Employer Branding and Employee Retention in the Banking Sector in Saudi Arabia: Mediating Effect of Relational Psychological Contracts

Alzaid, Deemah; Dukhaykh, Suad

doi:10.3390/su15076115

Cited by 6 publications

(3 citation statements)

References 64 publications

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“…Moreover, the study by Alzaid & Dukhaykh (2023) emphasizes the role of employer branding strategies, such as providing a healthy work environment, compensation, work-life balance, corporate social responsibility (CSR), and training, in positively influencing employee retention. This aligns with the findings of (Tanwar & Prasad, 2016), who establish a positive relationship between employer branding outcomes and employee retention, emphasizing the significance of employer branding in enhancing retention efforts.…”

Section: Impact Of Employee Welfare Programs On Employee Retentionmentioning

confidence: 99%

Employee Well-being Programs: Assessing the Impact on Engagement, Productivity, and Retention

Joko Bagio Santoso

2024

PRODUCTIVITY

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Employee wellness programs have become an important focus in efforts to increase employee engagement, productivity and retention in organizations. This research aims to explore the relationship between employee welfare programs and key variables such as employee engagement, productivity and retention. Using a systematic literature review approach, this research analyzes findings from various relevant studies and surveys. The results show that factors such as employee empowerment, managerial support, growth opportunities, a supportive work environment, and company policies that support work-life balance have a significant relationship with employee engagement, productivity, and retention. Practical implications of these findings are discussed, along with study limitations and suggestions for future research.

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Section: Impact Of Employee Welfare Programs On Employee Retentionmentioning

confidence: 99%

Employee Well-being Programs: Assessing the Impact on Engagement, Productivity, and Retention

Joko Bagio Santoso

2024

PRODUCTIVITY

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“…, 2015; Ahmed, 2022). Therefore, banks must leverage employer branding to attract and retain a skilled workforce (Alzaid and Dukhaykh, 2023; Tariq et al. , 2023; Ambler and Barrow, 1996).…”

Section: Introductionmentioning

confidence: 99%

“…Employer branding is a current strategy that can effectively support companies in attracting and retaining talent (Sengupta et al, 2015;Maheshwari et al, 2017;Kuron et al, 2015;Ahmed, 2022). Therefore, banks must leverage employer branding to attract and retain a skilled workforce (Alzaid and Dukhaykh, 2023;Tariq et al, 2023;Ambler and Barrow, 1996).…”

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confidence: 99%

Effect of organisational culture on employer branding and resultant employee brand equity in the private banking sector

Kaur,

Pingle,

Jaiswal

2024

IJBM

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PurposeThis research aims to investigate the relationship between employer branding and its antecedent organisational culture within the context of the private banking sector. The study also investigates the relationship between employer branding and employee brand equity as a consequential construct. Additionally, the mediating role of trust and the moderating role of gender in the relationship between employer branding and employee brand equity has been examined.Design/methodology/approachThe present study’s findings result from data analysis collected from a sample of 454 employees working in private banks in India. The data analysis was conducted utilising the structural equation modelling technique with the assistance of analysis of moment structures (AMOS) software.FindingsThe study’s findings indicate that supportive and bureaucratic (formal) culture in private banks exhibit a significant relationship with employer branding. However, the relationship between innovative culture and employer branding was found to be insignificant. The research also reveals a significant positive association between employer branding and employee brand equity variables: brand consistent behaviour, brand endorsement and brand allegiance. Further, the study highlights the mediating role of employee trust in management in the relationship between employer branding and employee brand equity. Examining demographic variables suggests that gender moderates the relationship between employer branding and employee brand equity.Originality/valueThe originality of this study lies in its exploration of the critical role of organisational culture variables in shaping employer branding within the context of private banks. The findings highlight that cultivating supportive and bureaucratic cultures can effectively enhance the employer branding of private banks. The study emphasises the outcomes of employer branding initiatives, signifying that they contribute to developing brand equity among employees. This leads to long-term employee commitment and advocacy towards the organisation, as employees become brand advocates for the bank with which they are affiliated. The study contributes to a better understanding of the relationship between organisational culture, employer branding and employee brand equity, providing valuable implications for the private banking sector aiming to reinforce their employer brand and increase employee engagement.

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Corporate social responsibility and employer brand personality appeal: approaches for human resources challenges in the hospitality sector

Azimi,

Sadeghvaziri,

Ghaderi

et al. 2023

Journal of Hospitality Marketing & Management

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Employer Branding and Employee Retention in the Banking Sector in Saudi Arabia: Mediating Effect of Relational Psychological Contracts

Cited by 6 publications

References 64 publications

Employee Well-being Programs: Assessing the Impact on Engagement, Productivity, and Retention

Employee Well-being Programs: Assessing the Impact on Engagement, Productivity, and Retention

Effect of organisational culture on employer branding and resultant employee brand equity in the private banking sector

Corporate social responsibility and employer brand personality appeal: approaches for human resources challenges in the hospitality sector

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