The effect of employer brand dimensions on job satisfaction: gender as a moderator

Abstract

Purpose – The purpose of this paper is to identify key dimensions of employer brand (EB) and empirically examine the impact of different dimensions of EB upon job satisfaction. A six-factor EB model has been tested for reliability and validity through confirmatory factor analysis. The study also addresses the moderating role of gender in the relationship between EB dimensions and job satisfaction. Design/methodology/approach – Structural equation modelling has been adopted to determine the contribution of EB dimensions towards job satisfaction of employees. Key dimensions of EB are identified through literature review. Item generation has been done through literature review and exploratory structured interviews with employees. Findings – The results demonstrate that EB acts as a critical predictor of job satisfaction. All the six dimensions of EB (training and development, reputation, organisation culture and ethics and corporate social responsibility, work-life balance and diversity) were found to be critical predictors of job satisfaction. Also, gender is found to have moderating effect on the relationship between EB dimensions and job satisfaction. Originality/value – This study avers that EB can prove to be an important antecedent of job satisfaction. The construct EB in this study reflects an understanding of EB from a newer lens from the perspective of existing employees of a developing country and also demonstrates the moderating role of gender.

Employer brand equity effects on employees well-being and loyalty

“…The missing element could be satisfaction at work. Tanwar and Prasad (2016) demonstrated that EBE acts as a critical predictor of job satisfaction. A second explanation may derive from the scale itself.…”

Impact of Organizational Culture on Employee Satisfaction: A Case of Hilton Hotel, United Kingdom

“…Some organizational cultures seem to be more welcoming than others, and that is an intriguing study that needs answers. Scholars such as Tanwar and Prasad (2016) and Mas-Machuca et al (2016) broadly conceptualized supporting organizational culture as a cohesive set of beliefs, values, expectations, and behaviors among the employees of the organization. Such authors, further described by demonstrating the omnipresence of common beliefs, values, assumptions, and practices as well as the degree to which their members' different values, beliefs, expectations and practices are consistent.…”

İşveren Markasının Marka Bağlılığı, Çalışan Memnuniyeti ve Örgütsel Kariyer Yönetimi Üzerindeki Etkileri: Otel Çalışanları Üzerinde Bir Araştırma (The Effects of Employer Brand on Brand Commitment, Employee Satisfaction, and Organizational Career Management: A Research on Hotel Employees)

“…İşletmeleri rakiplerinden ayırt etmede stratejik bir araç olarak görülen (Tsang vd., 2011) işveren markası, pazarlama ve insan kaynakları yönetiminin bir karışımı olarak kabul edilmektedir. Bir ürün markası, ürün veya mallar arasında farklılık yaratıyorsa, işveren markası da işletmeyi diğerlerinden farklılaştırmaktadır (Tanwar & Prasad, 2016). İşveren markasını tüketici temelli marka değeri ile aynı şekilde konumlandıran Ambler & Barrow (1996), işveren tarafından çalışanlara sağlanan ekonomik, psikolojik ve fonksiyonel faydaların bütünü olarak tanımlayarak, işveren markasının çalışanlara fonksiyonel (gelişimsel faaliyetler), ekonomik (maddi kazanç ve ödüller) ve psikolojik (işletmeye bağlılık ve işletmenin amaçlarını anlama) faydalar sağlayacağını belirtmişlerdir.…”