Flexible work practices and organizational attractiveness in Germany: The mediating role of anticipated organizational support

Kröll, Claudia; Nüesch, Stephan; Foege, J. Nils

doi:10.1080/09585192.2018.1479876

Cited by 36 publications

(20 citation statements)

References 52 publications

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“…Particularly, studies on employer brand activities and material such as organizational job or recruitment advertisements (e.g., Baum et al 2016;Acarlar and Bilgiç 2013), recruitment websites (Chen et al 2012;Walker et al 2011;Allen et al 2007Allen et al , 2004Cober et al 2004) or career fairs (Cable and Yu 2006) offer detailed quantitative analysis of the attitudes and reactions of job seekers in this context. Among the various employer branding features previously examined are the role of media richness in applicant attraction (Cable and Yu 2006;Baum and Kabst 2014), the content of employer information, such as flexible work practices (Onken-Menke et al 2018;Kröll et al 2018) and corporate social responsibility (Carlini et al 2019). Along with this, potential applicants' personal characteristics and their familiarity with the organization (Walker et al 2011), their job pursuit intentions (Hinojosa et al 2015) and congruity between recruitment advertisements and organizational image (Baum et al 2016) have been analyzed.…”

Section: Proposing a Subjective And Process-oriented Perspective On Employer Brandingmentioning

confidence: 99%

How do Potential Applicants Make Sense of Employer Brands?

Auer

Edlinger

Mölk

2021

Schmalenbach J Bus Res

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The aim of this paper is to investigate processes of subjective employer brand interpretations. We draw on the first-person perspectives of sought-after applicants who articulated their thoughts while being exposed to employer brand material and on subsequent in-depth interviews with the study participants about their assessments of the various employers’ attractiveness. Sensemaking as a theoretical framework to understand meaning-making in processes of actors’ engagement with artifacts is employed to analyze this qualitative data. Based on our empirical findings, we present a process model that illustrates how potential applicants make sense of employer brands. This dominant sensemaking journey includes three different stages: exploring the employer brand material, constructing a plausible employer image and assessing employer attractiveness. However, this trajectory is neither the only possible way nor completely linear and predictable since deviations, particularly the complete breakdown of making sense of employer brand material, are possible.

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Section: Proposing a Subjective And Process-oriented Perspective On Employer Brandingmentioning

confidence: 99%

How do Potential Applicants Make Sense of Employer Brands?

Auer

Edlinger

Mölk

2021

Schmalenbach J Bus Res

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“…It is also associated with job satisfaction, given that it also provides employees with more autonomy (Gajendran and Harrison, 2007). Besides the attractiveness of flexible working (Kröll et al , 2018), the researchers have argued that flexible working is made attractive by contemporary culture. Society in general tends to glorify “flexible” employees who remain available anytime, anywhere (Matusik and Mickel, 2011), thereby reinforcing the satisfaction of working flexibly (Cavazotte et al , 2014).…”

Section: Research Modelmentioning

confidence: 99%

Flexible working and applicant attraction: a person–job fit approach

Stich

2020

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PurposeThe ability to work anytime from anywhere is attractive to job seekers, who respond by developing needs regarding flexible working. Flexibility needs are compared to the flexibility perceived in job advertisements to form an overall perception of flexibility fit. The purpose of this paper is to examine both the impact of flexibility fit (on applicant attraction) and its antecedents.Design/methodology/approachThe impact of flexibility fit on applicant attraction and its antecedents are examined using person–job (PJ) fit theory. 92 job seekers analyzed a total of 391 job advertisements. The hypotheses are tested using multilevel structural equation modeling.FindingsThe results show that perceived flexibility fit is positively related to job pursuit and job acceptance intentions. They further show that perceived flexibility fit is driven by perceived job advertisements' flexibility exceeding applicants' needed flexibility, which in turn is driven by the flexibility actually present in job advertisements exceeding applicants' flexibility needs.Originality/valueThis study contributes to literature on new ways of working by highlighting the desirable nature of flexibility and its impact on fit perceptions. It further contributes to literature on job search and PJ fit by investigating a full model of fit, examining both outcomes and antecedents of perceived fit. For practitioners, this study highlights the importance of advertising flexibility to attract applicants.

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“…As maintaining a good balance between work life and family life has become the top concern for most contemporary employees (Kröll et al, 2018), organizations are expected to offer an increasing variety of work-family practices to help employees manage their work and family responsibilities. A recent review by Michel et al (2011) found that, among the various kinds of organizational resources, family supportive supervisor behaviors (FSSB) is the most powerful predictor of a reduction in employees' work-family conflict (WFC).…”

Section: Introductionmentioning

confidence: 99%

Linking Supervisor and Subordinate’s Negative Work–Family Experience: The Role of Family Supportive Supervisor Behavior

Pan

Chuang

Yeh

2020

Journal of Leadership & Organizational Studies

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In the past decade, family supportive supervisor behavior (FSSB) has emerged as an important factor that can help employees manage work–family needs. Although the existing literature has documented the benefits of FSSB, we know little about the emerging process of FSSB. Drawing on the conservation of resources theory, we propose that supervisor engagement in FSSB is influenced by the extent to which the supervisor has sufficient resources for work. This study uses the joint effect of supervisors’ family–work conflict (FWC) and organizational work–family culture to predict the time supervisors spend on core tasks, FSSB, and subordinates’ work–family conflict (WFC), in sequence. Data were collected from paired supervisor–subordinate dyads among 83 supervisors and 276 subordinates. The results indicate that supervisors with high FWC spend more time on core tasks and display less FSSB, which ultimately result in higher subordinates’ WFC, especially in organizations with a lower level of organizational work–family culture. In contrast, supervisors’ FWC does not result in any negative influences on the supervisors themselves or their subordinates at work in organizations with a higher level of organizational work–family culture. Therefore, the theoretical model provides evidence that supervisors’ negative work–family experience cascades down to their subordinates.

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Flexible work practices and organizational attractiveness in Germany: The mediating role of anticipated organizational support

Cited by 36 publications

References 52 publications

How do Potential Applicants Make Sense of Employer Brands?

How do Potential Applicants Make Sense of Employer Brands?

Flexible working and applicant attraction: a person–job fit approach

Linking Supervisor and Subordinate’s Negative Work–Family Experience: The Role of Family Supportive Supervisor Behavior

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