Employer branding: strategic implications for staff recruitment

Abstract

In many developed economies, changing demographics and economic conditions have given rise to increasingly competitive labour markets, where competition for good employees is strong. Consequently, strategic investments in attracting suitably qualified and skilled employees are recommended. One such strategy is employer branding. Employer branding in the context of recruitment is the package of psychological, economic, and functional benefits that potential employees associate with employment with a particular company. Knowledge of these perceptions can help organisations to create an attractive and competitive employer brand. Utilising information economics and signalling theory, we examine the nature and consequences of employer branding. Depth interviews reveal that job seekers evaluate: the attractiveness of employers based on any previous direct work experiences with the employer or in the sector; the clarity, credibility, and consistency of the potential employers’ brand signals; perceptions of the employers’ brand investments; and perceptions of the employers’ product or service brand portfolio.     

Zur Beitragsfinanzierung des Kurzarbeitergeldes

The stability of the German labour market despite a 5.1% decrease in GDP in 2009 has been described as the German job miracle. A contributing factor was the political decision to prolong the length of eligibility for short-time working benefits. Short-time working benefits are part of the unemployment insurance, which means that all employers and employees have to contribute. Nevertheless, short-time working benefits are predominantly used by large corporations in the industrial sector and their highly skilled employees. This article therefore asks whether the funding by collected contributions is justifiable or whether short-time working benefits should be paid for by taxes, if at all.     

Flexicurity – a European Approach to Labour Market Policy

Although linguistically somewhat strange, “flexicurity”, the combination of labour market flexibility and security for employees, has become a much praised cornerstone of European labour market policies. Obviously, in an environment with rapid technical progress and frequently changing market conditions, employers need to manage their labour force flexibly. In order to achieve this flexibility without creating an unbearable situation for employees, security is the second pillar of the concept. Security refers, however, to “employability” rather than safety from dismissal. As such, the concept looks like an innovative European way of consolidating economic and social interests, although some argue that much flexibility is gained while the security aspect is being neglected. The concept has been successfully adopted in some European countries, notably Denmark and the Netherlands. However, each country has to find its own concept of “flexicurity” using a distinct combination of instruments that fit the national institutional, social and civic context.     

Where there is light,there is dark: a dual process model of high-performance work systems in the eyes of employees

High-performance work systems have been widely adopted in the workplace. Previous research on high-performance work systems debated whether the generated effects are mutual gains or conflicting outcomes for employers and employees. Drawing on the job demands and resources model, this conceptual study proposes that high-performance work systems can be both beneficial and harmful by eliciting distinct perceptions in employees. Specifically, perceptions of job resources are the positive and perceptions of job demands are the negative mechanism whereby high-performance work systems affect employee job performance. This research further proposes that servant leadership strengthens the positive impact of high-performance work systems, whereas directive leadership strengthens the negative impact. Overall, this conceptual research provides new insights into the research on high-performance work systems.     

Where there is light,there is dark: a dual process model of high-performance work systems in the eyes of employees

High-performance work systems have been widely adopted in the workplace. Previous research on high-performance work systems debated whether the generated effects are mutual gains or conflicting outcomes for employers and employees. Drawing on the job demands and resources model, this conceptual study proposes that high-performance work systems can be both beneficial and harmful by eliciting distinct perceptions in employees. Specifically, perceptions of job resources are the positive and perceptions of job demands are the negative mechanism whereby high-performance work systems affect employee job performance. This research further proposes that servant leadership strengthens the positive impact of high-performance work systems, whereas directive leadership strengthens the negative impact. Overall, this conceptual research provides new insights into the research on high-performance work systems.     

Weight Discrimination in the American Workplace: Ethical Issues and Analysis

Research providing consistent evidence of pervasive discrimination against overweight job applicants and employees in the American workplace raises important questions for organizational stakeholders. To what extent is the disparate treatment of job applicants or employees based on their weight ethically justified? Are there aspects of weight discrimination that make it more acceptable than discrimination based on other characteristics, such as race or gender? What operational steps can employers take to address concerns regarding the ethical treatment of overweight individuals in the workplace? This article investigates these and related questions. Its purpose is to provide information and analysis that will assist organizations in formulating ethical responses to a widespread phenomenon: weight discrimination in the workplace. Although its focus is the American workplace, the proposed employer ethical obligations and the practical guidance that is provided are viewed as generalizing across countries and cultures.     

