Employee Attraction Research Articles

Ethical Beliefs and Practices in Hotel Industry for Value Creation

The new millennium has given way to the growth of knowledge based, seamless global Society, characterized by constant rapid change quite difficult for an average mind to even gauge. In the new millennium it has become imperative for businesses throughout the world to conduct business ethically, in order to survive, grow and thrive. Ethical practices contribute to an organizations productivity by minimizing losses, creating trust with suppliers, establishing customer loyalty and maintaining a successful team of employees. This research paper through an empirical study, has attempted to discuss the various components, the parameters and its effects on business and the customers wholly. These components have been brought out based on discussions with top management of various Hotels and Resorts in Bangalore. The methodology adopted is personal Interviews and discussions. It is found that, the hotel and resorts who have who have seriously focused on ethical responsibility have experienced improvement in share value, client retention, and attraction of new clients, investors, and employees. In addition they experience a lowered risk of compliance violations and better financial performance for the organization.

Behavioral Effects of Sustainability‐Oriented Incentive Systems

AbstractCompanies increasingly extend their existing incentive systems by integrating several sustainable performance indicators. Although these ‘sustainability‐oriented’ incentive systems clearly highlight which business objectives should be attained, little is known about the effects that these incentive systems have on employee behavior. Based on signaling theory, social identity theory and a person–organization fit (PO‐fit) perspective, we assume positive relations between sustainability‐oriented incentive systems and employee attraction, motivation and cooperation. Furthermore, we examine whether these relations are moderated by personal attitudes toward corporate sustainability activities as well as the underlying mechanisms at the moderation (mediated moderation). Our experimental results (with students as future employees) do not give support for a general positive relation between sustainability‐oriented incentive systems and employee behavior. However, our data show that a person's attitude toward corporate sustainability activities moderates the link between sustainability‐oriented incentive systems and employee behavior. Additionally, we find PO‐fit perceptions to mediate the interaction effects. Copyright © 2015 John Wiley & Sons, Ltd and ERP Environment

Employment preferences of job applicants: unfolding employer branding determinants

Purpose – In the ever increasing competition in the employment market, an organization’s need to become a “great place to work” has gained significant momentum. Employer branding has thus emerged as an essential management practice employed by the organization to create its image as desirable employer in the eyes of prospective employees. The purpose of this paper is to highlight the understanding of employer branding through the eyes of “potential” young employees in Delhi and North Central Region, India. The results presented in this paper throw light on the perceived importance of employer branding among the prospective employees via analysis of various branding factors chosen for the study. The study results report that the perceived significance of employer branding factors differs mainly across gender and age of prospective employees. Notably, public and private sectors are being perceived significantly different by the potential job applicants on employer branding factors. Thus, this paper presents...

Exploring the Impact of CSR on Talent Management with Generation Y

Developing a corporate social responsibility (CSR) strategy can help companies remain competitive, grow market share, and enhance customer loyalty. As CSR has recently become part of corporate strategy, many corporations are confronted with an employee talent shortfall. This shortfall is attributed to factors from the simple fact that there are not enough people, like Generation X not being able to replace the retiring Baby Boomers to the more complex concept of a talent mismatch. This research investigates this intersection of CSR and talent and examines the impact of CSR on employee attraction and retention, with a special focus on Generation Y. Interviews included 36 qualitative, semi-structured interviews. Results suggest that potential employees are not as much attracted by the CSR programme, but by the values of the company. Results suggest that employees do not necessarily stay at companies because of the CSR programme. From the findings, a practitioners’ guide was created. This guide outlines the drivers of attraction and retention that focus on iValue, iDevelop and iRetain.

