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JOURNAL OF TRANSNATIONAL MANAGEMENT 2017, VOL. 22, NO. 3, 153170 https://doi.org/10.1080/15475778.2017.1335125

Impact of employer branding on organizations performance Abdullah A. Aldousaria, Alan Robertsonb, Mohd Shukri Ab Yajidb, and Zafar U. Ahmedc

aKuwait University, Kuwait City, Kuwait; bManagement and Science University, Shah Alam, Malaysia; cAmerican University of Ras Al Khaimah, Ras Al Khaimah, United Arab Emirates

ABSTRACT An increasing number of organizations embark on employer branding although this practice is not theoretically supported. Our study explores the employer brand by employing branding that examines the interrelation between the elements and the branding process outcomes. Our study is based on the employer branding model having two major components: the employer brand (with interrelated internal and external images) and the efficiency outcomes originating from the application of the employer branding process. Our study combines quantitative and qualitative research methods. The data were obtained from the companies operating in the western province of Sri Lanka. Our findings reveal that organizations with an advanced employer branding strategy have greater productivity than those organizations who lack or have partially developed strategy. Our study compares organizations with different levels of implementation of the employer branding strategy. Special attention is paid to organizational commu-nication and the incorporation of values into the external and internal employer brand.

KEYWORDS Employer branding; impact; organizations performance; Sri Lanka

Introduction

Brand concerns image, reputation, and identity: sometimes it is a fact, but it is always a perception. A brand is a collection of perceptions in consumers mind (Kapoor, 2010). There are different types of brands, such as the product and the corporate brand, as well as the newest one, the employer brand. The role of the brand is to not only to convince consumers to buy a certain product, but it also impacts consumers idea of themselves (Olins, 2008). A brand is a crucial tool in creating consumers affiliation with a corporate identity. The brand exercises its power on the minds of employees and consumers.

Brands have such powerful impacts on households due to their holistic images. The product brand images consist of several distinctive

none defined

CONTACT Zafar U. Ahmed [email protected] School of Business, American University of Ras Al Khaimah, P.O. Box 10021, Ras Al Khaimah, UAE. Color versions of one or more figures in this article can be found online at www.tandfonline.com/wtnm. 2017 Taylor & Francis

https://doi.org/10.1080/15475778.2017.1335125https://crossmark.crossref.org/dialog/?doi=10.1080/15475778.2017.1335125&domain=pdf&date_stamp=2017-08-19mailto:[email protected]://www.tandfonline.com/wtnm

elements: the product itself, the image of the company, the quality of the service and degree of added value, and perceptions of corporate social responsibility manifested by the company. Accordingly, the companies are required to craft their external images carefully. A developed corporate ident-ity is crucial, as it is complementary to the product identity. It is an additional brand dimension that enhances the strength of the product brand (Einwiller & Will, 2002; Elving, Westhoff, Meeusen, & Schoonderbeek, 2013).

The concept of the employer brand emerged in the 1990 s. In fact, being aware of it or not, all organizations having employees concurrently also have the employer brand. Nonetheless, the concept of the employer branding was coined in 1996. Since then, companies operating in all industry sectors have embarked on the development and strategic management of their images in order to make it more appealing to actual and potential employees. In the long run, the employer brand brings additional benefits, as it also enhances the product brand. The primary cause behind the emergence of this concept is the necessity to attract and retain the best and the most talented human capital. Therefore, primarily the U.S. companies began to develop a distinctive employers image, along with their corporate and customer brands (Carrington, 2007). There has also been a steady and substantial increase to the budget allocated to employer branding, demonstrating that firms find this strategy to be profitable (Aslam, Mason, Zakria, & Farid, 2015; Backhaus & Tikoo, 2004).

