Strong Employer Brand Research Articles

Relationship between employer branding and employee performance: Mediating and moderating effects of supportive work environment and compensation and benefits

Employer branding is a complex idea that is important in many different industries. It represents a company's ability to attract, engage and retain talent as well as its status as an employer. A strong employer brand transcends industry boundaries to impact the success and sustainability of businesses in today's competitive job market. The authors examined the effect of employer branding on employee performance by mediating and moderating roles of a supportive work environment and compensation and benefits respectively. The authors followed the quantitative methodology with a set of strategies and hypotheses and gathered numerical data. The data were gathered by surveying employees working in information technology sector companies in the city of Bangalore. The data analysis includes descriptive statistics, factor analysis and structural equation modeling analysis using SPSS and IBM AMOS version 28. The Cronbach’s alpha values of the reliability statistics ranged from 0.920 to 0.930 indicating the questionnaire’s internal consistency and reliability. The model fit indices CMIN/DF 1.389, CFI 0.966, GFI 0.952, TLI 0.961, IFI 0.966, NFI 0.904, SRMR 0.060, RMSEA 0.051 and PClose 0.448 indicate an excellent fit of the model. The constructs of compensation and benefits and a supportive work environment partially mediate employee performance through employer branding. The moderator’s supportive work environment strengthens the positive relationship between employee branding and employee performance. Strong employer branding is important for attracting top talent and improving employee performance in various industries but it is especially important in the IT sector.

EMPLOYER BRAND PROMOTION: DOES IT REALLY MATTER IN TRANSITION COUNTRIES?

The employer brand refers to the reputation that an organisation has as an employer. The employer brand can be influenced by all the information that the organisation puts out about itself, as well as by all the actions it takes. A positive and strong employer brand has a direct impact on the attraction of quality candidates, their engagement, and retention of current employees. That is why contemporary organisations use all available communication channels to promote their employer brand, i.e. their values and unique culture. In contemporary business environment, the internet and social media represents the primary channel of communication with stakeholders, including job candidates. Additionally, continuous use of the organisation’s website can enhance employer attractiveness, support the recruitment process, deliver job-related information, and strengthen their image. The main purpose of this research is to explore the level of employer brand promotion via company websites in the context of transition countries. The aim of the conducted empirical research is to acquire new empirical insights in the fields of human resource management and employer branding. A total of 303 large companies from Bosnia and Herzegovina were included in the empirical research. The analysis was performed through a targeted search of the official websites of the observed companies. The collected data were analysed using descriptive statistics and analysis of variance. As expected, the data analysis indicated that organisations operating in Bosnia and Herzegovina do not recognize the importance of the organisation’s website in promoting the employer brand and establishing two-way communication with potential job candidates. Regardless of the fact that in the structure of large companies in Bosnia and Herzegovina dominated companies that require lower-skilled labour, employer branding is a useful management tool that contemporary organisations use in the labour market competition. In this context, the use of all available means of communication, including the company website, is the right approach that can attract quality job candidates.

Employer Branding – Employer Attractiveness as a New Mindset in the Healthcare Sector

Abstract The shortage of skilled labour, demographic change and ever-increasing cost pressures are presenting healthcare organisations with key challenges in the areas of strategy, leadership and portfolio management. In the Federal Republic of Germany, there is an acute shortage of skilled workers in 352 of 801 occupational groups (44% of all occupational groups). Effective employer branding is the only way to sustainably increase employer attractiveness and generate competitive advantages on the labour market. Employer branding is the identity-based development and positioning of a company as an attractive employer. The aim of the article is to identify relevant characteristics of employer attractiveness, which can be located in particular in the perception of IT specialists. The identification of these characteristics should help organizations to optimize their personnel policy in the long term. The authors chose the mixed-methods research approach. The hypothesis system is conceptualized and operationalized within the framework of structural equation modelling (SEM). The practical relevance of the findings from the quantitative research is examined in expert interviews. The data analysis is based on qualitative content analysis according to Kuckartz. Due to the research background, data collection is limited to the EU member state Germany. The shift in the balance of power in the labour market towards employees is not a development that can be limited to Europe. In a globalized world, companies have access to a wider talent pool, but are also exposed to increased competition for the best talent. A strong employer brand enables companies to stand out and attract top talent. The empirical results show that a positively perceived employer attractiveness can achieve the employer branding goals of recruiting employees and retaining them in the long term. The clever combination of tangible and intangible benefits, embedded in a modern corporate and error culture (mindset), is decisive in determining whether qualitative growth of the organization is possible.

