Engaging People with Employer Branding

Ahmad, Nor Adibah; Daud, Salina

doi:10.1016/s2212-5671(16)00086-1

Cited by 53 publications

(62 citation statements)

References 18 publications

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“…Ahmad and Daud (2016) suggested that due to an intense extent of competition among candidates these days, most of the employees are loyal to an organization that can ensure employee development programs as that is a certain way to ensure bright future opportunities. It is common human nature that praise affects the behavioral reactions of human beings.…”

Section: Discussion On Findingsmentioning

confidence: 99%

“…Employer branding is a contemporary approach that is continuously expanding and it can keep up the firms' reputation in attracting and retaining employees (Ahmad and Daud 2016). Organizations are concerned with what their employees think about them as an employer.…”

Section: Employer Branding and Employee Retentionmentioning

confidence: 99%

“…The only reason for this change in business trend is to be able to differentiate and gain competitive advantage over rivals (Lievens and Highhouse 2003). Employer branding directs the firm's operational practices through building a strong corporate image of the firm in the market and transforming it into an attractive workplace (Ahmad and Daud 2016). Today's organizations value their intellectual assets more than their hard assets and physical resources.…”

Section: Introductionmentioning

confidence: 99%

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Role of Employer Branding Dimensions on Employee Retention: Evidence from Educational Sector

Hadi

Ahmed

2018

Administrative Sciences

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Owing to a "War for Talent" every organization is struggling for the best employer status. Thus, attracting, recruiting and retaining talented human capital is the primary focus of every organization. In this regard the aim of the present study is to answer the most frequent and recently asked question of what value(s) organization focus on the retention of their workforce? In so doing, Social Learning Theory and Reciprocity Theory were used as a theoretical background; to further proceed with the study, data was purposively collected from 204 respondents from educational institutes of Pakistan. Findings of the study revealed that development value has a substantial relationship with employee retention. Since, development of new knowledge and skills results in the improvement of one's present job. Furthermore, limitations and implications of the study are discussed.

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Section: Discussion On Findingsmentioning

confidence: 99%

Section: Employer Branding and Employee Retentionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Role of Employer Branding Dimensions on Employee Retention: Evidence from Educational Sector

Hadi

Ahmed

2018

Administrative Sciences

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“…Although, few studies had investigated the relationships among community elements (fit community, sacrifice community and link community), and organization elements (fit organization, sacrifice organization and link organization) which include the employee intention to stay and continuance commitment in Asian's environment, especially in Malaysia's ICT industries with the combination of job embeddedness and social exchange theory. However, this present study investigates the divergence in the knowledge field by distinguishing this relationship (Ahmad & Daud, 2016). Because the two parameters are in a relationship to stay, management of the organization needs to appraise good continuance commitment to the society.…”

Section: )mentioning

confidence: 98%

The Role of Job Embeddedness and Organizational Continuance Commitment on Intention to Stay: Development of Research Framework and Hypotheses

Zainuddin

Noor

2019

KSS

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The purpose of this paper is to develop a research framework and hypotheses based on a thorough review of the conceptual and empirical research in organizational behavior literature. Previous research has shown that there is an important relationship between on-the-job, off-the-job embeddedness, organizational continuance commitment, and employee’s intention to stay. Organizational continuance commitment is hypothesized to have a mediating effect on the relationship between on-the-job, off-the-job, and intention to stay. Implications for testing these hypotheses are articulated from research and practice perspectives. Research framework from this paper will be used at the preliminary stage of the research on ICT industry that can be expected to contribute to the development of ICT workers in Malaysia.

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“…According to the definitions of job satisfaction, this concept shows positive feelings and attitudes towards a particular job. When we say that people show high levels of job satisfaction, it means that they love their job, they place a high value on it, they have a positive attitude towards it, and they feel pleasant about it (Ahmad & Daud, 2016).…”

Section: Job Satisfactionmentioning

confidence: 99%

An investigation of the factors effective in human resources branding and its effect on the reputation and brand of insurance industry

Rashidi¹,

Khanaposhtani²

2017

IJOL

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Keywords:Brand, Human Resources Branding, Human Resources Processes, Commitment, Satisfaction, Competency Internal branding is a novel strategy focuses on brand equity to ensure that the staff aim at improving the organizational reputation. Since the staffs are able to considerably effect the customer's purchase behavior, they have a key role in establishing the reputation. In this regard, human resource branding can improve the competitive aspects of organizations. Inspiring of this fact, the current research concentrates on theinsurance industry and addresses to identifying the important factors in human resource branding and its effects on reputation/brand in the mentioned area. For this aim, data are gathered from different Insurance branches in Alborz province and model confirmation is conducted based on the structural equations modeling and confirmatory factor analysis. After model confirmation, the experiments affirm that the human resource process has adirect effect on the competency, commitment and satisfactory. Subsequently, it is admissible that the three mentioned factors have adirect effect on reputation.

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Engaging People with Employer Branding

Cited by 53 publications

References 18 publications

Role of Employer Branding Dimensions on Employee Retention: Evidence from Educational Sector

Role of Employer Branding Dimensions on Employee Retention: Evidence from Educational Sector

The Role of Job Embeddedness and Organizational Continuance Commitment on Intention to Stay: Development of Research Framework and Hypotheses

An investigation of the factors effective in human resources branding and its effect on the reputation and brand of insurance industry

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