Introduction: In the present century, the success of the organizations judged not only based on their financial functions but also their impact on improving the social condition and environment. This ...reflects on organization’s social responsibility. The aim of this study is to offer some ways to improve social responsibility in Bank Melli as well as studying the effect of its reputation and employer brand along with analysis of its customer oriented mediation role. Methodology: The present study is applied and casual research. This research is hypothetical-deductive in nature descriptive survey. The population size has 250 employees of Bank Melli Iran branch on Kargoshaei but the sample size is 151 (female and male) that selected by using simple random sampling. For data collections, the standard questioner used and for analysis data, structural equation modeling and smart PLS software used. To assess the reputation of the organization, the Ponzi et al. (2011) questionnaire used, which included four items. To measure social responsibility, the questionnaire of Shin et al. (2016 including 3 items) used. Burton et al. (2005) questionnaire used to measure the employer brand, which included 25 items.To measure customer orientation, Tom et al. (2002) questionnaire used, which includes two dimensions of pleasure and needs, which includes 12 items. Reliability assessed using Cronbach's alpha coefficient. Given that for all variables, this value is above 0.7. In addition, as you can see, for all variables, the value of AVE is greater than 0.40 and the value of CR is greater than 0.7; Therefore, it can be said that the tool has good reliability. To evaluate the diagnostic validity of structures, two criteria proposed, one of which is the cross-sectional load of items. Results and discussion: The result of data analysis shows that the reputation and Bank Melli’s employer branding has a meaningful and positive effect on social responsibility. Moreover, there is a meaningful and positive relation between reputation and social responsibility rejected. The mediation role of customer orientation in relation between employer brand and social responsibility of Bank Melli also rejected. The result shows that the investment of Bank Melli’s managers on popularity of its employer brand can have a remarkable effect on improving its social responsibility. Findings showed that the effect of employer brand on social responsibility of Bank Melli employees is stronger than the effect of corporate reputation on social responsibility. The implicit guideline in this conclusion states that Bank Melli employees use the bank's internal marketing activities, which are effective in strengthening the attractiveness of the employer brand, in encouraging them to play social responsibility roles, more effective than external marketing actions that determine corporate reputation. In other words, the employees of Bank Melli consider working in a bank that has a high attractiveness in the employer brand to be more effective in playing their social roles than working in a bank that has a high reputation in the financial market. Therefore, based on this research result, it seems that the managers of Bank Melli should prioritize strengthening the employer brand in comparison with corporate reputation in order to fulfill their social responsibility. According to the findings, customer orientation cannot be a good mediating variable between the independent variables of Bank Melli reputation and brand and the dependent variable of social responsibility. As well as customer orientation cannot affect social responsibility, it suggested that future researchers work on new variables that can affect social responsibility. The reason for rejecting this hypothesis is that the employees and managers of Bank Melli consider customer orientation as a part of their main duties that expected by the customer and consider the fulfillment of social responsibility to depend on other activities. According to the findings, Bank Melli's reputation does not affect customer orientation. It suggested that Bank Melli employees and managers pay attention to the fact that in relation to customer orientation, they cannot rely on Bank Melli's external reputation. Conclusion: According to the statistical results, the necessary conditions for confirming the role of customer orientation mediator in the relationship between the employer brand and social responsibility of Bank Melli. There is no orientation in the relationship between the employer brand and social responsibility of Bank Melli, so the research hypothesis that the role of customer orientation mediates between the employer brand and social responsibility rejected. Given that, the value of the coefficient of significance (t-statistic) for the two research variables is 3.21, so the research hypothesis as a relationship between reputation and social responsibility is a positive and direct relationship confirmed. Considering that the value of the significance coefficient (t-statistic) for the two research variables is more than 8.36, so the research hypothesis is established as a positive and direct relationship between the brand of employer and social responsibility. Considering that, the value of the coefficient of significance (t-statistic) for the two variables of the research is 1.49, so the fourth hypothesis of the research entitled the relationship between reputation and customer orientation do not confirmed. Considering that, the value of the significance coefficient (t-statistic) for the two research variables is 4.32, so the research hypothesis established as a positive and direct relationship between the relationship between the employer brand and customer orientation.
