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

Abstract

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.

Employer Branding and Organisational Citizenship Behaviour: The Mediating Role of Job Satisfaction

“…Specially, this research also recommends that employee branding carries a capacity to produce a higher level of job satisfaction, which further stimulates employees to demonstrate high citizenship behaviour. Therefore, at the time of execution, employer branding practices should not only act as a lucid and comprehensive approach but should also be considered as a win-win approach helping both organisation and the employees (Hadi & Ahmed, 2018). Lastly, if managers take efforts to develop employee OCB, they must give consideration to both organisational as well as personal factors that can improve the OCB provided that employer branding and job satisfaction reinforce OCB.…”

Engaging Employees Through Employer Brand: An Empirical Evidence

“…External employer brand focuses on prospective applicants whom the organization are willing to give roles and responsibilities. Research on external employer brand is limited to the study on prospective employee attraction (Alshathry, Clarke, & Goodman, 2017; Arriscado, Quesado, & Sousa, 2019; Banerjee, Saini, & Kalyanaram, 2018; Hadi & Ahmed, 2018; Kucherov & Zamulin, 2016; Maheshwari, Gunesh, Lodorfos, & Konstantopoulou, 2017; Matongolo, Kasekende, & Mafabi, 2018; Saini, Gopal, & Kumari, 2015; Saini, Rai, & Choudhary, 2014; Sokro et al, 2012). On the other hand, internal-oriented employer brand focuses on the existing employees (Hochegger, 2014), that is, those who are experiencing the brand and will act as brand ambassadors of the organization.…”

Employer Ratings through Crowdsourcing on Social Media: An Examination of U.S. Fortune 500 Companies

“…Effective employer branding can reduce talent acquisition costs, improve labor relationships, and increase employees' engagement with employers [4]. Therefore, a distinct and desirable employer branding positioning as an employer of choice has been recognized as a competitive strategy and critical resource for an organization's sustainability [5][6][7]. Employer branding has two main target audiences: internal employees (current and former employees) and external job candidates [8].…”