Purpose The present study aims to propose a novel employee-centric framework for the study of employer brand attractiveness. This framework disentangles the role of employer attributes, employee benefits and employee perceived value in the study of employer brands to better develop policies for talent attraction. Additionally, this study formulates a research agenda to help advance an employee-centric view of the employer’s brand management by following the tradition of customer-centric research and identifying benefits and forms of value that are yet unexplored. Design/methodology/approach This paper performs a systematic and critical review of the literature on employer brand attraction from the lens of means-end chains to examine how the notions of “employer attributes”, “employee benefits” and “perceived value” have been addressed in past studies and what relations have been established among these three concepts. Findings The results unveil the existing conflation among attributes, benefits and value in the conceptualization of employer brand attractiveness. By proposing an employee-centric framework following the tenets of current consumer-centric paradigms, this paper disentangles the notions of attributes, benefits and value in the creation of attractive employer brands; establishes a hierarchical relationship among them; and suggests studying the multiple paths of relationships between attributes and benefits. These conditions should help organizations understand how to create successful strategies to ultimately ensure that they are selected as employers of choice. Research limitations/implications Further research is needed to clarify the domains in which the already studied empirical relations hold. This could be achieved by conducting a laddering process based on a means–end chain approach. Additionally, the impact of this framework on the construction of effective value propositions and employee market segmentation should be further explored. Originality/value This paper has revisited the construct of employer brand from a means–ends approach to propose an employee-centric view guiding employer brand strategies. As competition for the best employees sharpens, understanding how employer brand traits are valued in the eyes of different segments of employees and applicants may help organizations to develop more effective strategies to attract the best talent.

Purpose This paper aims to establish to what extent family-friendly practices and high-performance work practices are positively related to work–family balance and to identify the role played by job satisfaction and working hours as mediators of this relationship Design/methodology/approach We use data for a representative sample of almost 17,000 employees of dual-earner couples from European countries. To test the mediation mechanism implied by our hypotheses, we follow the procedure outlined in Baron and Kenny (1986). Given the nature of the dependent variables, ordered probit and regression models were estimated in the analysis. Findings The results show that, in general, family-friendly practices and high-performance work practices increase work–family balance and that these positive relationships are partially mediated by job satisfaction and working hours. While both family-friendly practices and high-performance work practices increase job satisfaction, only the first increase working hours. Moreover, job satisfaction increases work–family balance, while working hours reduces it. The net effect of these opposing forces on work–family balance is positive. Research limitations/implications The use of secondary data posits some constraints, such as the type of measures and the failure to control for a higher number of family-friendly practices and high-performance work practices. Additionally, the non-longitudinal nature of the data set implies that some relationships cannot be considered causal in the intended direction. Practical implications Managers should implement family-friendly practices and high-performance work practices, as, in general, they increase work–family balance. A significant portion of this positive effect is channeled through job satisfaction and working hours. Originality/value The paper contributes to understanding the relationship between different subsets of human-resources management practices and work–family balance, proposing a model that aims to disentangle the mediating mechanisms through which this relationship occurs.

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PurposeThis research draws upon decision-making theory to study job choice decisions. Past studies measured job choice as a single-stage, compositional process addressing the weights and part-worth utilities of a selected number of job and organizational attributes. However, the presence of noncompensatory attributes and whether the utilities and weights attached to the attributes vary among applicants have not been addressed. The authors posit that a conjoint analysis is an accurate methodological technique to explain job choice and overcome these limitations.Design/methodology/approachUsing a random sample of 571 participants, we conducted an adaptive choice-based conjoint analysis to estimate the weighted utilities of eight employer attributes and a cluster analysis to identify differences in preferences among employee profiles.FindingsThe results reveal that the use of the conjoint technique contributes to the literature in two ways. First, the results demonstrate the relevance of nonnegotiable attributes in the design of job offers. The results show that Salary, Flexibility and Ethics serve as cutoff points. Second, the results highlight the importance of considering the latent preferences of applicants in crafting effective job offers and adequately segmenting job applicants. More specifically, the following three groups are identified: Career-seeking applicants, Sustainability-oriented applicants and Pragmatic applicants.Practical implicationsThe managerial implications of this study are relevant for HR and employer brand managers since a better understanding of the job-choice process and implementing a decompositional method to understand applicants' preferences could allow firms to provide more customized and relevant job offers to employees of interest.Originality/valueThis study concludes that to implement efficient employer-attraction branding strategies, employers should understand the attributes considered noncompensatory by their employee target audience, promote the most valued/important attributes to ensure that job offers are customized to fit employees' underlying preferences, and devise trade-off strategies among compensatory attributes.

PurposeDrawing from experiential theory and decision-making theory, this article aims to posit that workplace aesthetics acts as a driver for job choice when included with an employment offer. Whilst organisational literature has recognised that office experiential cues in general, and aesthetics in particular, affect employee performance and well-being, employer attractiveness scales have not yet incorporated office aesthetics as a component of job-offer choice.Design/methodology/approachA choice-based conjoint (CBC) experiment was conducted to estimate the weighted utilities of three aesthetic and three non-aesthetic employer attributes. Subsequently, the attributes' importance in the job choice decision was estimated.FindingsThe results indicate that aesthetic attributes in the workplace can be equally important in the decision-making process as non-aesthetic attributes and that aesthetic attributes deliver as much utility as non-aesthetic attributes in driving job choice.Practical implicationsThese conclusions are relevant for Human Resource (HR) managers engaged in crafting job offers, who should consider that employees may improve their assessment of a job offer as a result of superior organisational aesthetics demonstrated during the recruitment process as well as in contexts where employees would be expected to combine remote and office-based work.Originality/valueThe present study represents a novel approach to understanding job applicants' preferences for aesthetic elements in the workplace. The results suggest that the workplace experience is relativistic and that considering applicants' latent preferences is crucial when designing efficient job offers.