A Study on the Effect of Employer Branding on Employee Retention Among Domestic Non-Voice in BPO Chennai

In the highly competitive labour market, where employees counter boundless job offers, organizations have acknowledged the need to distinguish themselves from competitors by investing a considerable amount of time and effort into designing employer branding strategies to attract and retain skilled employees. Employee retention as maintaining or encouraging employees to stay in the organization for the longest time. A strong employer brand allows employers to retain their talented employees by building a positive image for the organization as a preferred place to work. The purpose of the study is to examine effect of employer branding on employee retention and role of relational psychological contract between employer branding and employee retention among domestic non voice in BPO Chennai. The survey is used to gather data from 120 employees working in domestic non voice. The study findings reveal that employer branding is positively and significantly related to relational psychological contract and employee retention and relational psychological contract suggestions influence employee retention.

THE IMPACT OF EMPLOYER BRANDING ON ORGANIZATIONAL PERFORMANCE: A COMPREHENSIVE ANALYSIS

This article investigates the relationship between employer branding and organisational performance, identifying the underlying mechanisms contributing to enhanced performance. Next, we analyse various aspects of employer branding, including its influence on talent attraction, employee engagement, retention, and overall productivity. Finally, we provide insights on how organisations can strengthen their employer brand to optimise performance.
 In the competitive labour market, employer branding plays a crucial role in an organisation's ability to attract and retain top talent, directly influencing organisational performance. This article examines the relationship between employer branding and organisational performance by exploring its effects on talent attraction, employee engagement, retention, and overall productivity. It also offers insights on strengthening an organisation's employer brand to optimise performance.
 Employer branding, an organisation's reputation as an employer, can provide a competitive advantage by creating a motivated, engaged, and productive workforce. A strong employer brand attracts high-quality candidates, reducing recruitment time and cost and ensuring a diverse and talented candidate pool. Organisational culture, work environment, compensation and benefits, growth opportunities, and corporate social responsibility contribute to developing a strong employer brand. Effective employer brand communication across multiple channels, such as corporate websites, social media, and job advertisements, is essential to attract top talent. Employer branding events and employee advocacy can further strengthen the brand. Assessing the employer brand's strength can help organisations identify areas of improvement and gauge their attractiveness in the job market.
 Employee engagement and satisfaction are closely linked to an organisation's employer brand. Factors such as leadership, job design, recognition and rewards, work environment, and opportunities for growth and development contribute to employee engagement and satisfaction. Assessing employee engagement and satisfaction can provide valuable insights into their perceptions of the organisation and commitment to its goals. Engaged and satisfied employees exhibit higher performance, productivity, and innovation levels, leading to improved organisational outcomes.

Leveraging Social Media to Build Online Social Capital and Employer Brand

Organisations increasingly use virtual means to connect with stakeholders to project an employer image among job seekers. Social media-based networking and employer branding strategies to attract and retain talent are effective strategies in the post-COVID scenario. A proper context exists to explore networking activities’ role in building solid social media capital and how this contributes to employer branding efforts. The present study explains how social media activities affect social media capital generation and employer branding. Second, the research examines how social media activities by organisations may help them leverage online social capital resources to create a strong employer brand. Extant literature illustrates how social media has increased the reach and scope for meaningful networking and greater possibilities of reaching out to potential employees through employer branding initiatives. Innovative social media tools for messaging and communicating, such as hashtags, tweeting, pinning, posting, likes and sharing, have made the outcomes more tangible, measurable and reliable. This facilitates effective social capital management to generate an employer’s reputation and a superior employer brand.