Influence of reward preferences in attracting, retaining, and motivating knowledge workers in South African information technology companies

Purpose: The world of work is evolving and the nature of relationships between knowledge workers and their employers has changed distinctly, leading to a change in the type of rewards they prefer. The nature of these preferences in the South African, industry-specific context is poorly understood. The purpose of this study was to deepen understanding of the reward preferences of Information technology (IT) knowledge workers in South Africa, specifically as these relate to the attraction, retention and motivation of knowledge workers.Design: The research design included a quantitative, empirical and descriptive study of reward preferences, measured with a self-administered survey and analysed using non-parametric tests for variance between dependent and independent groups and non-parametric analysis of variance.Findings: This study found that there are specific reward preferences in knowledge workers in the IT sector in South Africa and that these preferences apply differently when related to the attraction, retention and motivation of employees. It identified the most important reward components in the competition for knowledge workers and also demonstrated that demographic characteristics play a statistically significant role in determining reward preferences.Practical implications: The study’s findings show that a holistic approach to total rewards is required, failing which, companies will find themselves facing increased turnover and jobhopping. Importantly, the study also highlights that different rewards need to form part of knowledge workers’ relationship with their employer in three different scenarios: attraction, retention and motivation.

Does ethical membership matter? Moral identification and its organizational implications.

This research meaningfully connects the literatures on identification and business ethics by proposing the new construct of moral identification. Moral identification is defined here as the perception of oneness or belongingness associated with an organization that exhibits ethical traits (e.g., care, kindness, and compassion), which also involves a deliberate concern of the membership with an ethical organization. Integrating social identity theory with theory on the moral self, this research examines an overall theoretical model where moral identification plays a significant role in explaining employee attraction, motivation, and retention (i.e., 3 components of the overall theoretical framework). These components were examined separately in 3 empirical studies and findings from these studies first revealed that moral identification explained why job seekers with strong (vs. weak) moral identities were more attracted to a socially responsible organization (Study 1). Second, moral identification was associated with lower employee unethical proorganizational behavior (Study 2). Finally, moral identification was negatively related to employees' turnover intentions. Organizations' legal compliance moderated this relation such that it was stronger when organizations have higher (vs. lower) levels of legal compliance (Study 3). Taken together, these studies suggest that moral identification offers new insights in explaining both potential and current employees' behaviors when morality is contextually relevant and subjectively meaningful. Theoretical contributions and practical implications are discussed.

The influence of ethnicity on organizational commitment and merit pay of IT workers: the role of leader support

AbstractProjections of looming shortages in the supply of skilled IT workers, along with high employee replacement costs, make employee attraction, retention and support a pressing concern for organizations. One potential remedy for these shortages is to focus more attention on historically underrepresented groups. We explore ways organizations can support ethnic minority IT professionals to enhance their career success. Integrating affective, cognitive and social perspectives through affective events theory and social exchange theory, our objective is to explore the implications of ethnic minority status for the relationship between leader support (i.e., mentoring and leader–member exchange (LMX)) and subjective and objective indicators of career success (i.e., organizational commitment and merit pay) among IT workers. To test the model, we conducted a field study of 289 IT workers in a Fortune 500 company. Our results showed that LMX influenced organizational commitment for ethnic minorities, while career mentoring and LMX influenced organizational commitment for majorities. Psychosocial mentoring influenced merit pay for ethnic minorities, while neither LMX nor mentoring influenced merit pay for majorities. Our study contributes to the literature on IT personnel issues by exploring how and why these leader support mechanisms enhance organizational commitment and merit pay for IT workers. Moreover, we demonstrate that ethnicity is an important consideration for researchers studying organizational commitment, merit pay, mentoring and LMX. Our findings suggest that managers can boost organizational commitment among IT workers by focusing on LMX and career mentoring. Moreover, they may want to place particular emphasis on psychosocial mentoring and interventions to enhance LMX for their ethnic minority IT workers.

The role of employee attractiveness and positive emotion in upscale restaurants

This study explored the role of gratitude, employees’ physical attractiveness, employees’ displayed positive emotion, favourable reciprocal behaviour, commitment in the upscale restaurant segment. Structural equation modelling yielded good fit for the comprehensive model. Results of 398 surveys revealed significant positive correlations between employee physical attractiveness, customer gratitude, and favourable reciprocal behaviours. Congruently, employees’ displayed positive emotion was found to significantly activate customer trust and gratitude. This study provides theoretical and practical strategies for generating customer gratitude, employees’ physical attractiveness, and employees’ display of positive emotions.

