Abstract
In a globalization context, underlined by the speed of technological transformation and increasingly competitive markets, the perspective of human capital, as an asset of strategic importance, stands out in differentiating human resource practices. Under this reality, the employer branding (EB) concept gains more and more importance as a strategic tool to attract, retain, and involve human capital, given that this has become a source of competitive advantage to companies. Within this context, this study aimed to evaluate the relationship between employer branding strategies implemented by organizations, as well as their impact on the employee’s affective commitment, evident in certain organizational cultures, which are sustained over time. The methodological framework applied to this study is quantitative, and the data collection was carried out with the application of an employer branding and an affective commitment questionnaire. To achieve a good representation of the active population, the sample of the quantitative study was composed of 172 individuals, working in the public and private sectors in Portugal, exercising different positions in the different sectors of activity. Results obtained with these techniques indicate a high level of affective organizational commitment (AOC) of employees in the organizations surveyed, suggesting that affective commitment develops when the individual becomes involved and identifies with the organization.
Highlights
This research focuses on the role of Human Resource Management strategies applied in the employer branding (EB) process, highlighting their importance in talent retention through affective commitment as a source of competitive advantage for organizations
EB has a positive relationship with affective organizational commitment (AOC); sociodemographic variables, as a whole, have no positive relationship with AOC
It appears that EB variables and sociodemographic variables do not act in a combined way on AOC, but independently
Summary
This research focuses on the role of Human Resource Management strategies applied in the employer branding (EB) process, highlighting their importance in talent retention through affective commitment as a source of competitive advantage for organizations. To be sustainable over time, organizations should highlight the unique aspects of the company in job vacancies and, in communication with the external and internal environment, establish the identity of the organization as an employer [5] with the right values [6]. In this sense, an EB strategy aims to create an “employee value proposition”, that should combine what employees want, and what is expected of them in return. A sense of loyalty will be created among employees which, in turn, will help as a retention factor, while it will create a positive impact on the attraction, involvement, commitment, and motivation of collaborators [8]
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