加强雇主品牌建设提高企业竞争力

雇主品牌具有信号价值、符号价值和情感价值。保持企业的竞争力就是要保持人才的竞争力,归根结底是要构建良好的雇主品牌。企业应在转变心智模式、建立雇主与雇员心理契约、做好内部营销,完善绩效薪酬制度等方面下功夫,树立雇主品牌形象。     

雇主品牌构建与战略人力资源优化——以可口可乐雇主品牌构建为例

现代企业面临战略同质化、智力资本化、工作人性化等挑战,企业间人力资源竞争日益激烈,人才管理已经成为企业战略重要的组成部分,通过塑造雇主品牌,吸引、激励、留住人才,推动企业品牌、产品品牌的建立和发展,最终获得超额附加价值,对增强企业竞争力具有十分重要的意义.文章基于战略人力资源管理视角深入剖析雇主品牌内涵和多维价值,探讨在人力资源管理流程中将雇主品牌与企业战略相联系,实现雇主品牌与产品品牌、企业品牌协调发展的路径.研究指出,为更好地构建雇主品牌,优化战略人力资源管理,企业要先有“品”,后有“牌”,有效吸引和保留人才;要内外兼修,全方位塑造雇主品牌;要打造雇主品牌的价值生态链,实现可持续发展.     

基于企业雇主品牌建设的员工体验管理策略

体验经济作为一种新的经济形态,为企业提供了体验管理这一新的经营管理模式,也为企业雇主品牌建设提供了一种新的思路。企业应以雇主品牌建设为出发点,结合企业战略和愿景,充分了解员工的体验需求,加强对员工的体验管理,充分发挥员工的潜能,对于塑造企业优秀雇主品牌,有效提升企业核心竞争力具有十分重要的意义。     

如何做好园林工程项目管理

当下可持续发展思想越发被人们所重视，园林绿化企业的发展正符合这一思想，如何抓住契机，提升生存空间，提高竞争力，在日益严酷的市场环境中亟待解决的问题，必须推行有效的管理来控制和降低工程成本。本文结合工作经验，提出了首先从企业内部管理入手，在理论上认识并重视项目管理的的重要性及其特点；其次，加强业务流程再造，建立科学有效工作体系及相关运行程序，有效方法和措施来降低成本的，以提高企业市场竞争力，进而提高经济效益及企业市场品牌雇主形象。     

互联网时代背景下的雇主品牌建设

在人才竞争激烈的今天,企业认识到了雇主品牌建设对企业内外部人才吸引的重要性,且互联网时代日益成为各界探讨的热点,它不仅改变了企业的经营思路,也颠覆了企业的管理思维。文章以互联网时代的特点来探讨在如此特殊的背景下,企业应如何建立具有竞争力的雇主品牌以提升其吸引力。     

通过职业价值定位塑造企业雇主品牌——以沃尔玛公司为例

本文分析了沃尔玛公司以其职业价值定位成功塑造企业雇主品牌的案例,指出企业可以在文化建设、员工发展以及履行社会责任三个方面全方位塑造企业雇主品牌,为企业人力资源管理塑造雇主品牌提供有效借鉴。     

探析雇主品牌建设对组织员工的影响

在经济发展中,经营者和学者对雇主品牌建设的兴趣大大增加.企业已经将雇主品牌作为吸引和留住人才的重要工具,雇主品牌成为激烈竞争的市场中企业可持续发展的重要策略.如果企业没有注意到这一策略,会导致它失去自己的市场.一旦企业给予雇主品牌建设更多的关注,员工往往会更长久地留在企业.雇主品牌建设有利于在整个企业内建立良好的关系,...     

基于招聘流程的雇主品牌提升策略探讨

招聘过程是企业塑造、提升雇主品牌形象的良好时机,同样,一次失败的招聘过程给雇主品牌带来的破坏力是极大的。本文基于招聘过程中雇主品牌遭破坏的典型原因,提出企业可以在招募、选拔、录用和评估阶段,分别采取一些有效策略来提升雇主品牌。     

提升中小企业雇主品牌吸引力的途径

人力资源的地位和作用越来越引起全社会的重视和肯定,人才成为企业间竞争的最重要因素,企业为了获得适合企业发展的人才,使尽一切办法。雇主品牌作为人力资源战略的标志性旗帜,近些年来成为企业关注的热点。"以人为本"的雇主品牌建设,给现代企业带来无穷价值,不但可以提升企业的整体竞争优势,还能给企业带来丰厚的财务回报。本文通过雇主品牌内涵的分析,提出了几种符合中小企业发展的提升雇主品牌吸引力的途径,希望可以在一定程度上帮助中小企业吸引和留住优秀人才、提升企业竞争力。     

