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

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.

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.

An Integrative Employer Branding Approach Based on Organizational Values

2012 ◽  
Author(s):  
Thorsten Fauth ◽  
Tim R. Wolf ◽  
Tammo Straatmann ◽  
Kate Hattrup ◽  
Karsten Mueller
Keyword(s):  
Organizational Values ◽  
Employer Branding

Neue Wege im Recruiting: Haben Sie heute ein Foto für uns?

2019 ◽  
Vol 24 (07/08) ◽  
pp. 38-39
Author(s):  
Alexandra Heeser
Keyword(s):  
Employer Branding

Bewerbung mit Spontan-Selfie oder per App? Der Wettbewerb um Klinikpersonal geht neue, mitunter skurrile Wege. Das Spektrum reicht von Guerilla-Marketing-Aktivitäten bis hin zu ausgefeilten Employer-Branding-Kampagnen.

Employer branding and psychological contract in family and non-family firms

2020 ◽  
Author(s):  
Duarte Pimentel
Keyword(s):  
Empirical Evidence ◽  
Psychological Contract ◽  
Family Firms ◽  
Positive Impact ◽  
Family Businesses ◽  
Employer Branding ◽  
Privately Owned

This study compares the perceptions of employer branding and psychological contract levels of employees of family and non-family firms. Specifically, to better understand the dynamics of family businesses, we assess the extent to which employer branding perceptions have an impact on the employees' psychological contract levels. The empirical evidence is provided by a sample of 165 Portuguese employees (76 from family businesses and 89 from non-family businesses), working in small and medium-sized privately-owned companies. The results confirmed the research hypotheses, suggesting that employees of family companies have higher perceptions of employer branding and psychological contract levels than those of employees of non-family companies, also revealing that employer branding has a positive impact on the psychological contract levels of family firm’s employees.

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