Internal employer branding as a way to improve employee engagement
-
Author(s)Iwona StaniecLink to ORCID Index: https://orcid.org/0000-0002-5580-5450
,
Magdalena Kalińska-KulaLink to ORCID Index: https://orcid.org/0000-0003-4809-1901
-
DOIhttp://dx.doi.org/10.21511/ppm.19(3).2021.04
-
Article InfoVolume 19 2021, Issue #3, pp. 33-45
- Cited by
- 2094 Views
-
2030 Downloads
This work is licensed under a
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.
- Keywords
-
JEL Classification (Paper profile tab)M12, J21, M51
-
References58
-
Tables8
-
Figures0
-
- 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
-
- Alnıaçık, E., & Alnıaçık, U. (2012). Identifying dimensions of attractiveness in employer branding: effects of age, gender, and current employment status. Procedia-Social and Behavioral Sciences, 58, 1336-1343.
- Ambler, T., & Barrow, S. (1996). The Employer Brand. The Journal of Brand Management, 4(3), 185-206.
- Backhaus, K. (2016). Employer Branding Revisited. Organization Management Journal, 13(4), 193-201.
- Backhaus, K., & Tikoo, S. (2004). Conceptualizing and researching employer branding. Career Development International, 9(5), 501-517.
- Bai, Y., Yuan, J., & Pan, J. (2017). Why SMEs in emerging economies are reluctant to provide employee training: evidence from China. International Small Business Journal: Researching Entrepreneurship, 35(6), 751-766.
- Barrow, S., & Mosley, R. (2005). The Employer Brand: Bringing the Best of Brand Management to People at Work. Chichester, UK: John Wiley & Sons.
- Bayo-Moriones, A., & Ortín-Ángel, P. (2003). Internal Promotion Versus External Recruitment: Industrial Plants in Spain. Industrial and Labor Relations Review, 59(3).
- Bellou, V., Chaniotakis, I., Kehagias, I., & Rigopoulou, I. (2015). Employer brand of choice: an employee perspective. Journal of Business Economics and Management, 16(6), 1201-1215.
- Biswas, S., & Bhatnagar, J. (2013). Mediator Analysis of Employee Engagement: Role of Perceived Organizational Support, P-O Fit, Organizational Commitment and Job Satisfaction. Vikalpa: The Journal for Decision Makers, 38(1), 27-40.
- Carpentier, M., Van Hoye, G., Stockman, S., Schollaert, E., Van Theemsche, B., & Jacobs, G. (2017). Recruiting nurses through social media: Effects on employer brand and attractiveness. Journal of Advanced Nursing, 73(11), 2696-2708.
- Chawla, P. (2020). Impact of employer branding on employee engagement in business process outsourcing (BPO) sector in India: mediating effect of person-organization fit. Industrial and Commercial Training, 52(1), 35-49.
- Clarke, K. F. (2001). What businesses are doing to attract and retain employee – becoming an employer of choice. Employee Benefits Journal, 26(1), 34-37.
- Collins, C. J. (2007). The interactive effects of recruitment practices and product awareness on job seekers’ employer knowledge and application behaviors. Journal of Applied Psychology, 92(1), 180-190.
- Dabirian, A., Kietzmann, J., & Paschen, J. (2019). Employer branding: understand employer attractiveness of IT companies. IT Professional, 21(1), 82-89.
- Davies, G. (2008). Employer branding and its influence on managers. European Journal of Marketing, 42(5/6), 667-681.
- DeVaro, J., & Morita, H. (2009). Internal Promotion and External Recruitment: A Theoretical and Empirical Analysis. Journal of Labor Economics, 31(2), 227-269.
- Diamantopoulos, A., Schlegelmilch, B. B., Sinkovics, R. R., & Bohlen, G. M. (2003). Can socio-demographics still play a role in profiling green consumers? A review of the evidence and an empirical investigation. Journal of Business Research, 56(6), 465-480.
