جستجوی مقالات مرتبط با کلیدواژه « employer brand » در نشریات گروه « مدیریت »

Today, with increasing business competition, the employer brand forms an ideal image of the organization in the minds of current, potential employees and other stakeholders and leads to employee loyalty. The purpose of this study is design an employer branding model in the Statistics Center of Iran with a mixed method approach. Data in the qualitative part were collected through semi-structured interviews with 10 professors, brand experts and boss, deputies and managers of the Statistics Center who were purposefully selected and in the quantitative part using the Cochran's formula of 340 managers, staff of the Statistics Center Iran and partner companies with Iran Statistics Center (corporate customers). The collected data were analyzed by grounded theory method through coding (open, axial and selective) using MAXQDA software and in the inferential quantitative part using SPSS 16 and 24 Smart PLS software. Fitness tests showed the validity of the comprehensive model of employer branding in the Statistics Center of Iran. Findings of the present study consisting of 6 dimensions, 17 components and 51 items lead to the design of the employer's branding model in the Statistics Center of Iran and finally seventeen components are involved in explaining the comprehensive model of the employer's branding in the Statistics Center of Iran.

Today in organizations, it is not enough to satisfy the customer or honor the superiors and focus on successful sales to maintain a competitive position in the market, and therefore, organizations must develop the necessary strategies to attract and maintain efficient and effective human resources. adopt Without having efficient human resources, the organization will not be able to transform, develop and excel and achieve the set goals. The way to achieve this is to develop the organization's management and leadership and create an effective structure for managing the employer brand. This research aims to evaluate the variables of the employer brand in the active companies of the industrial towns of East Azerbaijan province and evaluate the effectiveness of each of the components in these companies. The current research is of quantitative and qualitative type, first the variables were screened and verified by Delphi method, and then in the quantitative stage, using software JMP and the causal-comparative method, and using the factor effectiveness of the variables. The employer brand is done. results showed that the component of training to improve quality has the lowest factor contribution with a coefficient of determination (0.246) and the highest factor contribution is related to the use of participatory management with a value of (1.000). The highest correlation with other components is related to the indicator of training according to the needs of employees with a value of 0.880 and the lowest correlation is related to the use of participatory management with a value of 0.246.

