Effectiveness of employer branding on staff retention and compensation expectations

Abstract

Background: In a highly competitive, economically strained business environment it is essential for a business to balance the necessity of attracting and retaining top-performing employees and containing costs. Employee branding is a management tool that can serve to retain staff and reduce compensation levels.Aim: This study investigated the effects of employee branding on staff retention and compensation expectations.Setting: Five South African insurers participated in this research.Methods: Analysis of variance and correlational tests were used to test various hypotheses.Results: The analysis indicated that increased perceptions of employer branding relate to staff with greater reports of retention and lower levels of compensation expectations. Interestingly, demographic factors were not significant in the analysis, although trends were found in potential age differences and total years at an employer.Conclusion: Practically, the research provides a model to execute a successful employer branding strategy. The employer branding control cycle was developed to assist organisations to successfully execute an employer branding strategy. This model considers the design, implementation and monitoring phases of such a strategy.

University brand as an employer: demystifying employee attraction and retention

“…The results of t-test assert that no significant difference exists between male and female employees for both employee attraction and retention factors. The findings are in line with the previous studies, where authors reported non-significant differences for EB factors in terms of gender (Ahmad et al, 2019;Bussin and Mouton, 2019;Chandler, 2019). The insignificant results could adhere to the volatile job market (Sengupta et al, 2015), due to which male and female employees have similar value preferences while searching for new jobs.…”

“…Past findings implicate that employees have similar attribute preferences that attract and retain them irrespective of gender (Sengupta et al, 2015;Chandler, 2019). Bussin and Mouton (2019) connoted that the demographic variable of gender did not affect the perception people had of branding attributes and their relative attractiveness. Similarly, Ahmad et al (2019) reported insignificant differences in gender concerning employee attraction and retention factors.…”

Assessing the Nexus Between Employer Branding and Employee Retention: Moderating Role of Organizational Identification

“…Prior studies explicate that employees are interested in working for an organization that is socially responsible and avoids activities that harm society (Biswas & Suar, 2014). Researchers provide that signalling CSR values have the ability to influence job satisfaction (Tanwar & Prasad, 2016b), intent to join (Sharma & Prasad, 2018), where few studies have also examined its effect on retention of employees (Bussin & Mouton, 2019; Tanwar & Prasad, 2016a). Given the depth of research on the impact of CSR on various stakeholders, there exists a lack of empirical research on its likely influence on ER from the perspective of another set of stakeholders, that is, current employees (Raub & Blunschi, 2014; Tanwar & Prasad, 2017).…”

Analyzing the mediating effect of organizational identification on the relationship between CSR employer branding and employee retention

“…With a growing body of research on EB as a talent attraction and retention tool, the majority of companies have entailed corporate social responsibility (CSR) activities in their EB strategies. Where past researchers have tested the relationship between EB and employee retention (ER) (Kashyap and Verma, 2018;Bussin and Mouton, 2019), empirical studies that consider the role of CSR are limited. CSR as an EB dimension emphasizes on its value as a competitive tool (Tanwar and Prasad, 2017;Sharma and Prasad, 2018;Carlini et al, 2019;Tanwar and Kumar, 2019) where the efforts of organizations to embed ethical stance in their policies, practices and procedures have been noted to influence employees' behavior (Carlini et al, 2019).…”