Purpose -This paper seeks to clarify the process that leads employees and prospective applicants to be attracted to remain with the organization or apply for a job offer in private companies in Zhejiang, China. Design/methodology/approach -The paper applies concepts from marketing to people management, particularly the concept of brand equity. It proposes, on the basis of a literature review and preliminary interview data in three private companies in Hangzhou, Zhejiang, that prospective applicants and employees evaluate job offers or organizational positions based both on organizational attractiveness (OA) and on employee-based brand equity (EBBE) perceptions. It then presents a model of the relationship between OA and EBBE for future research in China, proposing the particular importance of the dimensions "economic value", "development value" and "social value" for Chinese employees. It then suggests implications for future research and practice, especially the relationship between OA and EBBE for both Chinese employees, job seekers and applicants. Findings -The private economy is significant to China, accounting for 65 per cent of gross domestic product (GDP) and 56 per cent of total tax revenue. For Zhejiang, a private economy-dominated province, talent recruitment and turnover are problems that hinder future development. OA and EBE may play a key role in intentions to accept a job offer, and as a mediator and a key variable in the initial recruitment.Research limitations/implications -The paper draws on preliminary interview studies in China to propose a framework for future research to clarify the role of OA and EBBE in Chinese job choice intentions and behaviours. Practical implications -Recruitment messages and internal branding communications should focus on EBBE so as to influence OA perceptions and job intentions in China. Social, economic and development value are suggested as particularly important dimensions of EBBE in China. Originality/value -The study clarifies the role of OA and EBBE in the process that leads to the intention to apply, respond to job offers, and remain with the organization, and discusses implications for further research and practice in China.

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The traditional construction industry has a significant and far-reaching impact on the environment, economy, and society. Green-certified buildings, with LEED (Leadership in Energy and Environmental Design), BREEAM (Building Research Establishment Environmental Assessment Method), DGNB (Deutsches Gütesiegel Nachhaltiges Bauen), or other certifications during the design stage, have great potential for increasing the effective use of resources and energy, reducing pollution, etc., and so their number has increased greatly in recent years. The post-occupancy evaluation (POE) of green buildings involves assessing whether they meet expected performance during the in-use phase and comprises four steps: (i) carrying out the research purpose/goal; (ii) determining the research objectives; (iii) conducting data collection, analysis, and visualization; and (iv) obtaining the results and drawing conclusions. However, there is a lack of reviews of POE research and analysis of reasons for actual performance gaps. In response and through a comprehensive literature review/analysis, this article summarizes the actual performance gaps of various greencertified projects, analyzes the reasons for failures, and proposes potential solutions. It is found that 74%, 12%, and 14% of the projects perform better, similar, and worse, respectively, than their non-green counterparts. Future POE green building projects can be optimized from the perspective of the building, user, and POE system. To optimize green building actual performance, it is important to ensure the sufficient education of installation and maintenance personnel and occupants’ green behavior, while interior design and decoration, the impact of user demographics, and POE performance indicators are key factors to be considered in green building design strategies and lifecycle evaluation systems.