Role of Ethics and Values in Employer Branding: An Empirical Study

Values and ethics are majorly needed movement for employer branding. Such efforts fall into themonarch of internal communication that needs closer association between marketing, humanresources, and public relations. In the efforts of creating a brand of a company, developing asuccessful employer brand is not just a sign of a socially responsible business, but it is also a toolthat help in achievement of competitive advantage in market, it also helps in expandingemployment opportunity, as well as retaining best employees of company. Employer’s reputationis defined by employer branding to be a potential employer, value proposition of employees, asdistinct to general brand name and consumer’s value proposition. Potential employees noticevalues and culture of organization and see if they match with their beliefs. The values comesfrom within the organization. In this competitive world and market, a key for growth oforganization to attract and retain right person at the right job. A strong employer brand isconsidered as strong tool of business that can relate the values, people strategy, and humanresource policy of organization to corporate brand. 193 respondents is the sample size for thestudy. With the help of -test and mean data analysis was performed to identify the result of thestudy.

THE EMPLOYER'S BRAND UTILIZATION FOR ATTRACTING AND RETAINING OF HEALTHCARE PROFESSIONALS BY PRIVATE HOSPITALS IN TEHRAN

Background: Private hospitals in Tehran can build a strong employer brand by partnering with educational institutions, investing in employee engagement, and regularly evaluating their strategy. Internship and residency programs can provide students with hands-on experience and future employment opportunities. Employee appreciation events, performance-based bonuses, and career advancement opportunities can create a sense of loyalty among the workforce. Regularly refining the employer brand strategy through feedback and data analysis can help attract top talent and improve patient care. 
 Methods: This descriptive study investigated the level of employer branding implementation and the main factors in retaining and attracting healthcare professionals in private hospitals from the perspective of managers. The data was collected through a questionnaire and face-to-face interviews with HR managers or senior executives responsible for HR management. The study found that private hospitals in Tehran can improve their employer branding by partnering with educational institutions, investing in employee engagement, and regularly evaluating their strategy. The evaluation provided valuable insights into the current state of employer branding practices and recommendations for improvement. These insights can help hospitals attract and retain top talent in the highly competitive healthcare industry.
 Results: All studies private hospitals managers (n: 11, 100%) were familiar with employer branding strategy to attract and retain healthcare professionals. From managers’’ point of view, sufficient income, discipline, and flexible working time were the main factors can help to attracting and retaining healthcare professions in their hospitals. Moreover, access to cutting-edge diagnostic and therapeutic technologies was another important factor in this way. They encounter different challenges such as a shortage of skilled workers and high turnover rates. Some hospitals have implemented initiatives to support their staff, but most lack a clear understanding of the importance of employer branding. To overcome these challenges, hospitals can invest in employee engagement, partner with educational institutions, and evaluate their branding strategy regularly. This can help build a strong employer brand that attracts top talent and improves patient care.
 Conclusions: Private hospitals in Tehran were familiar with employer branding strategy to attract and retain healthcare professionals. They face challenges such as a shortage of skilled workers, high turnover rates, and intense competition. To overcome these challenges, hospitals can invest in employee engagement initiatives, partner with educational institutions, and regularly evaluate their branding strategy.

Role of Human Resource Professionals in Implementation of CSR Projects: Some Observations

Human resource professionals have a major role to play to help a company achieve its corporate social responsibility (CSR) objectives. They have the tools and the opportunity to leverage employee commitment to, and engagement in, the firm’s CSR strategy. Although HRM oversees employee-related aspects, CSR helped to develop socially responsible practices. CSR inspired HRM, key HR aspects, namely health–well-being, gender equality–diversity, work–life balance and training–development can be addressed from the CSR perspective. CSR can contribute to long term, sustainable HR solutions. Integrating CSR and HRM promotes responsible people practices. There is emerging evidence that if effectively implemented, CSR can have considerable impact in motivating, developing and retaining staff. People prefer to work for companies that make a difference; corporate values, infused with CSR, generate conscience. A strong employer brand aligned with employee values and concerns is becoming recognised as one of the best ways of retaining talent with employees proud to work for a business that is highly regarded. As management plays an important role in understanding and delivering on key CSR objectives, it is vital to make CSR an integral part of management training programmes. As CSR increasingly becomes part of the business agenda in future, it will become a natural agenda for the HR practitioner.

