Is my employee still attracted to me? Understanding the impact of integrated communication and choice of communication channels on employee attraction

PurposeThe study attempts to extend the current scholarship in the field of employer branding. Integrated communication is about consistent communication that is synergistic through multiple communication channels. Employer branding activities that involve multiple internal communication channels aim to attract employees. The study proposes that the perceived impact of effective integrated communication in employer branding shapes employee attitude and hence employee attraction. Employee perception of the choice of communication channels is also proposed to have an impact on employee attraction.Design/methodology/approachAn exploratory qualitative study in the form of interviews and a preliminary survey was conducted in the first phase. The main study involved a questionnaire survey to empirically test the proposed hypotheses. The respondents were information technology–business process management (IT-BPM) employees (n = 520) in India.FindingsThe direct and interaction effects of integrated communication and usefulness of communication channels on employee attraction within the organization were empirically validated to suggest a positive impact on employee attraction.Originality/valueThe study extends the current body of knowledge on talent attraction to include present employees. Similarly, the study on integrated communication and its impact on employee attraction is an important addition to the literature on employer branding, internal communication and talent management, given the present coronavirus disease 2019 (COVID-19) situation.

University brand as an employer: demystifying employee attraction and retention

Purpose This study aims to unveil the determinants of employer branding (EB) that attracts and retains the employees working in the Indian higher education sector using the factor-analytic approach. Design/methodology/approach The study is cross-sectional, and the data were collected from 141 employees working in the higher education sector. Exploratory factor analysis and independent t-test were deployed to analyze the data. Findings The results of independent samples t-test explicate that perception of male and female university employees pertaining to EB factors of employee attraction (EA) and employee retention (ER) is congruent. Further, the perception of employees in public and private universities on EB factor is similar for ER and non-similar for EA. Originality/value The present research is an effort to unveil the employee attraction and retention factors that play a vital role in showcasing an employer as a great place to work in the Indian higher education sector.

Financial Sustainability and Corporate Social Responsibility Under Mediating Effect of Operational Self-Sustainability

Operational and financial sustainability have, over time, remained as issues in the microfinance industry. The microfinance industry is struggling to gain self-sufficiency in Pakistan due to non-performing loans and operating costs. Simultaneously, deliberation on corporate social responsibility (CSR) is also considered in academic literature and organizational practices. However, studies on CSR and financial performance in the microfinance sector are scarce, especially in Pakistan. CSR will develop customer attraction and loyalty, employee attraction, motivation and commitment, MFIs' reputation and access to capital, and eventually build financial performance. Interviews were conducted with branch managers of microfinance institutions to test previous questionnaires. A self-administered survey was conducted to collect data from the managers of the microfinance banks operating in Punjab. Descriptive and inferential statistics were performed to answer research questions using Smart PLS. Most of the microfinance institutions believe in social responsibilities but lacks fund allocation and approval from higher management, and results are in line with prior studies. These empirical findings lead to the perception that CSR is not a barrier performance in microfinance banks as they have access to capital. The results indicated a strong positive correlation between CSR and the financial performance of the MFIs. CSR also positively correlates with customer retention, employees' motivation and attraction, and business reputation. CSR was associated with access to capital but was found to be weak. The research also narrated the limitation and practical implications of the study. The study also discusses further research directions.

Attraction and retention of the employees with postgraduate qualifications working in the public sector in HCMC

The paper defines and measures key factors affecting the attraction and retention of employees with postgraduate qualifications in HCMC, using both qualitative and quantitative methods. Accordingly, the former is carried out through deep interviews with 15 experts (including 12 directors of the department/district presidents and 3 are lecturers/researchers of universities in HCMC and focus group discussions with ten respondents. The latter is conducted through direct interviews with 287 respondents. The results show that: (i) Employee retention is affected by employee satisfaction, training, career development, salary and welfare, and working environment; (ii) Employee attraction is affected by training, career development, salary and welfare, and working environment. Due to limited resources, the sample size consists of only 287 respondents who are employees working in the public sector (at wards, districts, and departments in the public sector) in HCMC. This is the limitation of the research.

Employer Branding Practices Amongst the Most Attractive Employers of IT and Engineering Sector

Employer branding is a marketing strategy that helps employers stay competitive in their markets. Although it is a concept used for over 20 years, its process and consequences have not yet been fully scrutinized. This study characterizes the employer branding implementation and the employers' perspective on it. By conducting ten semi-structured, in-depth interviews, the authors examine not only how employer branding practices have been applied, but also the role of human resources management in the process and used employee attraction and retention practices. The results suggest that although the employer branding process is not clearly structured, some stages can be identified as common. For that reason, the authors outline a stage divided framework and analyse each one of the identified stages. Furthermore, practical insights are provided about the company's departments roles and link them to the current state of the art. Finally, the authors suggest future investigation in particular stages of employer branding.

Impact of corporate social responsibility practices on employee commitment

Purpose The purpose of this paper is to critically review the existing literature on corporate social responsibility (CSR) to develop a framework to analyse the impact of CSR on employee commitment to the organisation. Design/methodology/approach Using the scoping review, this paper reviewed the published articles on CSR and employee commitment and how CSR and employee commitment were defined, theoretically supported and conceptualised for a comprehensive understanding of current and future research directions in the field. Findings This paper presents a framework developed through the analysis of existing literature on the impact of CSR) on employee commitment to the organisation. This framework aims to explore the impact of internal CSR and external CSR on employee commitment while using the contractual position of employees as an intervening variable. Originality/value During a time where employee attraction and retention is widely discussed as a competitive advantage, this framework could be used by any industry, especially those with high staff turnover such as mining. The researchers propose to use this framework to explore how perception towards external CSR (directed towards external stakeholders) and perception towards internal CSR (directed towards the own employees) can influence organisational identification and commitment levels. To address several gaps in the literature, this model is based on the Maslow’s Hierarchy of Needs and Social-Identity Theory.

Strategic Human Resource Management in Small and Medium Enterprises: Challenges and Opportunities

This article provides a snapshot of the challenges and opportunities of emerging small and medium enterprises. It initially provides a brief overview of the categorisation of SMEs across the globe and alludes to the theoretical rationale for the attraction and challenges experienced by a small firm. Further on, it provides reasons for studying this set of organisations. Strategic and practical concerns in the areas of employee attraction and selection, managerial and leadership development, and engagement and retention of talent are elaborated.

Corporate Social Responsibility and Talent Management in Turkey

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.