Impact of the Big Crew Change on Employee Retention

Talent & Technology You have invested a lot of time and money training new employees. Once employees are fully qualified, how do you retain them? The SPE Talent Council survey on factors affecting employee attraction and retention provides valuable insights. Documented in paper SPE 168112, the survey received responses from 1,737 people, and the results indicated that for those surveyed there are many important ways in which younger employees differ from older ones and that key retention factors differ with age. Survey respondents were asked to rate 31 factors for staying with an employer and 31 factors for leaving an employer on a 6-choice scale that ranged from “most important” to “not at all important” and “not applicable.” Only people who reported having more than one employer were asked questions about leaving. Most of the survey respondents had worked for multiple employers (Fig. 1). Once people have experience switching employers, it may take less provocation or less enticement to persuade them to make another change. For survey respondents, “golden handcuffs” were not very effective. “To qualify for a future benefit such as a pension or retiree medical coverage” ranked 15th out of 31 factors for staying for men over the age of 40, 22nd for women over age 40, and 26th for men and women under age 40. Opportunity’s Siren Call Opportunity was clearly the number one driver, but the results indicated the intensity of that driving force varies with age and gender. When people were asked to rate factors for leaving an employer, 53% of women and 49% of men under the age of 40 identified “insufficient opportunity, challenge, career potential” as “most important,” in comparison with 35% of women and 29% of men over the age of 40. When the question was worded “Why do you stay with an employer?” 53% of both men and women under age 40 identified “opportunity, challenge, career potential” as “most important,” in comparison with 39% of women and 32% of men over age 40. Opportunity, while clearly of paramount importance, was only part of the answer. The top factor captures 7% to 8% of the “most important” responses for why survey respondents stayed, and 10% to 12% for why they left (Fig. 2). Capture of 50% of the “most important” responses for why survey respondents leave requires seven to eight factors. Capture of 80% of the “most important” responses for why people leave takes 15 to 16 factors. The results of this survey indicated that for companies to have attrition rates below 20% requires attention to many factors.

Lifelong learning idea against the background of Poles’ needs

The rate of economic changes and the aging of the population made it necessary to give priority to the importance of lifelong learning (see for example the Lisbon Strategy). The conducted study concerned the demand on courses, trainings and certifications in Poland. This article aims to analyze the educational needs reported by respondents who are in the production age. Our study contains the classification based on sex, education level, type of occupation in relation to whether respondents declare such needs. The research also included the type of courses undertaken and their assessment with respect to the usefulness for further professional life. The proposed approach to this issue may be a substructure of a multidimensional analysis of the situation on the labour market and it may help to identify the factors determining the attractiveness of potential employees from the perspective of employers’ needs.

Does Ethical Membership Matter? Moral Identification and Its Organizational Implications

This research contributes to the literature on the broad concept of organizational identification (OI) by proposing a new and more specific construct of moral identification (MOI). MOI is defined here as the perception of oneness or belongingness to an ethical organization, which involves a deliberate concern of the membership with an ethical organization. Integrating social identity theory with the identity salience framework, this research examines three theoretical models where MOI plays a role in explaining employee attraction, motivation, and retention, respectively. Our findings from the three studies revealed that MOI explained why job seekers with a strong vs. weak moral identity were more attracted to a socially responsible organization (Study 1). Second, MOI was associated with lower employee unethical pro-organizational behavior (UPB), whereas OI was marginally related to higher levels of UPB (Study 2). Last, MOI amplified the negative relationship between organizational legal compliance and employees’ turnover intentions, whereas OI did not qualify that relationship (Study 3). Taken together, these studies suggest that MOI offers new insights beyond OI in explaining both potential and current employees’ behaviors when morality is contextually relevant and subjectively meaningful. Theoretical contributions and practical implications are discussed.