Strategije za pozicioniranje organizacije kao poželjnog poslodavca - studija slučaja PWC

Research has demonstrated that a strong employer brand has a significant positive impact on the organization, including an influence on talent attraction and retention, gaining a competitive advantage by building a positive impact in public and enhancement of the employee engagement and consequently organizational performance. The purpose of this paper is to support organizations in developing a structural approach towards building an employer brand in order to attract, engage and retain the best employees and thus increase their performance. The paper will present the existing research regarding the employer branding strategies and via a case study analyse the practical implication these strategies have. A case study included a qualitative research done on PWC, a consulting and audit company operating on Serbian market. The study utilized the structured interviews in order to analyse the starting position of the organization, the challenges it was facing, and the desirable outcomes. The interviews also examined the strategies and actions taken to achieve these outcomes, as well as the results of the process. The results of the study demonstrated that the impact the strategies had was positive. But, what proved to be lacking was the structural approach towards the strategy implementation as well as clear measurements of the impact the strategies had on the overall organizational performance.

Organizational learning via gamification for employer brand management

PurposeThis paper aims to deepen our understanding of how serious games could be used for learning in organizations to empower brand performance and image sustaining competitive advantage from a Resource Based View (RBV) perspective and to examine the practical implications of the evolving technologies for employers.Design/methodology/approachThe research methodology is based on a qualitative approach adopting the case study research method (Yin, 2003). Data were collected through fifteen semi-structured interviews (a total of twelve hours) with the involved departments (particularly, Human Resource Management and Marketing) and one month of direct observation for their learning and communication approaches.FindingsSerious games can encourage the learning of employees enhancing their skills and brand performance. Besides, Customer Relationship Management (CRM) tools, a knowledge base, and social media platforms can help in promoting favorable employer brand knowledge, which positively influences the brand image and awareness.Practical implicationsFrom a RBV perspective, businesses can develop their employer branding practices through engaging ways of learning and brand knowledge management supported by digital tools along with boundary-less workplaces, communication efforts, and change management enabling them to enhance brand performance and sustain a competitive advantage.Originality/valueThe evidence on marketing knowledge management is still limited. This case study research makes an empirical contribution by analyzing how serious games and digital technologies could foster the learning in organizations for building strong employer brand knowledge. It answers the call for providing more insights on the relationship between knowledge management and employer brand management.

БРЕНД РОБОТОДАВЦЯ ПІДПРИЄМСТВ ХАРЧОВОЇ ПРОМИСЛОВОСТІ

The questions related to the forming of employer brand of enterprises of food industry for maintenance of business reputation and further engage and development of employees are investigated in the article. Today it is not enough material motivation for workers, additionally pulled out requirement to the development, management, certification, prosperity on international standards, participating in projects, and ratings. The construction of strong employer brand is the actual task of any enterprise in the conditions of competitive activity strengthening for highly skilled personnel is set. Key companies that work in the field of employer brand research are distinguished. The modern international and Ukrainian rating of the best employers that measure the companies’ attractiveness from the point of view of employment is analyzed. The major factors of choice by the search of company-employer, in particular stability of company at the market, financial possibility of company, its social responsible position, corporate culture and others are distinguished. Comparison of criteria of choosing employer for youth and for experience specialists is conducted. Competitive edges, practices of forming and advancements of employer brand of enterprises of food industry, are outlined on the example of companies such as Nestle, Roshen, PepsiCo Ukraine, that engage serious resources in development and support of their own HR-brands. At image forming, it is necessary to consider its constituents, as moral values, advertisement sphere, packing material, location and situation in office, personnel dress code, firm’s name, forms of firm, business cards, packages and other is offered in the article. The constituents of successful brand (image) of employer for three categories of personnel (students and graduating students, highly skilled professionals, other categories of personnel) are distinguished. On the results of the research, it is considered that employer brand is a long-term, strategic resource for the enterprises of food industry, and the search of highly skilled specialists is permanent continuous and difficult task for HR-managers of companies.