In the present century, the success of the organizations judged not only based on their financial functions but also their impact on improving the social condition and environment. This reflects on organization’s social responsibility. The aim of this study is to offer some ways to improve social responsibility in Bank Melli as well as studying the effect of its reputation and employer brand along with analysis of its customer oriented mediation role.      The present study is applied and casual research. This research is hypothetical-deductive in nature descriptive survey. The population size has 250 employees of Bank Melli Iran branch on Kargoshaei but the sample size is 151 (female and male) that selected by using simple random sampling. For data collections, the standard questioner used and for analysis data, structural equation modeling and smart PLS software used. To assess the reputation of the organization, the Ponzi et al. (2011) questionnaire used, which included four items. To measure social responsibility, the questionnaire of Shin et al. (2016 including 3 items) used. Burton et al. (2005) questionnaire used to measure the employer brand, which included 25 items.To measure customer orientation, Tom et al. (2002) questionnaire used, which includes two dimensions of pleasure and needs, which includes 12 items. Reliability assessed using Cronbach's alpha coefficient. Given that for all variables, this value is above 0.7. In addition, as you can see, for all variables, the value of AVE is greater than 0.40 and the value of CR is greater than 0.7; Therefore, it can be said that the tool has good reliability. To evaluate the diagnostic validity of structures, two criteria proposed, one of which is the cross-sectional load of items.  The result of data analysis shows that the reputation and Bank Melli’s employer branding has a meaningful and positive effect on social responsibility. Moreover, there is a meaningful and positive relation between reputation and social responsibility rejected. The mediation role of customer orientation in relation between employer brand and social responsibility of Bank Melli also rejected. The result shows that the investment of Bank Melli’s managers on popularity of its employer brand can have a remarkable effect on improving its social responsibility. Findings showed that the effect of employer brand on social responsibility of Bank Melli employees is stronger than the effect of corporate reputation on social responsibility. The implicit guideline in this conclusion states that Bank Melli employees use the bank's internal marketing activities, which are effective in strengthening the attractiveness of the employer brand, in encouraging them to play social responsibility roles, more effective than external marketing actions that determine corporate reputation. In other words, the employees of Bank Melli consider working in a bank that has a high attractiveness in the employer brand to be more effective in playing their social roles than working in a bank that has a high reputation in the financial market. Therefore, based on this research result, it seems that the managers of Bank Melli should prioritize strengthening the employer brand in comparison with corporate reputation in order to fulfill their social responsibility. According to the findings, customer orientation cannot be a good mediating variable between the independent variables of Bank Melli reputation and brand and the dependent variable of social responsibility. As well as customer orientation cannot affect social responsibility, it suggested that future researchers work on new variables that can affect social responsibility. The reason for rejecting this hypothesis is that the employees and managers of Bank Melli consider customer orientation as a part of their main duties that expected by the customer and consider the fulfillment of social responsibility to depend on other activities. According to the findings, Bank Melli's reputation does not affect customer orientation. It suggested that Bank Melli employees and managers pay attention to the fact that in relation to customer orientation, they cannot rely on Bank Melli's external reputation.   According to the statistical results, the necessary conditions for confirming the role of customer orientation mediator in the relationship between the employer brand and social responsibility of Bank Melli. There is no orientation in the relationship between the employer brand and social responsibility of Bank Melli, so the research hypothesis that the role of customer orientation mediates between the employer brand and social responsibility rejected. Given that, the value of the coefficient of significance (t-statistic) for the two research variables is 3.21, so the research hypothesis as a relationship between reputation and social responsibility is a positive and direct relationship confirmed. Considering that the value of the significance coefficient (t-statistic) for the two research variables is more than 8.36, so the research hypothesis is established as a positive and direct relationship between the brand of employer and social responsibility. Considering that, the value of the coefficient of significance (t-statistic) for the two variables of the research is 1.49, so the fourth hypothesis of the research entitled the relationship between reputation and customer orientation do not confirmed. Considering that, the value of the significance coefficient (t-statistic) for the two research variables is 4.32, so the research hypothesis established as a positive and direct relationship between the relationship between the employer brand and customer orientation.

The experience of job seekers depends on the quality of their interactions with the organization and varies from positive to negative. Factors determining the quality of experience of job applicants: companies in the recruitment process use the processes, procedures and methods of recruiting applicants. The experience gained through these processes influences the applicant's future behavior and reactions and determines the status of the ongoing relationship between the applicant and the organization. Employers who are inclined to build a strong employer brand are more likely to invest their resources in this task and start developing a talent supply chain by improving their candidate relationships. The present study facilitates the employment of talented applicants in the retail industry and provides solutions to strengthen relationships with applicants. The purpose of this study is to find the effective factors in the candidate relationships and provide solutions to improve relationships with job applicants. This research is qualitative and is done by theme analysis method. In this study, the hiring managers of the retail industry, the managers involved in the hiring process and the job seekers of this industry have been interviewed. Twenty-four interviews were conducted and the concepts obtained from the interviews were categorized into three main themes: recruitment, selection and socialization. Out of the 24 interviews, 9 are specialists in hiring field and 15 are applicants for employment or are employment in this field. Also out of the 24 interviews, 5 were female and the rest were male.

