Effect of Employer brand on application intentions of young business professionals in India
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ЗАЯВЛЕНИЕ О САМОСТОЯТЕЛЬНОМ ХАРАКТЕРЕ ВЫПОЛНЕНИЯ ВЫПУСКНОЙ
КВАЛИФИКАЦИОННОЙ РАБОТЫ 2
STATEMENT ABOUT THE INDEPENDENT CHARACTER OF THE MASTER THESIS 2
ABSTRACT 3
АННОТАЦИЯ 4
Introduction:
• Research motivation
• Research gap
• Research goal
• Research objectives
• Research questions
Chapter 1: Theoretical background & hypotheses development
1.1 Theoretical background on employer brand, POF, employer attraction and application intention
1.2 Hypothesis development
1.2.1 Employer brand and Person organization fit (POF)
1.2.2 Person - Organization Fit & Employer brand image
1.2.3 Social media effect on employer brand image:
1.2.4 Employer brand image, Employer attractiveness & Application intention
1.2.5 Research model
Chapter 2: Research Methodology
3.1 Sample
3.2 Instrument development
3.3 Measurements
Chapter 3: Empirical analysis
3.1 Data analysis
3.1.1 Reliability and Validity analysis
3.1.2 Test of hypothesis
3.1.3 Descriptive statistics
3.2 Discussion
3.3 Managerial implications
4. References
Appendix
Survey Questionnaire
КВАЛИФИКАЦИОННОЙ РАБОТЫ 2
STATEMENT ABOUT THE INDEPENDENT CHARACTER OF THE MASTER THESIS 2
ABSTRACT 3
АННОТАЦИЯ 4
Introduction:
• Research motivation
• Research gap
• Research goal
• Research objectives
• Research questions
Chapter 1: Theoretical background & hypotheses development
1.1 Theoretical background on employer brand, POF, employer attraction and application intention
1.2 Hypothesis development
1.2.1 Employer brand and Person organization fit (POF)
1.2.2 Person - Organization Fit & Employer brand image
1.2.3 Social media effect on employer brand image:
1.2.4 Employer brand image, Employer attractiveness & Application intention
1.2.5 Research model
Chapter 2: Research Methodology
3.1 Sample
3.2 Instrument development
3.3 Measurements
Chapter 3: Empirical analysis
3.1 Data analysis
3.1.1 Reliability and Validity analysis
3.1.2 Test of hypothesis
3.1.3 Descriptive statistics
3.2 Discussion
3.3 Managerial implications
4. References
Appendix
Survey Questionnaire
Organizations are using branding as a strategic tool in regular business environment. Although brands and branding are not new ideas, organizations are applying them to more diverse areas, where the role of branding is becoming increasingly important (Wentz & Suchard, 1993). Branding is “the process of developing an intended brand identity” (Kotler & Lee, 2008, p. 215). Branding is often used to differentiate products and companies in order to build economic value for both the consumer and the company. It is concerned with the attraction, engagement and retention initiatives targeted at enhancing a company’s employer brand. Employer branding is a relatively new approach toward recruiting and retaining the best possible human talent within a recruiting environment that is becoming increasingly competitive.
In today's highly competitive job market, organizations are faced with the challenge of attracting and retaining top talent. To remain successful, companies must be able to effectively communicate their value propositions and distinguish themselves from their competitors. One way to achieve this is by cultivating a strong employer brand, which has emerged as a critical factor in attracting prospective employees and fostering application intentions. The purpose of this research is to investigate the effects of employer brand on application intentions of young business professionals in India.
> Research motivation:
War for talent has become a strategic business challenge for companies in attracting and retaining employees (Price and Turnbull 2007). During the war for talent, one of the major tactics is creating employer brand. Due to this prospect employees around the world would like to join the companies. As Richard Branson said, “Clients do not comes first, Employees comes first” If a company not able to attract employees, it can be one of dis advantage for the company to attract customers.