Facebook jako narzędzie wspierające osiąganie celów z zakresu employer brandingu na rynku IT

Facebook as a Tool Supporting the Achievement of Employer Branding Goals on the IT Market Due to the demand of IT specialists, it is necessary to apply appropriate employer branding activities. To achieve set goals, social media such as Facebook, are used and specific values for stakeholders and strong employer brand are created as well as specialists are encouraged to join or stay in a given organization. What’s more, offered products and services are promoted and the organization presents its own and employees’ development, as well as cooperation process and activities in the field of CSR. Information on events and the celebration of special occasions are also disseminated, and organization presents i.a. workplace culture and recruitment processes, educate recipients and introduce entertainment elements. Due to the above, qualitative research was conducted in the form of an analysis of the content of posts published on Facebook in the period from January 1st to December 31st, 2020, as well as other publications on the discussed phenomenon. The research sample consisted of 4 organizations that took the highest places in the Great Place to Work ranking in the Best Workplaces in Poland 2020 category with over 500 employees, i.e. Cisco Poland, Sii Polska, Hilti (Poland) Sp. z o.o., and Akamai Technologies Poland. The subject of the study was the use of social media in employer branding, and its purpose was to compare the indicated implementation among organizations operating on the IT market. The research problem was the identification of employer branding activities with the use of Facebook among organizations operating on the IT market.

Employer Branding in the Context of Covid-19 Restrictions

Employer branding is the set of a particular signs of organizations that attract talent, but also of the reason why these talents choose to work for a particular organization. This concept shows a trend in the field of human resources changing the way talent is attracted and retained in an organization. Also, employer branding is the basic component of the talent recruitment process in an organization, helping to define the culture and work environment within it. A strong employer brand is essential for attracting and retaining top talent, but given the coronavirus pandemic, is it just as important? The purpose of this paper is to highlight the importance of employer branding in the COVID era and to identify appropriate strategies for these times. The research methodology is represented by a qualitative approach based on the analysis of some case studies, as well as of the specialized literature. In times of uncertainty, like the ones we all go through today, attracting talent seems impossible, with people being reluctant when faced with threats over which they have no control. However, some may see the pandemic as an opportunity for career advancement, and others are forced by circumstances to look for a new job. In these situations, the main criterion for choosing an organization is culture and values. Thus, employer branding plays a key role in attracting and maintaining top talent and organizations can use strategies such us: culture cultivation, personalizing messages, consideration of passive applicants, presentation of diversity and inclusion, etc.

Employer Branding: Psychological Contract Between Employer and Employees in the IT Industry

Employer branding is recognized as an important strategy for businesses.1 An employer brand describes a firm's reputation as a place to work and its value proposition to current and potential employees.2 Employer branding encompasses a firm's effort to develop and manage an employer brand and communicate to existing and prospective staff members that it is a desirable place to work.3 A strong employer brand and effective employer branding enable an organization to differentiate itself from other employers competing for talent and attracting and retaining high-quality employees.4

The Mediating Effect of Person-Organization Value Fit on the Relationship Between University branding and Academic Staff Citizenship Behavior

Nowadays, research on employer branding is still growing. A specific focus on branding in the higher education sector is still limited, so this research investigates how employer branding impacts organization citizenship behavior and whether person-organization value fit mediates this relationship on a sample of 332 academic staff members working in the private higher education sector in Egypt. The data collection was performed using a self-administered survey. The research employs correlation and regression analysis to test the research hypotheses. First, the results revealed a moderately significant effect of employer branding practices on organizational citizenship behavior. Second, person-organization value fit has a positive significant mediation effect on the relationship between employer branding and organizational citizenship behavior. These results will help private universities determine to what extent investing in building a strong employer brand will help retain academic staff members.
 
