Impact of employee value proposition on employees’ intention to stay: moderating role of psychological contract and social identity

Raj, Asha Binu

doi:10.1108/sajbs-10-2019-0183

Cited by 26 publications

(41 citation statements)

References 56 publications

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“…Additionally, in line with SET, social behavior results from an exchange process, where healthy relationships in an organization are established on the quality of the exchange (Avanzi et al, 2014;Dechawatanapaisal, 2018a). Thus, it could be asserted that an employer branding strategy with a succinct set of unique qualities and attributes offered by the employer could foster emotional and psychological attachment among employees, increasing their inclination to stay for a longer period of time (Binu Raj, 2021). Based on the above evidence, we hypothesized that: H1.…”

Section: Dimensions Of Employer Brandingmentioning

confidence: 99%

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Unbundling employer branding, job satisfaction, organizational identification and employee retention: a sequential mediation analysis

Bharadwaj¹,

Khan

Yameen

2021

APJBA

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Purpose This paper aims to extend employer branding research by investigating the role of job satisfaction and organizational identification as predictors of employee retention, and their mediating role between employer branding and employee retention. Design/methodology/approach A cross-sectional survey is utilized to gather data from 352 employees working in top Indian IT organizations. Hypotheses were tested and analyzed utilizing SPSS PROCESS Macro. Findings The results reveal that employer branding is positively related to job satisfaction, organizational identification and employee retention. The analysis provides support for the mediating effects on employee retention of employer branding through job satisfaction and organizational identification. In addition, results also provide support for the serial mediation model, where employer branding was found to influence employee retention via job satisfaction and organizational identification in a sequential manner. The findings connote that the enhanced positive identity of satisfied employees suppresses the intention to leave among IT professionals. Practical implications The findings suggest that an employer branding strategy with a unique set of attributes can provide a competitive advantage to employers in terms of high retention levels. The findings also highlight the fact that the importance of employer branding strategy should not be merely confined to the issue of retention as it can also play a vital role in enhancing job satisfaction and employees' identification level. Hence, managers are required to devise an employer branding strategy with a long-term intent that focuses on gaining a competitive advantage and aiming to improve relationships with employees. Originality/value The researchers have enriched social identity and social exchange theory as a theoretical paradigm, examining antecedents of employee retention. The study has extended the foregoing direct or simple mediation models by integrating social identity theory and job satisfaction in a sequential mediation model.

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Section: Dimensions Of Employer Brandingmentioning

confidence: 99%

“…Moreover, existing studies have examined the precursors of employee retention with reference to the employer branding literature (Binu Raj, 2021; Kashyap and Rangnekar, 2016a). But less is known about the mechanism via which employer branding impacts employee retention under the influence of behavioral outcomes (Tanwar and Prasad, 2016a).…”

Section: Introductionmentioning

confidence: 99%

Unbundling employer branding, job satisfaction, organizational identification and employee retention: a sequential mediation analysis

Bharadwaj¹,

Khan

Yameen

2021

APJBA

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“…SIT argues that EB is likely to affect employees’ identification where a sense of oneness and belongingness for an organization (Ashforth & Mael, 1989) could impact employees’ thoughts of quitting the job (Mael & Ashforth, 1995; Neill & Gaither, 2007; Randsley de Mouraet al, 2009). For instance, organizations providing employees with distinctive value propositions could nurture emotional and psychological attachment that might transfer to employees’ intentions to stay (Binu Raj, 2020). With few studies reflecting the likely influence of EB characteristics on employee work-related outcomes (Arasanmi & Krishna, 2019; Kaur et al, 2020), this study extends the mainstream research by developing a framework integrating EB, employee retention (ER) and organizational identification (OI) as a moderator.…”

Section: Introductory Backgroundmentioning

confidence: 99%

Assessing the Nexus Between Employer Branding and Employee Retention: Moderating Role of Organizational Identification

Khan

Bharadwaj

Khatoon

et al. 2021

Management and Labour Studies

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The purpose of this study is to examine the relationship between employer branding and employee retention. Moreover, this article investigates the moderating effect exerted by organizational identification in the relationship between employer branding and employee retention. The research is cross-sectional with the data gathered from Indian IT employees through a self-administered questionnaire. The data were analysed using regression and PROCESS Macro. The findings provide empirical insights on how employer branding helps in transferring to retaining employees. Also, the moderation analysis highlights the importance of organizational identification in ensuring employees’ long-term association with an organization. The results explicate the criticality of a positive identity in strengthening the effect of employer branding on employee retention. Despite numerous studies, the literature lags in understanding the role of organizational identification as a catalyst in the relationship between employer branding and employee retention.

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“…By involving the HR extensively in IB process, organizations can effectively enable employees with deeper understanding of the brand (Timothy et al ., 2005) and project powerful commitment. Brand-focused HR practices create employee value proposition (Binu Raj, 2021) and improve employee's brand attitude. This contributes to customer satisfaction through psychological ownership and brand citizenship behaviors (Chiang et al ., 2012).…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

Internal branding, employees' brand commitment and moderation role of transformational leadership: an empirical study in Indian telecommunication context

Raj

2021

APJBA

Self Cite

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PurposeThe purpose of this paper is to examine the relationship between internal branding (IB) and employees' brand commitment and analyze how transformational leadership (TFL) moderates this relationship.Design/methodology/approachData were collected through structured questionnaires from 394 employees in Indian telecommunication sector. The hypotheses and conceptual model were tested by structural equation modeling (SEM), using Statistical Package for Social Sciences (SPSS) and Analysis of Moment Structures (AMOS).FindingsThe results suggest that employees' brand commitment is higher when organizations implement IB supported by transformational leaders. Results also indicate that impact of IB on affective commitment (AC) and normative commitment (NC) is greater than its impact on continuance commitment (CC).Research limitations/implicationsConsistent with the brand commitment dimensions, the findings present an empirically tested comprehensive and integrative model of IB moderated by TFL. This study provides scholars a deeper understanding of relationship among IB, employee's commitment and TFL. Though multicollinearity is addressed, presence of cross-sectional data is a limitation in the study.Practical implicationsThe study would help practicing managers to gain a new perspective to manage their internal brand mechanisms through TFL style by stimulating change among employees and create emotionally committed brand advocates.Originality/valueThis paper suggests an empirically validated framework of IB tested for moderation effect by TFL. It adds value to literature by reinforcing the effect of IB employees' AC and NC, especially among customer contact employees who represent brand during customer service delivery in telecommunication sector.

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Impact of employee value proposition on employees’ intention to stay: moderating role of psychological contract and social identity

Cited by 26 publications

References 56 publications

Unbundling employer branding, job satisfaction, organizational identification and employee retention: a sequential mediation analysis

Unbundling employer branding, job satisfaction, organizational identification and employee retention: a sequential mediation analysis

Assessing the Nexus Between Employer Branding and Employee Retention: Moderating Role of Organizational Identification

Internal branding, employees' brand commitment and moderation role of transformational leadership: an empirical study in Indian telecommunication context

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