Abstract
This study is an exploratory study aims to investigate the impact of human resources management practices on employer branding personality by comparing between Pharmaceuticals industry and Telecommunication sector in Egypt. The survey was based on corporate character scale indicators that had been modified and used locally & HRM practices. The paper surveyed literature review of the employer branding (EB) concept and recruitment, training, reward system, performance appraisal and career management in the pharmaceutical and telecommunication sector overview in Egypt. The study findings human resources management practices impacts employer branding as illustrated through paper. Which, deeply interwoven and opens up new questions to be explored by future research identified through paper. Keywords: HRM, Employer branding, Pharmaceutical industry, Telecommunication sector.
Highlights
Today’s business environment is changing at a high pace and so is the climate of the labor market
Some key findings from the report are that employer branding (EB) is strongly connected to Human Resource Management (HRM) in transactional aspects, that EB is on a rise and companies were concentrating branding efforts towards employees, instead of solely towards the corporate brand as before
This study aimed to investigate the impact of human resource management practices on employer branding personality among organizations in Pharmaceuticals and Telecommunication industry in Egypt
Summary
Today’s business environment is changing at a high pace and so is the climate of the labor market Branding can be used as a part of Human Resource Management (HRM) in order to attract new employees and to retain already employed members of the firm (Kunerth & Mosley, 2011). When applying branding to HRM, the concept is entitled “Employer Branding” (EB) (Backhaus & Tikoo, 2004) and the connection between the two concepts, HRM and EB, has been established. Some key findings from the report are that EB is strongly connected to HRM in transactional aspects, that EB is on a rise and companies were concentrating branding efforts towards employees, instead of solely towards the corporate brand as before. The report defines Human Resources (HR) and Senior Management teams as key players and their decisions as highly influential on a strategic level, whereas the actual implementation relies primarily on the individual. The HR Executives who were a part of the study identified their goals to be recruiting and retaining employees, helping http://ijasos.ocerintjournals.org 255
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