In an annual survey conducted by Talent Board (2016), 41% of job seekers who had a negative experience, no longer intended to purchase the product of the organization they applied for employment or were unwilling to stay in relationship with that organization. Thus, it can be seen that the consequences of the applicant's bad experience are not only beyond the recruitment and talent acquisition processes but also can affect the overall performance of the organization.
The bad experience of the job seeker may both cause him / her to be excluded from the organization's customers or stakeholders and may cause negative consequences for the organization by publishing his / her experience in cyberspace, so the negative experiences of previous job seekers decrease CV submitted by potential applicants.
Research on Candidate Relationship Management has not portrayed the negative and positive factors affecting the Candidate Relationship Management and has not comprehensively and categorically identified the factors affecting the Candidate Relationship Management. Although little research has been done sparsely in this field, the study of factors affecting the Candidate Relationship Management is not comprehensive in any research. This study enriches the relevant literature in this field by identifying and categorizing the effective factors in Candidate Relationship Management.

The present study lays into the category of qualitative and applied research. This and so seeks a practical way to achieve improved Candidate Relationship Management. The research is interpretive and the research approach is inductive because Sub-themes were extracted from the concepts and the main themes were extracted from the sub-themes. In the inductive method, the coding process takes place without considering a predefined framework. The tool of this research is interview. Interviews are as a set of questions arising from the objectives. It is done orally. The interviews used in this study are structured and follow-up questions are used to clarify ambiguous answers. In this study, 24 interviews were conducted. Moreover, no new concept has been extracted from interview 19.

After identifying the important points of the interview, 96 concepts obtained. After categorizing the concepts, 26 sub-themes, 8 main sub-themes and 3 main themes were obtained. The highest frequency belonged to "selection" with 133 and the next belonged "recruitment" with 88 frequencies and finally "socialization" with 52 frequencies had the lowest frequency.
In the main themes; In "recruitment" the attractiveness of the job advertisement, the content of the job advertisement and the recruitment channel, which are sub-topics, have a great impact on creating a positive experience in the job applicants. In general, this theme has been mentioned 88 times.
In selection theme, the highest frequency in the sub-theme of the employee-finder with 83 frequencies and second place refers to the transparency of the job and it`s conditions and then the attitude of the employee-finder.
In socialization theme, the highest frequency is in the education and second place is educational content. After that, the trainer and the cost of education were the next priorities.

Factors influencing Explain three main factors; recruitment, selection, and socialization.
Recruitment stage: comprehensiveness of the advertisement, transparency of the job advertisement, discrimination in job advertisement, attractiveness of the job advertisement and …
Selection stage: Appropriateness of the selection tools In relation to the job, informing during the recruitment process, reducing the number of steps, reducing the process duration, the behavior of the company's employees, behavior of interviewer and ...
Socialization stage: type of in-service training, introducing of the company

The aim of this study was to design an employer brand model in small and medium industries in Iran. To this end, using Sandlowski and Barroso’s (2007) seven-step method of combining, related categories (dimensions), concepts (components) and codes (indicators) were extracted. The statistical population included a collection of the related articles and studies in the field of employer branding and related concepts. The researchers considered various parameters such as title, abstract, content, and quality of research methodology and based on screening, review and selection from among 218 articles, 60 valid articles were obtained. In order to determine the validity of the meta-synthesis method, Glynn vital evaluation tool was used and to determine its reliability, the inter-rater reliability coefficient was used, which was found to be 0.83. The results revealed that three dimensions including (1) individual development values, (2) organizational values, and (3) social-economic values, play a significant role on the employer brand in small and medium industries of Iran. The results suggest that the proposed model is considered as the most suitable employer brand model in small and medium industries of Iran from cultural, organizational and structural perspectives.

The purpose of the current research is to identify and rank the dimensions and components of the employer brand pattern of the Ministry of Education in order to absorb and retain talented and specialized human resources. The current type of research is applied based on the purpose, based on the data collection method, documentary-survey and descriptive-analytical based on the nature. The method of data analysis in the qualitative phase was theme analysis, and in the quantitative phase, confirmatory factor analysis was used. In order to rank the dimensions and components of the pattern, the Multiple Attribute Decision Making method and the SAW technique were used. The findings of the research, which led to the identification of the dimensions and components of the employer brand pattern of the Ministry of Education, include: 7 dimensions, 28 components and 64 indicators. The results of the ranking of the dimensions of the pattern showed that, after the human resources management system, the brand strategy is the second and brand promotion and development ranks seventh. Therefore, according to the first rank of the human resources management system in the ranking process of the dimensions of the pattern, systemization and continuous movement within the framework of this system and structure should be defined and explained in accordance with scientific, efficient and capable management in the field of human resources management of the Ministry of Education.

