Antecedents and Consequences of Employer Branding

Biswas, Mukesh K.; Suar, Damodar

doi:10.1007/s10551-014-2502-3

Cited by 163 publications

(191 citation statements)

References 58 publications

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“…Embora os autores não tenham abordado a variável fatores de atração (simbólicos ou instrumentais), dada a associação positiva encontrada neste estudo entre estilo de liderança e fatores de atração, pode-se inferir que as PMEs de serviço com maiores índices de comprometimento da amostra de Mesu et al (2015) privilegiam fatores simbólicos. (Biswas, & Suar, 2016). Assim, existe a possibilidade de que as práticas de atração em PMEs estejam, em alguns casos, em desalinho com a estratégia do negócio (Karami, Jones, & Kakabadse, 2008), com práticas de mercado e/ou mesmo com as expectativas dos colaboradores potenciais (Szamosi, Duxbury, & Higgins, 2004).…”

Section: Considerações Finaisunclassified

“…ou resultados financeiros (como retorno sobre investimentos, retorno sobre ativos, etc.) (Biswas, & Suar, 2016;Mesu et al, 2015).…”

Section: Considerações Finaisunclassified

“…É o caso do employer branding, que emprega princípios de marketing para consolidar a imagem da empresa como empregadora atraente (Lievens, & Slaughter, 2016). Inclusive, estudos apontam que estratégias de employer branding relacionam-se à melhoria na performance organizacional (Biswas, & Suar, 2016). Nesse contexto, identificar quais são os atributos de atração dos empregadores tem sido um tema de interesse para praticantes e para a academia.…”

Section: Introductionunclassified

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Fatores Simbólicos e Instrumentais de Atração de Pessoas em PMES Relações com o Estilo de Liderança do Empreendedor

Reis

Fernandes

Nakata

2018

REGEPE Entrep. Small Bus. J.

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Lina Eiko Nakata RESUMOA gestão de pessoas em pequenas e médias empresas (PMEs) tem sido pouco abordada pela literatura que, em geral, foca as grandes empresas. Esta pesquisa busca preencher essa lacuna, investigando a relação entre o estilo do empreendedor e as abordagens de atração de pessoas em PMEs. Para tanto, foi realizado um survey com 146 PMEs, testando um conjunto de hipóteses por meio de modelagem de equações estruturais. Os resultados indicam haver uma relação entre o estilo do empreendedor (transformacional versus transacional) e os tipos de atributos (simbólicos ou instrumentais) enfatizados na atração de pessoas. Também foi observado que quanto maior a empresa, menor ênfase é dada a fatores simbólicos. Já PMEs comerciais/varejo enfatizam mais fatores simbólicos de atração do que outros segmentos. Por outro lado, os resultados indicam que as abordagens de atração são mais impactadas pelo estilo do empreendedor em si, do que por características da empresa/negócio (idade, tamanho, segmento).

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Section: Considerações Finaisunclassified

“…ou resultados financeiros (como retorno sobre investimentos, retorno sobre ativos, etc.) (Biswas, & Suar, 2016;Mesu et al, 2015).…”

Section: Considerações Finaisunclassified

Section: Introductionunclassified

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Fatores Simbólicos e Instrumentais de Atração de Pessoas em PMES Relações com o Estilo de Liderança do Empreendedor

Reis

Fernandes

Nakata

2018

REGEPE Entrep. Small Bus. J.

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“…Further, literature has been mainly focused on concepts and results obtained through employer branding (Biswas & Suar, 2014). The research on employer branding practices from HR perspective in Saudi Arabian context is almost none.…”

Section: Strategy and Employer Brandingmentioning

confidence: 99%

Employer Branding Practices in Saudi Arabian Banking Sector

Nalband¹,

Awadh²

2017

jmr

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In these days of competition, to be unique in the market the organizations are using many strategies. To design and execute any strategy the organizations needs talented employees.To facilitate the pooling of employees into an organization "employer branding practices" plays a critical role. In the process of attracting the right talent at right time for right job has become immensely important. The human resources management departments have no doubt occupying the fore front in the business organizations of today; yet it has to leave its impact through communicating the employer branding practices properly in an effective way.The present research paper deals with Saudi Arabian Banking Sector where in which the authors have made an attempt to find the practices of employer branding available or not from the human resource management perspective.The research is timely for the reason that Saudi Arabia is implementing "Nitaqat" (a step by step process to encourage local's employment (the Saudi employment market comprises around 40% of expatriate employees). The companies are on toes to recruit Saudi nationals; the availability of skilled and talented Saudis is less. Therefore there is a need for employer branding practices. ISSN 1941-899X 2017 www.macrothink.org/jmr 32 The data collected from thirteen banks operating in Saudi Arabia and appropriate tools of statistics used to analyze the data and arrive to a conclusion. Journal of Management ResearchFrom the literature review it is found that academically unanimously it is agreed that employer branding practices will help in attracting and retaining the talent, but the actual practices of employer branding are either not recorded or properly planned. From the research it is found that definitely there is a need for employer branding practices in Saudi Arabian banking sector too.

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“…Beginning with the question of how to attract employees with innovative potential, important input is drawn from studies on employer branding, both external and internal (Backhaus and Tikoo, 2004;Biswas and Suar, 2014;Cascio, 2014;Martin et al, 2011). In an age in which the loyalty contract between employees and employers is looser than ever, organisations are increasingly pressured to attract and retain talent by offering challenging work tasks and learning opportunities (Lawler, 2005).…”

Section: Employer Brandingmentioning

confidence: 99%

Setting the stage for innovation: towards a conceptual model of the HR-innovation link

Wallo

Kock

Nilsson

2016

IJHRDM

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Abstract:The article shows that human resource management (HRM) and human resource development (HRD) activities play a potentially important role in facilitating innovation in organisations. Based on previous research, a conceptual model is presented that displays how an organisation's human resource (HR) function can facilitate innovation by securing and developing the HR supply chain to ensure the healthy and continuous flow of personnel and competence into, within, and out of the organisation (i.e., by securing the appropriate competences for the job and the organisation, by developing and retaining existing competences, and by transferring competences from employees who are leaving to those who remain in the organisation). This article argues that HR practitioners can set the stage for innovations by actively and strategically implementing HR activities that support the creation of an expansive learning environment in which both adaptive and developmental learning can occur.

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Antecedents and Consequences of Employer Branding

Cited by 163 publications

References 58 publications

Fatores Simbólicos e Instrumentais de Atração de Pessoas em PMES Relações com o Estilo de Liderança do Empreendedor

Fatores Simbólicos e Instrumentais de Atração de Pessoas em PMES Relações com o Estilo de Liderança do Empreendedor

Employer Branding Practices in Saudi Arabian Banking Sector

Setting the stage for innovation: towards a conceptual model of the HR-innovation link

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