Employer Branding Dimensions of Public Sector Undertaking in India and Its Impact on Employee Retention

Singh, Manisha; Rokade, Varsha

doi:10.1007/978-981-15-9956-9_51

Cited by 3 publications

(4 citation statements)

References 9 publications

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“…Hence, employee turnover intention, as noted by Ahmad and Daud (2016), is the intention to withdraw from a company willingly. Turnover intention generally involves a series of actions ranging from attitudinal (thinking of leaving), decisional (intention to quit), to behavioral (looking for a new position) processes leading to the actual voluntary turnover (Singh and Rokade, 2014). Even though it is hard to regard turnover intention as the real turnover, intention to quit is still reliable for practice as an outcome variable in the study of employee turnover (Kim, 2014).…”

Section: Literature Reviewmentioning

confidence: 99%

Investigating the influences of employer branding attributes on turnover intentions of hospitality workforce in the COVID-19 in Vietnam

Kar

Phuong

2022

JHTI

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PurposeThis study aims to develop a comprehensive understanding about employer branding dimensions as well as the dimension's possible links with turnover intentions through the lens of existing hospitality employees.Design/methodology/approachA survey was conducted based on a sample of 200 hospitality employees in order to examine relationships between employer branding dimensions and turnover intentions. Structural equation modeling (SEM) was used for data analysis and hypothesis testing.FindingsThe findings found that economic, social, development and security values had negative impacts on turnover intentions; however, the impact of application and interest values on turnover intentions were not confirmed.Practical implicationsHospitality managers can prioritize actions and strategies that influence their staff's intentions to quit, subsequently reducing employee turnover.Originality/valueGiven the lack of studies on employer branding dimensions from the perspective of current employees, especially the employees’ relationships with employee turnover intentions, this study points out employer branding factors that impact employee turnover intentions in the settings of coronavirus disease 2019 (COVID-19). The findings add to the literature on employer branding and employee turnover management and provide insights for hospitality managers in the context of the New Normal.

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Section: Literature Reviewmentioning

confidence: 99%

Investigating the influences of employer branding attributes on turnover intentions of hospitality workforce in the COVID-19 in Vietnam

Kar

Phuong

2022

JHTI

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“…mployer Branding(EB) is a consequence of applying a marketing approach to managing human resources (Basha et al 2020;Singh and Rokade, 2014). The term EB came into existence in the late nineties when the authors Tim Ambler and Simon Barrow gave its first formal definition as "the functional, economic, and psychological package given by a job match to the employer company" (Ambler and Barrow, 1996).…”

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confidence: 99%

Identifying the impact of employer branding in the retention of nurses: the mediating role of organizational culture and career development

Goyal

Kaur

2023

Humanit Soc Sci Commun

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Human resource professionals design and implement various strategies to retain the workforce within an organization. One of the strategies called “employer branding,” has recently gripped their focus. Its role has been highlighted in this study in order to determine the retention of nurses in the organization and to investigate the mediation of organizational culture and career development using social identity theory as a theoretical foundation. For this purpose, a sample of 628 nurse respondents bearing different designations from different departments of private hospitals in northern India was included to test the hypothesis using a structured questionnaire. The impact was examined using structural equations through Partial Least Square Structural Equation Modelling. The findings showed a positive effect of employer branding on retention and the existence of a complementary mediation relationship when organizational culture and career development were included as mediators. This study is beneficial for human resource professionals and the healthcare sector as it promotes the idea of staff retention which is a significant challenge today.

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Section: Literature Review and Research Gapsmentioning

confidence: 99%

“…Organisational culture, communications, operations and values are part of employer branding (Singh & Rokade, 2014). Employees feel more at ease in a friendly, sanitary and supportive workplace, which may eventually result in their contentment (Singh & Rokade, 2014). Employers who offer work-life balance and competitive pay attract and retain more workers (Carpentier et al, 2017; Singh & Rokade, 2014).…”

Section: Literature Review and Research Gapsmentioning

confidence: 99%

Employer Branding and COVID-19: A Job Demand–Resource Model for Employee Attraction and Retention in Health Sector

Zoheb

Ahamad²

2023

NHRD Network Journal

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The healthcare sector includes a gamut of products and services, from manufacturing medical equipment/drugs and managing medical insurance to providing medical services. Professionals, including doctors, nurses, biomedical engineers, clinicians and other allied healthcare professionals, form the bulk of the human resources in the healthcare sector. During the COVID-19 pandemic, these workers were at the forefront of delivering preventive, palliative and curative health services. During this time, health sector employees faced enormous challenges at work, resulting in burnout and, thus, a higher rate of resignation. With burnout reported among healthcare professionals, the already overburdened health system had started crumbling and desperately needed human resources. Moreover, job seekers were reluctant to apply to the health sector during the COVID-19 pandemic. Thus, a dual challenge exists for healthcare organisations to attract and retain new employees. To overcome these challenges, companies in the healthcare industry need to brand themselves as one of the best employers, which could help attract and retain job seekers. Hence, this article proposes a theoretical model for attracting and retaining job seekers in the health sector based on the job demands–resources model. This article also suggests some propositions that could be later empirically tested.

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Employer Branding Dimensions of Public Sector Undertaking in India and Its Impact on Employee Retention

Cited by 3 publications

References 9 publications

Investigating the influences of employer branding attributes on turnover intentions of hospitality workforce in the COVID-19 in Vietnam

Investigating the influences of employer branding attributes on turnover intentions of hospitality workforce in the COVID-19 in Vietnam

Identifying the impact of employer branding in the retention of nurses: the mediating role of organizational culture and career development

Employer Branding and COVID-19: A Job Demand–Resource Model for Employee Attraction and Retention in Health Sector

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