Purpose The purpose of this paper is to present a conceptual framework for employer brand equity (EBE) that combines both perspectives of employer brand customers into a unified framework for employee attraction and retention. Design/methodology/approach This paper extends previous conceptual work on EBE by identifying the role of EBE antecedents in internal and external employer branding. In addition, it recognizes the interactive nature of employer-employee relationship. Findings The framework incorporates employee experience with the employer, which relates to the interaction between employee and employer and recognizes the internal and external perspectives simultaneously. Further, the unified framework helps to develop a four-cell typology for the strategic management of an employer brand. Originality/value Existing research has failed to integrate the two perspectives of employment customers in a clear model and, thus, offered limited applicability to an employment setting. The EBE framework goes beyond existing models by providing a conceptualization that aims to reflect the employer-brand relationship from the perspective of existing and potential employees. Further, it provides theoretical and empirical rationale for a set of propositions that can empirically be examined in future research.
Background Pharmacists’ job satisfaction has been of interest for many years and is of great importance in several respects, such as productivity and ultimately organizational performance. Objective This study aimed to investigate the perceived motivational factors and levels of job satisfaction of female pharmacists working in private pharmaceutical sectors. Methods This was a cross-sectional study using a web-based survey of randomly selected female pharmacists working in different private settings including community pharmacies, pharmaceutical companies, private hospitals, and other private sectors using a pre-validated satisfaction scale (Warr–Cook–Wall scale). Results A total of 232 female pharmacists participated in the study with a mean age of 26.1±2.4 years. Of the total respondents, more than half (58%) worked for pharmaceutical companies, 25% worked in community pharmacies, and 16.8% were from hospital pharmacies. The most attractive motivating factors that encourage female pharmacists toward better performance were having the opportunity to learn new skills, being in contact with people both locally and internationally, gaining a sense of achievement, and being recognized, appreciated, and rewarded. The participants of this study were shown to have a moderate job satisfaction level. Conclusion This study revealed that the non-Saudi, part-time pharmacists who never expected a promotion were less satisfied than the Saudi, full-time employees who expected a promotion within a year.
Recent years have witnessed the use of marketing perspectives to examine the challenges confronting companies in their ongoing quest for employee attraction and retention. Specifically, branding concepts have provided a useful theoretical foundation for researchers to explore and develop a deeper understanding of employer branding. However, most of the work in this area has focused on theory transfer and scale measurement with limited description of how employer brand equity might be developed and affect employee perception. The lesson from marketing is that branding research is more important when we know what drives its value and how it affects consumers' perceptions. Using Aaker's (1991) model of brand equity as a starting point, this paper introduces a conceptual framework for employer brand equity that incorporates both antecedents and outcomes and provides a theoretical foundation for future research.References available upon request 865
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