Gender Aware Employer Branding: How to Become Authentic, Unique and Attractive

Lundkvist, Hans

doi:10.5539/ijbm.v10n11p62

Cited by 8 publications

(13 citation statements)

References 45 publications

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“…Alniacik and Alniacik (2012) reported significant differences in the perceptions of dimensions of employer branding between males and females. Lundkvist (2015) also highlighted the importance of adopting a gender perspective to establish a strong employer brand. Nevertheless, to the best of our knowledge, the empirical testing of the moderating effect of gender on employer branding and employee brand equity remains unexplored.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Effect of organisational culture on employer branding and resultant employee brand equity in the private banking sector

Kaur,

Pingle,

Jaiswal

2024

IJBM

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PurposeThis research aims to investigate the relationship between employer branding and its antecedent organisational culture within the context of the private banking sector. The study also investigates the relationship between employer branding and employee brand equity as a consequential construct. Additionally, the mediating role of trust and the moderating role of gender in the relationship between employer branding and employee brand equity has been examined.Design/methodology/approachThe present study’s findings result from data analysis collected from a sample of 454 employees working in private banks in India. The data analysis was conducted utilising the structural equation modelling technique with the assistance of analysis of moment structures (AMOS) software.FindingsThe study’s findings indicate that supportive and bureaucratic (formal) culture in private banks exhibit a significant relationship with employer branding. However, the relationship between innovative culture and employer branding was found to be insignificant. The research also reveals a significant positive association between employer branding and employee brand equity variables: brand consistent behaviour, brand endorsement and brand allegiance. Further, the study highlights the mediating role of employee trust in management in the relationship between employer branding and employee brand equity. Examining demographic variables suggests that gender moderates the relationship between employer branding and employee brand equity.Originality/valueThe originality of this study lies in its exploration of the critical role of organisational culture variables in shaping employer branding within the context of private banks. The findings highlight that cultivating supportive and bureaucratic cultures can effectively enhance the employer branding of private banks. The study emphasises the outcomes of employer branding initiatives, signifying that they contribute to developing brand equity among employees. This leads to long-term employee commitment and advocacy towards the organisation, as employees become brand advocates for the bank with which they are affiliated. The study contributes to a better understanding of the relationship between organisational culture, employer branding and employee brand equity, providing valuable implications for the private banking sector aiming to reinforce their employer brand and increase employee engagement.

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Section: Theoretical Frameworkmentioning

confidence: 99%

Effect of organisational culture on employer branding and resultant employee brand equity in the private banking sector

Kaur,

Pingle,

Jaiswal

2024

IJBM

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“…Understanding the importance given to employer branding factors among different demographic groups is critical for organizations to customize their employer brand strategy. Unfortunately, only limited efforts have been made to explicitly understand the difference in employer brand perceptions among different demographic groups, especially gender and years of experience, since employer brand perceptions could differ among male and female employees (Lundkvist, 2015) and among new and experienced employees (Jain and Bhatt, 2015). Although Aslan et al (2016) reported no difference among gender and employer brand perceptions, others have reported significant differences in employer branding perceptions among gender (Alnıaçık and Alnıaçık, 2012; Jain and Bhatt, 2015).…”

Section: Literature Reviewmentioning

confidence: 99%

Employer branding: Confirmation of a measurement model and its implication for managing the workforce

Sarabdeen

Balasubramanian

Lindsay

et al. 2022

Journal of General Management

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Employer branding is becoming increasingly important for organizations to attract and retain top talent. While practitioners use a range of tactics to build and promote employer branding, it is still unclear as to what exactly constitutes effective employer branding. This gap in the literature formed the motivation of this study, which aims to develop, validate and apply a multi-dimensional measurement model of employer branding. First, a comprehensive measurement model of employer branding comprising eight constructs (brand value, development value, economic value, ethical and moral value, functional value, interest value, management value, and work-life balance) was developed through an extensive literature review. Next, using data collected through a structured survey, the validity of the proposed model, including the relevance/appropriateness of each construct and its unique contribution to employer branding, was assessed. The second-order confirmatory factor analysis results established the existence of a robust higher-order measurement model for employer branding, with each of the eight constructs contributing significantly and uniquely. The model was then applied to assess the hypothesized difference in employer branding across different demographic groups, namely gender and overall work experience. The results indicate a significant difference in the model across the various demographic groups. Overall, the study significantly contributes toward the theoretical advancement of employer branding. Future researchers could adopt the validated model and measurement items in different settings. For practitioners, the results indicate that employer branding requires an all-encompassing effort rather than being oriented towards few attributes. Also, the study findings highlight the need to customize employer brand strategies across different demographic groups.

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“…For women, gender inequality in the workplace might exert a deterring effect, which is tantamount to arguing that equality has the opposite effect. This is reflected in present-day strategies of employer branding, which place gender equality high on the agenda in order to draw women in (see Bellou, 2010; Charlesworth & Baird, 2007; Lundkvist, 2015). Given this, women’s perception of the military as an organization that has (not) been able to achieve full gender equality could be construed as part of the military’s “organizational image” among women, which should affect women’s attraction to the military as a potential employer.…”

Section: Previous Research and Theoretical Considerationsmentioning

confidence: 99%

The Achilles Heel of Recruiting Women: Perceived Gender Equality as a Key Determinant of the Military’s Employer Attractiveness Among Women

Graf

Kuemmel

2021

Armed Forces & Society

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The German Bundeswehr, like other NATO forces, seeks to recruit more women in order to improve its gender balance and to meet its personnel needs. However, previous research on military recruitment has paid little attention to women. Given that the (German) military is still a male-dominated organization, we argue that women’s opinion regarding the realization of gender equality in the military may very well be the Achilles heel of recruiting women. Based on the assumption that women value gender equality in the work environment, we test the hypothesis that women are more attracted to the military as a (potential) employer, the more they think the military has achieved gender equality. A multivariate analysis of nationally representative survey data from Germany from 2019 provides empirical evidence to support this hypothesis. Practical and theoretical implications are discussed.

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Gender Aware Employer Branding: How to Become Authentic, Unique and Attractive

Cited by 8 publications

References 45 publications

Effect of organisational culture on employer branding and resultant employee brand equity in the private banking sector

Effect of organisational culture on employer branding and resultant employee brand equity in the private banking sector

Employer branding: Confirmation of a measurement model and its implication for managing the workforce

The Achilles Heel of Recruiting Women: Perceived Gender Equality as a Key Determinant of the Military’s Employer Attractiveness Among Women

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