A great place to work!? Understanding crowdsourced employer branding

Dabirian, Amir; Kietzmann, Jan; Diba, Hoda

doi:10.1016/j.bushor.2016.11.005

Cited by 169 publications

(188 citation statements)

References 9 publications

Supporting

Mentioning

166

Contrasting

Unclassified

Order By: Relevance

“…Organizations are concerned with what their employees think about them as an employer. Employer branding not only results in employee loyalty and retention but also enhances the urge in people to work for that organization, therefore employees' word of mouth matters, whether it is negative or positive Dabirian et al (2017). In the words of Suikkanen (2010), employer branding is an employer retention method because it is highly influential for the whole employment experience as it also encourages a good work environment while reducing voluntary turnover.…”

Section: Employer Branding and Employee Retentionmentioning

confidence: 99%

“…According to Sokro (2012), an organization makes use of its employer branding strategy to attract employees in their business that can stay with the company and influence the choice of employees to stay or leave the organization. Employee loyalty and retention depends on the image of the organization that the employer has developed in the employee's mind, which is also important for attracting a new workforce (Dabirian et al 2017).…”

Section: Employer Branding and Employee Retentionmentioning

confidence: 99%

“…These dimensions included application value, development value and interest value. Questions related to work life balance were developed from the operationalization of work life balance by Dabirian et al (2017) and a total of 16 items were used to measure employer brand.…”

Section: Employer Brandingmentioning

confidence: 99%

See 2 more Smart Citations

Role of Employer Branding Dimensions on Employee Retention: Evidence from Educational Sector

Hadi

Ahmed

2018

Administrative Sciences

View full text Add to dashboard Cite

Owing to a "War for Talent" every organization is struggling for the best employer status. Thus, attracting, recruiting and retaining talented human capital is the primary focus of every organization. In this regard the aim of the present study is to answer the most frequent and recently asked question of what value(s) organization focus on the retention of their workforce? In so doing, Social Learning Theory and Reciprocity Theory were used as a theoretical background; to further proceed with the study, data was purposively collected from 204 respondents from educational institutes of Pakistan. Findings of the study revealed that development value has a substantial relationship with employee retention. Since, development of new knowledge and skills results in the improvement of one's present job. Furthermore, limitations and implications of the study are discussed.

show abstract

Section: Employer Branding and Employee Retentionmentioning

confidence: 99%

Section: Employer Branding and Employee Retentionmentioning

confidence: 99%

See 1 more Smart Citation

Role of Employer Branding Dimensions on Employee Retention: Evidence from Educational Sector

Hadi

Ahmed

2018

Administrative Sciences

View full text Add to dashboard Cite

show abstract

“…Organisations thus have always cared about what their employees think and say about them. Collective employee opinions shape not only the loyalty, engagement, and retention of existing workers, but also how firms are seen publicly (Dabirian et al, 2017). The literature offers us diverse definitions of the employer attractiveness (EA) or also how firms are seen publicly.…”

Section: Employer Attractivenessmentioning

confidence: 99%

Determining the Factors of the Employees’ Intention to Stay or Leave in the Slovak's Smes

Rózsa

Formánek²,

Maňák³

2019

IJEK

View full text Add to dashboard Cite

A large number of Slovak small and medium enterprises (SMEs) are confronted with often-leaving employees. This situation can have a devastating effect; thus, the ability to predict and early detect the employees' intention to stay or leave to another organisation provides them with a competitive advantage. Paper aims to determine how employer attractiveness influences the employees' intention to stay or leave to another organisation. The online questionnaire survey was conducted to collect data during the September and October 2019 among 357 Slovak SMEs' employees. The employees' values were described by EmpAt's five dimensions scale. Binary logistic regression was used to predict which employer attractiveness factor leads to an intention to stay in the organisation within the next 6 months. Results show that to the employee's decision to stay working for the organisation contribute Application Value (AV Odds Ratio=2.53), followed by Economic Value (EV Odds Ratio=2.36), Interest Value (IV Odds Ratio=2.23), and Social Value (SV Odds Ratio=1.48). We did not find statistically significant associations between Development Value (DV) and the employees' intention to stay or leave (ISL). This study makes several contributions to extant human resource management literature. First, it extends the research on employer attractiveness and employee retention. Second, it expands the knowledge about the predictors of employees' intention to stay in organisations. On the managerial level, it recommends that the employees' intent to stay or leave should be regularly measured.

show abstract

“…The research by Dabirian et al [33] identifies seven employer branding value propositions that current, former, and potential employees care about when they collectively evaluate employers. These propositions for "best places to work" include (1) social elements of work 33%, (2) interesting and challenging work tasks 23%, (3) economic issues tied to compensation (16%), (4) the extent to which skills can be applied in meaningful ways 14%, (5) work/life balance 9%.…”

Section: Advances In Economics Andmentioning

confidence: 99%

Tacit Knowledge Sharing and Project Performance. Does the Knowledge Workers' Personal Branding Matter?

Kucharska¹

2017

aeb

View full text Add to dashboard Cite

Tacit knowledge sharing is the real challenge for knowledge management today. Network economy has completely changed the role of knowledge workers who now become independent tacit knowledge producers. Bearing this fact in mind, the author studied how tacit knowledge sharing affects the process of building a personal brand and project performance. For this purpose, the authors conducted a study among Polish professionals with different roles and experience in managing projects in various industries. The data collected during the study has been analysed using the equal structural modelling method. The results indicate that tacit knowledge sharing is used when developing a personal brand of knowledge workers who take care about the personal reputation. The intermediary role of personal branding in the relationship of tacit knowledge sharing and project performance points to a new context of tacit knowledge sharing as a key factor of knowledge management in learning organisations, which can be used for designing incentive schemes. Tacit Knowledge Sharing is also presented as a very sensitive and specific variable interesting for further research.

show abstract

A great place to work!? Understanding crowdsourced employer branding

Cited by 169 publications

References 9 publications

Role of Employer Branding Dimensions on Employee Retention: Evidence from Educational Sector

Role of Employer Branding Dimensions on Employee Retention: Evidence from Educational Sector

Determining the Factors of the Employees’ Intention to Stay or Leave in the Slovak's Smes

Tacit Knowledge Sharing and Project Performance. Does the Knowledge Workers' Personal Branding Matter?

Contact Info

Product

Resources

About