Employer branding: employer attractiveness and the use of social media

Purpose – The aim of this study is to investigate which factors employers should focus on in their employer branding strategies. The present study tested the employer attractiveness scale (EmpAt) and analysed relationships between dimensions in this measurement scale and the use of social media in relation to corporate reputation and intentions to apply for a job. Design/methodology/approach – Electronic questionnaires were distributed to students at three higher education institutions in Norway. The proposed model is analysed on the basis of 366 responses related to three well-known Norwegian engineering firms. Findings – The results indicate that several employer attributes are positive for corporate reputation, which again is related to attraction of potential employees. Specifically, the results suggest that innovation value, psychological value, application value, and the use of social media positively relate to corporate reputation, which in turn is positively linked to intentions to apply for a job...

Corporate responsibility management in fast fashion companies: the Gap Inc. case

PurposeThe purpose of this paper is to describe the strategic role of corporate social responsibility (CSR) in global fast fashion companies.Design/methodology/approachDrawing on the management literature on CSR, corporate social performance and the benefits of a socially responsible behaviour, a conceptual framework of corporate responsibility management is presented. The Gap Inc. case is analyzed to prove how CSR commitment creates stakeholder partnerships and improves corporate brand image.FindingsThe main output of corporate responsibility management is solid stakeholder relationships resulting in: employee attraction and motivation, powerful brand, enhanced consumer perceptions, profitability. Through the corporate responsibility management process, fast fashion companies can obtain a sustainable development.Originality/valueExisting CSR research is primarily focused on a specific level of analysis. Instead the corporate responsibility management framework aims to contribute to a comprehensive analysis of CSR. Moreover it addresses the role of CSR practices in the fast fashion sector which has been rarely investigated to date.

How companies motivate entrepreneurial employees: the case of organizational spin-alongs

This paper investigates how high-profile employees with entrepreneurial abilities can be attracted, retained, and nurtured in order to foster companies’ corporate entrepreneurship through innovations. We find that the spin-along design provides entrepreneurial employees with a combination of flexibility and security (flexicurity), corporate management, and control. Based on five in-depth case studies within an innovative company, our results show that the organizational spin-along structure supports and enhances entrepreneurial employees’ motivation and leads to the attraction, nurturing, and retention of such employees. We also find that senior management has a critical leadership role in enabling such an organization design by balancing flexibility and security with control.

Compensation: impact of rewards and organisational justice on turnover intentions and the role of motivation and job satisfaction: a study of retail store operations in NCR

In today’s dynamic work environment, retention and motivation of personnel has become a major concern for HR especially in the Indian retail industry. Compensation influences key outcomes like job satisfaction, attraction, retention, performance, skill acquisition, cooperation, motivation and turnover intent of employees. An effective and just compensation policy can help an organisation achieve and sustain a competitive advantage. Employees, on receiving rewards and recognition from their organisation, feel obliged to respond with higher levels of commitment. In compensation studies, process of social comparison with relevant others are a major determinant of job satisfaction. The case study seeks to analyse the impact of compensation components in terms of rewards (financial and non-financial rewards) and organisational justice (distributive and procedural justice) on turnover intentions and the role of motivation and job satisfaction with special reference to retail store operations in NCR.

The perceived effectiveness of employee share options as a mechanism of talent management in South Africa

Purpose of the study: The purpose of the study was to explore the views of a sample of employees, industry experts, academics, and professionals to determine whether employee share options (ESO) are an effective talent management tool in the South African context. Talent management refers to the attraction, motivation, and retention of employees, as well as fostering their loyalty to the company. Problem investigated: This study sought to explore and provide empirical evidence as to whether or not ESO are an effective talent management strategy and remuneration tool. Design and methodology: A quantitative research design was used for this study. A survey was constructed by the researchers, using the main themes identified in the literature. A purposive sampling methodology was then employed, using the key informant technique. A total of 4 300 surveys were electronically distributed, and 256 completed surveys were received. Data were analysed using descriptive statistics. Findings: This study suggests that while ESO are seen as an important component of a total reward solution, they are not the primary drivers of the attraction, retention, and motivation of talent. Respondents indicated that the quality of the work environment and the presence of developmental opportunities are far more significant considerations. Furthermore, the majority of respondents (41%) indicated that they would prefer the allocation of share options to correspond with individual performance. Value of the research: The study suggests that employee reward preferences have evolved over time. Whilst ESO may have been considered a pivotal component of talent management in the late 1990s, today they are only a component of an expected total reward solution. The study demonstrates the importance of consistently reviewing the employee value proposition to ascertain the changing preferences of employees in order to accordingly adapt and maximise talent management. The study can be used as guidance in the design and implementation of share schemes. Conclusion: This study suggests that while ESO are perceived as an important component of a total reward solution, these are not the primary drivers of the attraction, retention, and motivation of talent. Respondents indicated that the quality of the work environment and the availability of developmental opportunities are far more significant considerations. The findings suggest that employee reward preferences have evolved over time. Today's employee has a desire to have reward linked to individual performance, which implies that employers will have to revisit their reward solutions as part of their total value proposition.