The motivation for this research stems from the growing recognition of the employer brand, which plays key role in influencing job seeker’s application intentions. Many researches like karnica tanwar & amresh kumar (2018), Bhatnagar & Srivastava (2008) & Ruchika Sharma and Asha Prasad (2018) has established that employer brand positively impacts recruitment outcomes; however, there is still much to uncover about the specific dimensions of employer brand that drive application intentions. By examining these dimensions, this study aims to contribute to the existing literature on employer branding and offer practical recommendations for organizations seeking to strengthen their talent acquisition strategies. This research endeavor aims to delve deeper into the realm of employer branding, uncovering its underlying mechanisms and shedding light on its potential to drive organizational excellence.
The motivation behind this research stems from the realization that a strong employer brand not only attracts exceptional talent but also cultivates a high-performance culture that fuels innovation, productivity, and employee engagement. By exploring the nuances of employer branding strategies, this study seeks to unravel the various factors that contribute to the creation of a compelling employer brand and their subsequent effects on organizational outcomes.
Furthermore, in an era where the workforce is becoming increasingly diverse, understanding how employer branding practices impact diversity and inclusion efforts is of paramount importance. This research aims to explore how employer branding can be leveraged to attract and retain diverse talent, creating an inclusive and equitable workplace where individuals from all backgrounds can thrive and contribute their unique perspectives.
By delving into the research on employer branding, this study also aims to identify best practices, emerging trends, and innovative strategies that organizations can adopt to strengthen their employer brand. Through comprehensive analysis and empirical evidence, we aim to provide practical insights and recommendations that organizations can implement to enhance their employer branding efforts and gain a competitive edge in the talent marketplace.
And also the moderating effect of social media will be discussed. Because social media acting as a platform, and which is helping the companies to promote.
Ultimately, this research strives to contribute to the existing body of knowledge on employer branding by providing a deeper understanding of its impact on organizational performance, employee engagement, and diversity and inclusion initiatives. By shedding light on the intricacies of employer branding and its potential to shape organizational excellence, we hope to inspire organizations to invest strategically in their employer brand and unlock the full potential of their workforce.
...
In today's highly competitive job market, organizations are faced with the challenge of attracting and retaining top talent. To remain successful, companies must be able to effectively communicate their value propositions and distinguish themselves from their competitors. One way to achieve this is by cultivating a strong employer brand, which has emerged as a critical factor in attracting prospective employees and fostering application intentions. The purpose of this research is to investigate the effects of employer brand on application intentions of young business professionals in India.
> Research motivation:
War for talent has become a strategic business challenge for companies in attracting and retaining employees (Price and Turnbull 2007). During the war for talent, one of the major tactics is creating employer brand. Due to this prospect employees around the world would like to join the companies. As Richard Branson said, “Clients do not comes first, Employees comes first” If a company not able to attract employees, it can be one of dis advantage for the company to attract customers.
The motivation for this research stems from the growing recognition of the employer brand, which plays key role in influencing job seeker’s application intentions. Many researches like karnica tanwar & amresh kumar (2018), Bhatnagar & Srivastava (2008) & Ruchika Sharma and Asha Prasad (2018) has established that employer brand positively impacts recruitment outcomes; however, there is still much to uncover about the specific dimensions of employer brand that drive application intentions. By examining these dimensions, this study aims to contribute to the existing literature on employer branding and offer practical recommendations for organizations seeking to strengthen their talent acquisition strategies. This research endeavor aims to delve deeper into the realm of employer branding, uncovering its underlying mechanisms and shedding light on its potential to drive organizational excellence.
The motivation behind this research stems from the realization that a strong employer brand not only attracts exceptional talent but also cultivates a high-performance culture that fuels innovation, productivity, and employee engagement. By exploring the nuances of employer branding strategies, this study seeks to unravel the various factors that contribute to the creation of a compelling employer brand and their subsequent effects on organizational outcomes.
Furthermore, in an era where the workforce is becoming increasingly diverse, understanding how employer branding practices impact diversity and inclusion efforts is of paramount importance. This research aims to explore how employer branding can be leveraged to attract and retain diverse talent, creating an inclusive and equitable workplace where individuals from all backgrounds can thrive and contribute their unique perspectives.
By delving into the research on employer branding, this study also aims to identify best practices, emerging trends, and innovative strategies that organizations can adopt to strengthen their employer brand. Through comprehensive analysis and empirical evidence, we aim to provide practical insights and recommendations that organizations can implement to enhance their employer branding efforts and gain a competitive edge in the talent marketplace.
