Characteristics of successful employer brands

Moroko, Lara; Uncles, Mark

doi:10.1057/bm.2008.4

Cited by 287 publications

(225 citation statements)

References 37 publications

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“…This suggests a three-way interaction. This suggestion is in agreement with that of Moroko and Uncles (2008) who argued that successful employer branding practices are "characterised as having a value proposition that is relevant to, and resonant with, their prospective and current employees" (p. 162). In a similar vein, Gouldner (1960) suggested that the strength of an obligation to repay depends on the value of the benefit received, so that highly-valued benefits generate stronger obligation to reciprocate (Coyle-Shapiro & Conway, 2004).…”

Section: Perspectives For Future Researchsupporting

confidence: 87%

The Impact of Employer Branding on Employees: The Role of Employment Offering in the Prediction of Their Affective Commitment

2013

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Most studies dedicated to the examination of employer branding in industrial/organisational psychology investigated it using samples of applicants. The objective of the present research was to study the influence of the employer branding of a company on its employees' attitudes. More precisely, we examined the interactive effect of the employment offering as portrayed by organisational communications and the employment experience as lived by employees on their affective commitment (AC). Furthermore, we analysed the mechanisms underlying these relationships, i.e. perceived organisational support (POS) and psychological contract violation (PCV). One-hundred eighty-six department managers of a large multinational retailing company involved in employer branding practices were surveyed. Results indicated that employment offering and lived employment experience interact in the prediction of both POS and PCV and this interactive effect carries over to AC. Implications of these findings for both researchers and practitioners are discussed.

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Section: Perspectives For Future Researchsupporting

confidence: 87%

The Impact of Employer Branding on Employees: The Role of Employment Offering in the Prediction of Their Affective Commitment

2013

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“…The Journal of Brand Management represents the ideal publication outlet for this special issue as several important contributions to IBM research have been published in the journal (Burmann and Zeplin 2005;Burmann et al 2009;Gapp and Merrilees 2006;Harris 2007;Ind 2003;Ind and Bjerke 2007;Kimpakorn and Tocquer 2009;King and Grace 2008;Punjaisri and Wilson 2007;Tuominen et al 2016). With Ind and Bjerke (2007), Harris (2007), King and Grace (2008), and Punjaisri and Wilson (2007) (2007) and Moroko and Uncles (2008), two more articles among the Top 20 are related to (prospective) employees in the context of employer branding. Overall, six of the Top 20 most downloaded articles in the Journal of Brand Management address the topic of (prospective) employees as a target group for brand management, thus indicating relevance for the research community.…”

Section: Special Issue On Internal Brand Managementmentioning

confidence: 99%

Internal brand management: introduction to the special issue and directions for future research

2018

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This special issue of the Journal of Brand Management has been developed in consideration of the existing gap between the relevance of and research attention to internal brand management (IBM). Despite its relevance, research dealing with brand management in the context of internal stakeholders is still limited. Therefore, we identify five directions for future research after an introduction to the topic. Future research should (1) validate the relevance of IBM, (2) increase the generalizability of IBM research findings, (3) deepen and (4) broaden the IBM framework, and (5) extend methodologies in IBM research. This special issue addresses some of the identified areas for future research by including five articles covering a variety of IBM topics. It is our hope this special issue advances IBM research and encourages researchers to start and continue engaging in research in this important area.

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“…There is a considerable literature available on theoretical foundation and conceptual frame work (Ambler & Barrow 1996;Backhaus & Tikoo, 2004;Edwards, 2010;Lievenset al,2007;Moroko& Uncles, 2009;Mosley, 2007;Wildenet al,2010;Bendaravičienė, 2016), generalization and of dimensionality of employer branding (Hillebrandt & Ivens 2013, Berthonet al,2005, employer branding as a tool to attract potential employees (Highhouseet al,2007:Highhouseet al, 2003Devendorf&Highhouse, 2008;Schreurset al, 2009;Zaveri & Mulye 2010Ehrhart&Ziegert, 2005, Lievenset al,2001Lievens, 2007;Lievens&Highhouse, 2003;Yu, 2014, Kausel & Slaughter, 2011Lievenset al,2005;Turban, 2001;Jiang & Iles 2011;Shahzadet al,2011), employer branding outcomes (Davies, 2008, Cable & Edwards, 2004, Fulmer et al,2003Mosley, 2007), effects of corporate social performance (Turban & Greening 1997;Albinger& Freeman, 2000), and characteristics of successful employer brands (Moroko & Uncles, 2008).…”

Section: Literature Reviewmentioning

confidence: 99%

Employer Branding Practices in Saudi Arabian Banking Sector

Nalband¹,

Awadh²

2017

jmr

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In these days of competition, to be unique in the market the organizations are using many strategies. To design and execute any strategy the organizations needs talented employees.To facilitate the pooling of employees into an organization "employer branding practices" plays a critical role. In the process of attracting the right talent at right time for right job has become immensely important. The human resources management departments have no doubt occupying the fore front in the business organizations of today; yet it has to leave its impact through communicating the employer branding practices properly in an effective way.The present research paper deals with Saudi Arabian Banking Sector where in which the authors have made an attempt to find the practices of employer branding available or not from the human resource management perspective.The research is timely for the reason that Saudi Arabia is implementing "Nitaqat" (a step by step process to encourage local's employment (the Saudi employment market comprises around 40% of expatriate employees). The companies are on toes to recruit Saudi nationals; the availability of skilled and talented Saudis is less. Therefore there is a need for employer branding practices. ISSN 1941-899X 2017 www.macrothink.org/jmr 32 The data collected from thirteen banks operating in Saudi Arabia and appropriate tools of statistics used to analyze the data and arrive to a conclusion. Journal of Management ResearchFrom the literature review it is found that academically unanimously it is agreed that employer branding practices will help in attracting and retaining the talent, but the actual practices of employer branding are either not recorded or properly planned. From the research it is found that definitely there is a need for employer branding practices in Saudi Arabian banking sector too.

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Characteristics of successful employer brands

Cited by 287 publications

References 37 publications

The Impact of Employer Branding on Employees: The Role of Employment Offering in the Prediction of Their Affective Commitment

The Impact of Employer Branding on Employees: The Role of Employment Offering in the Prediction of Their Affective Commitment

Internal brand management: introduction to the special issue and directions for future research

Employer Branding Practices in Saudi Arabian Banking Sector

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