EMPLOYER BRANDING FOR KNOWLEDGE WORKER RETENTION

Prepared By:Dhaval Prajapati-138020592012dhavalprjpt93@gmail.comRaj Trivedi-138020592049raj.trivedi22@gmail.com

PARUL INSTITUTE OF MANAGEMENT

Faculty GuideProf. Alpa Parmar

TABLE OF CONTENTSr.no Particulars

1 Introduction

2 Significance of study

3 Objective

4 Hypotheses

5 Research Design

6 Sample Technique

7 Model

8 Finding

9 Suggestion

Introduction

Significance Of Study• It is to enhance attraction increases retention and greater

engagement with the staff that can only be done by good hr branding.

• Employer branding provides an effective bridge between hr, internal communication and marketing, recruitment, retaining and developing right people is important aspect of internal branding.

• The way to attract and retain skilled and able employer who prefer to their but of their abilities is through proper approaches for the study of role of hr in employer branding is must.

Objectives

Primary objective:• To find out the dimensions of employer branding of

organizations.

Secondary objective:• To find out the relationship between employer branding

and retention strategies of employees of the organizations.

• To find out the relationship between employer branding and motivation of employees of the organizations.

HYPOTHESES– H01: There will be no significant relationship between perceived

organizational prestige and employer branding.– H02: There will be no significant relationship between transparency and

leadership and employer branding.– H03: There will be no significant relationship between employer branding

and organization fit.– H04: There will be no significant relationship between employer branding

and individual motivation factor.– H05: There will be no significant relationship between employer branding

and organizational motivation factors. – H06: There will be no significant relationship between employer branding

and comparative evaluation.– H07: There will be no significant relationship between employer branding

and customer perspective as perceived by employees.– H08: There will be no significant relationship between perceptions outside

the organization.

RESEARCH DESIGN:

Universe:• Total number of employees selected from selected manufacturing industries.Sample size :• The sample size taken for the study is 67 employees (top and middle level)

from selected organization. Sampling Technique: convenient sampling as well as random sampling.Tools of data collectionPrimary dataStructured QuestionnaireThe questionnaire will be closed depending upon the nature of the research.Secondary dataresearch papersArticlesmagazine

Types OF RESEARCHDescriptive research• Descriptive studies are concerned with describing and

characteristics of particular such as role of hr in employee retention and employer branding for employee attraction and retention in selected manufacturing sector.

Explorative research• Explorative research type of research conducted for problem that

has not been clearly defined. It helps determine the best research design , data collection method and selection of subjects. It should draw definitive conclusions. Thus this study utilize explorative design to study the role of employer branding retention.

SAMPLE TECHNIQUE

Data Treatment- Data analysis will be done through coding, editing, tabulation and

interpretation through SPSS and MS EXCEL.

Limitations:1. Sample size: the present study is carried out for academic purpose, so

sample size is restricted as the organization selection for data collection.2. No generalization: the study restricted to an organization under study so

it can be generalized for all employees in other organization.3. Employer branding is a complex problem and researcher has attempted

to study most appropriate factors but chances cannot be ruled out that some areas may have been untouched or not adequately touched