Employer brand as one of the organization's brand dimensions and an important factor of differentiating from competitors has an important role in the field of maintaining and increasing the intangible assets of the organization. The present study sought to identify ranking the predictors of development employer brand based on the viewpoints of professors and faculty members of the University of Defense Departments.

This research is applied in orientation and positivist philosophically which was done using Q method. In this research, first, by reviewing the literature and the semi-structured interview, entrepreneurial brand development predictors were extracted and the final factors were determined by the help of experts. These factors, in the form of Q cards, were delivered to 23 professors of the Defense University, who were purposefully selected as the participants of the study. Finally, their perspectives were analyzed using exploratory factor analysis through SPSS Software.

The results suggest that participants possess seven mental models including functionalist, functionalist, public relations, non-bureaucratic, employee oriented, multi-dimensional, and human resources maintenance.

Improving identified employer brand predictors in the studied universities may cause employer brand development and help to upgrade the intangible resources (especially human resources) of these universities. Besides, focusing on the identified employer brand predictors can augment the efficiency of these attempts.

Nowadays, the human capital is considered as one of the most important resources of any organization, and the maintenance of the talented employees has turned into one of the biggest challenges for the human resource management in today’s competitive era. The purpose of this study was to design a model for the maintenance of human capital based on the employer brand. This study was an applied research project in terms of purpose and a survey in terms of data collection method. The factors effective on the human capital maintenance were extracted based on a review of the related literature and an inspection of the related resources. Then, the effective variables were screened and confirmed by a group of experts using Delphi method. The expert group was comprised of 10 university professors and organizational clerks and managers who were selected using convenience sampling. After the confirmation of the factors, the interpretive structural modeling was applied to design the model and the MICMAC analysis was implemented to analyze it. It seems that the adoption of this design has brought about – for the first time – the determination of the effectiveness and affectedness of various factors related to the role of employer brand in the maintenance of human capital. The application of this method led to the classification of the 14 factors effective on the maintenance of human capital into five categories. The findings demonstrated that factors such as organizational culture, organizational trust, core values, and flexible work conditions have the highest effect on the other variables, and the whole system changes when they change.

The purpose of this article is to design an employer brand model on social responsibility in National Iranian South Oil Company (NISOC). The present study was applied in terms of purpose and in terms of data collection method, it was descriptive exploratory and mixed type. In this study, in-depth interviews were conducted with 15 specialists and experts of the NISOC.Then, using the hierarchical method through structural-interpretive method, the relationship and sequence of dimensions, indicators and components of the employer brand were determined based on social responsibility. Results showed that in the proposed model, qualitative indicators are located at 4 levels. At the highest level of the model (fourth level) are stakeholders, customers, employees, government, environment and humanitarian. These factors act as the cornerstone of the model, which affects the social responsibility factor. The proposed model has an acceptable validity and can be used with high accuracy in NISOC.

The concept of employer brand by providing the best picture of an organization aims at influencing the current and future personnel and creating great potential for personnel recruitment. So it can be said that the positive attitude about the employer can be the basis for recruiting and retaining the employees of the organization. Thus, this research will explain and rank the factors influencing employer brand promotion in hoteling industry in Kashan city. This is a descriptive analytical research and its methodology is a field research based on questionnaire. The statistical society includes the personnel of the recreational centers in Kashan. A sample of 165 personnel have been chosen using Cochran formula in a stratified random method.The results of single sample T-test on SPSS Software and also the structured equations modelling in PLS represent that education, scientific abilities, material and non-material facilities, personnel perception of the employer credit in the organization, external factors,the environment, work conditions, the job promotion and job chances at 95% confidence level have a positive and significant effect on the employer brand promotion.

