The Effects of Employer Branding on Value Congruence and Brand Love

This study examines the effect of employer brand on employees’ brand love by applying value congruence theory. A survey was conducted with employees of well-known hotel brands in South Korea. The results show that not all employer brand dimensions equally contribute to the formation of brand love. While economic, social, and development values positively influence brand love, interest value and application value did not affect brand love formation. Employees’ value congruence perceptions mediate this effect because employees could infer what values employers care about based on the benefits that a hotel brand offers. This study contributes to the literature by linking value congruence with employer branding and brand love. Based on our findings, hospitality managers can redesign all work activities and apply employer branding principles to reflect employment value to achieve employee’s brand love.

Examining How Employer Brand Perceptions Differ for Potential and Existing Employees in the Indian IT Sector: A Longitudinal Study

Employer branding as a tool is consistently gaining importance to attract and retain talent. Previous studies have observed employer branding process through potential employee’s perspective while others have taken current employees as their sample. It has been well acknowledged that variation exists in perception of potential and existing employees regarding the value propositions that an employer offers. This variation may result in employee disengagement or lower commitment. Considering the importance of the problem, this paper attempts to explore and analyse this phenomenon of variation in employer brand perceptions that exists between potential and existing employees. To achieve this objective, a longitudinal study consisting of 411 employees of top IT companies in India is conducted. Responses from the same sample are collected at two different points; first, when the respondents are final year students (potential employees/applicants) and the second instance is when they are absorbed into the company after induction and training. The results reveal that certain differences (based on instrumental-symbolic framework) are observed in the relative importance of employer brand attributes for the same individuals, i.e. when they are looking for a job and when they are working as an employee. Also, we conclude that though the differences cannot be eliminated totally, however, it can be minimised to a certain level by focusing on certain touchpoints.

THE ROLE OF THE COMPANY'S VALUE SYSTEM IN BUILDING ITS HR BRAND

В статье рассматривается роль нематериальной составляющей при выстраивании HR-бренда компании (бренда работодателя), особое внимание при этом уделяется системе ценностей компании - ее влиянию на взаимодействие компании и сотрудника, этапам формирования системы ценностей в контексте работы над HR-брендом, а также формам трансляции системы ценностей в контексте продвижения HR-бренда. The article examines the role of the intangible component in building of HR brand of company (employer brand), with special attention paid to the company's value system: its influence on the interaction of company and employee, the stages of forming of value system in the context of working on HR brand, and forms of transfer of value system in the context of HR brand promotion.

The Impact Of Employer Brand On Retaining The Knowledge Employees In The Telecommunication Sector In Sri Lanka

The research aims to find out the impact of employer brand on retaining the knowledge employees in the telecommunication sector in Sri Lanka. By using the primary data, the researcher tends to find the factors which make the knowledge employees more attractive and to identify the impact of employer brand on retaining the knowledge employees with identifying the mediating effect of Job satisfaction. Based on this findings telecommunication sector’s brand has significant impact on knowledge employee retention. Also it was found that there is a mediating effect of job satisfaction in between employer brand and employee retention. Multiple regression revealed that dimensions of employer brand such as economic value, social value, interest value and reputation value significantly affect the knowledge employee retention but the dimensions of development value, application value and personal value are not significant. Furthermore, a simple regression analysis showed that there is a significant impact employer brand on job satisfaction and knowledge employee retention.

The Effect of Employer Brand on Talent Management

The main purpose of the study is to explore the need of building a successful employer brand and its effect on attracting and retaining talent in the organization in a context of high turnover and skill shortage. Critical analysis of the theoretical concepts and a historical review is made. The article gives examples how big companies build their employer brand (L’Oréal, Netflix, Salesforce). Examples are given for the Bulgarian market with companies which operate here like Southerland, SAP Labs, etc. A comparison of good practices with a well-established employer brand is made and guidelines are given for organizations in Bulgaria in which no such practices have been observed. The methods which used for gaining the information are Internet secondary data and direct observation in companies. This article will serve to the readers and employers to understand why the topic is so important these days and eventually to prevent some loses if they implement some of the good practices described in the research.

Internal communication satisfaction and employee engagement as determinants of the employer brand

PurposeThis study aims to contribute to the understanding of internal communication and its connections to engagement and employer brands. The authors wanted to test the relationship between the three variables and explore if employees' perception of employer brands is affected by internal communication satisfaction and engagement. Creating a desirable employer brand can have significant benefits for organizations, such as higher employee satisfaction, employee engagement and retention. It is crucial to have a clear grasp of how the determinants of these relationships affect each other.Design/methodology/approachA total of 1,805 employees participated in a large communication survey that measured internal communication satisfaction, employee engagement and perception of employer brand (operationalized as employer attractiveness). To test the relationship between variables, the authors used multiple regression analysis.FindingsThe results show internal communication satisfaction and employee engagement as significant predictors of employer brand. All of the internal communication satisfaction dimensions and two out of three employee engagement dimensions have been identified as determinants of at least two employer attractiveness dimensions.Research limitations/implicationsLimitations include using a cross-sectional dataset, which reduces the possibility of determining causality, using self-reports and a common source bias.Originality/valueThe authors added to the body of knowledge by analyzing the effects of workplace attitudes on attitudes toward the organization. The authors found that both internal communication satisfaction and employee engagement significantly shape the perception of employer brands.

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

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.