Are Employee Benefit Programs Being Given Enough Credit for Their Effect on Employee Attitudes?

Over the past 10 years, human resources (HR) professionals have shown a tendency to underestimate the importance that employees place on employee benefit programs in terms of job satisfaction and employee attraction. Surveys show that employees value benefits over most other HR programs and that HR professionals are not in tune with those preferences. Possible reasons for the difference in opinion are that HR professionals are unaware of employee survey findings, the lack of respect sometimes given to benefit programs by HR professional associations and consultants and outdated job satisfaction studies cited in human resource and organizational behavior textbooks.

The relationship between personality types and reward preferences

Orientation: Research has shown that total rewards models structured according to individual preferences, positively influence efforts to attract, retain and motivate key employees. Yet, this is seldom done. Structuring total rewards models according to the preferences of employee segments is a viable alternative to accommodate individual preferences. Research purpose: The primary aim of the study was to determine the relationship between personality types and reward preferences. The secondary aim was to determine the reward preferences for different demographic groups. Motivation for the study: An enhanced understanding of reward preferences for different employee segments will enable employers to offer more competitive reward options to their employees. This may, in turn, have a positive impact on retention. Research design, approach and method: Two measuring instruments, the MBTI® Form GRV and the Rewards Preferences Questionnaire, were distributed electronically to 5 000 potential respondents. The results from 589 sets of questionnaires were used in the data analyses. Primary and secondary factor analyses were done on the items in the Rewards Preferences Questionnaire. Main findings/results: The study confirmed that individuals with certain personality types and personality preferences, have different preferences for certain reward categories. There was a stronger relationship between reward preferences and personality preferences than for reward preferences and personality types. Preferences for reward categories by different demographic groups were confirmed. The significant difference in reward preferences between Black and White respondents in particular was noteworthy, with Black respondents indicating significantly higher mean scores for all reward categories than White respondents. Finally, a total rewards framework influenced by the most prominent preferences for reward categories, was designed. Practical/Managerial implications: This study confirms that there are significant differences in the reward preferences of different segments. Management can more effectively structure reward models according to these preferences without increasing overall costs. Contribution/value-add: The existing body of knowledge on the reward preferences of people with different personality types and personality preferences are enhanced. In addition, the study on the reward preferences of different demographic groups within a South African context adds considerably to the existing body of literature. Based on research results, a total rewards framework, on employee preferences, was designed. Furthermore, an increased understanding of the reward categories that contribute towards .the attraction, retention and motivation of employees as well as preferences for certain reward categories, have been obtained.

The Effects of Customer-appraised Physical Attractiveness of Employees on Emotional Response and Customer Satisfaction in Casual Dining Restaurants : Focused on University and Graduate Students in Seoul

The Effects of Customer-appraised Physical Attractiveness of Employees on Emotional Response and Customer Satisfaction in Casual Dining Restaurants : Focused on University and Graduate Students in Seoul

The Effects of Customer-appraised Physical Attractiveness of Employees on Emotional Response and Customer Satisfaction in Casual Dining Restaurants : Focused on University and Graduate Students in Seoul

The Effects of Customer-appraised Physical Attractiveness of Employees on Emotional Response and Customer Satisfaction in Casual Dining Restaurants : Focused on University and Graduate Students in Seoul