The issue of recruiting talented staff became prominent because of several factors. The significance of human capital for each company has become widely recognized. The companies rely on intellectual assets more than on hard assets. Accordingly, the demand for highly skilled and competitive employees has drastically increased (Aslam et al., 2015; Moroko & Uncles, 2008), whereas, concurrently, the supply of highly skilled workers is decreasing. On average, there was a ratio of 10 active to 4 retired workers in OECD countries in 2000. It is estimated that the ratio will be 10 active to 7 active in 2050. The lack of skilled working force will cause a 30% decline in productivity by 2050 if a solution is not found (Taylor, 2005).

Literature review

Although some companies acknowledge the significance of the concept of employer branding in the 1990s, it has been thoroughly developed only in recent years (Thorne, 2004). Ambler and Barrow (1996) The concept of employer brand was first applied to human resource management. It is a significant element of an organizational image. More precisely, the concept of employer brand refers to knowledge and perceptions about a company as an employer. Lloyd (2002, p.47) defined it as perception of the current and prospective employees of the image of the company as a desirable place

154 A. A. ALDOUSARI ET AL.

to work (Ambler & Barrow, 1996; Rampl, 2014; Saini, Rai, & Chaudhary, 2014). This term frequently refers to the way organizations market what they offer to existing and future staff, how they communicate with them and how they maintain the loyalty of the working force (Biswas & Suar, 2014).

Strategies of employer branding are both externally and internally oriented, as the image of a company as a desirable employee is promoted within and outside the company. Branding strategy also focuses on the recruitment mes-sages in order to attract the job seekers who appropriately fit the companys needs, vision, mission, priorities and image (Biswas & Suar, 2014).

Backhaus and Tikoo (2004) maintain that employer branding is in correlation to organizational culture and that it impacts organizational identity. High employer brand also leads to favorable attitudes among employees (DelVecchio, Jarvis, Klink, & Dineen, 2007; Rampl, 2014). In such cases, employees are satisfied to be a part of the company. Employer branding presents a strategic framework consisting of both human resource manage-ment and marketing (Ambler & Barrow, 1996; Biswas & Suar, 2014; Maxwell & Knox, 2009). Job seekers differentiate companies on the basis of their employer brands and thus, having a well-developed brand is a competitive advantage. It strongly impacts career intentions of job applicants (Backhaus, 2004; Rampl, 2014; Turban & Greening, 1997).

Companies with a stronger employer brand image can frequently offer less compensation than companies without a developed employer brand to employees with equal qualifications and skills. The reason is that graduates aspire to work in a company that represents particular values (Edwards, 2005). In contemporary business context, it is challenging to attract and retain loyal and competitive employees, because a strong employer brand serves as a factor to companies with employer brand strategies to position themselves firmly in the competitive labor market (Berthon, Ewing, & Hah, 2005; Collins & Stevens, 2002; Grace & Iacono, 2015).

Huang and Liu (2010) argued that a correlation exists between employer branding and employee performance. Employer branding influences employee performance in a sense of organizational identification and organizational exchange. Employees are dedicated to the best employers and consequently their performance brings excellent business results. The investment in employees brings high returns.

Employer branding in Sri Lanka

Although the employer branding is widely used by companies across Sri Lanka, it has been under-researched and not well documented in scholarly pursuits.

Unlike the companies across the developed countries, the companies operating in Sri Lanka tend to attract and retain the most talented employees

JOURNAL OF TRANSNATIONAL MANAGEMENT 155

for a long time. It is of particular importance in Sri Lanka, due to the conditions of its post-war economy, a lack of graduates in different sectors, and the emigration of highly skilled workers as there are widely available job opportunities abroad, especially in the Middle East because of high wages.

Problem statement Lack of empirical research, and lack of adequate theoretical background have constrained to examine the interplay of different determinants of employer branding. Certain questions still remain unanswered: for example, how the elements merge during the employer branding process; what are the outcomes of the employer branding process; and who holds the organizational responsi-bility for it.

Identify the successful branding outcomes. Even though the employer branding practice gained significant fame, the scholarly literature about it is still scarce (Backhaus & Tikoo, 2004). Edwards (2009) ascertained a gap in research in human resources and organizational behavior fields, and the current litera

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