Employer Branding: The Power of Attraction in the EB Group

Santos, Vasco; Santarém, Santarém Isla; Monteiro, Beatriz; Martinho, Filipa; Reis, Isabel; Sousa, Maria José

doi:10.6000/1929-7092.2019.08.12

Cited by 9 publications

(8 citation statements)

References 13 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…After content analysis of the employer branding literature review it can be inferred that when developed in an SME, employer branding directly and effectively contributes to the evolution and progress of the business, both economically and in talent selection, becoming a competitive advantage in view of competitors. As stated by [74], what employees say, think, and communicate about their companies is essential to organizational success. This research made it possible to strengthen the importance of employer branding in the management of human resources in SMEs, as there are numerous advantages and benefits that can result from it, namely the attraction and retention of talent.…”

Section: Discussionmentioning

confidence: 99%

Employer Branding Applied to SMEs: A Pioneering Model Proposal for Attracting and Retaining Talent

et al. 2020

Self Cite

View full text Add to dashboard Cite

Most business enterprises are small and medium-sized enterprises (SMEs), and many of them are without a human resource and recruitment department. Thus, one of the challenges that organizations currently face is to find a strategy to retain and attract talent. To overcome this difficulty, enterprises must invest in employer branding policies and be aware of the factors that differentiate them from others when attracting employees. This study aims to develop an employer branding model applicable to SMEs, to increase and enhance the attraction and retention of talents. An exploratory approach based on a quantitative perspective was adopted to develop an employer branding model applied to SMEs, with two major reference employer branding models and frameworks used as the main support. The model of employer branding was applied to SMEs regarding four dimensions, whereby essential questions are asked, namely (1) organizational culture (e.g., do employees have a job description aligned with the corporate culture?), (2) company strategy (e.g., what is the strategy if business volume decreases?), (3) company reputation (e.g., how do you perceive and treat negative feedback?), and (4) reward systems (e.g., do you feel that your employees are motivated intrinsically or extrinsically or both?), ordered by layers based on a logical sequence. The new proposed model is expected to serve as a useful strategic tool and as a basis for attracting, retaining and managing talent, specifically in the SMEs context. This new model provides a set of strategic and competitiveness benefits for SMEs, while contributing to making enterprises more profitable. The model also contributes to SMEs having a better image and reputation, enabling them to stand out from others in the war for talent.

show abstract

Section: Discussionmentioning

confidence: 99%

Employer Branding Applied to SMEs: A Pioneering Model Proposal for Attracting and Retaining Talent

et al. 2020

Self Cite

View full text Add to dashboard Cite

show abstract

“…First, it develops literature on EB by investigating EB beyond employee attraction. While theoretical models and some empirical evidence exists that have explained employees reaction to EBE, such as attraction (Arriscado et al, 2019;Santos et al, 2019;Sharma et al, 2019), employee well-being (Benraiss-Noailles and Viot, 2021), satisfaction (Davies et al, 2018;Slavkovi c et al, 2018), engagement (Davies et al, 2018;Bhasin et al, 2019) and trust (Kashyap and Choudhary, 2019), a few empirical studies have examined OCB as an outcome of EBE (see Ergun and Tatar, 2018;Ahmad and Zafar, 2018). However, while previous research has studied the effect of EBE on OCB in Western countries, but little attention has been paid to study how EBE impacts OCB in the Indian context (see Kaur et al, 2020 as the exception) where employee's perception differs from Western countries (Lievens and Highhouse, 2003;Anderson et al, 2010).…”

Section: Theoretical Implicationsmentioning

confidence: 99%

“…EB helps an employer to attract potential employees to their organizations (Agrawal and Swaroop, 2009;Jiang and Iles, 2011;Ong, 2011;Collins and Kanar, 2014;Kucherov and Zamulin, 2016;Alshathry et al, 2017;Maheshwari et al, 2017;Hadi and Ahmed, 2018;Matongolo et al, 2018;Arriscado et al, 2019;Santos et al, 2019;Sharma et al, 2019), provide "decision making benefits" to the prospective employees (Lievens and Slaughter, 2016) and trim down the recruitment cost by 50% (Stuss and Herdan, 2017). With regards to the role of EB for current employees, researchers believe that the objective is to provide employees with the work experience that would match with the promises made by the employer at the time of recruitment (Love and Singh, 2011).…”

Section: Introductionmentioning

confidence: 99%

Employer brand experience and organizational citizenship behavior: mediating role of employee engagement

Gupta

Bhasin

Mushtaq

2021

APJBA

View full text Add to dashboard Cite

PurposeThe purpose of this paper is to investigate how employer brand experience (EBE) impacts organizational citizenship behavior (OCB). In addition, it aims to identify the mediating role of employee engagement (EE) in relationship between EBE and OCB.Design/methodology/approachTo test the research hypotheses, a web questionnaire was developed and data were collected from 426 respondents working in the Indian banking sector. Hypotheses were tested using structural equational modeling.FindingsEBE was positively related to OCB. The predicted mediating role of EE in the relationship between EBE and OCB was also supported.Research limitations/implicationsThe study is confined to the banking sector only, which limits the generalization of the findings.Practical implicationsThe results imply that firms should leverage on various dimensions of employer brand (EB) i.e. compensation, work–life balance, working environment, training and corporate social responsibility to enhance EE and OCB.Originality/valueThe research is among the very few to confirm the role of EBE vis-à-vis current employees especially in a collectivist society like India. The study also confirmed the mediating role of EE between EBE and OCB which have not been studied previously.

show abstract

“…In this context, a talented workforce with inimitable and sustainable characteristics, contributes to competitive advantage and to organizational success. "The role and impact of employer branding takes on a new statement in talent management and in the career management of employees" [12] (p. 118).…”

Section: Introductionmentioning

confidence: 99%

Strategic Talent Management: The Impact of Employer Branding on the Affective Commitment of Employees

et al. 2020

Self Cite

View full text Add to dashboard Cite

In a globalization context, underlined by the speed of technological transformation and increasingly competitive markets, the perspective of human capital, as an asset of strategic importance, stands out in differentiating human resource practices. Under this reality, the employer branding (EB) concept gains more and more importance as a strategic tool to attract, retain, and involve human capital, given that this has become a source of competitive advantage to companies. Within this context, this study aimed to evaluate the relationship between employer branding strategies implemented by organizations, as well as their impact on the employee’s affective commitment, evident in certain organizational cultures, which are sustained over time. The methodological framework applied to this study is quantitative, and the data collection was carried out with the application of an employer branding and an affective commitment questionnaire. To achieve a good representation of the active population, the sample of the quantitative study was composed of 172 individuals, working in the public and private sectors in Portugal, exercising different positions in the different sectors of activity. Results obtained with these techniques indicate a high level of affective organizational commitment (AOC) of employees in the organizations surveyed, suggesting that affective commitment develops when the individual becomes involved and identifies with the organization.

show abstract

Employer Branding: The Power of Attraction in the EB Group

Cited by 9 publications

References 13 publications

Employer Branding Applied to SMEs: A Pioneering Model Proposal for Attracting and Retaining Talent

Employer Branding Applied to SMEs: A Pioneering Model Proposal for Attracting and Retaining Talent

Employer brand experience and organizational citizenship behavior: mediating role of employee engagement

Strategic Talent Management: The Impact of Employer Branding on the Affective Commitment of Employees

Contact Info

Product

Resources

About