Objective This study primarily seeks to investigate the relationship between the perceived communication characteristics of the organization's social media page and the job pursuit intentions of job ...seekers. It also tries to find the mediating role of organizational personality in the association with perceived communication characteristics of the organization's social media page and job seekers' job pursuit intentions. Based on signaling theory, we propose that job seekers rely on perceived communication characteristics of a social media page (social presence and informativeness) as signals of the organization's personality (warmth and competence), which in turn relate to job pursuit intention. Methods To achieve this purpose, we used the correlational research design of the quantitative method. We carried out an online survey and the research model was tested by distributing a questionnaire among 384 final-year undergraduate and postgraduate students or recent graduates from universities. A simple random sampling method was used to select students. After answering the demographic questions, the respondents visited the company's Instagram page through a link and completed the questionnaire after viewing the page. SPSS 24 and LISREL 10.2 software were used for data analysis. Results The findings showed that there is a relationship between the perceived communication characteristics of the organization's social media page (perceived social presence and perceived informativeness) and job seekers' job pursuit intentions through the mediating role of organizational personality (perceived organizational warmth and perceived organizational competence). Based on the achieved results, any decrease or increase in the perceived social presence and perceived informativeness on the organization's social media page would decrease or increase the perceived organizational warmth and perceived organizational competence of job seekers. Job seekers view an organization's social media page with unrelated or less relevant information as an indicator of disorder, which may be influential in their overall perception of organizational competence. On the other hand, the applicability of the information on the social organization page affects the perception of potential applicants about the quality of the company. Conclusion This research provides interesting implications for organizations trying to recruit talent. The findings suggest that organizations can signal their employer brand personality through their own social media page, which in turn positively relates to job pursuit intentions. Based on these findings, organizations need to find out which social media platforms their target groups use to look for information about potential employers and to create and maintain a page on those platforms. Organizations that want to increase potential applicants' perceptions of the organization as a warm employer, should create a page high in social presence. To strengthen the signals a social media page conveys, organizations should act deliberately on what and how they communicate on their page and how this can be interpreted by potential applicants. To this end, the collaboration between an organization's communication or public relations and the recruitment department seems crucial.
The concept of the employer brand has been developing intensively and it is the subject of interest and research of scholars and practitioners in the field of both marketing and human resource ...management. The aim of the research presented in the paper is to examine the content of job advertisements of the most desirable employers in Serbia, as well as to examine the extent to which they communicate the elements that potential candidates value when assessing the attractiveness of employers. By employing content analysis, the content of job advertisements of Serbian most attractive employers is determined and classified. In total, 291 job advertisements of 18 most desirable employers published on the Infostud platform in the period March-June 2021 were analyzed. In the exploratory research, a qualitative and quantitative analysis of published job advertisements was performed. The results of the research indicate that the content of job advertisements of the most desirable employers in Serbia most often communicates about the work environment and opportunities for acquiring knowledge. In addition, instrumental aspects of the workplace, ie information related to earnings, bonuses and rewards, are communicated more often for lower positions. Although not all elements describing the desired employer were part of the content of the advertisements, it was determined that the most desirable employers in the advertisements pay attention to visual solutions, topics shown in photos, engaging employees in communicating the employer's brand, and communication of product brands.
Abstract The experience of job seekers depends on the quality of their interactions with the organization and varies from positive to negative. Factors determining the quality of experience of job ...applicants: companies in the recruitment process use the processes, procedures and methods of recruiting applicants. The experience gained through these processes influences the applicant's future behavior and reactions and determines the status of the ongoing relationship between the applicant and the organization. Employers who are inclined to build a strong employer brand are more likely to invest their resources in this task and start developing a talent supply chain by improving their candidate relationships. The present study facilitates the employment of talented applicants in the retail industry and provides solutions to strengthen relationships with applicants. The purpose of this study is to find the effective factors in the candidate relationships and provide solutions to improve relationships with job applicants. This research is qualitative and is done by theme analysis method. In this study, the hiring managers of the retail industry, the managers involved in the hiring process and the job seekers of this industry have been interviewed. Twenty-four interviews were conducted and the concepts obtained from the interviews were categorized into three main themes: recruitment, selection and socialization. Out of the 24 interviews, 9 are specialists in hiring field and 15 are applicants for employment or are employment in this field. Also out of the 24 interviews, 5 were female and the rest were male. Introduction In an annual survey conducted by Talent Board (2016), 