- Edmondson, V. C. (2006). Organizational Surveys: A System for Employee Voice. Journal of Applied Communication Research, 34(4), 307-310.
- Edwards, M. R. (2010). An integrative review of employer branding and OB theory. Personnel Review, 39(1), 5-23.
- Edwards, M. R., & Edwards, T. (2013). Employee responses to changing aspects of the employer brand following a multinational acquisition. A longitudinal study. Human Resource Management, 52(1), 27-54.
- Gaddam, S. (2008). Modeling employer branding communication: The softer aspect of HR marketing management. The IUP Journal of Soft Skills, 2, 45-55.
- García, G. A., Gonzales-Miranda, D. R., Gallo, O., & Roman-Calderon, J. P. (2019). Employee involvement and job satisfaction: a tale of the millennial generation. Employee Relations: The International Journal, 41(3), 374-388.
- Grönroos, Ch. (1985). Internal marketing – theory and practice. In T.M. Bloch, G.D. Upah & V.A. Zeithaml (Eds.), Services marketing in a changing environment. Chicago: American Marketing Association.
- Herman, R. E., & Gioia, J. L. (2001). Helping Your Organization Become an Employer of Choice. Employment Relations Today, 28(2), 63-78.
- Idowu, A. (2017). Effectiveness of Performance Appraisal System and its Effect on Employee Motivation. Nile Journal of Business and Economics, 3(5), 15-39.
- Javidmehr, M., & Ebrahimpour, M. (2015). Performance appraisal bias and errors: The influences and consequences. International Journal of Organizational Leadership, 4(3), 286-302.
- Kargas, A., & Tsokos, A. (2020). Employer Branding Implementation and Human Resource Management in Greek Telecommunication Industry. Administrative Sciences, 10(1), 17.
- Kraut, A. I. (1996). Introduction: An overview of organizational surveys. In A. I. Kraut (Ed.), Organizational surveys: Tools for assessment and change (pp. 1-14). San Francisco: Jossey-Bass.
- Kunerth, B., & Mosley, R. (2011). Applying employer brand management to employee engagement. Strategic HR Review, 10(3), 19-26.
- Lee, R. G., & Dale, B. G. (1998). Business process management: a review and evaluation. Business Process Management Journal, 4(3), 214-225.
- Lievens, F. (2007). Employer branding in the Belgian Army: The importance of instrumental and symbolic beliefs for potential applicants, actual applicants, and military employees. Human Resource Management, 46(1), 51-69.
- Lievens, F., & Slaughter, J. E. (2016). Employer image and employer branding: What we know and what we need to know. Annual Review of Organizational Psychology and Organizational Behavior, 3, 407-440.
- Martin, G., Gollan, P. J., & Grigg, K. (2011). Is there a bigger and better future for employer branding? Facing up to innovation, corporate reputations and wicked problems in SHRM. International Journal of Human Resource Management, 22(17), 3618-3637.
- Mason, C. M., Chang, A. C. F., & Griffin, M. A. (2005). Strategic Use of Employee Opinion Surveys: Using a Quasi-Linkage Approach to Model the Drivers of Organizational Effectiveness. Australian Journal of Management, 30(1), 127-143.
- Maxwell, J. (1992). Understanding and validity in qualitative research. Harvard Educational Review, 62(3), 279-301.
- McCracken, M., Currie, D., & Harrison, J. (2016). Understanding graduate recruitment, development and retention for the enhancement of talent management: sharpening ’the edge’ of graduate talent. The International Journal of Human Resource Management, 27(22), 2727-2752.
- Messersmith, J. G., Patel, P. C., Lepak, D. P., & Gould-Williams, J. S. (2011). Unlocking the black box: exploring the link between high-performance work systems and performance. Journal of Applied Psychology, 96(6), 1105-1118.
