Organisational talent management and perceived employer branding

Abstract

Purpose The purpose of this paper is to examine the potential impact of organisational talent management practices on perceived employer branding. Talented employees are the lifeline of any organisation who contribute effectively to the organisation’s success. Talented workforce and their organisational attraction to remain productive act as a primary competitive enabler for the organizational performance. Employer branding now becomes a key factor to achieve success in business which engenders cognitive and emotional association along with positive involvement at workplace among organizational members. In the context of economic competitiveness and globalisation, employers are experiencing challenge in attracting and retaining talented workers. Design/methodology/approach This paper uses quantitative design; questionnaire survey method was used for assessing the organisational talent management and employer branding. Data have been collected through a sample of 232 executives’ class employees from various coal and iron mining industries located in Indian subcontinents. Finally, 197 responses were found to be acceptable for analysis. Hypotheses were tested using a comparison of means, correlations and multiple regression analysis. Findings Findings of the paper show that organisational talent management is strongly and positively with the perceived employer branding. Regression analysis showed that among the eight dimensions of organisational talent management, the predictors that are most effective in predicting the employer branding are, namely, rewards and remunerates fairly, manages work–life balance and attracts and recruits talent. Research limitations/implications This paper was limited by a small sample size and the use of a cross-sectional design is not done. On the ground of analysis, more specific approach is required to apply the findings to the general population. Originality/value Much of the work on employer branding is conceptual based on marketing principle and limited to deal with potential employees. This paper provides empirical evidence from the internal/current employees’ perspective, by investigating the relationship between organisational talent management practices and organisational attraction internally, that is, perceived employer branding. Present paper contributes significantly to the implication and understanding of social exchange theory, internal branding theory and social identity theory in organisational setting (Eisenberger et al., 1986; Liden et al., 1997; Masterson et al., 2000; Settoon et al., 1996; Wayne et al., 1997).

What Does Variable Matter for Employee Brand Consistent Behavior as Imply of Employee Branding Outcomes: A Literatur Review

“…All HRD activities are carried out based on the characteristics of the company's brand, often known as IM terminology, so that much of the literature defines IM as HRD manager practices. [35] Another opinion that supports previous research is also presented in [36] which revealed that the talent management process has a very significant impact on the success of brand identity in employees. HRM image is distinct from a more traditional service image and that there is a significant relationship between favorable customer perceptions of an organization's HRM and customers' willingness to buy and pay a premium for products provided by the retail chain.…”

Research on impact of employer brand dimensions on competitiveness in hotel industry

“…As these frameworks are not the best solution for the employer brand analysis among current employees, this study identifies slightly different employer dimensions than those offered by these frameworks. Third, some research on the employer brand has been conducted in Western countries (Sharma & Prasad, 2018) and India (Tanwar & Prasad, 2016;Sharma & Prasad, 2018;Maurya & Agarwal, 2018;Kashyap & Verma, 2018;Deepa & Baral, 2019;Chawla, 2020). This study provides a theoretical contribution by researching employer brand development by focusing on Serbia.…”

“…Kashive, Khanna and Bharthi (2020) conclude that social value is important for the employer brand value assumptions and interest value and work-life value. Maurya and Agarwal (2018) found that organizational talent management is strongly and positively related to the perception of employer branding. The same authors state predictors that are most effective in predicting employer branding.…”

“…Kucherov and Zavyalova (2012) view the employer brand as a progressive HRD approach based on general branding theory, using some branding principles and tools (target audience identification, segmentation, promotion) and contributing to a more efficient people management process. From an HR perspective, employer branding involves identifying the unique employment experience an organization offers (Maurya & Agarwal, 2018). According to Alshathry et al (2017), employer brand equity is based on employee experience resulting from the interaction between the employer and the employees who recognize the internal and external perspectives at the same time.…”

The Importance of Supportive Leadership in the Sewerage Operation Industry in Malaysia: A Case of Indah Water Konsortiumprivate Limited (Iwk)

“…Scholars like Backhaus &Tikoo, (2004)Chi &Gursoy, (2009), Kosteas, (2011), and Curtis & Glacken, (2014) have found that employees will not leave their organization if they are satisfied and are as well as less absent, and show increased in their productivity at work. As for the organization, it is a loss of highly qualified human capital, results in the loss of intellectual assets, and this will be a risk to the organization's success and competitiveness in the future(Maheshwari et al, 2017;Maurya & Agarwal, 2018).…”