And also the moderating effect of social media will be discussed. Because social media acting as a platform, and which is helping the companies to promote.
Ultimately, this research strives to contribute to the existing body of knowledge on employer branding by providing a deeper understanding of its impact on organizational performance, employee engagement, and diversity and inclusion initiatives. By shedding light on the intricacies of employer branding and its potential to shape organizational excellence, we hope to inspire organizations to invest strategically in their employer brand and unlock the full potential of their workforce.
...
Based on findings, empirical results the effect of an employer brand on application intention can have several important managerial implications. Here are some key considerations:
Attracting top talent: A strong and positive employer brand enhances the organization's ability to attract high-quality candidates. Potential employees are more likely to be interested in working for a company that has a favorable reputation as an employer. Managers should focus on cultivating and promoting a compelling employer brand to attract top talent.
Competitive advantage in recruitment: A positive employer brand can give an organization a competitive edge in the recruitment process. It increases the likelihood of receiving applications from qualified candidates and enables the organization to be selective in choosing the best fit for their vacancies. Managers should leverage the employer brand to differentiate their organization from competitors and position it as an employer of choice.
Employee engagement and retention: A strong employer brand not only attracts potential employees but also plays a crucial role in engaging and retaining current employees. When employees are proud of their organization and feel valued, they are more likely to be committed, motivated, and loyal. Managers should focus on aligning the company's culture, values, and practices with the employer brand to foster employee engagement and reduce turnover.
Brand ambassadors and referrals: A favorable employer brand encourages employees to become brand ambassadors and refer potential candidates to the organization. Happy and engaged employees are more likely to recommend their company to others, thereby expanding the talent pool and potentially reducing recruitment costs. Managers should encourage and incentivize employee referrals to tap into their networks and attract high-quality applicants.
Employer brand monitoring and management: Managers need to continuously monitor and manage the employer brand to ensure its effectiveness and alignment with the organization's goals. Regular assessments of the brand perception, feedback from applicants and employees, and market research can provide valuable insights for refining the employer brand strategy.
Managers should proactively address any gaps or negative perceptions and take action to improve the employer brand's overall impact on application intention.
By considering these managerial implications, organizations can strategically leverage their employer brand to attract, engage, and retain talented individuals, gaining a competitive advantage in the recruitment landscape.
Attracting top talent: A strong and positive employer brand enhances the organization's ability to attract high-quality candidates. Potential employees are more likely to be interested in working for a company that has a favorable reputation as an employer. Managers should focus on cultivating and promoting a compelling employer brand to attract top talent.
Competitive advantage in recruitment: A positive employer brand can give an organization a competitive edge in the recruitment process. It increases the likelihood of receiving applications from qualified candidates and enables the organization to be selective in choosing the best fit for their vacancies. Managers should leverage the employer brand to differentiate their organization from competitors and position it as an employer of choice.
Employee engagement and retention: A strong employer brand not only attracts potential employees but also plays a crucial role in engaging and retaining current employees. When employees are proud of their organization and feel valued, they are more likely to be committed, motivated, and loyal. Managers should focus on aligning the company's culture, values, and practices with the employer brand to foster employee engagement and reduce turnover.
Brand ambassadors and referrals: A favorable employer brand encourages employees to become brand ambassadors and refer potential candidates to the organization. Happy and engaged employees are more likely to recommend their company to others, thereby expanding the talent pool and potentially reducing recruitment costs. Managers should encourage and incentivize employee referrals to tap into their networks and attract high-quality applicants.
Employer brand monitoring and management: Managers need to continuously monitor and manage the employer brand to ensure its effectiveness and alignment with the organization's goals. Regular assessments of the brand perception, feedback from applicants and employees, and market research can provide valuable insights for refining the employer brand strategy.
Managers should proactively address any gaps or negative perceptions and take action to improve the employer brand's overall impact on application intention.
By considering these managerial implications, organizations can strategically leverage their employer brand to attract, engage, and retain talented individuals, gaining a competitive advantage in the recruitment landscape.
