Organizational attractiveness: an empirical study on employees attitudes in lithuanian business sector

Abstract

Measurement of employer’s attractiveness has been given much attention in many countries all over the world, but there was no extensive research performed in Lithuania so far, providing empirical evidence to define the landscape of organizational attractiveness in Lithuanian business sector. The aim of this study (N = 1020 respondents) is to identify which dimensions make organizations attractive as employers in Lithuanian business sector. The article employs a research approach based on a postpositivistic perspective. The relevant literature on organizational attractiveness is critically reviewed, analyzed, compared and generalized. Addressing research aim, a scale to measure organizational attractiveness as an employer was developed and administered in Lithuanian business sector in such a manner. Existing methodologies measuring organizational attractiveness were analyzed composing a list of 67 dimensions. Using content validity, scale comprising 30 dimensions was developed to measure organizational attractiveness of companies in Lithuanian business sector. A telephone interview survey method for data collection was used. Descriptive statistics (means, standard deviations, and frequencies) is used to analyze the data of the survey. 30 dimensions of organizational attractiveness were rank-ordered according to their means in descending order from most important to least important drivers of employer’s attractiveness. Specifically, the results suggested that good working atmosphere, adequate salary and interesting job are key to the attractiveness as an employer of business companies in Lithuania as perceived by their employees. The article also discusses the implications of the findings.

Leveraging workforce insights to enhance employer attractiveness for young job seekers during pandemic era

“…The theoretical review reveals that there is no single standard list of employer attractiveness dimensions that an employer value proposition should compile that can be applied to all countries ( Bakanauskiene et al., 2017 , 2019 ). Moreover, if “blueprints” for attractive dimensions existed, any attempt to copy others would not provide a unique competitive edge ( Moroko and Uncles, 2008 ).…”

Employer Branding: Exploring Attractiveness Dimensions in a Multicultural Context

“…From this point of view, it is important to understand what attracts a job seeker. Organizational attractiveness is also considered the power that motivates an applicant to focus on an employer brand and encourages existing employees to stay (Bakanauskiene, Bendaravičienė, & Barkauskė, 2017), as well as the degree to which potential and current employees perceive the organization as a good place to work (Jiang & Iles, 2011). Ehrhart and Ziegert (2005) have defined organizational attraction as the process of getting candidates to view the organization as a positive place to work and have examined it from the applicant's perspective.…”

Determining the Factors of the Employees’ Intention to Stay or Leave in the Slovak’s SMEs

“…The five items measurement scale was also used by Kausel and Slaughter (2011) to examine whether the use of narrow personality facets, such as trust (under the Big Five trait agreeableness), assertiveness (under extraversion), and imagination (under openness to experience) enhances the prediction of attraction. Bakanauskiene et al (2017) data analysis revealed that 19 employer attributes are positively linked to organisational attractiveness. However, we use the scale developed by Berthon et al (2005) because it has been more frequently used in subsequent studies (Alnıaçık & Alnıaçık, 2012;Arachchige & Robertson, 2011;Germano et al, 2016;Sivertzen et al, 2013).…”

“…Economic Value (EV): excellent promotion opportunities within the organisation, above-average basic salary, an attractive overall compensation package. Development Value (DV): provides recognition, self-worth and confidence, the development of skills and career-enhancing experiences (Bakanauskiene et al, 2017;Berthon et al, 2005;Dabirian et al, 2017;Dabirian et al, 2019;Germano et al, 2016).…”