Internal employer branding as a way to improve employee engagement
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Author(s)Iwona StaniecLink to ORCID Index: https://orcid.org/0000-0002-5580-5450
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Magdalena Kalińska-KulaLink to ORCID Index: https://orcid.org/0000-0003-4809-1901
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DOIhttp://dx.doi.org/10.21511/ppm.19(3).2021.04
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Article InfoVolume 19 2021, Issue #3, pp. 33-45
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2044 Downloads
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Creative Commons Attribution 4.0 International License
In the turbulent environment of modern business, attracting and retaining valuable human resources have become one of the main means of competitive edge. The satisfaction of current employees and talent retention are essential elements of organizational success. Against this background, this study aims to examine whether the process approach to internal employer branding, including internal branding activities (IBA) and conducting intra-organizational research (CIR), allows for the improvement of the current employee involvement. The study used the method of regression analysis. In addition, a survey was used as to collect necessary data. The sample included 120 personnel, selected by a convenience sampling method. In the light of the conducted analysis, it was confirmed that CIR significantly increases the employee value proposition (EVP). Likewise, IBA directed at current employees has a significant impact on EVP shaping. In this context, assuming EVP as a measure of employee involvement, it has been shown that the adoption of a process approach to employer branding can lead to the improvement of the current employee commitment and productivity. Thus, employer branding seen as a process in line with the human resource management and corporate strategy can contribute to building a competitive advantage.
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JEL Classification (Paper profile tab)M12, J21, M51
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References58
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Tables8
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Figures0
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- Table 1. Internal branding activities directed at employees
- Table 2. Examples of intra-organizational research by areas of exploration
- Table 3. Characteristics determining EVP
- Table 4. The reliability of the scale assessment
- Table 5. Descriptive statistics and normal distribution tests
- Table 6. Influence of IBA on EPV
- Table 7. Influence of CIR on EVP
- Table 8. Simultaneous influence of IBA and CIR on EVP
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Financial stability management in banks: strategy maps
Borys Samorodov ,
Galyna Azarenkova ,
Olena Golovko ,
Kateryna Oryekhova ,
Maksym Babenko
doi: http://dx.doi.org/10.21511/bbs.14(4).2019.02
Banks and Bank Systems Volume 14, 2019 Issue #4 pp. 10-21 Views: 1216 Downloads: 216 TO CITE АНОТАЦІЯTo prevent crises in the economy, it is necessary to ensure the financial stability of banks, which is one of the main tasks facing the banking system.
The purpose of this article is to develop tools for improving the efficiency of financial stability management in a bank based on strategy maps.
Using UkrSibbank (Ukraine) as an example, two strategy maps are developed: a general management map and a local map – for the international payments division of the operational payments department. Structural elements of the designed strategy maps are: finances, clients, internal processes, training and development.
Implementing the developed general strategy map in the bank’s practical activities involves the following measures: increasing financial stability; avoiding credit risk and optimizing the credit process; increase in profit; cost reduction; introducing new banking products; increase in the number of satisfied consumers; involvement and retention strategic clients.
The developed strategy map for the international payments division of the operational payments department provides for the following measures: ensuring sufficient liquidity level of the bank’s balance sheet; introducing an effective system of analysis of origin of individuals’ and legal entities’ funds; direct correlation between employees of the international payments division and bank customers; timely informing customers regarding requirements updated. -
Employee value proposition: Which factors matter? A Swiss case study on motivational factors
Xavier Bronlet ,
Jessica Basile ,
Roberta Basile ,
Nicola Ferla
doi: http://dx.doi.org/10.21511/ppm.22(1).2024.24
Problems and Perspectives in Management Volume 22, 2024 Issue #1 pp. 279-294 Views: 910 Downloads: 323 TO CITE АНОТАЦІЯCompanies are developing strategies to attract and retain talented workforce in an always more effervescent labor market. The ones that relate to attracting talents are usually referred to as employer branding, and the ones related to retaining talents are usually referred to as employee value propositions. This study aims to investigate the motivational factors in the employee value proposition model and suggest an extension of the common models. A questionnaire was elaborated to check the validity of the hypothetical model. The sample includes a large Swiss financial institution that decided to remain anonymous. 517 employees have provided valid observations; the multivariate analysis conducted under the lenses of structural equation modeling confirms the validity of the hypothetical model. In particular, the study illustrates that extrinsic (salary, benefits, career) and intrinsic (work environment, work purpose, and job strain) motivational factors must be considered in the employee value proposition model. The intrinsic motivational factors contribute slightly more than the extrinsic motivational factors; the salary factor contributes the most among the extrinsic motivation variables, and the working environment factor contributes the most among the intrinsic motivation variables. The elaborated model has practical application for corporations who want to govern their employee value proposition and align their employer branding identity. It extends the theoretical foundations to support further research in this domain.