 Received: 7 October 2020 / Accepted: 11 December 2020 / Published: 17 January 2021

Employer brand and affective commitment of employees

The existing situation on labor market has been characterized by a shortage of highly qualified efficient personnel for many years. Company staff is a unique competitive resource and source of profit in any organization. A strong employer brand is a basic foundation for the strategic success of an organization, as it forms the positive attitude of employees and ensures their affective engagement. More and more Russian and international organizations have to resort to new tools to attract, retain, manage staff loyalty and involvement, and establish their image in the job market. Traditional management methods are no longer effective enough in solving such problems. The study reveals the essence of the employer's internal brand and its constituent part - the affective commitment of employees. It specifies the tools to ensure the development of affective commitment of staff.

Choice Between Salary and Employer Brand: The Roles of Materialism and Inclination to Develop an Identity-Motives-Based Relationship With an Employer Brand.

Despite recent interest in individual differences in psychological meanings of consumer brands, the concept of psychological employer brand as a factor independent of particular brands has not been examined. Drawing on an instrumental-symbolic framework, person–organization fit literature, and theory and research on salary and materialism, and combining consumer brand approaches with motivated identity construction theory, we examine the role of materialism and identity-motives-based inclination for the self–employer brand relationship in the situation of a dilemma between two job offers: one proposed by a strong employer brand with an unattractive salary and one from a subjectively weak brand with an attractive salary. A homogenous sample of 101 university students in academic fields related to financial careers participated in a quasi-experimental study. We found that participants preferred the offer from the weak employer brand with an attractive salary compared to the strong employer brand with an unattractive salary; however, supporting our hypothesis, those who preferred this offer anticipated lower job satisfaction. Following expectations, materialism negatively and inclination for self–employer brand relationship positively predicted preferences and evaluations of the unattractive salary offer proposed by the strong employer brand. However, materialism negatively predicted anticipated job satisfaction regarding this offer, as well as positively predicting evaluation of the weak brand with attractive salary job offer. Despite all the detailed hypotheses not being supported, the findings confirm the role of materialism in job offer preference and introduce the inclination to develop an identity-motives-based relationship with an employer brand as an important factor in reactions toward different employer branding recruitment strategies. We discuss the results in light of previous theories and research on person–organization fit, materialism, and brand effects, and consider potential short- and long-term outcomes of recruitment strategies.

The role of leadership in developing a strong employer brand

Organisations today have their task cut out in the form of attracting talented employees, engaging them and retaining them in the process. Through this study, the researcher studied the construct of employer branding and appropriated the various factors which constitute employer branding. Further, the study also made an important contribution by linking the role of leadership in the development of a strong employer brand of an organisation. This research extracted five important factors of employer branding, viz., organisational fit, perceived organisational reputation, leadership and transparency, strong management, and work atmosphere. Each factor contributes immensely to the construct of employer branding and the effective understanding of each one of them can be very useful for an organisation to create an impactful employer brand in the era of start-ups, social media revolution and internet communication.

Talent Management in South Asia: Prospects and Challenges

Talent management (TM) strategies are becoming significant to gain competitive and sustainable advantages through proper utilization of talent. The current study aims to investigate the concept of talent management along with its major strategies and to analyze the prospects and challenges of talent management in the context of South Asian countries. Using a comprehensive search of previous articles, the researchers critically reviewed the emerging strategies, prospects, and challenges of talent management. Particularly, this paper contributes to precisely defining talent, talent management, strategies of talent management, and its significance for the organizations. The study concluded that the significant challenges encompassing the talent management spheres of South Asian countries are many. They include a problematic process of identification of potential talent due to a shortage of skilled labor force, development and nourishment of talent by overcoming the bureaucratic and traditional management style, rife competition for the limited talent pools, non-existent of strong employer brand trend and ongoing brain drain. However, TM appears as prospectus towards South Asian countries as previous studies found that TM strategies contribute to improving financial and non-financial performance, employee productivity, degree of employee commitment, customer satisfaction and reduced turn-over rate. Furthermore, after analyzing the prospects and challenges of talent management, this paper provides future research direction to conduct more research in the field of talent management.