scholarly journals Exploring the Relationship between Employer Branding and Talent Management to Employee Retention: Literature Review

2021 ◽  
Author(s):  
Muhamad Ekhsan ◽  
Achmad Sudiro ◽  
Mugiono Mugiono ◽  
Ananda Hussein
Keyword(s):  
Literature Review ◽  
Employee Retention ◽  
Talent Management ◽  
Employer Branding ◽  
The Relationship

scholarly journals Employer Branding as a Talent Management Tool: A Systematic Literature Revision

2021 ◽  
Vol 13 (19) ◽  
pp. 10698
Author(s):  
Isabel Reis ◽  
Maria José Sousa ◽  
Andreia Dionisio
Keyword(s):  
Systematic Reviews ◽  
Scientific Literature ◽  
Talent Management ◽  
Management Tool ◽  
Employer Branding ◽  
The Subject ◽  
Employer Brand ◽  
Attraction And Retention ◽  
The Relationship ◽  
Organisational Level

The aim of this paper is to present a systematic literature revision (SLR) that shows the relationship between the concept of employer branding (EB) and talent management (TM). Based on the EB model proposed by Backhaus and Tikoo in 2004, and the macro-contingent model for talent management introduced in 2019 by King and Vaiman, we intend both to analyse the theory correlating the EB concept and TM, and to identify TM dimensions that are reflected on the EB concept. A systematic literature revision was carried out using the Preferred Reporting Items for Systematic Reviews (PRISMA) protocol in order to identify and sum up the most relevant studies of the last 10 years concerning these topics. Findings show that scientific literature on the subject grew considerably in the last four years, reflecting the rising concern over the creation of an employer brand at the organisational level. EB explores talent attraction and retention particularly, though, unexpectedly, is also becoming a concept explored by nations to attract a qualified workforce. Analysing selected articles, we may conclude that EB is clearly considered as a tool within the largest process of talent management.

Corporate Social Responsibility and Talent Management in Turkey

2016 ◽  
pp. 1-15 ◽  
Author(s):  
Elaine Farndale ◽  
Dincer Atli
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Human Resources ◽  
Emerging Markets ◽  
Historical Development ◽  
Talent Management ◽  
Employer Branding ◽  
Employee Attraction ◽  
Corporate Social ◽  
The Relationship

Addressing the relationship between corporate social responsibility (CSR) and talent management, we examine these fields largely from the perspective of employee attraction. We first present the historical development of CSR, detailing its current standing in Turkey. We then go on to describe how talent management has developed, and its particular relevance in emerging markets. Pulling these two fields together, we explore how a firm's CSR activities can improve employer branding to attract and retain key human resources. Comparing the results of Capital Magazine's “CSR Leaders in Turkey” and “Most Admired Companies in Turkey” research (both conducted annually from 2009 to 2013), we are able to identify how corporate reputations are related to CSR in the specific context of Turkey.

Employer branding and its relation with HR functions of employee recruitment and retention: A review of literature

2019 ◽  
Vol 19 (1) ◽  
pp. 85-105
Author(s):  
Bindiya Gupta ◽  
Shweta Mittal ◽  
Vivek Mittal
Keyword(s):  
Literature Review ◽  
Employee Retention ◽  
Careful Analysis ◽  
Review Of Literature ◽  
Employer Branding ◽  
Recruitment And Retention ◽  
Employee Recruitment ◽  
Comprehensive Literature Review ◽  
Long Run ◽  
The Impact

The current recruitment scenario, which is highly dynamic and challenging, calls for the attention of academics and practitioners alike. Recently, several studies were conducted to understand the possible relationship between employer branding and employee retention (Gilani & Cunningham, 2017; Wilden, Gudergan, & Lings, 2010). In the present study, an attempt has been made to explore the impact of employer branding on employee recruitment and retention. A comprehensive literature review of previous studies on this topic was conducted, in an attempt to understand the influence of employer branding on each aspect of recruitment. For this purpose, concepts from signalling theory, person-organisation fit and social identity were considered. Careful analysis of previous studies reveals that employer branding has an impact on an organisation's ability, not only to recruit, but also to retain, desired employees. Further, the organisations which are able to successfully project their images as potential employers of choice are bound to reap benefits in the long run.

Talent Management and Employee Retention: An Integrative Research Framework

2018 ◽  
Vol 18 (2) ◽  
pp. 228-247 ◽  
Author(s):  
Anoopa Narayanan ◽  
S. Rajithakumar ◽  
Manoj Menon
Keyword(s):  
Organizational Justice ◽  
Social Exchange ◽  
Global Economy ◽  
Employee Retention ◽  
Social Exchange Theory ◽  
Talent Management ◽  
Future Research ◽  
Integrative Research ◽  
Management Context ◽  
The Relationship

The differential value created by talented employees and their contribution to organizations in the hypercompetitive and complex global economy has made talent management a strategic priority for organizations. Talent management has been advocated as an important strategy to retain talented employees, but academic studies exploring their relationship are limited. Building on the Resource-Based View (RBV) theory and Social Exchange Theory (SET), the present article studies the relationship between talent management and employee retention. In addition, a conceptual model explaining the role of talent perception congruence and organizational justice in the relationship between talent management and employee retention is developed by incorporating the Perceived Organizational Justice Theory and Congruence Theory in talent management context. This article may assist in setting the direction for future research in the area of talent management and help managers understand the significant roles of talent perception congruence and organizational justice in determining the talent management outcomes.

