Choice Between Salary and Employer Brand: The Roles of Materialism and Inclination to Develop an Identity-Motives-Based Relationship With an Employer Brand

Styśko-Kunkowska, Małgorzata; Kwinta, Zuzanna

doi:10.3389/fpsyg.2020.00555

Cited by 9 publications

(6 citation statements)

References 62 publications

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“…These results are aligned with scholars (Ashcraft, 2007; Styśko-Kunkowska and Kwinta, 2020; Van Riel and Fomburn, 2007) who stressed that the brand standard in which employees’ professional identities are shaped has an influence on potential personnel, which implements an approach non-favourable/favourable to the company. Respondents in follow-up interviews maintain:“[…] for me it's what I love about this job and this restaurant is the fact that you cross the door and you feel like home […] You're gonna be with your family […] You know that the day is just gonna get better because you’re with people you trust and who understand” (Waiter, focus group 2).“I like to achieve good standard, because I am competitive and it motivates me.…”

Section: Results Of the Qualitative Studysupporting

confidence: 79%

“…. ] These results are aligned with scholars (Ashcraft, 2007;Sty sko-Kunkowska and Kwinta, 2020;Van Riel and Fomburn, 2007) who stressed that the brand standard in which employees' professional identities are shaped has an influence on potential personnel, which implements an approach non-favourable/favourable to the company. Respondents in followup interviews maintain: "[.…”

Section: Waiters' Professional Identitysupporting

confidence: 76%

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The consequence of waiters’ professional identity on passion for work and its effects on employee turnover: a qualitative approach

Jerez-Jerez

Melewar

2020

QMR

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Purpose Purpose- This study aims to develop a comprehensive understanding of the relationship between waiters’ professional identity and its antecedents such as work interaction, identity interferences, stigma, standardisation brand, authenticity, extroversion and education. “Salience” will be used as a moderator of this relationship to explain the prominence of the stimuli. The consequences of professional identity on passion and turnover intention will be analysed. Design/methodology/approach This study used a qualitative methodology, which encompassed 3 focus group discussions (18 participants) and 11 in-depth interviews. Participants will be based on Michelin-starred restaurants in London. Founded on analysis of the qualitative data, the antecedents and consequences of professional identity were formulated. Findings Findings demonstrate that the main factors of the formation of waiters’ professional identity are work interaction, identity interferences, stigma, standardisation brand, authenticity, extroversion and education, its consequences (passion and turnover intention) and salience as a moderator of this relationship to clarify the relevance of the stimuli. These factors have been demonstrated to have an effect on the formation of professional identity. Originality/value This study is relevant because the repercussion of perceptions, such as identity and identification for emerging exclusive job roles, is still under-examined in certain conditions. Restaurateurs need to work with and comprehend the quality individual framework of waiters in job roles because these have a stimulus on the fundamental interests, such as passion for work and turnover of the waiting workforce. Moreover, within the hospitality industry, there has been a predisposition to prominence more on chefs than waiting staff.

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Section: Results Of the Qualitative Studysupporting

confidence: 79%

Section: Waiters' Professional Identitysupporting

confidence: 76%

The consequence of waiters’ professional identity on passion for work and its effects on employee turnover: a qualitative approach

Jerez-Jerez

Melewar

2020

QMR

View full text Add to dashboard Cite

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“…A study by Van Der Merwe (2012) showed that remuneration is critical in aligning the EVP with the organisation's strategy. Styśko-Kunkowska and Kwinta (2020) found that prospective employees would choose a weak employment brand with an attractive salary rather than a compelling employer brand with a poor salary. Schlecther, Hung and Bussin (2014) revealed that high remuneration and variable pay were significant job attraction factors.…”

Section: Compensationmentioning

confidence: 99%

The development of an employee value proposition framework for the South African water board sector

Theys

Barkhuizen

2022

SA j. hum. resour. manag.

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Orientation: The South African water board sector plays an essential role in providing water and basic sanitary needs to the country. Yet the sector faces drastic talent shortages required to deliver its service mandate.Research purpose: The primary purpose of this study was to develop an employee value proposition (EVP) framework for the South African water board sector.Motivation for the study: Research on EVPs within the public sector is scarce. Employee value propositions are essential to attract, engage and retain scarce skills.Research approach, design and method: A qualitative research approach was followed. Semistructured interviews were used to collect the data from talent management stakeholders from nine water boards (n = 9). A constructive grounded theory method was applied to analyse the data.Main findings: The findings showed that EVPs received limited priority within the water board sector. The water board sector offered various financial awards, benefits, training and development opportunities to employees. In addition, the participants perceived a positive institutional culture and employment brand. The water boards thus already had fundamental building blocks available to integrate into a compelling EVP.Practical/managerial implications: The findings of this research emphasise the importance of management commitment towards creating a compelling EVP that will attract and retain those talented individuals who are of value to the strategy implementation of the South African water boards sector.Contributions/value-add: This research presents an original EVP framework that can be used as a guideline to manage workplace talent more effectively to achieve strategic government objectives.

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“…Since talent is a scarce resource, competition to secure the most prepared and skilled workers is fierce and extensively global (Wilden et al, 2010). Organisations should, therefore, develop effective strategies to gain attractiveness for potential employees (Ambler & Barrow, 1996; Tarique & Schuler, 2010) and retain the most competent resources (Benraïss‐Noailles & Viot, 2021), which are the goals of employer branding (EB) strategies (Styśko‐Kunkowska & Kwinta, 2020). The rationale for EB is that building an effective and distinctive image for the organisation among high‐potential employees generates an advantage in the so‐called ‘war for talent’ (Chambers et al, 1998).…”

Section: Introductionmentioning

confidence: 99%

Who is CSR for in employer branding? Insights on employer branding strategies across industries, educational backgrounds and career styles

Buzzao,

Rizzi

2023

Corp Soc Responsibility Env

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Since recruiting high‐potential employees is essential to be innovative and sustainable, scholars and practitioners advocate using attributes of general interest for employer branding. Through two empirical studies, this research investigates to what extent employer branding strategies can rely only on sustainability‐related attributes to win the war for talent. Study 1 compares the effects of (corporate social responsibility) CSR and other sustainability‐related symbolic attributes (namely originality and resilience) on applicants across different educational backgrounds. The results reveal that the applicants' attitudes towards these attributes vary across their social identities, especially concerning the search for employer originality, which is a proxy of organisational innovativeness. Study 2 focuses on how personal identities shape the reactions to different career growth opportunities. The experiment on engineering graduates reveals that those applicants aiming to advance their career faster (boundaryless) find advancement opportunities based on self‐initiative more attractive than those based on organisational support, which further contrasts the belief that CSR‐related attributes are universally effective. Results contribute to the employer branding theory by demonstrating that applicants' social and personal identities determine the effectiveness of CSR and other, previously unexplored, symbolic and instrumental employer attributes. They also provide employers with directions for designing effective recruiting strategies across educational backgrounds and career preferences.

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Choice Between Salary and Employer Brand: The Roles of Materialism and Inclination to Develop an Identity-Motives-Based Relationship With an Employer Brand

Cited by 9 publications

References 62 publications

The consequence of waiters’ professional identity on passion for work and its effects on employee turnover: a qualitative approach

The consequence of waiters’ professional identity on passion for work and its effects on employee turnover: a qualitative approach

The development of an employee value proposition framework for the South African water board sector

Who is CSR for in employer branding? Insights on employer branding strategies across industries, educational backgrounds and career styles

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