRD. Then, it can be turned into a dynamic capability that builds competitive advantage.
This study questions the relevance of Berthon, Ewing, and Hah (2005) employer brand equity (EmpAt) scale, which measures five dimensions of employer attractiveness: economic value, interest value, ...social value, development value, and application value. Therefore, replication is necessary, from a theoretical perspective, to corroborate the five-factor structure and the external validity of the EmpAt scale and, from a managerial perspective, to provide empirical evidence of the managerial usefulness of the scale.
The purpose of this research is two-fold: first, to question the relevance of this measurement tool; and second, to examine its explanatory power.
An online survey of 604 employees reveals that this scale needs some adjustment, although the structure of the scale seems to be reliable overall. The results also highlight the effects of employer brand equity on positive employee well-being, which in turn, influences loyalty.
Increasing competition means that organisations are looking for new ways to ensure the equity of their brands, and due to the specifics of services, employees are undoubtedly one of the most ...important links in service brand equity creation, therefore consumer knowledge of employer brand and its equity elements can contribute to the perception towards it, change it and influence behavioural intentions. According to the theory of reasoned behaviour, attitude is an important determinant of behaviour, so the purpose of this article is to assess how elements of an employer’s brand equity influence attitude toward a service brand. After the exploratory factor analysis, 3 main elements of the employer’s brand equity were identified. An analysis of the empirical study also found that the employer brand image has the strongest effect on attitudes towards a service brand, while the effect of employer brand awareness and reputation has a weaker effect.
The purpose of this study is to examine how potential applicants' exposure to an organization's social media page relates to their subsequent organizational attractiveness perceptions and ...word-of-mouth intentions. Based on signaling theory and the theory of symbolic attraction, we propose that potential applicants rely on perceived communication characteristics of the social media page (social presence and informativeness) as signals of the organization's employer brand personality (warmth and competence), which in turn relate to organizational attractiveness and word-of-mouth. Data were gathered in a simulated job search process in which final-year students looked for an actual job posting and later visited an actual organization's social media page. In line with our hypotheses, results show that the perceived social presence of a social media page was indirectly positively related to attractiveness and word-of-mouth through its positive association with perceived organizational warmth. Perceived informativeness was indirectly positively related to these outcomes through its positive association with perceived organizational competence. In addition, we found that social presence was also directly positively related to organizational attractiveness. These findings suggest that organizations can use social media pages to manage key recruitment outcomes by signaling their employer brand personality.
•A social media page can influence attraction and word-of-mouth intentions.•Inferences of employer brand personality are an underlying mechanism.•Social media page social presence relates positively to organizational warmth.•Social media page informativeness relates positively to organizational competence.•Warmth and competence relate positively to attraction and word-of-mouth intentions.
PurposeThis review article offers an insight into employer brand and its importance for organizations, as well as an overview of international employer brand based on research on this topic available ...to date.Design/methodology/approachAn examination and critical evaluation of 37 research articles, two scientific monographs and a chapter was conducted. The selection of articles was based on conducted content analysis.FindingsHaving an employer brand has become of utmost importance for many organizations since it was first described in academic literature in mid-1990s. Despite its key role in organizational success, there is a certain lack of recognition of employer brand in academic literature. While employer brand research is somewhat scarce, international employer brand research is almost non-existent. Organizations that operate on different international markets often recruit their employees internationally as well. However, employer brand developed and managed locally differs from the one developed and managed globally.Research limitations/implicationsThis review is based on a small number of articles available in the databases. Additionally, only the research papers written in English were included in the review.Originality/valueThis review paper offers a much-needed overview of literature on employer branding within international context. International employer brands and international employer branding have so far been neglected within employer branding literature, despite the obvious need for differentiation. Therefore, this article seeks to provide a systematic overview and identify relevant characteristics of the international employer brand.
PurposeThis study aims to contribute to the understanding of internal communication and its connections to engagement and employer brands. The authors wanted to test the relationship between the ...three variables and explore if employees' perception of employer brands is affected by internal communication satisfaction and engagement. Creating a desirable employer brand can have significant benefits for organizations, such as higher employee satisfaction, employee engagement and retention. It is crucial to have a clear grasp of how the determinants of these relationships affect each other.Design/methodology/approachA total of 1,805 employees participated in a large communication survey that measured internal communication satisfaction, employee engagement and perception of employer brand (operationalized as employer attractiveness). To test the relationship between variables, the authors used multiple regression analysis.FindingsThe results show internal communication satisfaction and employee engagement as significant predictors of employer brand. All of the internal communication satisfaction dimensions and two out of three employee engagement dimensions have been identified as determinants of at least two employer attractiveness dimensions.Research limitations/implicationsLimitations include using a cross-sectional dataset, which reduces the possibility of determining causality, using self-reports and a common source bias.Originality/valueThe authors added to the body of knowledge by analyzing the effects of workplace attitudes on attitudes toward the organization. The authors found that both internal communication satisfaction and employee engagement significantly shape the perception of employer brands.
Background & Purpose: Employer brand as one of the organization's brand dimensions and an important factor of differentiating from competitors has an important role in the field of maintaining and ...increasing the intangible assets of the organization. The present study sought to identify ranking the predictors of development employer brand based on the viewpoints of professors and faculty members of the University of Defense Departments.Methodology: This research is applied in orientation and positivist philosophically which was done using Q method. In this research, first, by reviewing the literature and the semi-structured interview, entrepreneurial brand development predictors were extracted and the final factors were determined by the help of experts. These factors, in the form of Q cards, were delivered to 23 professors of the Defense University, who were purposefully selected as the participants of the study. Finally, their perspectives were analyzed using exploratory factor analysis through SPSS Software.Findings: The results suggest that participants possess seven mental models including functionalist, functionalist, public relations, non-bureaucratic, employee oriented, multi-dimensional, and human resources maintenance.Conclusion: Improving identified employer brand predictors in the studied universities may cause employer brand development and help to upgrade the intangible resources (especially human resources) of these universities. Besides, focusing on the identified employer brand predictors can augment the efficiency of these attempts.
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