Purpose The concept of employer branding has drawn the attention of both academicians and practitioners over a decade. However, inaction, the objective of the employer brand managers were hardly tapped. Therefore, this paper aims to explore the views of HR manager on employer branding activities and its implementation. Design/methodology/approach This study is a case research of three multinational companies in India. A semi-structured interview method has been adopted to collect the data and a content analysis technique was used for analyzing the data into identified themes. Findings The HR managers of the studied company were discussed with multiple activities related to employer branding practice and implementation in their workplace. The key observations and discussions from the interviews were themed after the analysis as meaningfulness and visibility, employer brand awareness and differentiator and human resource development (HRD) parameters. Research limitations/implications The combined effect of branding theories and HRD practices will establish the most attractive and successful employer brand building process in place. Involving the potential and existing employees in the psychological contract formation; consistency among the internal and external communication systems; and top management approach with the brand highlighted the need for research and theory development in employment branding. Practical implications Communication breakdown, strategic mismatch, long-term disconnects and sustained success are the strategic concerns that every company who believe in the idea of employer branding may face and need to well-handled. Originality/value The study concluded with the belief of the human resources managers from all the three organizations as stated – adopting a community based strategic approach to the organization’s brand and clear about what the employer brand stand across the employment lifecycle drives businesses into success.
Experimental organizations must rebuild their people management practices in accommodating multi-generational workforces. The idea of keeping employee experience as a central theme in strategy making has a positive impact on business performance in many ways. The main purpose of this article is to explore the concept of employee experience in the current HR context and identify its drivers and key outcomes. The study considered the four-phase research process: the physical space; the human experience; and the digital realm are the three important dimensions of employee experience. Top management in association with the new HR approach to set the tone and stage for a positive employee experience, not only increases employee satisfaction and productivity, but also engages the multi-generational workforce, competitive advantage, and sustainable growth. The scope for the further study could include the quantitative testing of the developed design, in addition to looking more in depth of the antecedents and consequences of a positive employee experience.
Purpose: The study’s primary purpose is to identify the critical sustainable competencies and their importance in Indian management education perceived by the stakeholders. Research Methodology: The study adopted an explanatory research design and a standardised questionnaire to gather data from stakeholder groups. Results: The results suggest that the competency clusters considered necessary by the main stakeholder groups are behavioural, functional and strategic. Limitations: Broader perspective with more samples at various locations will add more value to the idea. Contribution: This paper aims to support both business and academia by recommending a positive collaborative process and building a workforce ready for work.
The technological advancement in the usage of social networking sites (SNSs) has grown beyond boundaries. This expansion helps organizations to capture the attention of online customers towards their products and services. The primary purpose of the study is to list the drivers of eWOM credibility and explore its role in customer engagement at SNSs. A conceptual model that categorizes source credibility, trustability, knowledge, tie strength, and homophily are identified as the drivers of eWOM source credibility in SNSs. Similarly, valence, volume, consistency, emotions, quality, and rating are listed as the drivers of eWOM message credibility. This study suggested that drivers of eWOM will impact on customer engagement and that will, in turn, result in building a positive attitude, brand image, and behaviour towards the product or service listed in the SNSs. Further, the study discusses the theoretical and managerial implications in engaging customers through eWOM.
The philosophy of employee experience has been advocated as an effective tool to achieve the highest level of employee engagement in a business environment characterized by increased dynamism in workforce demography, psychography, competencies, and expectations. Employee experience encapsulates the overall journey of an employee in an organization from hire to exit, encompassing their experiences, what they feel, do, and achieve from the company. It is a comprehensive view of the relationship shared and experienced between the individual and the organization right from the application stage to stage they join the alumni group after their exit. The chapter explores this new philosophy in current human capital management practices that aims at revamping the HR practices and policies so as to create an experience that provides the highest level of engagement. Based on content analysis qualitative survey of various HR managers, opinions and new age thoughts in HRM practices has been highlighted in this chapter, giving an innovative dimension to HRM.
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