This study questions the relevance of Berthon, Ewing and Hah's (2005) employer brand equity (EmpAt) scale, which measures five dimensions of employer attractiveness: economic value, interest value, social value, development value, and application value. Therefore, replication is necessary, from a theoretical perspective, to corroborate the five-factor structure and the external validity of the EmpAt scale and, from a managerial perspective, to provide empirical evidence of the managerial usefulness of the scale. The purpose of this research is twofold: first, to question the relevance of this measurement tool; and second, to examine its explanatory power. An online survey of 604 employees reveals that this scale needs some adjustment, although the structure of the scale seems to be reliable overall. The results also highlight the effects of employer brand equity on positive employee well-being, which in turn, influences loyalty.

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PurposeThis paper examines antecedents to perceived injustice in exclusive talent identification practices.Design/methodology/approach31 in-depth interviews with individuals working in for-profit organizations in France were conducted and analyzed. Interviewees represented a variety of sectors such as transportation, aerospace, energy and telecommunications.FindingsThe use of exclusivity in talent identification influences perceived organizational justice through ambiguous advancement policies, support from hidden networks, lack of diversity in the talent identification process, frequent gender discrimination, and premature labeling of talent. These practices suggest breaches in procedural, distributive and interactional justice by allocating advantages to some employees over others. Exclusivity yielded frustration, jealousy and potential retaliatory behavior against those individuals deemed to be unfairly identified as talent.Practical implicationsThe challenge of ensuring fair and equitable talent identification is a growing issue for organizations. For managers, it requires paying close attention to how some forms of exclusivity in talent identification may create unfair treatment of employees.Originality/valueWhile organizational justice research focuses on the background and practices that promote justice, our research finds its originality in examining the sentiments of injustice that remain contextual, subjective and comparative.

Cet article propose une revue de la littérature consacrée à la marque employeur. Le concept et sa mesure font tout d’abord l’objet d’une présentation et d’une discussion. Une définition est proposée avant que les antécédents de la marque employeur ne soient exposés. Les effets de la marque employeur sur les employés actuels et potentiels sont ensuite discutés. Enfin, notre état de l’art débouche sur un modèle intégrateur des effets internes et externes de la marque employeur. A la suite de ce modèle, un programme de recherche, destiné à combler les zones peu ou pas explorées à ce jour, est proposé.This paper presents a review of the literature devoted to the employer brand. The concept and its measurement are first presented and discussed. A definition is suggested and the antecedents of the employer brand are then exposed. The effects of employer brand on current and potential employees are also discussed. Finally, we develop an integrative model of the internal and external consequences of the employer brand. Following this model, a research program designed to tackle areas with little or no exploration to date is proposed.Este artículo propone una revista de la literatura consagrada a la marca empleador. El concepto y su medida son presentados en una primera parte; permitiendo la proposición de una definición. Los antecedentes de la marca empleador serán igualmente expuestos. Los efectos de la marca empleador sobre los empleados actuales y potenciales son entonces discutidos en una segunda parte. Finalmente, el estado del arte desemboca en la proposición de un modelo integrador de los efectos internos y externos de la marca empleador. Un programa de investigación será propuesto, el cual está destinado a cubrir las zonas poca o no exploradas hasta hoy

This study examines the impact of the perception of a company's commitment to CSR on its attractiveness as an employer, as perceived by management students. More specifically, it aims at checking whether or not future business graduates are more likely to be attracted to an employer based on their perceptions of that company's commitment to CSR.A questionnaire-based survey was carried out with 295 first-and second-year master in management students in French and Moroccan universities.Overall, the results show that the perception of CSR has no significant impact on the attractiveness of a potential employer. A country-specific analysis confirmed this result, as no difference between French and Moroccan students was found. The paper's findings show that future employees may not be as sensitive to CSR aspects as could have been expected. It suggests that graduates are likely to be more attracted by their own expected working conditions as opposed to general CSR practices.