泉州民营企业雇主品牌建设探析

从雇主品牌建设的视角审视了泉州民营企业当前人力资源管理中存在的问题．阐述了泉州民营企业建立雇主品牌的重要意义,从一个完善、科学的人力资源管理体系构成出发,多角度地提出了泉州民营企业雇主品牌建设的具体措施。     

How psychological contracts motivate employer-brand patronage

Research on employees’ purchase of their employer’s product is scarce. In this paper, we investigate how psychological contracts will impact employees’ purchase motivations of their employer brand. Two studies examining real and imagined purchase behaviors show that employees with relational type of psychological contracts are more likely to purchase their employer brand than are employees with transactional type of psychological contracts. This is because the former type of psychological contracts will encourage both intrinsic and extrinsic motives to support the employer brand.     

The brand personality dimensions of business-to-business firms: a content analysis of employer reviews on social media

ABSTRACT

Purpose: The purpose of this paper is to explore the brand personalities that employees are creating of their employer brands, in particular business-to-business (B-to-B) brands, when describing these brands on social media. We examine how the brand personalities, based on written online reviews, differ between high- and low-ranked, and high- and low-rated brands.

Methodology/Approach: 6,300 written employee reviews from a social media platform, Glassdoor, are used for content analysis in DICTION, to determine the brand personality dimensions they communicate (J. L). An independent B-to-B brand ranking data source, Brandwatch, is used as a reference to various brands’ level of ranking, while an ANOVA test is used to determine whether there is a difference in the brand personality trait means when comparing high and low-ranked, and high- and low-rated brands.

Findings: Our findings suggest that a strong social media presence does not equate to a strong employer brand personality perception among employees, since there are no significant differences between B-to-B firms based on their rankings.

Research Implications: Extant literature has mostly explored the impact of either critical reviews or favourable customer ratings and reviews on company performance, with very little research focusing on the B-to-B context. In addition, research employing DICTION for the purposes of content analysis of reviews is sparse. The methodology used in this study could thus be employed to further compare and contrast the reviews from a single company, dividing top and low starred reviews to compare discrepancies.

Practical Implications: The results of this study show how online shared employee experiences of employer brands contribute to the formation of a distinct employer brand personality. From a managerial viewpoint, engaging with current and past employees and being cognizant of the online narratives that they share on social media, may be an early indicator of where the firm is lacking (or showing strength) in its’ employee engagement. This would offer a way for firms to both understand their employer brand personality as well as gauge how they compare to top employers in a specific sector or industry.

Originality/Value/Contribution: The study attempts to grow the literature of employee brand engagement in a B-to-B context, by recognizing the important role that employees play in engaging with their employer brand online. Two main contributions are offered. The first contribution relates to the finding that employees perceive highly-rated B-to-B brands as being more competent, exciting, sincere and sophisticated than low-rated B-to-B brands. Second, the methodology used in this study proves to be a novel and accurate way of comparing employee reviews and perceived employer brand personality, with the employer-created intended brand image.     

The corporate social responsibility (CSR) employer brand process: integrative review and comprehensive model

ABSTRACT

Firms are increasingly drawing on corporate social responsibility (CSR) in their employer branding to improve attractiveness and engage current and potential employees, and to ensure consistency in employee brand behaviours. However, there is a dearth of literature synthesising CSR and employer branding research to understand employee engagement with CSR-firms from a branding perspective. In this article, the authors carried out an integrative literature review of CSR and employer branding literatures. Informed by signaling theory, the authors develop a conceptual model of the CSR employer branding process as a cohesive view from the potential and current employee perspective. Our review highlights the need for firms to achieve CSR consistency in terms of (a) embeddedness of CSR values, and (b) levels of internal CSR. These two factors frame a typology that enable managers to better execute their CSR employer brand identity to achieve favourable results, such as a high-quality talent pool and positive affective, cognitive and behavioural employee outcomes.     

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.     

