scholarly journals Employer Branding Strategy to Increase Employee Engagement

2021 ◽  
Author(s):  
Suci Fika Widyana ◽  
Tjutju Yuniarsih ◽  
Eeng Ahman ◽  
Disman
Keyword(s):  
Employee Engagement ◽  
Branding Strategy ◽  
Employer Branding

scholarly journals Employer branding and employee engagement of furniture retailer in Klang Valley

2018 ◽  
Vol 56 ◽  
pp. 02003
Author(s):  
Raemah Abdullah Hashim ◽  
Mohamad Azlan Mohamad Nor
Keyword(s):  
Employee Engagement ◽  
Important Variable ◽  
Retail Trade ◽  
Future Research ◽  
Employer Branding ◽  
High Turnover ◽  
Significant Difference ◽  
Klang Valley ◽  
And Gender ◽  
The Relationship

The paper discussed on the relationship between employer branding and employee engagement among employees in selected furniture retailers in Malaysia. This study also looks into the state of employees’ engagement and gender differences in their engagement towards their organization. Furniture retailing falls under the retail trade industry that contributed about RM35.7 billion to Malaysia GDP in 2017 with expected growth of 8.7 percent. However, the industry suffers an average yearly employee turnover rate of 13 percent. Amid this high turnover, the raising question is can popularity of employers’ branding can result in employee engagement leading to their retention in the organisation. 350 respondents were chosen randomly and 120 (30%) respondents had given feedback on the personally administered questionnaires. The result revealed that there is significant relationship between employer branding and employee engagement. The study also indicated that work challenging is the most important variable which led to drive the employee engagement. Consequently, there is significant difference between male and female in terms of engagement. Organisation, hence may consider leveraging employee engagement which may lead to retaining their employees. Future research may consider researchers to pursue a longitudinal method of research design across a variety of firm-sizes and industries that would be more significant in making generalizations.

Impact of employer branding on employee engagement in business process outsourcing (BPO) sector in India: mediating effect of person–organization fit

2019 ◽  
Vol 52 (1) ◽  
pp. 35-49 ◽  
Author(s):  
Poonam Chawla
Keyword(s):  
Employee Engagement ◽  
Global Economy ◽  
Structural Equation ◽  
Mediating Effect ◽  
Employer Branding ◽  
Business Process Outsourcing ◽  
Content Type ◽  
Branding Strategies ◽  
Person Organization Fit ◽  
The Impact

Purpose The purpose of this paper is to investigate the impact of employer branding strategy (a mechanism used by organisations to hire and retain competent talent) on employee engagement whilst simultaneously measuring the mediating effect of person-organisation (P-O) fit. Design/methodology/approach The study analyses a sample of 296 employees working in the BPO sector in India. The proposed model is tested with the help of structural equation modelling. Findings The findings of the research highlight that employer branding has an affirmative relationship with P-O fit and employee engagement. The findings also reveal that P-O effect has a partial mediating effect on the relationship between employer branding and employee engagement. Practical implications Understanding and implementing employer branding strategies provides the organisation with a tool for not only harnessing good employees but also facilitates them to engage and retain them. Employer branding strategies ensure an increase in employee’s sense of belongingness and alignment of goals. Value congruence in the form of person organisation fit also ensures that employees believe that they are valued across the organisation and may go an “extra mile” to achieve organisational objectives. Originality/value Employer branding is a comprehensive strategy which can be used by employers to attract and retain talented employees. In a global economy where a talented workforce is scarce and has plenty of choices available to them, firms can use employer branding as a strategic opportunity to enhance employee engagement.

