Examining the relationship between employer knowledge dimensions and organizational attractiveness: An application in a military context

Lievens, Filip; Hoye, Greet Van; Schreurs, Bert

doi:10.1348/09631790x26688

Cited by 197 publications

(244 citation statements)

References 54 publications

(115 reference statements)

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“…Gomes and Neves, 2011;Lievens et al, 2005;Saks, 1994;Taylor and Bergman, 1987). One of the key characteristics of this research area is its abundance of research alignments, theoretical approaches, and empirical findings (Anderson et al, 2001;Erhart and Ziegert, 2005).…”

Section: Recruitment and Prospective Applicants' Attraction To Organimentioning

confidence: 99%

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Finding the jigsaw piece for our jigsaw puzzle with corporate social responsibility

Duarte

Gomes

Neves

2014

Management Research: The Journal of the Iberoamerican Academy of Management

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This study examines the influence of different corporate social responsibility (CSR) dimensions on prospective applicants' responses, namely organizational attractiveness and intention to apply for a job vacancy. Using an experimental 2 x 3 crossed factorial design (n=195), the level of engagement of a hypothetical company in socially responsible practices (high vs. low) was manipulated concerning three dimensions of CSR (employees, community and environment, economic level). Participants were randomly assigned to one of the six conditions and, after reading the corresponding scenario, were asked to evaluate the extent to which the company was considered a good place to work and their intention to apply for a job vacancy in it. Finding reveal that the level of engagement in socially responsible practices had a positive effect both on the degree to which participants favorably perceived the organization as a place to work and on their intention to apply for a job vacancy. Furthermore, the level of engagement in practices towards employees and in the economic domain had a stronger effect on participants' responses than the engagement in practices that benefit community and environment. Accordingly, this study supports the idea that CSR can be a source of competitive advantage in the recruitment of new employees. However, since not all CSR dimensions have the same effect upon applicants' responses, companies should take into account the CSR dimensions in which they are engaged and communicate them to the public. As far as we know, this is the first study to examine the impact of different CSR dimensions both on organizational attractiveness and intention to apply for a job vacancy.

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Section: Recruitment and Prospective Applicants' Attraction To Organimentioning

confidence: 99%

“…Fisher et al, 1979;Highhouse and Hoffman, 2001;Reeve et al, 2006;Roberson et al, 2005), and the organizational image, reputation or familiarity (e.g. Greening and Turban, 2000;Lievens and Highhouse, 2003;Lievens et al, 2005) are clear examples of this assortment of attractiveness predictors.…”

Section: Recruitment and Prospective Applicants' Attraction To Organimentioning

confidence: 99%

Finding the jigsaw piece for our jigsaw puzzle with corporate social responsibility

Duarte

Gomes

Neves

2014

Management Research: The Journal of the Iberoamerican Academy of Management

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“…job and organisational characteristics such as task diversity and job security) and symbolic (i.e. the extent to which applicants ascribe to the organisation intangible attributes such as being honest and highly regarded) benefits had an influence on applicants' attraction to the organisation (Lievens & Highhouse, 2003;Lievens et al, 2007;Lievens et al, 2005).…”

Section: The Double Perception Of Current Employeesmentioning

confidence: 99%

“…Since the primary focus of employer branding was to develop a positive image of the organisation as an employer among applicants (Mosley, 2007), some studies have examined the influence of this global employment offering on applicants' attitudes and reactions (e.g., Lievens & Highhouse, 2003;Lievens, Van Hoye, & Schreurs, 2005). Over and beyond this external employer branding, many organisations have more recently begun to evolve towards an approach that also integrates the internal employees (Mosley, 2007).…”

Section: Introductionmentioning

confidence: 99%

The Impact of Employer Branding on Employees: The Role of Employment Offering in the Prediction of Their Affective Commitment

2013

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Most studies dedicated to the examination of employer branding in industrial/organisational psychology investigated it using samples of applicants. The objective of the present research was to study the influence of the employer branding of a company on its employees' attitudes. More precisely, we examined the interactive effect of the employment offering as portrayed by organisational communications and the employment experience as lived by employees on their affective commitment (AC). Furthermore, we analysed the mechanisms underlying these relationships, i.e. perceived organisational support (POS) and psychological contract violation (PCV). One-hundred eighty-six department managers of a large multinational retailing company involved in employer branding practices were surveyed. Results indicated that employment offering and lived employment experience interact in the prediction of both POS and PCV and this interactive effect carries over to AC. Implications of these findings for both researchers and practitioners are discussed.

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“…One way to avoid the tedium of qualitative measures is to create an adjective check-list measure of organizational identity. Surprisingly, few such measures could be found (e.g., Davies et al 2001;van Lievens et al 2005;Witting 2006). Because these scales are derived from Aaker's (1997) brand personality scale, many scholars seek to broaden its domain by mixing items tapping the structural aspects of organizational identity with the human aspects of personality (Azoulay and Kapferer 2003).…”

Section: Existing Measuresmentioning

confidence: 99%

Corporate and organizational identity: two sides of the same coin

Dowling

Otubanjo

2011

AMS Rev

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Many researchers have expressed frustration with the current state of scholarship about corporate and organizational identity. There are multiple definitions and confusion about the antecedents and consequences of each type of identity. Also, given the amount of scholarship involving these constructs, there are surprisingly few measures of either construct. We propose that each type of identity is an important and related construct. To clarify the relationships between and among the constructs, we review their use in three literatures. We then develop a model of how the two identity constructs relate to each other to influence how stakeholders trust and engage with their chosen organizations. To guide further research, we suggest how better measures of each construct can be developed.Keywords Corporate identity . Organizational identity As Stryker and Burke (2000) attest, the language of "identity" is ubiquitous in the social sciences. Its principal domains include philosophy, social anthropology, political science, psychology, and social psychology. Across these domains, the identity construct has variable conceptual meanings and theoretical roles. Sometimes linking back to these domains and sometimes relying on common usage, scholars in organizational science have studied how organizations create their identities and how employees and customers respond to these creations. An expanding literature that focuses on the questions of "who are we?" and "who do we want to be?" attests to the importance of this research endeavour (Bartel et al. 2007). The fundamental questions that the literature addresses are:1. How do organizations create their identities? 2. How do organizations communicate their identities? 3. How do people respond to these identities? From a communications perspective, these questions focus on how an organization encodes information about its character and how people decode this information . From both a marketing and organizational behavior perspective, the questions focus on what attributes characterize an organization and how people respond to expressions of this character. We use these disciplinary lenses to examine identity and provide a more comprehensive understanding of the construct.The current state of academic scholarship about the nature of identity and its effects on employees and customers has been described as confused (e.g., Albert et al. 2000;Balmer 2001b;Edwards 2005;Corley et al. 2006;Cornelissen 2006). The origins of this confusion can be traced to the emergence of largely unrelated streams of scholarship. One group of early scholars focused on how an organization presents itself to its employees and customers. Here the construct became known as "corporate identity" and focused on the question of "who do we want to be?" Later another group of scholars focused on how employees (collectively) build a shared understanding of their organization. Here the construct became known as "organizational identity" and focused on "who are we?" Within each stream of research, a number of diffe...

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Examining the relationship between employer knowledge dimensions and organizational attractiveness: An application in a military context

Cited by 197 publications

References 54 publications

Finding the jigsaw piece for our jigsaw puzzle with corporate social responsibility

Finding the jigsaw piece for our jigsaw puzzle with corporate social responsibility

The Impact of Employer Branding on Employees: The Role of Employment Offering in the Prediction of Their Affective Commitment

Corporate and organizational identity: two sides of the same coin

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