Employer brand scale development and validation: a second-order factor approach

Abstract

Purpose The purpose of this paper is to conceptualise, develop and validate a scale to measure the employer brand from the perspective of existing employees. Design/methodology/approach The methodology entailed the compilation of a literature review and conduction of qualitative interviews to generate items. Five employer brand dimensions have been derived through exploratory factor analysis and further validated through confirmatory factor analysis by using a separate data of 313 employees. Also, the employer brand has been specified as a second-order factor that is determined by five first-order factors. Findings A final 23-item EB scale covering five dimensions of the employer brand has been developed. The dimensions identified are: a healthy work atmosphere, training and development, work-life balance, ethics and corporate social responsibility, and compensation and benefits. Also, the higher order measurement model suggests that employer brand is most influenced by the “healthy work atmosphere” dimension. These dimensions reflect the perceptions of existing employees regarding their organisation. The scale is found to be psychometrically sound for measuring the employer brand. Practical implications The scale is useful for both researchers and practitioners. A deeper insight into the dimensions may help managers to identify their impact on organisational outcomes like employee satisfaction, employee retention, commitment and productivity. Also, organisations can measure the perceptions of employees for identifying improvement gaps and developing effective attraction and retention strategies. The scale also provides researchers with a sought-after conceptualisation of employer brand. Originality/value The authors believe that the study is the first of its kind wherein the employer brand has been modelled as a second-order factor from the perspective of the existing employees.

Digital Coupon Redemption: Conceptualization, Scale Development and Validation

“…Convergent validity is calculated by checking whether the maximum likelihood loading of each item is significant to its underlying factors (Peter, 1981;Arnold and Reynolds, 2003). For all the scale items of dependent and independent factors, factor loading exceeded the minimum threshold value of 0.50 (Tanwar and Prasad, 2017). The dependent and independent factors had a CR value above 0.70 and an AVE above 0.50, indicating good convergent validity (Fornell and Larcker, 1981) (Table 5).…”

“…The scale development process is structured according to the procedures suggested by Churchill (1979); Parasuraman et al (1988); Hinkin (1995) and Tanwar and Prasad (2017). It has three major steps: conceptualization, item generation, and scale refinement and validation ( Figure 1).…”

İşveren Markası İşe Adanmayı Nasıl Etkiler? Duygusal Emeğin Aracılık Rolü

“…Yukarıda açıklanan boyutlar, örgütün çalışmak için uygun bir yer olduğunu gösteren somut ve maddi olmayan faydaları kapsamaktadır. İşveren markasının temel iddiası yukarıda belirtilen beş boyutun örgütü işgörenler nezdinde bir marka haline getirmesidir (Lloyd, 2002;Tanwar ve Prasad, 2017 (Hochschild, 1983). Alanyazında örgüt tarafından arzu edilen duyguları yansıtmak için üç duygusal emek strateji bulunmaktadır: yüzeysel davranış, derin davranış (Hochschild, 1983), ve doğal davranış (Diefendorff ve diğerleri, 2005 (Hochschild, 1983).…”

Role of organizational career websites for employer brand development

“…Based on an empirical study conducted in the Indian IT sector, Tanwar and Prasad (2017) strongly recommend the incorporation of compensation, benefits, development and career opportunities as well as work life balance, the four key components of the total rewards strategy as core elements of the employer brand to assist organizations in facing the challenges involved in the attraction, engagement and retention of talent.…”

“…The burgeoning of social media in the talent market has been found to prompt potential talent pools to consider the employer brands of their prospective employers by visiting websites such as Glassdoor.com, Salary.com and Payscale.com when making initial applicant decisions based on salaries and company ratings (Tanwar and Prasad, 2017). Besides, ever since, the internet has become the window to the world for all banks operating in emerging market contexts and from an image management standpoint (Hinson et al, 2010), corporate recruitment websites in turn are being perceived as an effective tool banks can use to position themselves as employers of choice through the design and communication of authentic employer branding (EB) strategies (Martin et al,2011).Consequently, survival in the current context of financial turmoil, calls for the crucial need to have a strong and differentiated employer brand (Bravo et al, .2012).…”