Mediation of Job Engagement Between Employer Branding and Organizational Attractiveness in Disruptive Economy

2020 ◽  
Author(s):  
Geeta Rana ◽  
Ravindra Sharma ◽  
Pradosh Singhal
Keyword(s):  
Job Engagement ◽  
Organizational Attractiveness ◽  
Employer Branding

An Overview of Employer Branding With Special Reference to Indian Organizations

2018 ◽  
pp. 116-131
Author(s):  
Shikha Rana ◽  
Ravindra Sharma
Keyword(s):  
Special Reference ◽  
Employee Performance ◽  
Job Engagement ◽  
Employer Branding ◽  
Organizational Fit ◽  
Contemporary Research ◽  
Effective Manner ◽  
The Right ◽  
Talent Acquisition ◽  
The Cost

Talent acquisition is the most crucial activity an organization goes through. The reasons for its criticality are not just confined to the cost and time involved in recruiting talent but also matching the right incumbents at the right place and at the right time along with the organizational fit are the most essential factors to deal with. Nowadays, organizations are working in VUCA (volatile, uncertainty, complexity, and ambiguity) environment that seeks a lot in terms of employee performance. Employer branding was initiated by Ambler and Barrow (1990) with an aim to attract and retain the best talent through various activities, and the contemporary research has proven that if branding of the organization is done in an effective manner then it retains the best talent; further, it enhances job engagement and motivation. The present chapter elaborates the concept of employer branding, benefits, and importance of employer branding. Recent surveys and trends of employer branding in Indian organizations have also been discussed.

An Overview of Employer Branding With Special Reference to Indian Organizations

2019 ◽  
pp. 1-13
Author(s):  
Shikha Rana ◽  
Ravindra Sharma
Keyword(s):  
Special Reference ◽  
Employee Performance ◽  
Job Engagement ◽  
Employer Branding ◽  
Organizational Fit ◽  
Contemporary Research ◽  
Effective Manner ◽  
The Right ◽  
Talent Acquisition ◽  
The Cost

Talent acquisition is the most crucial activity an organization goes through. The reasons for its criticality are not just confined to the cost and time involved in recruiting talent but also matching the right incumbents at the right place and at the right time along with the organizational fit are the most essential factors to deal with. Nowadays, organizations are working in VUCA (volatile, uncertainty, complexity, and ambiguity) environment that seeks a lot in terms of employee performance. Employer branding was initiated by Ambler and Barrow (1990) with an aim to attract and retain the best talent through various activities, and the contemporary research has proven that if branding of the organization is done in an effective manner then it retains the best talent; further, it enhances job engagement and motivation. The present chapter elaborates the concept of employer branding, benefits, and importance of employer branding. Recent surveys and trends of employer branding in Indian organizations have also been discussed.

scholarly journals Does employer branding beat head hunting? The potential of company culture to increase employer attractiveness

2020 ◽  
Vol 16 (4) ◽  
pp. 87-112
Author(s):  
Maria Corina Barbaros ◽  
Keyword(s):  
Qualitative Research ◽  
Brand Management ◽  
Holistic Approach ◽  
Organizational Attractiveness ◽  
Employer Branding ◽  
Strategic Partner ◽  
Branding Strategies ◽  
Strategic Assets ◽  
Company Culture ◽  
Employer Attractiveness

This paper aims to investigate the combined effort of the HR Department and the Marketing and Communication Department to define and implement employer-branding strategies. To obtain the aim, qualitative research was designed to establish the relationship between employer attractiveness, organizational attractiveness and company culture, and to identify to what extent company culture can be communicated through employer branding. Therefore, firstly, the study clarifies the links between employer branding, employer attractiveness, company culture, and the boundaries of these concepts. It then examines how employer branding works concerning company culture attributes, and, finally, the paper draws some conclusions that will address practical implications in the form of employer brand management. The research design was based on qualitative research methods (in-depth interviews and focus groups) applied to stakeholders, employees from the IT industry, and IT companies’ representatives. Subsequently, the qualitative data were processed with Atlas.ti 8 that generated the results and the points under discussion. The data show that when recruiting strategies, respectively, employer-branding strategies are thought separately, as happens most of the time, their efficiency diminishes considerably, and the employer image does not have consistency and attractiveness. To conclude, this study highlights the following practical ideas: a)management teams must have a holistic approach of employer branding, organizational attractiveness, and company culture; b)employer branding, in order to become a useful tool for employees’ retention and recruitment, must be managed by both the HR Department and the Marketing and Communication Department within a coordinated and coherent strategy and c) for employer branding to be efficient, there is a need to leverage HR as a strategic partner and, as a result, employees will be developed into strategic assets of the company.

