scholarly journals The Impacts of a University’s Organizational Reputation and Organizational Attraction on Students’ Intention to Pursue

2019 ◽  
Vol 19 (84) ◽  
pp. 1-26
Author(s):  
Soner POLAT ◽  
Gizem GUNCAVDI ◽  
Yaser ARSLAN
Keyword(s):  
Organizational Attraction ◽  
Organizational Reputation

Corporate social responsibility and organizational attractiveness: implications for talent management

2016 ◽  
Vol 12 (3) ◽  
pp. 484-505 ◽  
Author(s):  
Joana Story ◽  
Filipa Castanheira ◽  
Silvia Hartig
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Well Being ◽  
Talent Management ◽  
Organizational Attractiveness ◽  
Firm Reputation ◽  
Content Type ◽  
Job Advertisement ◽  
Organizational Reputation ◽  
Corporate Social

Purpose Talent management is a twenty-first-century concern. Attracting talented individuals to organizations is an important source for firm competitive advantage. Building on signaling theory, this paper proposes that corporate social responsibility (CSR) can be an important tool for talent recruitment. Design/methodology/approach Across two studies, this paper found support for this hypothesized relationship. In Study 1, a job advertisement was manipulated to include information about CSR and tested it in two groups of 120 master’s degree students who would be in the job market within the year. It was found that CSR was an important factor that increased organizational attractiveness. In Study 2, with 532 external talented stakeholders of 16 organizations, our findings were replicated and advanced by testing whether perceptions of CSR practices (internal and external) influenced perceptions of organizational attractiveness and if this relationship was mediated by organizational reputation. Findings This study found that perceptions of internal CSR practices were directly related to both organizational attractiveness and firm reputation. However, perceptions of external CSR practices were related only to organizational attractiveness through organizational reputation. Research limitations/implications The article’s one of the main limitations has to do with generalizability of the results and the potential common method variance bias. Practical implications The findings demonstrate that CSR can play an effective role in attracting potential employees, through enhancement of organizational reputation and organizational attractiveness. If organizations are willing to implement practices that protect and develop their employees, along with practices that improve the quality of the natural environment and the well-being of the society, they can become an employer-of-choice. Originality/value This study expands on previous studies by including an experimental design, including two types of CSR practices and a mediating variable in this field study.

Organizational reputation and its role in organizational indulgence :An Analytical study of a sample of the teachers of the University of Warith Al-Anbiya

2021 ◽  
Vol 11 (1) ◽  
pp. 50-67
Author(s):  
Salah Mahdi Abbas Alyasari
Keyword(s):  
Employee Engagement ◽  
Analytical Study ◽  
Teaching Staff ◽  
New Work ◽  
Continuous Training ◽  
Work Requirements ◽  
Organizational Reputation ◽  
Relevant Variables ◽  
The University

The present study is concerned with determining the effect of organizational reputation on employee engagement in the University of Warth Al-Anbiya. The study is conducted on (50) teaching staff at University of Warith Al-Anbiya. A questionnaire has been designed to collect the required data to measure the sub-dimensions of organizational reputation with the sub-dimensions of organizational immersion and to determine the level of impact between the variables. A set of statistical methods has been used to measure the relevant variables (mean, standard deviation, correlation coefficient "Pearson"). The study indicates a strong direct correlation between the components of organizational reputation with its dimensions (social responsibility, organization image, creativity, quality of service, Attracting the talented) and between employee engagement with its dimensions (enthusiasm, dedication, assimilation). The study has reached a set of conclusions. A set of proposals and recommendations was put forward, the most important of which is the assess of the capabilities of workers and working to identify their needs for continuous training and qualification to enable them to meet new work requirements as well as attract talents and improve the reputation of an organization.

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