Can Organizations Leverage Employer Branding to Gain Employee Engagement and Reduce Turnover Intention? An Empirical Study with Organizational Trust as a Mediator

2020 ◽  
Vol 24 (4) ◽  
pp. 496-505
Author(s):  
Lalit Kumar Yadav ◽  
Ashish Kumar ◽  
Shubhra Mishra
Keyword(s):  
Empirical Study ◽  
Sample Size ◽  
Employee Engagement ◽  
Turnover Intention ◽  
Organizational Trust ◽  
Hierarchical Regression ◽  
Employer Branding ◽  
Statistical Tools ◽  
Important Concept

Employee engagement (EE) and turnover intention (TI) are significant goals to pursue for all vibrant organizations. To pursue these goals, organizations need to differentiate itself from other organizations. One important concept that leads organization to a different pedestal is employer branding (EB). This work studies the influence of EB on EE and TI. It also attempts to explain the mechanism through which EB impacts these two variables. This is done by incorporating organizational trust (OT) as a mediating variable. he sample size of the study is 308, and the respondents were from various organizations spread across India. The statistical tools to get the result were correlation and hierarchical regression in SPSS. The study finds that EB is positively related to EE and negatively aligned with TI. OT partially mediated and fully mediated the relation with EE and turnover intention, respectively. After discussing the result, implications, both practical and theoretical, are laid out. Limitations and further scope of research are discussed in the end.

scholarly journals Branding Yields Better Harvest: Explaining The Mediating Role of Employee Engagement in Employer Branding and Organizational Outcomes

ETIKONOMI ◽  
2020 ◽  
Vol 19 (1) ◽  
pp. 77-94
Author(s):  
Asif Hussain Samo ◽  
Suman Talreja ◽  
Azeem Akhtar Bhatti ◽  
Syeda Aisha Asad ◽  
Laiba Hussain
Keyword(s):  
Employee Engagement ◽  
Structural Equation ◽  
Employee Performance ◽  
Organizational Outcomes ◽  
Equation Model ◽  
Employer Branding ◽  
Intention To Stay ◽  
Mediating Role ◽  
And Performance

Employer branding is an intriguing junction of marketing and human resource management, where the positive intangible perception of the employer makes the organization a valuable. It is antecedents and outcomes have been tried and tested. However, there is a need to empirically test how employer branding lures the employees to perform well and to remain loyal to the employer. This study aimed to find the mediating impact of employee engagement between the relationships of employer branding and performance of the employees and their intention to stay in the companies. By using the structural equation model (SEM), the results revealed the full mediation role of employee engagement in between employer branding and employee performance and their intention to stay. This study implies that the bank needs to induce employees to remain engaged, as, with this, the performance and talent retention will yield.JEL Classification: D23, M31How to Cite:Samo, A. H., Talreja, S., Bhatti, A. A., Asad, S. A., & Hussain, L. (2020). Branding Yields Better Harvest: Explaining The Mediating Role of Employee Engagement in Employer Branding and Organizational Outcomes. Etikonomi: Jurnal Ekonomi, 19(1), 77 – 94. https://doi.org/10.15408/etk.v19i1.12320.

The Influence of Employer Branding on Employer Attractiveness and Employee Engagement and Retention

2020 ◽  
Vol 11 (4) ◽  
pp. 48-69
Author(s):  
Nasser Fathi Easa ◽  
Ayman Mahmoud Bazzi
Keyword(s):  
Employee Engagement ◽  
Employee Retention ◽  
Empirical Studies ◽  
Main Tool ◽  
Employer Branding ◽  
Topic Analysis ◽  
The Past ◽  
Research Findings ◽  
Employer Attractiveness

This paper aims to review the literature over the past 10 years related to employer branding by shedding light on its role of enhancing employer attractiveness, employee engagement, and retention. The paper offers a better understanding for the literature gap related to the employer branding field. A systematic review of 33 articles published between 2010 and 2019 was conducted in which the reviewed papers were classified depending on electronic databases, namely Emerald, Science Direct, and Business Source Complete. The research findings were analyzed based on two classifications: descriptive and main topic analysis. The majority of the reviewed articles were empirical studies published during the year 2018, revealing the importance of employer branding by creating employer attractiveness, employee engagement, and employee retention, in addition to focusing on employee retention as a main tool for achieving a competitive advantage.