Engaging Employees Through Employer Brand: An Empirical Evidence

2019 ◽  
Vol 44 (4) ◽  
pp. 417-432 ◽  
Author(s):  
Jaya Bhasin ◽  
Shahid Mushtaq ◽  
Sakshi Gupta
Keyword(s):  
Employee Engagement ◽  
Service Sector ◽  
Job Engagement ◽  
Strategic Decisions ◽  
Employer Branding ◽  
Employer Brand ◽  
Telecom Sector ◽  
Brand Ambassadors ◽  
The Relationship

Practitioners and academicians are of the view that an engaged workforce is essential to attain competitive advantage. The role of employee engagement is even more critical in the service sector, as the organization’s success depends on effective service delivery by the employees who present themselves as brand ambassadors. Consequently, employers need to make strategic decisions to attract, retain and engage talent. This strategy is termed as employer branding. The objective of this study is to investigate the relationship between employer brand and two types of employee engagement, that is, job and organization engagement. A survey of 213 employees was conducted in the telecom sector in Jammu circle. Results of regression analysis indicate that all dimensions of employer brand (i.e. application, economic, interest, development and social value), except development value have a significant impact on job engagement and for organization engagement, all the dimensions except application value were significantly and positively associated. Furthermore, it was observed that dimensions of employer brand are more strongly associated with job engagement than organization engagement. The sample used for research is limited to employees in Jammu circle. Hence, the results might not be the same if samples are chosen from other geographical areas.

scholarly journals Employer Branding and Organizational Attractiveness: Current Employees’ Perspective

2021 ◽  
Vol XXIV (Issue 1) ◽  
pp. 583-603
Author(s):  
Magdalena Kalinska-Kula ◽  
Iwona Staniec
Keyword(s):  
Organizational Attractiveness ◽  
Employer Branding

Nurses’ appraisal of organizational attractiveness and the role of management support, interdepartmental collaboration climate, and service quality of care

2020 ◽  
Author(s):  
Terje Slåtten ◽  
Gudbrand Lien
Keyword(s):  
Quality Of Care ◽  
Service Quality ◽  
Structural Equation ◽  
Public Hospitals ◽  
Equation Modeling ◽  
Management Support ◽  
Organizational Attractiveness ◽  
Employer Branding ◽  
The Relationship

Abstract Background: In recent years, there has been a growing interest in understanding factors that within employer branding are labeled organizational attractiveness (OA). Previous research on OA has mainly taken an external applicant perspective. In contrast, this study examined OA from an internal and current frontline nursing perspective. Consequently, by adopting this underexplored perspective, it extends previous studies on OA within healthcare service research.Methods: Quantitative survey data were collected from a sample of 164 nurses. All participants were employed in public hospitals. Confirmatory factor analysis and structural equation modeling in Stata were used to analyze the data. Furthermore, the indirect effects were tested by mediator analyses. Results: There are three main results from this study. First, the interdepartmental collaboration climate has a significant positive effect on OA (β = 0.311), as well as management support (β = 0.294), and service quality of care (β = 0.243). Second, the relationship between management support and OA is found to be mediated through the interdepartmental collaboration climate. Third, the relationship between interdepartmental collaboration climate and OA is found to be mediated through service quality of care.Conclusions: This study contributes to our understanding of OA from a current employee perspective. It stresses the importance for hospital managers to consider how their current nurses perceive the level of interdepartmental collaboration climate, management support, and service quality of care to patients. These three factors play a significant role as they explain approximately 50% (R2 = 0.47) of OA.

scholarly journals Assessing Impact of Employer Branding on Job Engagement: A Study of Banking Sector

2019 ◽  
Vol 5 (1) ◽  
pp. 7-21
Author(s):  
Geeta Rana ◽  
Ravindra Sharma
Keyword(s):  
Banking Sector ◽  
Economic Value ◽  
Reliability And Validity ◽  
Social Value ◽  
Future Research ◽  
Job Engagement ◽  
Employer Branding ◽  
Cross Sectional ◽  
Validity Tests ◽  
The Impact

The purpose of this study is to investigate the impact of employer branding practices on job engagement in banking sector of Uttarakhand. Further, based on the existing literature, only five employer branding practices (interest value, social value, development value, application, and economic value) which are widely accepted in banking sector has selected for present study. By using convenience sampling, data were collected from 245 employees, who are working in the banks in Uttarakhand districts. EFA, CFA, and SEM statistical techniques were used to analyze the data. Further, reliability and validity tests were also performed. Findings of this study revealed that employer branding practices such as interest value, social value, development value, and economic value positively affect the job engagement. When employees perceive the workplace as interesting, socially supportive, and filled with creative value, they undergo growth and advancement which develop employee confidence and satisfaction; further, they are simultaneously engaged with their jobs. The study is cross-sectional in nature and only focus on job engagement. For future research, employee’s level of commitment and organizational attractiveness need to be explored. This study is highly beneficial for employees, corporate practitioners, academicians and researchers for guidelines and policies implementations of employer branding practices.

Impact of Employer Branding on Job Engagement and Organizational Commitment in Indian IT Sector

2019 ◽  
Vol 8 (3) ◽  
pp. 1-17 ◽  
Author(s):  
Geeta Rana ◽  
Ravindra Sharma ◽  
S.P Singh ◽  
Vipul Jain
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Empirical Investigation ◽  
Positive Association ◽  
Mediating Effect ◽  
Job Engagement ◽  
Employer Branding ◽  
Strong Positive Association ◽  
The Impact

This article seeks to empirically examine the impact of employee branding on job engagement and organizational commitment in Indian IT companies. The data was collected from 250 employees employed in various companies in Indian IT companies. Results revealed a strong positive association between employer branding and job engagement, job engagement and organizational commitment, and employer branding and organizational commitment. Further, job engagement showed a partial mediating effect on the link between employer branding and organizational commitment. This is the first empirical investigation to simultaneously examine associations among employer branding, job engagement, and organizational commitment. Practitioners could, with such knowledge, incorporate the most influential dimensions of employer branding in organizational culture.

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