41% of job seekers who had a negative experience, no longer intended to purchase the product of the organization they applied for employment or were unwilling to stay in relationship with that organization. Thus, it can be seen that the consequences of the applicant's bad experience are not only beyond the recruitment and talent acquisition processes but also can affect the overall performance of the organization. The bad experience of the job seeker may both cause him / her to be excluded from the organization's customers or stakeholders and may cause negative consequences for the organization by publishing his / her experience in cyberspace, so the negative experiences of previous job seekers decrease CV submitted by potential applicants. Research on Candidate Relationship Management has not portrayed the negative and positive factors affecting the Candidate Relationship Management and has not comprehensively and categorically identified the factors affecting the Candidate Relationship Management. Although little research has been done sparsely in this field, the study of factors affecting the Candidate Relationship Management is not comprehensive in any research. This study enriches the relevant literature in this field by identifying and categorizing the effective factors in Candidate Relationship Management. Materials and Methods The present study lays into the category of qualitative research. This research is in the applied category and seeks a practical way to achieve improved Candidate Relationship Management. The research is interpretive and the research approach is inductive because Sub-themes were extracted from the concepts and the main themes were extracted from the sub-themes. In the inductive method, the coding process takes place without considering a predefined framework. The tool of this research is interview. Interviews are as a set of questions arising from the objectives. It is done orally. The interviews used in this study are structured and follow-up questions are used to clarify ambiguous answers. In this study, 24 interviews were conducted. Moreover, no new concept has been extracted from interview 19. Discussion and Results After identifying the important points of the interview, 96 concepts obtained. After categorizing the concepts, 26 sub-themes, 8 main sub-themes and 3 main themes were obtained. The highest frequency belonged to "selection" with 133 and the next belonged "recruitment" with 88 frequencies and finally "socialization" with 52 frequencies had the lowest frequency. In the main themes; In "recruitment" the attractiveness of the job advertisement, the content of the job advertisement and the recruitment channel, which are sub-topics, have a great impact on creating a positive experience in the job applicants. In general, this theme has been mentioned 88 times. In selection theme, the highest frequency in the sub-theme of the employee-finder with 83 frequencies and second place refers to the transparency of the job and it`s conditions and then the attitude of the employee-finder. In socialization theme, the highest frequency is in the education and second place is educational content. After that, the trainer and the cost of education were the next priorities. Conclusion Factors influencing Explain three main factors; recruitment, selection, and socialization. Recruitment stage: comprehensiveness of the advertisement, transparency of the job advertisement, discrimination in job advertisement, attractiveness of the job advertisement and … Selection stage: Appropriateness of the selection tools In relation to the job, informing during the recruitment process, reducing the number of steps, reducing the process duration, the behavior of the company's employees, behavior of interviewer and ... Socialization stage: type of in-service training, introducing of the company
The aim of this study was to design an employer brand model in small and medium industries in Iran. To this end, using Sandlowski and Barroso’s (2007) seven-step method of combining, related ...categories (dimensions), concepts (components) and codes (indicators) were extracted. The statistical population included a collection of the related articles and studies in the field of employer branding and related concepts. The researchers considered various parameters such as title, abstract, content, and quality of research methodology and based on screening, review and selection from among 218 articles, 60 valid articles were obtained. In order to determine the validity of the meta-synthesis method, Glynn vital evaluation tool was used and to determine its reliability, the inter-rater reliability coefficient was used, which was found to be 0.83. The results revealed that three dimensions including (1) individual development values, (2) organizational values, and (3) social-economic values, play a significant role on the employer brand in small and medium industries of Iran. The results suggest that the proposed model is considered as the most suitable employer brand model in small and medium industries of Iran from cultural, organizational and structural perspectives.
The contribution of this study is the identification of dependencies and assumptions about the relationship of selected variables within the employer brand building process and the proposed ...methodological procedure for employer brand building (the EB Concept) that should contribute to easier implementation of the employer brand building strategy in the labour market. This methodological procedure is based on theoretical knowledge and the basis of available literature in the field of building the employer's brand and the practice of the authors. The methodological procedure can be applied to companies with different characteristics. They can be of different industry, different legal forms, number of employees, operating on the B2B and B2C market. The application of the methodological procedure requires support throughout the company. From the CEO, through top management, middle management to the employees themselves. The authors of the study used first the available literature and information on the process of employer brand building. This was followed by communication with four selected companies, where a unified scheme for introducing the employer brand concept was gradually set up. Two companies were SME, two large companies with more than 250 employees. At the same time, two companies operate in B2B and two in B2C markets. The proposed unified concept of introducing the employer brand is also usable in SMEs and large companies.
