Employer branding and its influence on managers

Abstract

Access to this document was granted through an Emerald subscription provided by UNIVERSITY OF GUELPH For Authors:If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comWith over forty years' experience, Emerald Group Publishing is a leading independent publisher of global research with impact in business, society, public policy and education. In total, Emerald publishes over 275 journals and more than 130 book series, as well as an extensive range of online products and services. Emerald is both COUNTER 3 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The paper seeks to explore the role of the employer brand in influencing employees' perceived differentiation, affinity, satisfaction and loyalty -four outcomes chosen as relevant to the employer brand. Design/methodology/approach -A multidimensional measure of corporate brand personality is used to measure employer brand associations in a survey of 854 commercial managers working in 17 organisations. Structural equation modelling is used to identify which dimensions influence the four outcomes. Models are built and tested using a calibration sample and tested on two validation samples, one equivalent to the calibration sample and another drawn from a single company. Findings -Satisfaction was predicted by agreeableness (supportive, trustworthy); affinity by a combination of agreeableness and (surprisingly) ruthlessness (aggressive, controlling); and perceived differentiation and loyalty by a combination of both enterprise (exciting, daring) and chic (stylish, prestigious). Competence (reliable, leading) was not retained in any model. Research limitations/implications -Further work is required to identify how appropriate improvements in employee associations can be managed. Practical implications -The findings emphasise the importance of an employer brand but the results also highlight the complexity in its management, as no one aspect has a dominant influence on outcomes relevant to the employer. At issue is which function within an organisation should be tasked with managing the employer brand. Originality/value -Employer branding is relatively new as a topic but is attracting the attention of both marketing and HR academics and practitioners. Prior work is predominantly conceptual and this paper is novel in demonstrating empirically its role in promoting satisfaction, affinity, differentiation and loyalty.

Employer Branding in Selected Companies in United Arab Emirates

“…This contract is 'unwritten' and may not be explicitly defined (Lewis et al, 2003:12). Thus the psychological contract is largely based on perceptions and expectations of the employment shaped by the image and the 'promise' put forward by the organization through its employer branding efforts (Davies, 2008).…”

Introducing organisational heritage: Linking corporate heritage, organisational identity and organisational memory

“…p As readers of JBM will recall, from its inception, the corporate brand concept has stressed the importance of personnel (Balmer 1995). This can be seen in the internal/employee branding and corporate brand orientation literatures (see: Punjaisri and Wilson 2007;Davies 2008;Balmer 2013b). Of course, the importance of member identification with a corporate brand has emerged as a significant theme within the corporate brand literature (Balmer and Liao 2007;Balmer et al 2010).…”

Employer Branding Practices in Saudi Arabian Banking Sector

“…There is a considerable literature available on theoretical foundation and conceptual frame work (Ambler & Barrow 1996;Backhaus & Tikoo, 2004;Edwards, 2010;Lievenset al,2007;Moroko& Uncles, 2009;Mosley, 2007;Wildenet al,2010;Bendaravičienė, 2016), generalization and of dimensionality of employer branding (Hillebrandt & Ivens 2013, Berthonet al,2005, employer branding as a tool to attract potential employees (Highhouseet al,2007:Highhouseet al, 2003Devendorf&Highhouse, 2008;Schreurset al, 2009;Zaveri & Mulye 2010Ehrhart&Ziegert, 2005, Lievenset al,2001Lievens, 2007;Lievens&Highhouse, 2003;Yu, 2014, Kausel & Slaughter, 2011Lievenset al,2005;Turban, 2001;Jiang & Iles 2011;Shahzadet al,2011), employer branding outcomes (Davies, 2008, Cable & Edwards, 2004, Fulmer et al,2003Mosley, 2007), effects of corporate social performance (Turban & Greening 1997;Albinger& Freeman, 2000), and characteristics of successful employer brands (Moroko & Uncles, 2008).…”