Flexibility,Skill and Technical Change in UK Retailing

This article examines employment patterns in British retailing during the 1980s. It focuses on two debates central to contemporary economic sociology: the flexibility thesis and theories of skill and technical change. The data derive fiom the ESRC's Social Change and Economic Life Initiative and represent a sample of 72 retailing establishments fiom six localities in Britain. The article reveals that technological change had not produced much in the way of deskilling: rather, it had enskilled the work of already qualified and trained employees. Whilst part-time employment had increased in many stores, there was little evidence of any significant growth of other kinds of peripheral labour.     

Minimum and preferred entry qualifications and training provision for British workers

This article reports the outcomes of a survey of British employers that requested information on the qualifications sought when recruiting employees, and on training and development offered subsequently to employees. Responses revealed that few employers actively sought vocational awards in potential employees. The only occupational category for which more employers specified a vocational award than an academic award was service workers. A substantial number of organisations specified no minimum entry level of qualification, even for higher–status occupations. Those organisations that did specify a minimum qualification level for recruits were significantly more likely to report that they trained their employees.     

Der Flexibilitätsbeitrag in der Arbeitslosenversicherung

The controversy around fixed-term contracts centres around the conflict between the employer’s need for flexibility and the employee’s need for security. The authors propose flexible contributions for employers to the public unemployment insurance system to balance both interests. The employers’ contributions for their temporary staff would increase while the contributions for their permanent staff would in turn decrease slightly. The authors calculate four versions. With regards to the total sum of contributions, the first version holds the contributions received constant while the second version leads to a reduction. They then repeat these two calculations for fixed-term contracts without substantive grounds. The flexibility premium takes into account the higher unemployment risk of employees with fixed-term contracts and establishes monetary incentives for employers to hire employees with permanent contracts.     

The effect of online scheduling on employees’ quality of life

Online employee scheduling has increased in popularity in recent years, especially among hourly workers who have grown up in the information age and the flexibility it provides increases their sense of job autonomy. This article reports on two studies that investigated the impact of work scheduling flexibility on employees’ personal well-being. One study collected data from current users of an online scheduling product and the other study collected information from hospitality management students who are potential future users of online scheduling software. The studies found that online scheduling helps to enhance employees’ personal well-being through satisfaction with schedule flexibility and job autonomy.     

Is greater flexibility in the labour market the answer to the unemployment crisis?

In view of high and persistent unemployment in the European industrialised countries there is growing consensus that more flexibility is needed with regard to both the legal and institutional conditions governing the labour market (external flexibility) and the management of human resources within individual firms (internal flexibility). This article examines the interaction between internal and external flexibility with special reference to wages, working time and job security.     

Minimum and preferred entry qualifications and training provision for North Australian workers

This paper reports on the outcomes of a replication study of a survey of British employers that requested information on the qualifications sought when recruiting employees and on subsequent training and development. While the British survey was interested in the uptake and use of the British National Vocational Qualifications, the study reported in this article is primarily focused on the uptake and use of the Australian Qualifications Framework qualifications by North Australian employers. This study was prompted by the skills shortages and recruitment difficulties being experienced by organizations throughout rural and regional Australia. Previous studies have found that vocational qualifications were not valued by UK employers and few employers were encouraging employees to undertake vocational awards. If this is also the case in Australia, it may in part explain problems in recruiting skilled workers. This research clearly demonstrates that employees in regional and rural Australia are seeking to improve their knowledge and skills through vocational training and higher education qualifications. Also, employers are providing access to training and are supporting managerial and professional employees to gain higher educational qualifications. When recruiting all types of worker other than unskilled labourers, the majority of organizations prefer to recruit workers with qualifications. In rural and regional centres, however, a more pragmatic stance of recruiting unqualified employees in some areas is observed. Clearly, employers will attempt to minimize training costs by recruiting skilled employees, but in the end they will have to provide access to training and education to ensure that they have a skilled workforce that can deliver essential services and products.     

Cyberslacking, Business Ethics and Managerial Economics

Often, new technology brings in its train unprecedented problems. As far as computers, e-mail and the internet are concerned, this certainly holds true in many arenas. But there is one aspect of this new technology which does not present additional difficulties: cyber-slacking. The managerial challenges posed by employees using these amenities for job search, shopping sprees, personal relationships, in a word, general goofing off, have long ago already been overcome by employers. There is 'nothing new under the sun' in at least this one dimension of the computer age.     

Trade,Technical Change,and Labour Market Adjustment

This paper empirically examines three possible reasons for the high and rising unemployment of low‐skilled employees in Germany: (i) an upsurge in inter‐industry trade, (ii) a skill‐biased technical change, and (iii) a failure of labour market adjustment. The empirical analyses indicate that an exogenous wage‐setting process as well as a bundle of factors, including a skill‐biased technical and structural change, have contributed to the decline in relative demand for low‐skilled employees in Germany. Thus, economic policy in Germany should focus on improving the employability of workers in the lower segment of the labour market and on raising the adjustment flexibility, above all the flexibility of the wage structure, of the German labour market.     

