Employer Brand and Innovative Work Behaviour: Exploring the Mediating Role of Employee Engagement

Abstract

Over the recent decade, the employer brand has gained significant interest among academicians and practitioners and it highlights the labour market’s strength and uniqueness. However, from the employees’ perspective, employer brand outcomes are not rigorously studied and do not capture the entire scenario. Thus, this study postulates the role of employee engagement in the relationship between the employer brand and work behaviour. Four hundred responses were collected using judgemental sampling. The selected sample includes, Indian Informational Technology (IT) firms included in the “most attractive employer” titles chosen for the “Randstad Employer Brand Awards 2018”. The results indicate that the employer brand predicted innovative work behaviour, and employee engagement partially mediates the associations. The study has broader implications to the IT sector as it helps to understand the role of the employer brand in innovative work behaviour and facilitates the need for an internal employer brand that provides engagement and opportunities to be innovative.

Remote Employee Engagement and Organizational Leadership Culture, Measured By EENDEED, a Validated Instrument

“…Remote engagement activities foray into the areas of virtual learning, online team building, alignment sessions, and new communications strategies (Chanana & Sangeeta, 2020). Engagement includes the motivation, dedication, and enthusiasm of employees (Ha et al, 2021) as well as a state of career satisfaction (John & Raj, 2020). Engaged workers are energized to pursue task completion which benefits their employers (Hasan et al, 2022).…”

The impact of meaningful work and work engagement on bank employees’ performance

“…Work engagement is a positive feeling, motivation and psychological condition characterized by enthusiasm, dedication and appreciation (Ha, Luan, & Tam, 2021). Work engagement is a state of well-being or job-related satisfaction that is indicated by a high level of energy (John & Raj, 2020). Job engagement is not a burnout but rather a feeling of being energetic in getting work done.…”

Boundaries and intersections of internal marketing and human resource management approach

“…Суть данного подхода заключается в том, что компания должна сосредоточить все свои усилия на увеличении собственной прибыли для обеспечения высоких выплат собственникам компании, тем самым все ресурсы должны быть максимально использованы для достижения поставленной цели, в том числе и человеческий капитал, которым обладает компания. Однако данный подход зачастую приводит к жесткому и эксплуататорскому отношению к работникам компании [12], что негативно сказывается на рабочем климате организации, приводит к потере мотивации работников, эмоциональному выгоранию и повышенной текучести кадров. В современном мире, где на квалифицированные кадры имеется большой спрос, данный подход может способствовать достижению поставленных бизнес-целей только в краткосрочной перспективе.…”