Purpose: Employer branding (EB) has become a powerful tool for organizations to attract employees. Recruitment communication ideally reveals the image that companies want to portray to potential employees to attract talents with the right skills and competences for the organization. This study explores the impact of EB on employer attractiveness by testing how pre-existing employee preferences interact with EB and how this interaction affects employer attractiveness. Design/methodology/approach: A quasi-experiment among 289 final-year students was used to test the relationships between EB, perceived employer image, person-organization (P-O) fit and employer attractiveness, and the potential moderating variables of pre-existing preferences, in this case operationalized as locational preferences. Students are randomly assigned to four vacancies: one with and one without EB cues in two different locations: Groningen and Amsterdam. The authors used standard scales for attractiveness, perceptions of an employer and person-organization fit. The authors test the relationships using a regression analysis. Findings: Results suggest that if respondents have previous predispositions, then their preference can be enhanced using an EB-targeted strategy. Based on these results, the authors can conclude that EB and related practices can be successful avenues for organizations in the war for talent, particularly if they reaffirm previous preferences of potential employees. Originality/value: The research is original in the way it provides empirical evidence on the relationship between EB and attractiveness, particularly when previous employee preferences exist. This is of value to employers using EB as a tool to influence employer attractiveness.
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With employer branding (EB), businesses aim to align their organizational norms with the norms of their current and prospective employees, and they explicitly communicate about the firm’s norms. Communication, however, carries different meanings depending on the context in which one operates. Also, the organizational norms may vary depending on the context, i.e., industry, different countries, and geographical context in which a firm operates. As such, the process of EB may be context-dependent, too. This study explores if and how EB is applied differently in different country and industry contexts. The analysis draws on a quantitative content analysis of 226 job vacancies targeted at highly educated graduates and professionals in IT, energy, and healthcare from the North of the Netherlands and comparable regions from Germany and Bulgaria. Our findings show that EB, as manifested in core values and distinctive characteristics, is not widely adopted in the vacancies we included in our analysis. When adopted, different values are emphasized depending on the context. General information and job-specific information are most frequent among all industries and countries. EB is a multidimensional concept with different dimensions used according to the context. The study’s main implication is that companies need to be mindful of the context in which an EB strategy is used. A one-size-fits-all approach in EB is likely not the most effective. This is particularly relevant for multinationals that adopt a worldwide organizational brand.
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The world needs more jobs to meet United Nations Sustainable Development Goal 8 and to keep up with expected population growth. Policymakers stimulate start-ups due to their expected job-generating effect. Despite the increased number of solo self-employed, percentages on graduation from small to larger enterprises are low. This study focuses on entrepreneurs who create jobs, and have passed ‘the one-employee threshold’. What are the considerations of the solo self-employed when making the decision to hire their first employee? 27 Interviews were conducted with entrepreneurs in developed and developing countries. The analysis shows that solo self-employed have considerations about time, skills, trust and opportunities when hiring their first employee. The study finds evidence of effectual behaviour. Trust is important: trust in others (the first employee) and trust in yourself (becoming an employer). To stimulate job creation, policymakers should stimulate effectual behavior that enhances the self-efficacy of the solo self-employed. This is a draft chapter/article. The final version is available in Unlocking Regional Innovation and Entrepreneurship edited by Iréne Bernhard, PhD, Urban Gråsjö, PhD, School of Business, Economics and IT, University West and Charlie Karlsson, Professor Emeritus, Jönköping University and Blekinge Institute of Technology, Sweden, published in 2021, Edward Elgar Publishing Ltd https://doi.org/10.4337/9781800371248
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Artikel student Hoger Hotel Onderwijs. Beoordeling: 7.
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Online reputation systems (ORS) are platforms that collect and share feedback about products, services, or companies, primarily focusing on consumer reviews. However, employee rating platforms, a subset of ORS, allow workers to review their employers, providing valuable insights for job seekers and current employees. These reviews, often neglected in research, can significantly impact employees' perceptions and workplace dynamics by revealing hidden opinions and experiences. This study explores how employees manage the fear of interpersonal conflict arising from negative reviews and its effects on turnover intentions and recovery. Theoretical analysis utilizes the transactional model of stress and coping to understand these dynamics.
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Groningen as the Dutch Silicon Valley? Too good to be true? Of all jobs in the city, about seven and a half percent are in the IT sector. According to het Financieel Dagblad (2018), IT giants as IBM and Google, but also smaller IT companies and start-ups attract recent graduates, which works wonderfully well in Groningen. However, although attrachting the IT talent has some ins and outs to consider, from a recent article by IT-stad Groningen, it appears that many of the IT companies and players in this vibrant industry have faced the challenges of retaining IT talent they got in. In order to do something about it, IT companies in Groningen need to brand themselves—not just for customers, but for retaining the best possible candidates. The solution? Employer branding!
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Mental health is important for business. In the 21st century the mental health and well-being of your employees is crucial to the success of your organisation. But, how should you as an employer start to address mental health issues in your workplace? And what activities and policies do you need to set in place? In a European campaign work. in tune with life. move europe, the European Network for Workplace Health Promotion (ENWHP) has taken the initiative to help promote mental health in workplaces. This mental health promotion campaign aims to raise awareness amongst both employers and employees
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