Employer branding and market segmentation

Moroko, Lara; Uncles, Mark

doi:10.1057/bm.2009.10

Cited by 91 publications

(47 citation statements)

References 21 publications

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“…There is considerable work on the matching process between potential employees and employers, much of it based upon the idea of organisation-person fit and some on how different groups (age, ethnicity) might respond differently to the same employer brand (Lievens and Slaughter, 2016). The more general idea of segmenting potential employees into different groups so that their specific needs or characteristics can be addressed more effectively is also recognised (Moroko and Uncles, 2009). However, there appears to be little or no work applying the idea of segmentation to existing employees, identifying the specific needs of different types based upon their demographics and role.…”

Section: Segmentation and The Employer Brandmentioning

confidence: 99%

When employer brand image aids employee satisfaction and engagement

Davies

Mete

Whelan

2017

JOEPP

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Structured AbstractPurpose. To test whether employee characteristics (age, gender, role and experience) influence the effects of employer brand image, for warmth and competence, on employee satisfaction and engagement.Design/methodology. Members of the public were surveyed as to their satisfaction and engagement with their employer and their view of their employer's brand image. Half were asked to evaluate their employer's 'warmth' half its 'competence'. The influence of employee characteristics was tested on a 'base model' linking employer image to satisfaction and engagement using a mediated moderation model. Findings.The base model proved valid; satisfaction partially mediates the influence of employer brand image on engagement. Age and experience, gender and whether the role involved customer contact moderate both the influence of the employer brand image and of satisfaction on engagement.Research implications. Employee engagement can be influenced directly or indirectly by different aspects of the employer's brand image and to different extents. Employee demographics and role can influence the relationships between the employer's brand image and both satisfaction and engagement.Practical implications. Engagement varies with employee characteristics and both segmenting employees and promoting the employer's brand image differentially to specific groups are ways is one way to counter this effect.Originality. The contexts in which employer brand image can influence employees in general and specific groups of employees in particular are not well understood. This is the first empirical study of the influence of employer brand image on employee engagement and one of few that considers the application of employee segmentation.

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Section: Segmentation and The Employer Brandmentioning

confidence: 99%

When employer brand image aids employee satisfaction and engagement

Davies

Mete

Whelan

2017

JOEPP

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“…The semantic differential is a list of opposite adjective scales (the method was invented by Osgood, Suci and Tannenbaum (1957)). Initially, the semantic differential was developed to measure the connotative meaning of terms.…”

Section: Samplementioning

confidence: 99%

“…Employer branding has gained favour as a management tool over the last decade. Even as fi rms face global economic conditions that are both diffi cult to forecast and subject to extreme variance, the need to attract, retain and motivate staff remains (Moroko & Uncles, 2009).…”

Section: Introductionmentioning

confidence: 99%

Employer branding on social media and recruitment websites: symbolic traits of an ideal employer

Eger¹,

Mičík²,

Řehoř³

2018

E+M

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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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Employer branding and market segmentation

Cited by 91 publications

References 21 publications

When employer brand image aids employee satisfaction and engagement

When employer brand image aids employee satisfaction and engagement

Employer branding on social media and recruitment websites: symbolic traits of an ideal employer

Employer Branding Practices in Saudi Arabian Banking Sector

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