Nowadays, Premier organizations are trying to attract potential professional employees and concurrently retaining their human resources. Of course, a strong organizational identity can cause employees’ retention. In addition, various constituent elements of a strong employer brand can strongly impact organizational identity, and thereby, employees’ retention. Meanwhile, employer brand may have differential impacts on organizational identity across generation and owing to the variations in employees’ years of service, which may in turn change employees’ setting priority over selection of and staying at a given workplace. The current applied study intended to design an organizational identity model with an employer brand approach in Saipa Corporation based on Grounded Theory. The research data were gleaned through interviews, coded using open, axial and selective models and assessed and analyzed through Grounded Theory. A model was finally designed based on the effect of organizational identity on retention of employees which highlighted the fact that employer brand can enhance organizational identity through a number of strategies like job satisfaction, organizational commitment and productivity as well as some contextual factors and mediator conditions.

This research aims at introducing the employer brand as a tool to bring up employees' job satisfaction and investigated their impact. The present study is of practical purpose to collect survey data and do descriptive-correlational analysis. The statistical population is 168 employees of a food production company in Tehran. Empirical data was selected from 125 people as the sample. Examination of the hypotheses was performed through structural equation modelling in SmartPls and the impact of each dimension was examined by multiple regression in Spss. As the results, all hypotheses were confirmed which means employer brand and its dimensions have a positive relation with employees' job satisfaction and they are able to collectively explain 57.6 percent of the employees' job satisfaction's variance. The results of the multiple regression clarified that development value has the highest (52 percent) and interest value has the lowest impact (33 percent) on the employees' job satisfaction.

Today, recruiting and retaining talented and competent human resources has become an important challenge for organizations, and various researchers have pointed to the importance of the human capital as a source of competitive advantage.In this way, This study has been done by using meta-analysis method and survey the results of researches about the affecting factors on Employer brand in Iran.The comprehensive meta-analysis software (CMA) used for data analysis. This research is applied in terms of purpose. The study populations were all research papers on this subject that have been conducted in Iran until 2020. In this study 23 independent and 14 dependent variables were identified. The results of this meta-analysis show that variables such as Organizational Capacities, External Factors, Assessment and Impact, Strategy, Internal Factors, Brand Identity and Adaptation, Work Environment Security and Desirability, Organization Reputation, Collaboration, Distinct and Applied Value, Social Value, Target Group Needs, Logo and Mental Image, Economic and market value, branding and branding, feedback have had the greatest impact on Employer brand. Also, the results of this study showed that Employer brand affects important organizational variables such asExternal Outcome, Internal Outcome, and Willingness to Quit, Employee Satisfaction, Social Capital, Employee Retention, Organizational Identity, Organization Image, Goals Transparency, Employment Intention, Organizational Commitment, and Loyalty.

The main purpose of this research is to investigate the effect of the employer brand of the Social Security Organization on the brand culture by the mediating role of organizational pride. The present research is applied in terms of purpose, descriptive research and correlation in terms of method and structural equations has been used. The statistical population of this study is all social security employees in Hamadan that are totally 210 persons. The statistical sample was estimated to be 132 ones using Morgan table and simple random method. The tool for measuring research variables is standard questionnaires. Data analysis was performed using PLS software. The results of structural equations showed that the employer brand has a significant effect on brand culture through the mediating role of organizational pride. The employer brand affected organizational pride by 44%, organizational pride affected brand culture by 36%, and the employer brand explained brand culture by 66%. Organizational pride also influenced the relationship between the employer brand and the brand culture by 51% as a mediating variable. It is suggested to the managers of the Social Security Organization that in order to develop brand culture among employees, they should strengthen their employer brand and strengthen the sense of organizational pride in them.

