The impact of employer brand on the relationship between psychological empowerment and employee engagement
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Author(s)Greta DrūteikienėLink to ORCID Index: https://orcid.org/0000-0003-0781-2354
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Julija SavickeLink to ORCID Index: https://orcid.org/0000-0001-9250-9725
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Daiva Skarupskienė
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DOIhttp://dx.doi.org/10.21511/ppm.21(1).2023.17
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Article InfoVolume 21 2023, Issue #1, pp. 193-203
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- 790 Views
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296 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
In recent years, employer brand has been widely addressed as a crucial factor in attracting and retaining the best employees. Research on its impact on organizations can provide a better understanding of the benefits of employer branding in unlocking the potential of employees. Thus, this paper aims to evaluate the impact of employer brand on the relationship between psychological empowerment and employee engagement in Lithuanian companies. The study surveyed 429 employees (from < 18 years to > 65 years) of Lithuanian companies. The data were collected via an online survey of the respondents and by sending e-mails to the administrators of randomly selected Lithuanian companies requesting to share the survey link with their employees. Descriptive statistics, reliability assessment, ANOVA tests, multiple linear regression, and moderation analysis were used to analyze the collected data. The study found that employer brand directly impacts employee engagement (β = 0.114, p = 0.004). However, employer brand does not have a statistically significant effect on the relationship between psychological empowerment and employee engagement (p = 0.2224). Based on the results, employees working in Lithuanian companies are more engaged when they perceive their employer brand as positive. In contrast, when psychologically empowered, employees engage in work regardless of their perception of the employer brand.
- Keywords
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JEL Classification (Paper profile tab)M12, M54
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References43
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Tables4
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Figures0
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- Table 1. Reliability assessment
- Table 2. Descriptive statistics
- Table 3. Multiple linear regression model of the influence of psychological empowerment and employer brand on employee engagement
- Table 4. Multiple linear regression model of the influence of psychological empowerment and employer brand dimensions on employee engagement
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Does having knowledge of green human resource management practices influence its implementation within organizations?
Vuyokazi Mtembu
doi: http://dx.doi.org/10.21511/ppm.17(2).2019.20
Problems and Perspectives in Management Volume 17, 2019 Issue #2 pp. 267-276 Views: 1474 Downloads: 257 TO CITE АНОТАЦІЯSustainability and green practices are in the frontline of issues organizations globally are concerned about because of the consequences of climate change and its challenges. The objective and key question of this study was to determine whether there is a relationship between knowledge of green human resource management (HRM) practices and its implementation within the organizations. The study followed a methodology of triangulated empirical research approach with a combined method of qualitative and quantitative research approaches. Human resource practitioners from human resource divisions in higher education institutions in KwaZulu-Natal, South Africa, formed the population surveyed. Interview schedule and questionnaires were instruments used in data collection. Thematic analysis was used to analyze data collected from interviews. Statistical Package for Social Sciences (SPSS) version 24 was used to analyze quantitative data collected. About half of HR practitioners indicated minimal awareness of the concept ‘green HRM’, but reflected moderate knowledge and understanding of green HRM activities. Overall, the findings revealed a moderate application of green HRM principles in HRM activities in the institutions. There was no policy framework in the form of green HRM policies to drive green activities within the HR divisions and institutionally. Findings also revealed that there is a relationship between knowledge of green HRM activities and its implementation within the organization. Also, a strong correlation was found to exist between green HRM policies and implementation of green HRM activities in the organization. This then led the researcher to recommend that organizations who aspire to go green, be resource efficient and sustainable will need to have green HRM policies in place, they will also need to ensure that training and awareness workshops on green HRM are conducted to skill and equip all stakeholders involved.
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Intrinsic motivation of millennials and generation Z in the new post-pandemic reality
Nina Chala ,
Oksana Poplavska 
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Nataliia Danylevych ,
Olena Ievseitseva ,
Roman Sova
doi: http://dx.doi.org/10.21511/ppm.20(2).2022.44
Problems and Perspectives in Management Volume 20, 2022 Issue #2 pp. 536-550 Views: 1332 Downloads: 1163 TO CITE АНОТАЦІЯThe effective performance of any company is determined by the degree of motivation of its staff. In a pandemic, it is important to explore changes in the values and motivational profiles of staff, especially young people. The aim of the paper is to study the internal motives of millennials and Generation Z, to identify modern motivational tools, taking into account the challenges of an unstable global ecosystem. To assess the changes in the motives for work, a questionnaire was used. The survey was conducted (at the end of 2020 and the beginning of 2021) among young people in Kyiv (Ukraine) aged 17-22 (287 people participated), who had previous work experience. All results were proven to be valid. The results of the study showed that changes in the motivational profile of millennials and Generation Z under the influence of restrictive measures due to the pandemic occurred in the range of values of awareness of individuality: motives for maintaining health, balancing life, personal and professional growth came out to be more relevant. Such changes indicate positive opportunities for young people due to high adaptability to changing and unstable conditions, and, on the other hand, they bring challenges for companies – the loss of personnel. The most optimal models will be career-oriented and adaptive with elements of well-being management to motivate millennials and Generation Z.
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Professional development in the field of human resource management of heads and specialists of the innovative organizations
Olga Klopova ,
Lyudmila Komyshova ,
Marina Simonova
doi: http://dx.doi.org/10.21511/ppm.16(1).2018.21
Problems and Perspectives in Management Volume 16, 2018 Issue #1 pp. 214-223 Views: 1315 Downloads: 671 TO CITE АНОТАЦІЯThe relevance of the studied problem is caused by the necessity of professional development in the field of human resource management of heads and specialists of the innovative organizations in a modern economic situation. In the article, the results of the conducted research of a personnel management system are given in the organizations of the Russian Federation (Voronezh region), and the necessity of creation of professional development system is proved in the field of human resource management of heads and specialists of the innovative organizations. The leading approaches to the research of this issue are the analysis and methodological justification of the psychological and pedagogical conditions which are necessary to realize the system of professional development in the field of human resource management of experts and heads of the innovative organizations. The implemented analysis defined the low level of competence of heads in the field of human resource management of most researched organizations. Professional development in the field of human resource management does not correspond to modern social and economic development conditions. To eliminate this problem the authors suggested theoretical and methodological basic concepts to establish the system of professional development in the field of human resource management of heads and specialists of the innovative organizations.
