Strategic Talent Management: The Impact of Employer Branding on the Affective Commitment of Employees

Abstract

In a globalization context, underlined by the speed of technological transformation and increasingly competitive markets, the perspective of human capital, as an asset of strategic importance, stands out in differentiating human resource practices. Under this reality, the employer branding (EB) concept gains more and more importance as a strategic tool to attract, retain, and involve human capital, given that this has become a source of competitive advantage to companies. Within this context, this study aimed to evaluate the relationship between employer branding strategies implemented by organizations, as well as their impact on the employee’s affective commitment, evident in certain organizational cultures, which are sustained over time. The methodological framework applied to this study is quantitative, and the data collection was carried out with the application of an employer branding and an affective commitment questionnaire. To achieve a good representation of the active population, the sample of the quantitative study was composed of 172 individuals, working in the public and private sectors in Portugal, exercising different positions in the different sectors of activity. Results obtained with these techniques indicate a high level of affective organizational commitment (AOC) of employees in the organizations surveyed, suggesting that affective commitment develops when the individual becomes involved and identifies with the organization.

Employer Branding as a Talent Management Tool: A Systematic Literature Revision

“…Authors suggest that EB is in fact a reformulation of the long-term used notion of 'internal or HR marketing' and still lacks a lot of innovation [16]. On the contrary, though the majority of findings point out that this is a simplistic approach because the concept has become extraordinarily important to organisational success, encompassing the employer brand proposed value and fundamental dimensions to employees' attraction and retention such as affective commitment [4], rewards strategies [70], commitment expectations [26], reputation [68], or employees' development [49].…”

“…'Strategic Talent Management: The Impact of Employer Branding on the Affective Commitment of Employees' [4] There is a positive relation between EB strategies and employees' affective commitment. D: Workers Retention 'How do MNCs translate corporate talent management strategies into their subsidiaries?…”

“…EB provides employer value proposition (EVP) and emerges as a differentiation tool, as well as an identification and employees' commitment mechanism [4] towards each organisation: 'the employers' brand role and impact rise to a new relevance within talent and employees 'careers management' [5]. Therefore, the present research aims to show evidence of the importance of the EB concept to talent management, especially as a tool Figure 1.…”

Democratic Talent Management in an Industry 4.0 Environment of Digital Revolution

“…Talent involves what an employee is able to do well (capacities and skills) supported by the employee's experience; intelligence (largely innate), compounded by knowledge (gained through study) and character; these are all paramount; as is intrinsic commitment, and the capacity for development [14]. The question is how to discover employees' talents and get them to work in favor of the enterprise.…”

“…The question is how to discover employees' talents and get them to work in favor of the enterprise. The result will be added competitiveness in the market and more satisfied employees, who should then remain more loyal to the firm (increased retention) as well as acting as beacons to attract additional talent to the firm [14] in a never-ending cycle of organizational learning and evolution. In sum, our perspective is that all of us have talents, talent is not a restricted attribute of a select few [6].…”