Identifying and ranking employer brand improvement strategies in post-COVID 19 tourism and hospitality

Abstract

This study aims to identified and ranked employer brand strategies in post-COVID-19 tourism and hospitality, considering the significance of employer branding as one of the most important elements for attracting and retaining key employees.In this study, we initially develop a model by systematically reviewing the literature. And in the subsequent quantitative analysis, the strategies identified are tested through a questionnaire survey and ranked by a panel of industry experts and analyzed data using the R-SWARA method.Results show that the most important employer brand strategies in post-COVID-19 tourism and hospitality were “paying increased attention to social responsibility”, “developing reliable and sustainable internal/external relationships” and “assessing the effect of brand re-building measures on the social image of the organization”. The analysis of the studies conducted dealing with post-COVID-19 employer branding demonstrates that none of these investigations proposed a comprehensive framework of strategies for employer brand promotion. Exploring the literature also revealed that, despite the significance of employer brand in times of economic crisis, this topic has been ignored by researchers although it points to an obvious gap in the literature on employer brand in tourism and hospitality.

Assessing the application of multi-criteria decision making techniques in hospitality and tourism research: a bibliometric study

“…This study advanced the current knowledge in H&T research by identifying the research trends and most impactful institutions and countries related to the implications of MCDM in H&T research (Law and Chon, 2007). The key research areas such as customer satisfaction and preferences using online reviews (Bueno et al, 2021;Zuheros et al, 2021), sustainable development and the SDGs in the H&T industries (Andria et al, 2021), robot selection , sharing economy services (Majumdar and Adhikari, 2020), smart tourism and eservices (Chung et al, 2020;Shahin et al, 2014), challenges and the implications of COVID-19 pandemic (Anvari, 2022;Bagheri et al, 2022;Chen and Wang, 2021;Ghosh and Therefore, a combination of MCDM techniques can be used to develop the existing knowledge in H&T research in areas such as corporate social responsibility (CSR), smart tourism, digital transformation and climate change in the H&T industries (Mulet-Forteza et al, 2019). Specifically, ranking methods such as AHP and ANP can be used to evaluate the priorities among the key enablers, attributes and barriers to CSR implementation by H&T industries.…”

“…This study advanced the current knowledge in H&T research by identifying the research trends and most impactful institutions and countries related to the implications of MCDM in H&T research (Law and Chon, 2007). The key research areas such as customer satisfaction and preferences using online reviews (Bueno et al , 2021; Zuheros et al , 2021), sustainable development and the SDGs in the H&T industries (Andria et al , 2021), robot selection (Luo et al , 2021), sharing economy services (Majumdar and Adhikari, 2020), smart tourism and e-services (Chung et al , 2020; Shahin et al , 2014), challenges and the implications of COVID-19 pandemic (Anvari, 2022; Bagheri et al , 2022; Chen and Wang, 2021; Ghosh and Bhattacharya, 2022) are among trendy decision-making research areas with the application of MCDM techniques.…”

Unveiling the power of word-of-mouth in pre-recruitment employer branding strategy during COVID-19

“…The COVID-19 pandemic has spurred significant disruptions across sectors, forcing HR departments to swiftly adapt amidst tremendous pressure on human capital (Bagheri et al, 2023). Amid these challenges, employer branding has become increasingly important to maintain a company's positive image and reputation as an attractive workplace (Kucherov et al, 2023).…”

“…The COVID-19 pandemic has spurred significant disruptions across sectors, forcing HR departments to swiftly adapt amidst tremendous pressure on human capital (Bagheri et al. , 2023).…”