An integrative review of employer branding and OB theory

Personnel Review (Impact Factor: 0.96). 02/2010; 39(1):5-23. DOI: 10.1108/00483481011012809


Purpose - The purpose of this paper is to review the existing literature linked to the emerging field of employer branding, with a view to adding insight from the perspective of the management of human resources. Design/methodology/approach - The approach taken entails reviewing books and academic journals from the area of marketing, organisational behaviour (OB) and business management. The review shows that research and theory from a range of fields can help add to one's knowledge of employer branding; these include areas of research that investigate organisational attractiveness to potential new recruits, research and writing linked to the psychological contract literature as well as work that examines organisational identity, organisational identification and organisational personality characteristics. Research limitations/implications - The main limitation of the review is that, while different areas and fields of research are being drawn on to help identify useful knowledge that can improve one's understanding of what effective employer branding might involve, the literature and research in each area will be (necessarily) selective. Practical implications - The review has a number of general practical implications; many of these are highlighted in the propositions set out within each section. Originality/value - The originality of the review is that it is unique in showing how different areas of literature can be linked to employer branding. The review helps to integrate the existing literature in a way which can help personnel practitioners to immediately see the relevance of theories and research from a range of key academic fields.

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Available from: Martin R. Edwards, Jan 06, 2015
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    • "Concerning the former, Backhaus and Tikoo (2004) stress the need to pursue congruence between the organization and current and prospective employees. As Edwards (2010) indicates, individuals prefer organizations that offer them what they consider important, so that they feel they do or can fit in. Hence, being an EOC for talented individuals necessitates building a value proposition that is important to them in particular. "
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    ABSTRACT: Purpose – This paper aims to set out to add to extant knowledge by delineating the content of employer of choice (EOC) regardless of sector and shedding light on the role of gender in the EOC profile. Becoming an employer of choice (EOC) is a strategy that can help organizations manage current and prospective employee expectations of their employment relationship. Design/methodology/approach – Responses were gathered from 896 working adults. The questionnaire was developed by the researchers to reflect the employment experience. Parallel analysis and factor analysis were used to analyze the content of the EOC, and t-tests compares EOC factors between male and female individuals. Findings – The results verify the multi-dimensionality of EOC and enrich its content. The most important facets of EOC for employees are the quality of workplace relationships, work prerequisites and satisfying work setting as the most important. With regards to how male and female employees perceive the EOC, both differences and similarities were found. Research limitations/implications – Key limitations pertain to its cross-sectional design, the fact that gender is examined in isolation of other forms of identity that may interact with gender, and the fact that all respondents were Greek and white-collar. Practical implications – The findings can support HR and marketing managers in their effort to attract talented individuals and retain and activate talented employees. Originality/value – Existing evidence identifies the profile of EOCs within specific sectors, while we construct an EOC profile that crosses sector boundaries. Moreover, it is the first time that research into EOC takes gender into consideration in a structured way to offer a clearer understanding of what is valued by individuals.
    Full-text · Article · Nov 2015 · Gender in Management
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    • "Therefore, it is of great importance to elucidate and consider these qualities in the process of formulating a proposal that can withstand doubt and critical examination, consequently being authentic, unique, and attractive in the eyes of current and potential employees. Individuals experiencing unexpected and irrational behaviors in an organization that diverge from the communicated proposal or clash with personal values will more likely look for new job opportunities (Behrend et al., 2009; Edwards, 2010). Lawler (2005, p. 11) states: " And when they do not get what they want, today's workers are quick to move on to more attractive employment situations. "
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    ABSTRACT: Despite a global financial crisis, the concept Employer Branding became the point of departure for an interactive collaboration between an engineering company and a research team. When reviewing academic literature the conclusion was that very few articles combine the concepts of employer brand and gender equality. This article contributes theoretically to promote and examine arguments for the potential of adopting a gender perspective when developing an employer brand and when compiling the employer value propositioning. The article intends to inspire organizations to use a gender perspective when developing the employer value proposition in order to promote propositions reflecting the organization. It will also open avenues for further research by synthesizing the two fields.
    Full-text · Article · Oct 2015 · International Journal of Business and Management
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    • "Existing research supports the recognition of the importance of being an attractive employer brand when it comes to choosing a future employer (e.g. Edwards, 2010; Fulmer et al., 2003; Wilden et al., 2010). According to Hewitt (2009), the best employers get nearly twice as many applications as other organizations. "

    Full-text · Article · Sep 2015
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