This article examines the concept of employer branding through its dimensions of experience, components, and appeals. The research is based on a case study of a mobile telecommunications company ...(Tigo) with a focus on the experience centers in Barranquilla, Colombia. The study, with a descriptive scope, applied a quantitative survey technique to 107 employees in roles such as administrators, coordinators, and commercial advisors. The survey instrument was constructed through literature review, and measurement questions were identified through expert validation. The results indicate that employees perceive the dimensions of employer branding experience, components, and appeals positively. Although components of employer branding showed a lower average compared to other concepts, they remained positive for the company. These findings are relevant for understanding employer branding in customer interaction areas such as experience centers.
How the Other Half Workssolves the riddle of America's contemporary immigration puzzle: why an increasingly high-tech society has use for so many immigrants who lack the basic skills that today's ...economy seems to demand. In clear and engaging style, Waldinger and Lichter isolate the key factors that explain the presence of unskilled immigrants in our midst. Focusing on Los Angeles, the capital of today's immigrant America, this hard-hitting book elucidates the other side of the new economy, showing that hiring is finding not so much "one's own kind" but rather the "right kind" to fit the demeaning, but indispensable, jobs many American workers disdain.
Introduction In a globalized and constantly evolving employment environment, it is imperative that organizations cultivate effective employer branding strategies to maintain competitiveness and ...attractiveness. These would allow them to obtain unique advantages in the market but also support for the internal employer brand. Despite the critical role of employer branding in attracting and retaining top talent, there remains a gap in understanding its relationship to HRM practices and employee perceptions of those practices. The purpose of this research was to investigate the correlation between human resources management practices and employer branding measured through organizational attractiveness and seen from the employees’ perspective. Additionally, to find out if there is a significant difference between the private and public sector in terms of the perception of HRM practices influencing organizational attractiveness. Methods A questionnaire was applied to 800 respondents, employed in various positions in private and public sector organizations in western Romania. Two scales were applied to evaluate human resources management practices and the employer’s attractiveness from the employees’ perspective. Results Findings indicate a direct and positive relation between HRM practices and organizational attractiveness, with particular emphasis on performance appraisal practice, training and development, and work-life balance practices. When it comes to private sector, the significant practices influencing organizational attractiveness are performance appraisal, safety, and work-life balance practices, whereas in the public sector we have training-development and performance appraisal practices. Discussion These results underline the role of human resource management in strengthening internal support for the employer brand and increasing overall employer attractiveness. The more appropriate human resource management practices are in the perception of employees, the more attractive the organization is perceived as an employer.
Employees play a central role in organizational functioning and representation. HR managers thus strive to create an attractive employer image that stimulates employees' attachment and ...ambassadorship. However, presently, there is limited research about how employees perceive and react toward their organization's employer brand. More importantly, the studies available have focused on content attributes only (i.e., instrumental and symbolic image dimensions). This has resulted in limited (content‐based) understanding of the construct and failure to incorporate its branding‐related aspects (process attributes) which represent the crux of employer branding theory. Thus, using the HRM system strength theory and employer branding literature, this article examines three process characteristics (i.e., employer brand distinctiveness, consistency, and consensus) vis‐à‐vis instrumental and symbolic content attributes to understand employee reactions (i.e., employer attractiveness, organizational identification, and employee ambassadorship). Data were collected at two times through Prolific Academic with 254 UK and US employees. Results suggest that employer brand process attributes are valuable sources to enhance employees' identification with their organization. Moreover, distinctiveness and consistency seem especially instrumental in enhancing employees' attractiveness perceptions and display of positive ambassadorship. In addition, the process attributes explain significant incremental and unique variance beyond content attributes in employee reactions.
This paper reports on a study about the impact of job search behaviors and employer knowledge on organizational attraction during recruitment. A time-lagged study was conducted among job seekers from ...a Singaporean business school. Results indicated that preparatory job search (PJS) behaviors influenced organizational attraction through employer familiarity. PJS also moderated the effects of two-types of images - employer creativity and people focus - on organizational attraction. These findings imply that a recruitment strategy needs to consider PJS and the specific type of employer image when communicating employer-based information.
•This study intends to provide insight into the relationship between the various concepts connected to internal communication practices.•We explored the relationship between engagement, employer ...brand, perceived organizational support and internal communication satisfaction.•The results showed a significant and positive relationship between all measured variables.•Regression analysis suggests that independent variables explained 78.9 per cent of the variation in internal communication satisfaction.
For modern organizations, attractiveness, profitability and future operations depend on their readiness to put employees and potential employees first and recognize them as the most important stakeholders for organizational development (Aggerholm, Andersen, & Thomsen, 2011). This study intends to provide further insight into the relationship between the various concepts connected to internal communication practices. To do this, 1805 employees from 12 large corporations participated in a national study exploring the relationship between employee engagement, employer brand, perceived organizational support and internal communication satisfaction. The results showed a significant and positive relationship between all measured variables. Regression analysis suggests that three independent variables (employee engagement, employer brand measured through employer attractiveness, and perceived organizational support) predicted and explained 78.9 per cent of the variation in internal communication satisfaction. These findings have practical and theoretical implications and underline the importance of understanding what influences employee satisfaction as well as helping shape better internal communication practices.
Purpose
The purpose of this paper is to identify the differences in employer branding between the companies that participate and those that do not participate in employer ranking.
...Design/methodology/approach
Quantitative data were collected through a survey from 188 companies operating on the Russian labour market. Descriptive statistics, frequency analysis, correlation analysis and multivariate analysis of variance were used to analyse the collected data.
Findings
The findings revealed specific profiles of the companies that participated and did not participate in employer ranking. Companies differed in their employer branding orientation, internal branding, employer branding strategy, employer branding programmes and employer branding communications tasks. At the same time, brand orientation did not differ between participants and non-participants of employer ranking.
Originality/value
This study integrates the employer brand equity theory and the signalling theory to better explain the differences between participants and non-participants of employer ranking.
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.
Abstract
This study explores how a major external crisis, like the COVID‐19 pandemic, affects employees' perception of their employers, as a result of changes in internal communication practices. A ...total of 3457 employees filled out a questionnaire on internal communication satisfaction and employer attractiveness; 1805 just before the first COVID‐19 outbreak in Europe and 1652 after the first outbreak. Multi‐group structural equation modelling was conducted to examine how the relationship between internal communication satisfaction and employer attractiveness changed as a result of the crisis. The effect of different internal communication aspects on employer attractiveness was altered. Horizontal communication remained only significant determinant of positive employer perception even after the crisis. Channels of internal communication and informal internal communication lost their significant influence on employer perception, whereas communication climate and level of available corporate information gained significant influence. This study elucidates how an external crisis alters the relationship between internal communication and employer branding and can help organizations optimize their communication strategies during and after a major crisis to retain and attract desired employees.
Employer review websites are rising in popularity as credible sources for researching potential employers. Employer reviews can not only influence job seekers but also offer a glimpse into an ...organization's employer-brand benefits. This qualitative study explored employee reviews posted on the Glassdoor and Indeed web pages of four Las Vegas hotel/casino corporations. The results revealed that three employer-brand benefits appeared in the reviews as both positive and negative attributes of employment: (1) functional, (2) economic, and (3) psychological. The findings from this study have implications for both marketing and H.R. practitioners and contribute to the growing body of employer-branding literature.
