Value proposition framework: implications for employer branding

Abstract

Employer branding has drawn the maximum attention of researchers and industry practitioners in recent days. Retaining and attracting current and potential employees essentially require the employers to understand the work value preferences of employees which vary across time and culture. This paper has twin objectives (a) to identify the value proposition frameworks for internal and external employer branding from work value preferences of Indian workforce; and (b) to analyse the effects of demographic variables and their interactional effects on work value preferences of employees. Data were collected from 302 Indian employees from different Indian organisations. Findings suggested six-factor model for internal employer branding and five-factor model for external employer branding. Further analyses (MANOVA) for demographic variables and their interactional effects on work value preferences also revealed significant findings. Value proposition framework and their policy implications in Indian context are discussed in detail.

Millenials’ Employer Brand Perception in a German Retail Context

“…Various research findings show that values and attitudes towards the workplace differ by generation, age and gender (e.g. Sengupta et al, 2015;Tanwar & Prasad, 2016;Bartosik-Purgat & Jankowska, 2017).…”

Freelancers as Part-time Employees: Dimensions of FVP and FJS in E-Lancing Platforms

“…CVP is the promise which a company makes to the customer during sales of products and services in terms of value exchange. Similarly EVP is the promise made by employer during a job in terms of values in exchange of employee services (Lusch, Vargo, & O’Brien, 2007; Sengupta, Bamel, & Singh, 2015). There will be effective long-term relationship between customer and organization if values proposed by the company are aligned with customer needs.…”

“…Jiang and Iles (2011) identify that developmental value is one of the most important dimensions of organizational attractiveness and employer-based brand equity (EBBE)—which means that employees value those companies and employers which offer better opportunities for skill development, professional development and career advancements. Potential employees also evaluate a firm’s attractiveness on the bases of career growth opportunities (Sengupta et al, 2015). “The other is when you go for freelancing, it also helps you to improve your abilities.…”

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“…The academic community widely accepted that employer branding has the ability to retain the right individuals, and EB is particularly important to companies in regard to organizational success (Backhaus & Tikoo, 2004). There is an on-going interest in the topic and research supports the fact that a business's success can depend on its ability to attract and retain employees, thus acknowledging the growing value of employer branding (Gilliver, 2009;Sengupta, Bamel, & Singh, 2015). Other research findings have shown that the argument behind EB's strength and value comes from the advantages attained from a successful brand: differentiation and loyalty (Collins & Kanar, 2013).…”