EMPLOYER BRAND : EXCELLENT KNOWLEDGE FROM 13 RESEARCHERS
Despite employer brand gaining considerable popularity in HR practitioner literature (e.g., Frook 2001) empirical research is still relatively inadequate (Cable & Turban 2001).
Backhaus & Tikoo (2004) and Davies (2007) echo the same sentiments and feel that the advent of the employer brand as concept has been recent in the academic field and its theoretical foundation is gradually being developed even though it is being considered and applied by practitioners for some time now.
Michaels et al. (2001) propose the explicit development and communication of employee value proposition (EVP) to attract and retain talented employees. Recruiting the right type of talent becomes critical, as does the employer brand image in the recruitment market (Ewing et. al. 2002).
Research studies in the area looking for continued association of these employees in particular are scarce as most of them focus on potential applicants.“This research captures the employer brand image of the current employees and its consequences”
Organization and Brand
Although the study of organizational attraction has revealed some insights, there remains much to be learned according to the paper (Barber 1998). One stream of research investigates organizational characteristics and their effects on attraction to the organization.
Structural attributes such as de-centralized decision making (Turban & Keon 1993) and reward system (Bretz et al, 1989), are shown to influence perceptions of attractiveness. Gatewood et. al. (1993) found that perception of an organization’s image is a significant predictor of decisions to pursue employment with that company.
Using brand in the context of employment, employer brand loyalty was found by many to be a useful concept to be applied. Brand loyalty is the attachment that a consumer has to a brand (Aaker 1991).
Applied in the context of employment, employer brand loyalty is shaped by behavioral elements relating to organizational culture and attitudinal elements relating to organizational identity (Backhaus & Tikoo 2004). But unlike in the case of a product, in employment brand loyalty switching over to another brand cannot be done so frequently and comes at higher cost (Davies 2008).
In a way employer brand loyalty forges greater commitment level resulting in increased retention of the talent. One role of a brand is to create and enhance satisfaction and satisfaction predicts future behavior towards the brand (Mittal & Kamakura 2001).
Job seekers learn about job openings through a wide array of sources such as advertising, websites, and job fairs. Although the effectiveness of these recruitment sources is one of the most intensely researched aspects of recruitment, the focus has been on post-hire instead of pre-hire outcomes (Barber, 1998).
The employer brand is the package of psychological, economic, and functional benefits provided by employment and identified with an employer (Thorne, 2004).
Manipulating these benefits to position the firm in the minds of potential employees as a great place to work (an employer of choice) is the role of employer branding (Branham, 2001).
Closely related to employer branding is internal marketing, which considers the company to act both on consumer and employee markets (e.g. Papasolomou- Doukakis, 2003).
The basic tenet of the internal marketing approach is that good customer service is only possible if employee satisfaction and motivation are high (e.g. Berry & Parasuraman , 1992).
Consequently, internal marketing suggests that jobs are managed in a similar manner to products, and that the company should use marketing techniques to design jobs to meet both the employees’ and the firm’s needs, and to communicate the benefits of employment to internal and external markets.
Creating a strong employer brand will have positive consequences for communicating these benefits. Whilst much attention has been dedicated to examining the role of branding from a customer perspective and associated customer-based brand equity (e.g. Taylor, Hunter, & Lindberg, 2007)
Relatively little research has explored the role that branding plays in retaining and attracting employees that constitute the firm’s human capital and, ultimately, contribute to the efficient and effective Brand value delivery.
“This study will concentrate on the HR perspective of the employer brand. Through this study, the area of HR will be defined on the basis of how much there is effect on employees when it comes to the social media impact and opinion of others about the company.
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