These days, top organizations are making attempt to attract potentially professional and expert employees and maintain their human resources. Naturally, a strong organizational identity can help maintain and protect employees. Furthermore, a great employer brand leads to creating a strong organizational identity through its components, and therefore affects maintaining of the employees. This research is aimed at designing an organizational identity model through employer brand approach using the grounded theory at Saipa Company. In the meantime, it must be taken into account that the effect of employer brand on organizational identity can be different among various generations of employees with different length of service, which may cause employees to change their priorities to be absorbed and maintained in the organization. This applied research makes use of interviews to collect data. Data are analyzed using the grounded method and the categories are analyzed through free, axial and selective coding. Finally, a model is presented on the basis of the effect of organizational identity on employee retention with the effect of employer brand as causal condition. Moreover, job satisfaction and organizational commitment are presented as strategies and effects of contextual (environmental) and intervening factors.

This paper aimed to identify and classify high-educated emloyees expectations from the organization, and deisign the model of employer brand based on their expectations.

This paper has a qualitative approach and used the grounded theory as a research method. In-depth and semi-structured interviews were used o collect data. In this regard, 25 experts who has job experience and high educationand graduated from  reliable universities participate in job interviews. The validity of this research was examined and approved by the interviewers,professors, and by content validity ratiowith %62 coefficient. The reliability of it is %81 which was obtained by using the methodology of the auditing result process. For data analysis, we used the continuous comparison method in three stages: open, axial, and selective coding.

Results revealed that mutual expectations between employee, job and organization had significant effects on employer brand experiences. Also, it was shown that employer brand experiences with contextual conditions (organizational capabilities, employer branding executive requirements, employer branding executives and HR management subsystems), and intervening conditions (candidate’s persona, employer content marketing, employer branding challenges)had significant effects on employer brand equity strategies. Additionally, the findings indicated that the consequences of employee’s attraction and retaintion, improvement of organizational and employee performance, customer and market, business brand, brand awareness, HR and external consequences.

Understanding the importance of staff role in service organizations has led them to seek solutions for employee participation in the organization’s branding process and becoming a brand champion. Hence, this reinforces the need to pay attention to the concept of employer branding. Most studies are dedicated to the examination of employer branding as a talent attraction technique among potential employees. However, the present research has examined the consequences of the internal employer brand and the effect of employer brand on brand champion behavior through the variable of organizational identification has been investigated. This study is an applied research with descriptive-correlation analytical methodology. This research was carried out among Maskan bank branches in Tehran city and 215 complete questionnaires were gathered. A structural equation modeling approach is employed to examine the relationship posited in this study and hypotheses were analyzed through SmartPLS2 softwares. . The result of research shows that the employer brand has a positive and significant effect on organizational identification. Organizational identification has a positive and significant effect on brand champion behavior and also the employer brand has a positive and significant effect on brand champion behavior.

In today's business environment, organizations increasingly use branding as a strategic tool that this use of the brand has found a way n the field of human resource. Employer brand examines how to attract employees and retain them through the process of branding. This study seeks to evaluate the effect of brand image on the potential employee’s intention to apply a job through mediating role of employer brand attractiveness. The population of this research is the students of Tehran University college of Farabi. The study was a descriptive survey and a questionnaire was used to collect data. Reliability was calculated as 0.92 through Cronbach's alpha coefficient. As well as, its validity was evaluated by factor analysis. Research hypotheses were tested through structural equation modeling (SEM). The results show that the Employer brand image has a positive and significant impact on the Employer brand attractiveness and potential employee’s intention to apply a job. As well as, Employer brand attractiveness has a positive and significant impact on the potential employee’s intention to apply a job. Finally, the indirect impact of brand image on the potential employee’s intention to apply a job through employer brand attractiveness was confirmed. Also, according to the results the organization provided practical recommendations for managers and planners.