Unbundling employer branding, job satisfaction, organizational identification and employee retention: a sequential mediation analysis

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shubhangi Bharadwaj ◽  
Nawab Ali Khan ◽  
Mohammad Yameen
Keyword(s):  
Job Satisfaction ◽  
Social Identity ◽  
Competitive Advantage ◽  
Social Exchange ◽  
Organizational Identification ◽  
Employee Retention ◽  
Mediation Model ◽  
Branding Strategy ◽  
Employer Branding ◽  
Content Type

PurposeThis paper aims to extend employer branding research by investigating the role of job satisfaction and organizational identification as predictors of employee retention, and their mediating role between employer branding and employee retention.Design/methodology/approachA cross-sectional survey is utilized to gather data from 352 employees working in top Indian IT organizations. Hypotheses were tested and analyzed utilizing SPSS PROCESS Macro.FindingsThe results reveal that employer branding is positively related to job satisfaction, organizational identification and employee retention. The analysis provides support for the mediating effects on employee retention of employer branding through job satisfaction and organizational identification. In addition, results also provide support for the serial mediation model, where employer branding was found to influence employee retention via job satisfaction and organizational identification in a sequential manner. The findings connote that the enhanced positive identity of satisfied employees suppresses the intention to leave among IT professionals.Practical implicationsThe findings suggest that an employer branding strategy with a unique set of attributes can provide a competitive advantage to employers in terms of high retention levels. The findings also highlight the fact that the importance of employer branding strategy should not be merely confined to the issue of retention as it can also play a vital role in enhancing job satisfaction and employees' identification level. Hence, managers are required to devise an employer branding strategy with a long-term intent that focuses on gaining a competitive advantage and aiming to improve relationships with employees.Originality/valueThe researchers have enriched social identity and social exchange theory as a theoretical paradigm, examining antecedents of employee retention. The study has extended the foregoing direct or simple mediation models by integrating social identity theory and job satisfaction in a sequential mediation model.

Brand Awareness Quotient

2017 ◽  
pp. 460-473
Author(s):  
Komal Ratra ◽  
Netra Neelam
Keyword(s):  
Decision Making ◽  
Brand Awareness ◽  
Branding Strategy ◽  
Employer Branding ◽  
The Past ◽  
New Strategy ◽  
Measurement Methodology ◽  
Support Decision Making

There is a need to appropriately measure the effectiveness of Employer branding initiatives taken by an organization. There are a lot of questions to be addressed while measuring the effectiveness of the past or existing initiatives and formulating a new Employer branding strategy such as: Do the objectives of the Employer branding completely meet the initiative? What is the reach of the initiatives? Whether to continue with the same initiative or not in future? Hence while designing a new improved Employer branding strategy, there needs to be an appropriate initiative measurement methodology which can address the above questions quantitatively. This paper is an attempt to create A matrix “Brand Awareness Quotient” which will help in measuring the efficacy and support decision making for formulating the new strategy the same. This quantitative way of scoring and analyzing each and every initiative provides a 360-degree overview of the complete Employer branding strategy of the organization.

Internal employer branding as a way to improve employee engagement

2021 ◽  
Vol 19 (3) ◽  
pp. 33-45
Author(s):  
Iwona Staniec ◽  
Magdalena Kalińska-Kula
Keyword(s):  
Employee Engagement ◽  
Corporate Strategy ◽  
Employee Involvement ◽  
Essential Elements ◽  
Process Approach ◽  
Employer Branding ◽  
Internal Branding ◽  
Competitive Edge ◽  
Modern Business ◽  
Talent Retention