- Mihalcea, A. D. (2017). Employer branding and talent management in the digital age. Management Dynamics in the Knowledge Economy, 5(2), 289-306.
- Monteiro, B., Santos, V., Reis, I., Sampaio, M. C., Sousa, B., Martinho, F., José Sousa, M., & Au-Yong-Oliveira, M. (2020). Employer Branding Applied to SMEs: A Pioneering Model Proposal for Attracting and Retaining Talent. Information, 11(12), 574.
- Moroko, L., & Uncles, M. (2005). Employer branding: The case for a multidisciplinary process related empirical investigation. In S. Purchase (Ed.), ANZMAC 2005 conference program (pp. 52-57). Australian and New Zealand Marketing Academy (ANZMAC).
- Moroko, L., & Uncles, M. D. (2008). Characteristics of Successful Employer Brands. Journal of Brand Management, 16(2), 160-175.
- Mosley, R. W. (2007). Customer experience, organisational culture and the employer brand. Journal of Brand Management, 15, 123-134.
- Nagpal, A. D., & Nagpal, G. (2019). Influence of Employee value Proposition on Employer Brand. International Journal of Innovative Technology and Exploring Engineering, 8(12), 673-676.
- Nunnaly, J. C., & Bernstein, I. H. (1994). Psychometric theory. New York: McGraw-Hill.
- Osteraker, M.C. (1999). Measuring motivation in a learning organization. Journal of Workplace Learning, 11(2), 73-77.
- Ouchi, W. (1981). Theory Z: How American business can meet the Japanese challenge. Business Horizons, 24(6), 82-83.
- Pawar, A. (2016). Employee Value Proposition: A Collaborative Methodology for Strengthening Employer Brand Strategy. Journal of Resources Development and Management, 16, 56-62.
- Reichheld, F. F., & Sasser, Jr. W. E. (1990). Zero defections: Quality comes to services. Harvard Bussines Review, 68, 105-111.
- Rose, R. C., Abdullah, H., & Ismad, A. I. (2010). A review on the relationship between organizational resources, competitive advantage and performance. Journal of International Social Research, 3(11), 488-497.
- Schaufeli, W. B., Salanova, M., Gonzalez-roma, V., & Bakker, B. A. (2002). The measurement of engagement and burnout: a two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71-92.
- Sivertzen, A.-M., Nilsen, E. R., & Olafsen, A. H. (2013). Employer branding: employer attractiveness and the use of social media. Journal of Product & Brand Management, 22(7), 473-483.
- Steel, R. P., Griffeth, R. W., Peter, W. H., & Hom, P. W. (2002). Practical retention policy for the practical manager. Academy of Management Executive, 16(2), 149-162.
- Stuss, M., & Herdan, A. (2017). External employer branding tools used for attracting graduates by energy companies listed at Warsaw Stock Exchange. Proceedings of 8th Economics and Finance Conference. London.
- Tanwar, K., & Prasad, A. (2016). Exploring the Relationship between Employer Branding and Employee Retention. Global Business Review, 17(3_suppl), 186S-206S.
- Theurer, C. P., Tumasjan, A., Welpe, I. M., & Lievens, F. (2016). Employer Branding: A Brand Equity-based Literature Review and Research Agenda: Brand Equity-Based Employer Branding. International Journal of Management Reviews, 20(1), 155-179.
- Walters, M. (1996). Employee Attitude and Opinion Surveys (Developing Practice) (2nd ed.). Gardners Books.
- Wilden, R., Gudergan, S., & Lings, I. (2010). Employer branding: strategic implications for staff recruitment. Journal of Marketing Management, 26(1-2), 56-73.
- Woodruff, R. B., Cadotte E. R., & Jenkins, R. L. (1983). Modeling Consumer Satisfaction Processes Using Experience-Based Norms. Journal of Marketing Research, 20(3), 296-304.
-
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: 1206 Downloads: 210 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: 854 Downloads: 292 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.