员工当责感、工作满意度与组织公民行为

激发员工的组织公民行为是提升企业运转效率的有效途径之一。文章关注工作满意度对激发组织公民行为的作用机理,提出并证实了只有对高当责感的员工通过提高工作满意度来激发其组织公民行为才是有效的。通过系统的探索性分析和验证性分析,证实了工作满意度与组织公民行为之间存在显著的正相关关系,并且员工当责感在工作满意度和组织公民行为的关系中起中介作用。研究结果显示,中国企业要想通过提高工作满意度来激发组织公民行为进而提升企业效率,必须要关注员工的当责感及其前导影响因素,企业创造当责的文化环境有利于激发组织公民行为。     

Do collective bargaining institutions crowd out discussion and implementation of firm‐related training programs? Evidence from Japan

The paper empirically examines labor‐management communication concerning in‐house training programs and its relation to the actual on‐ and off‐the‐job training policy and wage structure. Using governmental datasets from Japan, we study how different labor‐management communication institutions may affect the training interests of employers and employees differently. We classify these institutions in terms of whether they have a legal (i.e. statutory) foundation (‘de jure’) or not (‘de facto’). We find that collective bargaining, with legal grounds, may crowd out employees’ willingness to communicate about training. However, the existence of ‘de facto’ communication channels such as joint labor‐management councils or shop floor committees is positively correlated with both on‐ and off‐the‐job of training. At the same time, the existence of unions is positively correlated with the steepness of wage profiles for mid‐career workers, which is consistent with the fact that employers and employees assume a long‐term relationship. Thus, we show that a multi‐tiered structure of labor‐management communication, together with a long‐term orientation toward the employment relationship, contributes to strengthen employees’ voice in training matters.     

Enhancing Employee Voice: Are Voluntary Employer–Employee Partnerships Enough?

One of the essential ethical issues in the employment relationship is the loss of employee voice. Many of the ways employees have previously exercised voice in the employment relationship have been rendered less effective by (1) the changing nature of work, (2) employer preferences for flexibility that often work to the disadvantage of employees, and (3) changes in public policy and institutional systems that have failed to protect workers. We will begin with a discussion of how work has changed in the last 20 years in countries like Australia and the United States, and then take up the issue of employees as organizational stakeholders and the ethical duties that are owed them, with special attention given to issues of power. We will then consider whether voluntary action by employers such as social auditing is sufficient to ensure equity for employees, and conclude with a discussion of how changes in public policy might ensure greater fairness in the employment relationship by bringing employers and employees together in partnership.     

The employer costs of motor vehicle crashes

The latest published estimate of the cost of US motor vehicle crashes to employers is for 1989. This study estimates annual employer costs in 1998-2000. Incidence was estimated with occupational injury data and motor vehicle crash data for 1998-2000. Employer costs were estimated from Federal estimates of crash costs by source of payment using data on the percentage of varied payment streams (e.g. health insurance, sick leave) paid by employers. Motor vehicle crash injuries on and off the job cost employers almost $60 billion annually, including $16.3 billion in fringe benefit costs; $25.2 billion in property damage, workplace disruption and other non-fringe costs; and $18.4 billion in wage-risk premiums. Traffic safety programmes can reduce the fringe benefit bill without reducing the benefits offered to employees. Eliminating alcohol-impaired and unrestrained driving would save employers $15.2 billion annually.     

Lessons Learnt from the Nordics: How to Fight Long-term Unemployment

This study examines policies that can successfully address long-term unemployment. It focuses on Denmark and Sweden, where, despite sizeable job losses during the crisis, labour market indicators are at present better than in any other EU country. By looking at the interaction between labour market flexibility (especially in hiring and firing regulations) and passive and active policies, we argue that well-designed active policies matter more than labour market flexibility for employment.     

The Psychological Contract in Employment in Vietnam: Preliminary Empirical Evidence from an Economy in Transition

The psychological contract is defined as a set of mutual and promissory obligations perceived by employees and employers in their employment relationship. Although this concept had been extensively researched in the West, little empirical evidence in other contexts was available. This study operationalized the concept of psychological contract in Vietnam, an economy in transition. From a sample of 220 questionnaires of employees and their corresponding human resource managers, it found some distinct features of the psychological contract. Furthermore, this articles confirmed the congruence in the perceptions of employees and employers about contract obligations and fulfilments.