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.
Employer branding in organizational human resources management is essential. Nevertheless, certain gaps persist within the realm of scientific research in this field, particularly in the exploration ...of novel concepts like employer brand personality appeal and its potential impact within the hospitality industry, which grapples with numerous human resources challenges. To fill this gap in knowledge, this paper introduces employer brand personality appeal as a concept within the hospitality employer brand context and measures its impact alongside corporate social responsibility on employee turnover intention and satisfaction in Iran's hospitality industry. Using a quantitative approach, a survey questionnaire was applied to investigate employees' perceptions. Respondents were 225 employees of four-and five-star hotels in Tehran. Results signify the impact of both corporate social responsibility and employer brand personality appeal on employees' behavioral consequences. Furthermore, findings support the influence of corporate social responsibility in promoting employer brand personality appeal. Therefore, this study expands hospitality employer brand literature by proposing a novel concept and exploring its potential for hospitality human resources deficiencies.
Purpose This study investigates how sustainability influences employer branding across generational cohorts – Generations Z, Y and X – and between two neighboring countries, Slovenia and Croatia, ...with different economic development levels. Design/methodology/approach A comparative cross-generational survey was conducted among respondents from Slovenia and Croatia to assess the impact of sustainability on employer brand perception. The survey explored generational attitudes toward sustainability and its integration into the employer value proposition. Findings The study found that all the generational cohorts view sustainability as an important factor in their evaluation of employer brands. Generation X showed the most favorable attitude toward sustainability, followed by Generation Z, highlighting the need for organizations to communicate sustainability efforts effectively to attract these groups. However, there were subtle differences between the countries, with Slovenian respondents indicating a slightly higher preference for sustainable practices. Additionally, while Generation Z may not have the same financial leverage as Generation X, their high valuation of sustainability in employer branding demonstrates their future influence as they enter the workforce. Research limitations/implications Limitations include the survey’s conceptual framing, which may be inherently biased toward the more affluent Generation X’s capacity to prioritize sustainability and the focus on USA-based generational definitions, which may not be fully applicable across different cultural settings. Future research could address these limitations by refining the conceptual approach and expanding the sample to include more diverse geographical contexts. Originality/value By comparing responses from two economically distinct neighboring countries, the study reveals complex inter-generational dynamics and national contexts affecting sustainability’s role in employer attractiveness.
In recent years, employer brand has been widely addressed as a crucial factor in attracting and retaining the best employees. Research on its impact on organizations can provide a better ...understanding of the benefits of employer branding in unlocking the potential of employees. Thus, this paper aims to evaluate the impact of employer brand on the relationship between psychological empowerment and employee engagement in Lithuanian companies. The study surveyed 429 employees (from < 18 years to > 65 years) of Lithuanian companies. The data were collected via an online survey of the respondents and by sending e-mails to the administrators of randomly selected Lithuanian companies requesting to share the survey link with their employees. Descriptive statistics, reliability assessment, ANOVA tests, multiple linear regression, and moderation analysis were used to analyze the collected data. The study found that employer brand directly impacts employee engagement (β = 0.114, p = 0.004). However, employer brand does not have a statistically significant effect on the relationship between psychological empowerment and employee engagement (p = 0.2224). Based on the results, employees working in Lithuanian companies are more engaged when they perceive their employer brand as positive. In contrast, when psychologically empowered, employees engage in work regardless of their perception of the employer brand.
With the growing interest in employer attractiveness, research is unsystematic on how this phenomenon can be conceptualized and studied. Studies tend to make little conceptual differentiation ...regarding for whom employers should be attractive, and therefore, address the perspectives of potential as well as current employees, who work in organizations for long periods of time. In this study our arguments relate to the phenomenon’s conceptual clarity as well as its differentiation from other related concepts. By focusing on employer attractiveness for current employees, we have systematically reviewed 48 studies published in business and management journals, and categorized findings into the Inputs–Mediators–Outputs model. This approach allowed us to depict significant limitations in the existing knowledge about employer attractiveness from the current employees’ perspective, and offer avenues for future research. Next, to delineate the future research agenda, we have suggested that employer branding in organisations needs to be targeted more toward current employees.
This paper aimed to examin how employer brand experience formed for talented employees and determine the effect of employee’s expectation and brand promise on forming the employer brand experiences. ...The statistical population is talented employees who worked in active enterprises of Tehran labor market with mixed research method.This study is applied and survey research which was done with theme analysis from 25 interviews by using Nvivo 10 software and identified expectations, brand promises, and brand experiences from the talented employees point of view. The research hypotheses were tested with path analysis from 437 questionnaires by using SPSS 25 and AMOS 24 software. Results revealed that employees expectations affected either through brand promise, or directly on brand experience. Also job experience affected on brand promise. In the other hand, brand promise affected either through brand experience, or directly on turnover intention. Although brand experience didn’t lead to job persistence, brand promise affected directly on job persistence. The model found that employee’s expectations and employer brand promises had hierarchical structure. The concept of employer brand experience for employee included sum of employer brand images that they could remember from each touch points with organization.
Despite the significant and increasing influence of social media on employees' work lives, there is limited focus on employees' social media competencies from an employer branding or internal ...marketing perspective. Building on social identity and social exchange theories, this paper links employees' social media competence to an increase in online brand citizenship behaviour and reduction in feelings of psychological contract violation towards their employer's brand. We also examine the distinct mediatory effects of two forms of online social capital—bonding mediates the influence of employee social media competence on online brand citizenship and feelings of psychological contract violation, whilst Bridging only mediates the effect of social media competence on feelings of psychological contract violation. In doing so, we contribute to extant literature in two ways: (1) Address the need for research on social media in relation to employer branding; and (2) highlight the importance of building employee‐to‐employee and employee‐to‐employer relationships by virtual means in the context of employer branding. Therefore, this paper responds to calls for research that advances more responsible approaches to employer branding and internal marketing; that is, approaches that take into account employee competencies (emphasise need for skill development) as well as wellbeing (emphasise need for support).
Employer branding has fascinated human resources (HR) managers and establishments over the last two decades. This is attributed to its practical business implications and being a strong predictor of ...many favourable organizational outcomes. Due to the fierce business rivalry and market saturation in recent times, businesses are increasingly looking to engage their workforce in order to induce employer commitment among them. Employer brand is one factor that can help organizations keep their employees involved in the job. Employee engagement is critical for service brands, such as the banking industry, for delivering better customer service and maintaining a motivated workforce. An engaged workforce is also more committed towards the organization, which also leads to many desirable business outcomes. This study targeted 485 employees from two banks (one a public sector bank and the other a private bank), which resulted in 409 functional responses. The work objective was to examine the influence of employer brand on employee engagement, which may lead to organizational commitment. This article also examined the mediating role of employee engagement with respect to the five dimensions of employer brand and organizational commitment. The regression analysis using structural equation modelling (SEM) revealed that all five dimensions of employer brand influence employee engagement. Employee engagement also shares a positive and significant association with organizational commitment. Moreover, the mediation analysis also revealed that employee engagement partially mediates the relationship between employee engagement and organizational commitment. These study findings have important implications for business managers, HR managers and academicians.
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