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Employer Branding

An empirical study on the important attributes that make an employer attractive to employees in the health care sector

Written by Daniel Jönsson, Erik Karlsson & Stephanie Sundström

Paper category

Bachelor Thesis

Subject

Business Administration>Human Resources

Year

2012

Abstract

Bachelor Thesis: Employer Brand 2.3.1 Concept of Employer Brand According to Ambler & Barrow (1996), an employer brand is all efforts made by an organization to convey an ideal workplace to current and potential employees. The employer brand is employment-specific (Backhaus & Tikoo, 2004) and characterizes what kind of employer the organization is (Backhaus & Tikoo, 2004; Davies, 2008). Kimpakorn & Toquer (2009) and Moroko & Uncles (2008) define an employer brand as a package of services provided by an organization, with functional, economic and psychological benefits. In addition, employer branding is the process by which an organization establishes a recognizable and unique employer identity (Backhaus & Tikoo, 2004) and by doing so enables the organization to distinguish itself from competitors (Ambler & Barrow, 1996; Backhaus & Tikoo, 2004; Kimpakorn & Tocquer, 2007; Davies, 2008; Foster et al., 2010). Moroko & Uncles (2008) mentioned the same thing when they wrote that the key to attracting the right talent is to have a differentiated employer brand. Moroko & Uncles (2008) stated that successful employer brands are widely known and compelling among employees and other important stakeholders. In contrast to product and service brands that try to reach consumers (Maxwell & Knox, 2009; Backhaus & Tikoo, 2004), employer brands are more focused on the internal organization (Maxwell & Knox, 2009). Backhaus & Tikoo (2004) has another view, that is, the employer brand is aimed at internal and external audiences. Moroko & Uncles (2008) stated that current and potential employees are the core focus of employer branding. Researchers agree that the employer brand should attract new colleagues (Kimpakorn & Toquer, 2009; Davies, 2008; Gaddam, 2008), but it can also retain the best and most capable employees in the organization (Kimpakorn & Toquer, 2008; Gadam, 2008). Employees should act as ambassadors and protectors of brand image and culture (Kimpakorn & Toquer, 2009). Maxwell & Knox (2009) also wrote about the identity of the ambassador. He said that employees need to integrate with the brand and act as ambassadors. In addition, the employer brand can have a positive or negative impact on the organization's expectations at each stage of the employee's life cycle (Moroko & Uncles, 2008). According to Rosethorn et al. (2009), the employee life cycle is divided into three stages. The first is when employees are looking for a job; the next is when they work in the organization, and the third is when they leave the organization. These stages must be properly managed (Rosethorn et al., 2009). In addition, Rosethorn et al. (2009) claimed to be able to compare the attitudes of potential employees with consumers' purchasing behaviors, such as the stages of information search, purchasing decision and post-purchase evaluation. 2.3.2 The relationship between employer brand and corporate brand Some people believe that employer brand must be integrated with marketing and organizational aspects (Ambler & Barrow, 1996; Edwards, 2010; Moroko & Uncles, 2008), and the human resources (HR) department needs work Work with the marketing department to recruit, train, and develop employees so that they can connect with the corporate brand (Hulberg, 2006). Therefore, Maxwell & Knox (2009) claimed that the employer brand should be suitable for the identity, values ​​and culture of the organization. Foster et al. (2010) added that it is important that the rational and emotional benefits of the corporate brand and the employer brand go hand in hand, so that the culture, identity and values ​​of the organization positively influence the performance of employee contracts, from employees to customers. Therefore, according to Mosley (2007), it is very important that the organizational culture is aligned with the correct customer brand experience, which depends largely on the ability of employees to act in accordance with the brand. In addition, to build a strong brand, it must be associated with corporate image and image (Kimpakorn & Tocquer, 2009). In order to establish and ensure a connection between identity and image, it is important for employees to understand brand values ​​and be able to communicate these values ​​when interacting with consumers and other stakeholders (Maxwell & Knox, 2009; Foster et al., 2010)) When the organization includes more employees, the organization must ensure that the attitudes and behaviors of employees are consistent with those represented by the corporate brand (Kimpakorn & Tocquer, 2009). Maxwell & Knox, 2009 believes that employer branding is an effective way to integrate employee attitudes and behaviors with corporate branding. Kimpakorn & Tocquer (2009) further showed that when brand values ​​are communicated to employees in a good way, they are likely to be committed to the brand and act in accordance with the values ​​of the organization. In addition, Foster et al. (2010) wrote that employer branding can help organizations attract suitable employees with values ​​that match the company's brand. 2.3.3 Employer brand and employee Kimpakorn & Tocquer (2008), Moroko & Uncles (2008) and de Chernatony & McDonald (2003) stated that the success of a brand, especially the success of a service brand, depends on employees interacting with employees Way of working. Customer. When an organization relies heavily on employees to provide interpersonal customer brand experience and the possibility of services, it is very important for the organization and its employer brand to attract the right employees in each position and strengthen the right culture (Mosley, 2007; Priyadarshi, 2011). Read Less