In the turbulent environment of modern business, attracting and retaining valuable human resources have become one of the main means of competitive edge. The satisfaction of current employees and talent retention are essential elements of organizational success. Against this background, this study aims to examine whether the process approach to internal employer branding, including internal branding activities (IBA) and conducting intra-organizational research (CIR), allows for the improvement of the current employee involvement. The study used the method of regression analysis. In addition, a survey was used as to collect necessary data. The sample included 120 personnel, selected by a convenience sampling method. In the light of the conducted analysis, it was confirmed that CIR significantly increases the employee value proposition (EVP). Likewise, IBA directed at current employees has a significant impact on EVP shaping. In this context, assuming EVP as a measure of employee involvement, it has been shown that the adoption of a process approach to employer branding can lead to the improvement of the current employee commitment and productivity. Thus, employer branding seen as a process in line with the human resource management and corporate strategy can contribute to building a competitive advantage.

The Evolution of Internal Employer Branding and Employee Engagement: The Temporal Role of Internal Social Media Usage

2021 ◽  
Vol 20 (01) ◽  
pp. 2150012
Author(s):  
Tamanna Agarwal ◽  
Sandeep Arya ◽  
Kamini Bhasin
Keyword(s):  
Social Media ◽  
Employee Engagement ◽  
Organisational Commitment ◽  
Employer Branding ◽  
Attrition Rates ◽  
Media Usage ◽  
Hr Managers ◽  
Internal Social Media ◽  
The Impact ◽  
Over Time

In recent times, Indian IT companies have been facing high attrition rates, especially with young employees having three to seven years of experience. Therefore, this study develops and tests a dynamic model of brand-endorsed employee engagement (EE) and employee retention (ER). Particularly, the carryover and temporal effects of the relationships and constructs are studied to understand how employee behaviour evolves over time. Using two waves of longitudinal data gathered from young employees ([Formula: see text]) of Indian IT companies, the proposed conceptual model is investigated to test the temporal differences in the relationships between internal employer branding (IEB), organisational commitment, EE and ER. Additionally, the impact of employer internal social media usage on the relationships is also examined as an effective human resources (HR) intervention in the evolution process. The findings show that excluding the organisational commitment to EE relationship, the other two relationships between IEB to organisational commitment and EE to ER become stronger over time. Interestingly, while internal social media usage does not exhibit direct effect on organisational commitment or ER, it is instrumental in influencing IEB perception and EE during subsequent periods. Overall, this study offers directions to HR managers in the services sector on how to effectively use social media to engender engagement in employees and ultimately, enhance their intention to stay.

Impact of Employer Branding on Employee Engagement in BPO Sector in India With the Mediating Effect of Person-Organisation Fit

2020 ◽  
Vol 11 (3) ◽  
pp. 59-73
Author(s):  
Poonam Chawla
Keyword(s):  
Employee Engagement ◽  
Global Economy ◽  
Structural Equation ◽  
Mediating Effect ◽  
Employer Branding ◽  
Comprehensive Strategy ◽  
Proposed Model ◽  
Value Propositions ◽  
The Impact ◽  
The Relationship

With human capital emerging as a sustainable source of strategic advantage organisations are focusing on developing employee value propositions which consistently engage their workforce so that they can proactively contribute towards the achievement of organisational goals. This research investigates the impact of employer branding strategy (a mechanism used by organisations to engage competent talent) on employee engagement whilst simultaneously measuring the mediating effect of person-organization (P-O) fit. The study analyses a sample of 296 employees working in the BPO sector (offshore call centres) in India. The proposed model is tested with the help of structural equation modelling. The findings of the research highlight that employer branding has an affirmative relationship with P-O fit and employee engagement. The findings also reveal that P-O effect has a partial mediating effect on the relationship between employer branding and employee engagement. It can be deduced that employer branding is a comprehensive strategy which can be used by employers to engage employees. Thus, in a global economy where a talented workforce is scarce and has plenty of choices available to them, firms can use employer branding as a strategic opportunity to enhance employee engagement.

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