Data Analysis & Interpretation

Employer Branding Management Of Organization

Employer Branding

Pearson Correlation 1 .754**

Sig. (2-tailed) .000

N 67 67

Management Of Organization

Pearson Correlation .754** 1

Sig. (2-tailed) .000

N 67 67

**. Correlation is significant at the 0.01 level (2-tailed).

CORRELATION BETWEEN EMPLOYER BRANDING AND MANAGEMENT OF ORGANIZATION

Employer Branding Perceived Organizational

Prestige

Employer Branding

Pearson Correlation 1 .569**

Sig. (2-tailed) .000

N 67 67

Perceived Organizational Prestige

Pearson Correlation .569** 1

Sig. (2-tailed) .000

N 67 67

**. Correlation is significant at the 0.01 level (2-tailed).

CORRELATION BETWEEN EMPLOYER BRANDING AND PERCEIVED ORGANIZATIONAL PRESTIGE

Employer Branding Transperancy And

Leadership

Employer Branding

Pearson Correlation 1 .746**

Sig. (2-tailed) .000

N 67 67

Transparency And Leadership

Pearson Correlation .746** 1

Sig. (2-tailed) .000

N 67 67

**. Correlation is significant at the 0.01 level (2-tailed).

CORRELATION BETWEEN EMPLOYER BRANDING AND TRANSPERANCY AND LEADERSHIP

Employer Branding Organization Fit

Employer Branding

Pearson Correlation 1 .626**

Sig. (2-tailed) .000

N 67 67

Organization Fit

Pearson Correlation .626** 1

Sig. (2-tailed) .000

N 67 67

**. Correlation is significant at the 0.01 level (2-tailed).

CORRELATION BETWEEN EMPLOYER BRANDING AND ORGANIZATION FIT

Employer Branding Individual Motivation

Employer Branding

Pearson Correlation 1 .572**

Sig. (2-tailed) .000

N 67 67

Individual Motivation

Pearson Correlation .572** 1

Sig. (2-tailed) .000

N 67 67

**. Correlation is significant at the 0.01 level (2-tailed).

CORRELATION BETWEEN EMPLOYER BRANDING AND INDIVIDUAL MOTIVATION FACTORS

Employer Branding Organizational Motivation

Employer Branding

Pearson Correlation 1 .422**

Sig. (2-tailed) .000

N 67 67

Organizational Motivation

Pearson Correlation .422** 1

Sig. (2-tailed) .000

N 67 67

**. Correlation is significant at the 0.01 level (2-tailed).

CORRELATION BETWEEN EMPLOYER BRANDING AND ORGANIZATIONAL MOTIVATION FACTORS

Employer Branding Comparative Evalution

Employer Branding

Pearson Correlation 1 .774**

Sig. (2-tailed) .000

N 67 67

Comparative Evaluation

Pearson Correlation .774** 1

Sig. (2-tailed) .000

N 67 67

**. Correlation is significant at the 0.01 level (2-tailed).

CORRELATION BETWEEN EMPLOYER BRANDING AND COMPERATIVE EVALUTION

Employer Branding Customer Perspective As

Perceived By Employees

Employer Branding

Pearson Correlation 1 .524**

Sig. (2-tailed) .000

N 67 67

Customer Persepctive As Perceived By

Employees

Pearson Correlation .524** 1

Sig. (2-tailed) .000

N 67 67

**. Correlation is significant at the 0.01 level (2-tailed).

CORRELATION BETWEEN EMPLOYER BRANDING AND CUSTOMER PERSPECTIVE AS PRCEIVED BY EMPLOYEES

Employer Branding Perception Outside Organization

Employer Branding

Pearson Correlation 1 .045

Sig. (2-tailed) .720

N 67 67

Perception Outside Organization

Pearson Correlation .045 1

Sig. (2-tailed) .720

N 67 67

CORRELATION BETWEEN EMPLOYER BRANDING AND PERCEPTION OUTSIDE ORGANIZATION

CONCLUSION

SUGGESTION• HR department should be more flexible for motivates employees to communicate their

ideas to management for improvement.• HR department conducts more various attractive activities to reduce stress for enhancing

their mental abilities.• Company should make more strong channels for recruitment brochures or web site by

which different important information gathered easily.• Every employee in organization receives training that enhances his/her ability to deliver

high quality service.• Organization should develop such tools like job rotation for making job interesting and

challenging. • Management should know the talents of their employees and utilized them regularly • Managers should be trained to select, identify, guide, coach, reward and retain their people • Managers should hold regular meetings with their work groups and those meetings should

keep them informed, give them information and enable them to do a better job .• Promotion should be goes to the deserve candidate not to the senior one .• Organization should provide opportunity for career growth of the employees by coaching,

and by helping employees to achieve their personal goals, by providing adequate training... Encouragement of staff development, and opportunities for growth."

MODEL