Employer branding: perceived organisational support and employee retention – the mediating role of organisational commitment

2019 ◽  
Vol 51 (3) ◽  
pp. 174-183 ◽  
Author(s):  
Christopher N. Arasanmi ◽  
Aiswarya Krishna
Keyword(s):  
New Zealand ◽  
Employee Retention ◽  
Organisational Commitment ◽  
Branding Strategy ◽  
Employer Branding ◽  
Content Type ◽  
Organisational Support ◽  
Perceived Organisational Support ◽  
Support Mechanisms ◽  
The Relationship

PurposeThe purpose of this paper is to examine the relationship between employer branding attribute of organisational support and employee retention in a government agency in New Zealand.Design/methodology/approachThis study is cross-sectional in design, and an online survey method was used to collect data from 134 research participants. Research participants were recruited from a local council in New Zealand. The Process Macro Regression method was employed to analyse the collected data.FindingsThe main findings from this study are: first, the study shows that perceived organisational support (POS) as an employer branding technique affects employee retention. Second, POS significantly influenced employees’ organisational commitment (OC) as a predictor of employee retention. Third, the relationship between organisational support and employee retention was mediated by OC in this study.Research limitations/implicationsThis study examined POS as an employer branding strategy; the findings have a number of valuable implications for organisations. This study suggests that organisations should develop adequate organisational support mechanisms as a way of acquiring the status of a better employer among different stakeholders.Practical implicationsPrecisely, the findings imply that organisations should focus on increasing organisational support to attract, maintain and retain employees because employees desire conducive and favourable work environments.Social implicationsA well-crafted and efficiently implemented organisational supportive strategies may enhance the reputational status of the organisation as an employer brand among its future job applicants.Originality/valueThis study tested POS as an employer branding attribute in the New Zealand context; research on POS as an employer branding strategy is scarce. The results suggest that organisations that embrace organisational support mechanisms as employer branding strategy succeed in maintaining and retaining their talents for a longer time.

Assessing the Nexus Between Employer Branding and Employee Retention: Moderating Role of Organizational Identification

2021 ◽  
pp. 0258042X2110053
Author(s):  
Nawab Ali Khan ◽  
Shubhangi Bharadwaj ◽  
Aaisha Khatoon ◽  
Mohd Tariq Jamal
Keyword(s):  
Organizational Identification ◽  
Employee Retention ◽  
Employer Branding ◽  
Cross Sectional ◽  
Positive Identity ◽  
The Relationship ◽  
Self Administered Questionnaire ◽  
Moderating Role

The purpose of this study is to examine the relationship between employer branding and employee retention. Moreover, this article investigates the moderating effect exerted by organizational identification in the relationship between employer branding and employee retention. The research is cross-sectional with the data gathered from Indian IT employees through a self-administered questionnaire. The data were analysed using regression and PROCESS Macro. The findings provide empirical insights on how employer branding helps in transferring to retaining employees. Also, the moderation analysis highlights the importance of organizational identification in ensuring employees’ long-term association with an organization. The results explicate the criticality of a positive identity in strengthening the effect of employer branding on employee retention. Despite numerous studies, the literature lags in understanding the role of organizational identification as a catalyst in the relationship between employer branding and employee retention.

Talent Management Practices, Employee Engagement, Employee Retention; Empirical Evidence from Malaysian SMEs

2021 ◽  
Vol 39 (10) ◽  
Author(s):  
Fadillah Ismail ◽  
Heng Ka Ka ◽  
NG Wee Fern ◽  
Muhammad Imran
Keyword(s):  
Employee Engagement ◽  
Quantitative Research ◽  
Employee Retention ◽  
Business Performance ◽  
Management Practices ◽  
Talent Management ◽  
Business Environment ◽  
Beneficial Impact ◽  
The Relationship ◽  
Self Administered Questionnaire

The aim of this research is to investigate the relationship between talent management practices, employee engagement, and employee retention in the small and medium-sized enterprises (SMEs) in Malaysia. To assess the current issues in the industry, a researcher performed a study of relevant themes and subjects in the most recent literature. The above research utilizes a framework to analyze the business environment, while also providing insight on how to employee retention and employees engagement. A study on quantitative research was done. A self-administered questionnaire is used in this study. In this study, convenience sampling methods were employed. A total of 55 employee answered the surveys correctly. This research was analyzed using SPSS version 26. According to the findings of the study, talent management practices have a beneficial impact on employee engagement and retention. Talent management practices contribute for 74.3 percent of employee engagement, and it is expected to improve by 92 percent if talent management is indicated. Talent management practices, on the other hand, accounted for 74.3 percent of employee engagement and are projected to grow by 92 percent if talent management is implemented in a business. The relevant conclusion from the study into talent management practices may have a beneficial impact on employee engagement and retention, allowing the organization to achieve business performance.      

Exploring the Relationship between Employer Branding and Employee Retention

2016 ◽  
Vol 17 (3_suppl) ◽  
pp. 186S-206S ◽  
Author(s):  
Karnica Tanwar ◽  
Asha Prasad
Keyword(s):  
Employee Retention ◽  
Employer Branding ◽  
The Relationship

The Impact Of Talent Management In Enhancing Organizational Reputation: An Empirical Study On The Jordanian Telecommunications Companies

2014 ◽  
Vol 30 (2) ◽  
pp. 409 ◽  
Author(s):  
Ahmad Ali Salih ◽  
Loay Alnaji
Keyword(s):  
Literature Review ◽  
Empirical Study ◽  
Talent Management ◽  
Competitive Market ◽  
Organizational Reputation ◽  
The Impact ◽  
The Relationship ◽  
Telecommunications Companies

<p>The research explores the effect of talent management on improving organization reputation through exploring the relationship between talent management variables (discover, inspire, transform) and reputation variables (self-enhancement, self-verification, frequency of interaction). The first part of the project introduces a literature review of the importance talent management and reputation and their role on dealing with the competitive market. Next, the paper introduces the variables and the theories, after which the final results are presented and recommendations are proposed.</p>

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