This study is relevant because the main components of the employer's brand and their priority for Generation Z have not been investigated in the academic field. In addition, there is no information ...about the most attractive employer companies whose value proposition is a reference for young people. The purpose of the study was to analyse the main components of the employer's value proposition and systemise them. The basis of the study is an expert survey of the audience of Generation Z (born in 1997-2012) using the Google Form online tool and analysis in Microsoft Excel software. The monographic method and the method of theoretical generalisation were used to search for the components of the value proposition, the system method – for their systematisation, and the method of expert assessments – for prioritisation. Visualisation of theoretical and practical results was created using the graphical method. It is customary to divide the components of the company's value proposition into tangible and intangible. Material factors include: wages, official employment, and the material motivation system. Non-material components are additional benefits, office, rating and reputation of the company, the type of activity of the company, and the possibility of training and personal development. The components of the value proposition are systematised for their intended purpose. The trend is revealed in the insufficiency of examples of its adaptation by the employer for Generation Z. A list of employers' value propositions in the labour market for Generation Z has been compiled, the most important of which are the salary level, internship schedule, and training in the company. The results of the author's survey among students (1,341 respondents) with and without work experience are analysed. A rating of attractiveness factors for staying in the company after an internship was built, which demonstrated that the most popular ones are the ability to combine work with education, a team, and access to training. Priority communication channels during job search are identified – Telegram and job sites. The most attractive social networks that are followed by young professionals – Telegram and Instagram – are identified. The aspects that employers need to pay attention to first of all for the establishment of a value proposition in the labour market when selecting personnel for specialists without or with minimal experience are identified, namely: part-time employment, the social impact of the project, the team, the opportunity to train in the company. This data can be used by HR brand agencies, and HR departments of international and Ukrainian companies. Using the results of the study on employer brand development for young professionals would allow enterprises to consider the expectations of their target audience
Word-of-mouth (WOM) is a valued source of employment information for job seekers. Given mixed prior research findings, we do not yet understand when and why negative WOM affects applicant ...decision-making. Building on signaling theory and brand equity literature, we propose that the strength of the negative signal provided by negative WOM varies depending on applicants' knowledge of an employer and its image and reputation, conceptualized as employer brand equity. First, in an experimental study, we find that employer brand equity moderates the relation between negative WOM and potential applicants' attraction to employers. Specifically, the negative effect of negative WOM is weaker when the organization is positively or negatively well-known than when the organization is unknown. Second, a qualitative field study among actual job seekers shows that employer brand equity buffers against the negative effect of negative WOM not only on applicants' attraction, but also on their application and job choice decisions. In case of sufficient prior positive employer knowledge, most job seekers would apply, even after receiving negative WOM. Moreover, the consistency between the negative WOM and job seekers' prior knowledge about the organization seems to play a role. Finally, in case of limited prior knowledge, certain contingency variables (i.e., consensus, verification, and direct experience) influence the signaling power of negative WOM. Providing more insights on the potential impact of negative WOM and the role of employer brand equity can help applicants to take a more informed approach in their job search and offer organizations possible avenues to minimize the impact of negative WOM.
•Employer brand equity can buffer negative WOM effect on applicant attraction.•Negative WOM is most detrimental when job seekers do not know the organization.•Applicants check consistency between negative WOM and prior knowledge on employer.•Other contingency variables influence job seekers who lack prior employer knowledge.
This study examines the effect of employer brand on employees’ brand love by applying value congruence theory. A survey was conducted with employees of well-known hotel brands in South Korea. The ...results show that not all employer brand dimensions equally contribute to the formation of brand love. While economic, social, and development values positively influence brand love, interest value and application value did not affect brand love formation. Employees’ value congruence perceptions mediate this effect because employees could infer what values employers care about based on the benefits that a hotel brand offers. This study contributes to the literature by linking value congruence with employer branding and brand love. Based on our findings, hospitality managers can redesign all work activities and apply employer branding principles to reflect employment value to achieve employee’s brand love.
This study aims to deepen the understanding of employer brand identification. It also aims to enrich the understanding of the relationship between employer brand personality (as an antecedent of ...employer brand identification), organizational prestige, brand citizenship behavior, and turnover intention (as possible consequences of employer brand identification) with employer brand identification by developing a conceptual model. This study is based on data collected from 278 full-time military personnel. The respondents were the members of the special forces of the Iranian national army deployed in Tehran. Data collected by a questionnaire and the hypothesized relationships are analyzed using the partial least squares approach. The results show that the employer brand personality positively and significantly impacts employer brand identification. Also, there was a positive and significant relationship between employer brand identification and organizational prestige and brand citizenship behavior. Employer brand identification also negatively impacts employee turnover intention. This study empirically validates that employer brand identification is an influential factor for organizational prestige, brand citizenship behavior, and turnover intention. Therefore, managers should provide sufficient attention to employer brand identification to obtain these consequences.