Crafting a paying-it-forward mindset in business: Five principles for a competitive employer branding advantage

Kindness can strengthen your employer brand. The business environment is changing, and the value of kindness in the corporate world is garnering increased attention. Paying it forward is a way to pass acts of kindness on to others. This allows employees and business partners to go above and beyond formal expectations that not only benefit the individuals involved but also the businesses they represent. Paying it forward can potentially create competitive advantage for firms from an employer branding perspective (to attract and retain talent) and in the broader market sense. This behavior can strengthen the employer brand in numerous and effective ways, and managers must understand, engage in, and encourage such conduct. In this article, we discuss different examples, benefits, and risks of paying kindness forward on a micro-, meso-, and macro-level. After providing this foundation, we introduce practical guidelines for managers on how to foster a paying-it-forward mindset among employees and the broader organization. The guidelines were created using insights from interviews we conducted with stakeholders in a business ecosystem in northern Sweden.     

Determinants of Success of Employer Branding in a Start‐up Firm in Nigeria

This article aims at providing an understanding of factors that determine the success and failure of employer branding. An African steel‐producing start‐up company developed an employer brand image, which enabled it to effectively attract and hire talent from the labor market and inspired high engagement and productivity. A few years later, the firm lost its attractive brand image and its employer brand loyalty also declined. The study is a longitudinal investigation, and data were collected from policies and through structured interviews with the employees, ex‐employees of the organization, and prospective employees. Findings show amazing success of the employer brand in the first six years in talent attraction, hiring, engagement, and retention. Thereafter, the brand lost its potency, and its dysfunctionality significantly impacted on the future of the firm—employee dissatisfaction, decline in productivity, and increase in turnover. The reasons include a toxic organizational environment, overbranding, failure to keep promises, disconnect between employer branding and human resource strategy, shift of emphasis by senior management from people to production, and lack of a dynamic and differentiated employee value proposition. The study offers practical lessons to managers. © 2017 Wiley Periodicals, Inc.     

The candidate experience: Is it damaging your employer brand?

The importance of the candidate experience has only recently gained attention as the war for talent ensues. Despite its importance, there is a paucity of research examining the exchange relationship between the job candidate and the organization during the recruitment process. This article presents a model—illustrating the connections and exchanges made among an organization, the job candidate, and the organization’s recruitment process—that forms the candidate experience and, in turn, affects the employer’s brand either positively or negatively. Based on this framework, guidelines are presented to assist organizations in ensuring a positive candidate experience that will result in the strengthening of the employer brand and improving recruitment and business outcomes. Some of these business outcomes include strengthening relationships with customers and investors, referring friends to the company, and participating in future searches conducted by the organization.     

普通消费者口碑和专家评论对消费者购买决策的影响研究

在线评论作为营销信息中新的要素,已成为当下消费者购买产品或服务时的重要因素。文章根据获得诊断性模型和调节导向理论,引入自我调节导向作为调节变量,探讨在线评论信息源对品牌评价和购买意愿的影响。文章采用情境模拟实验方法,考察了普通消费者口碑和专家评论对消费者的品牌评价和购买意愿具有不同的影响。具体来说当消费者处于促进调节导向时,普通消费者口碑比专家评论更容易使消费者产生良好的品牌评价和购买意愿;当消费者处于预防调节导向时,专家评论比普通消费者口碑更容易使消费者产生良好的品牌评价和购买意愿,其中感知诊断性在这个过程中起到中介作用。文章整合了不同领域的理论,拓宽了不同来源的在线评论对消费者影响的理解力,而且研究结论对网站的营销人员如何管理在线评论有一定的启示意义。     

Estimating the effect of brand beliefs on brand evaluations when beliefs are measured with error

We consider the internal validity of estimates of the effects of brand beliefs on brand evaluations when beliefs are measured with error. Consumer research suggests numerous errors that may impact belief measures. However, the literature has not determined precisely why and how myriad types of error matter for the evaluation-belief relationship. Furthermore, the literature has not explicitly considered what is necessary and sufficient to control for different types of belief error when using the latent general factor approach. We show that the important distinction for empirical research is not the origin of the error per se but its relationship to affective evaluation. Error related to brand evaluation has an inflationary effect on estimates of the evaluation-belief relationship while error unrelated to brand evaluation has an attenuating effect. We use a bifactor structural equations model to decompose belief measures into general and specific dimensions. The model uses bias free variation in specific beliefs to identify effects on brand evaluation while controlling for a general belief dimension correlated with evaluation. Compared to models that do not adjust for the bias, estimates of the bias corrected marginal effects are smaller but positive and significant.