Building Employee Brand Equity to influence Organization Attractiveness and Firm Performance

Kashive, Neerja; Khanna, Vandana Tandon

doi:10.5539/ijbm.v12n2p207

Cited by 7 publications

(8 citation statements)

References 45 publications

(52 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Our findings reveal that OA has a direct effect on the performance level of SQP to hospital patients. This finding is supported in previous research showing that OA has an impact on firms’ performance [32]. A practical implication of this is the importance for hospital managers to actively “control” the level of frontline employees’ perception of OA, and to take whatever steps are needed to develop, maintain, or increase OA to ensure that it keeps within a (positive) zone of tolerance.…”

Section: Discussionsupporting

confidence: 71%

“…Moreover, based on social-identity theory, when frontline employees identify positively with their organization, in addition to EG, it drives frontline employee SQP to hospital patients. Finally, previous research has also found that OA has a positive effect on firm performance [32]. Which brings us to our third hypothesis: Hypothesis 3: Organizational attractiveness is positively related to employee service quality provision.…”

Section: Conceptual Modelmentioning

confidence: 66%

See 1 more Smart Citation

The role of organizational attractiveness in an internal market-oriented culture (IMOC): a study of hospital frontline employees

Slåtten

Lien

Svenkerud

2019

BMC Health Serv Res

104

View full text Add to dashboard Cite

Background Hospitals need to understand how to reduce their frontline employees’ turnover rate as well as how to positively engage them and improve their service. Central to these issues, we find, is the employees’ perception of their organization’s attractiveness. This objective of this paper is to clarify how the role of organizational attractiveness relates to frontline employees’ perception of their internal market-oriented culture as well as their turnover rate, engagement, and service quality. To our knowledge, no previous research has explored the role of organizational attractiveness from a frontline employee perspective in health-service organizations. Methods The conceptual framework we developed was tested in a quantitative study. We sent a questionnaire to nurses in several public hospitals in Norway. We then analyzed the data with confirmatory factor analysis and structural equation modeling in Stata. Further, we performed multi-group comparisons to test heterogeneity in personal characteristics. The indirect effects were tested by mediator analyses. Results We made three main findings. First, organizational attractiveness has a significant positive effect on frontline employees’ engagement (β = 0.833) as well as on the service quality they provide to hospital patients (β = 0.472). Additionally, it significantly lowers their turnover rate (β = − 0.729). Second, the ‘internal market-oriented culture’ (IMOC) has a significantly positive effect on organizational attractiveness (β = 0.587) and explains a total of 35% of the variance in organizational attractiveness. Third, organizational attractiveness fully mediates the relationship between “internal market-oriented culture” (IMOC) and frontline employees’ engagement and the service quality they provide to patients, and it partially mediates the relationship with the turnover rate. Conclusions This study proves that organizational attractiveness is vital for hospital managers to focus on, as it affects employees’ perception of whether the organizations is a great place to work. It reveals the need for those same managers to develop an internal market-oriented culture (IMOC) directed toward hospital frontline employees, as it has both a direct effect on organizational attractiveness and an indirect effect on employees’ engagement, turnover intention, and service quality. Electronic supplementary material The online version of this article (10.1186/s12913-019-4144-8) contains supplementary material, which is available to authorized users.

show abstract

Section: Discussionsupporting

confidence: 71%

Section: Conceptual Modelmentioning

confidence: 66%

The role of organizational attractiveness in an internal market-oriented culture (IMOC): a study of hospital frontline employees

Slåtten

Lien

Svenkerud

2019

BMC Health Serv Res

104

View full text Add to dashboard Cite

show abstract

“…In summary, based on this argument, the measuring tools implemented to evaluate job satisfaction in an organization differ based on the type of the organization itself and its service processes within the internal marketing philosophy (George, 1990;Vavra, 1992). Moreover, its observed that shared factors are effecting on employees performance from human resources perspectives as well as Dahl and Peltier (2014); Yao, Chen, and Cai (2013); Kashive and Khanna (2017); Lussier and Hendon (2018).…”

mentioning

confidence: 93%

Pillars of internal marketing and their impact on staff performance

AL-Ghaswyneh¹

2018

MMI

View full text Add to dashboard Cite

This study focus on employees as an internal customer to the specifications that the working environment provides to them to achieve their tasks and increase staff's performance by examining their job satisfaction. The concept of internal marketing is to achieve the staff's satisfaction to satisfy customers' needs. Any organization that implements a retention policy for its high performing marketing professionals for its products, services and operations by providing them with awareness programs about its mission, objectives and customer requirements, will inevitably be able to improve its services provided by its staff. Analysis revealed that there is no statistically significant value below (0.05) for the main hypothesis of the study in terms of training, internal communications, promotion, incentive systems, and the dissatisfaction of the majority of employees about the internal marketing pillars applied by the university. This explains the low level of effectiveness of the internal marketing in terms of implementation and its impact on the professional performance of the majority of respondents from both genders. In comparing the statistical findings of the study sample, the majority of responses is that the university works on enhancing the work environment by using technology and direct connections with the staff, and by providing the required information to the staff to be able to perform their tasks without focusing on staff's satisfaction with training, incentive, and promotion in general. This requires conducting a study on how to develop the university's training, incentive and promotion systems by focusing on the characteristics of the current working environment and its relation with the prevailing work culture in the study community. Moreover, this requires highlighting the level of qualification and training of staff and its role in enhancing the professional performance, and the role of internal marketing as a novel concept in enhancing staff performance.

show abstract

“…On the other hand, we must bear in mind that the attractiveness of the organization has a significant impact on the employee's perception of the company's performance [4]. As such, this aspect may play a relevant part in the decision to send an employment application to the firm.…”

Section: Introductionmentioning

confidence: 99%

Evolution and Sustainability of Benefits Offered to Employees in On-Line Recruitment

2019

View full text Add to dashboard Cite

Corporate websites have become essential tools for the on-line recruitment process, amongst other reasons because of their ability to offer relevant information for attracting candidates. The information they display includes a section on recruitment sites usually called “Benefits Offered to Employees”, the content of which has not been studied in literature. In this cross-sectional paper, we use content analysis to examine recruitment websites of the 100 Best Companies to Work For (BCW) and direct observation to categorize these contents and analyze certain aspects: their evolution, their adaptation to the new interests (work values and attitudes, leadership and teamwork preferences, leader behaviors, and career experiences) of the new generations (Millennials and Gen Z) and their sustainability values. In addition, we apply a questionnaire to potential candidates from these generations in order to discover their appraisal of the contents of this section; we use two samples of 150 and 128 final-year students from the Degree in Business Administration and Management, who are therefore very close to being job seekers, taken at two points in time several years apart. After the analysis, it was ascertained that over half of the recruitment sites of the BCWs use this section, and that applicants rate the information on non-economic benefits more highly than that on economic benefits. Regarding sustainability activities, one outstanding point is that the sections referring to flexibility and personal life are experiencing growth. The main conclusion is that the information companies publish in this section is relevant for the new generations.

show abstract

Building Employee Brand Equity to influence Organization Attractiveness and Firm Performance

Cited by 7 publications

References 45 publications

The role of organizational attractiveness in an internal market-oriented culture (IMOC): a study of hospital frontline employees

The role of organizational attractiveness in an internal market-oriented culture (IMOC): a study of hospital frontline employees

Pillars of internal marketing and their impact on staff performance

Evolution and Sustainability of Benefits Offered to Employees in On-Line Recruitment

Contact Info

Product

Resources

About