Human Resources Management (HRM)

Instructions
The Research Paper is to be submitted before 11:59 p.m. (E.D.T.), Tuesday, May 10

Read the information and instructions for the research paper carefully. The paper is shorter than a typical graduate school paper specifically because of the annotated bibliography. Please read these instructions to understand how to do an annotated bibliography as it is a part of the grade.

What is an Annotated Bibliography?

An annotated bibliography is a list of citations to books, articles, and documents. Each citation is followed by a brief (up to 150 words) descriptive and evaluative paragraph, the annotation. The purpose of the annotation is to inform the reader of the relevance, accuracy, and quality of the sources cited.

You should provide the following:

A brief description of the author’s topic, thesis, methodology. Discuss what kind of evidence the author draws upon and provide a concise outline of the main points of the article.

The most important aspect of the annotation is to include your critical evaluation of the source’s usefulness in your research.

No more than 150 words for each annotation.

Research Paper – Due before 11:59 p.m. (E.D.T.), Tuesday, May 10, 2022

Current Events Paper

Your research assignment for this class will be to choose a staffing current events topic to research. There are three parts to the assignment:

PART 1:

The paper itself (not including the bibliography) should be 4-6, double-spaced pages, prepared in Word.

The topic must be directly related to a specific issue covered in the course material or related to selection or recruitment.

A list of suggested topics are provided. In addition to usual requirements for academic grammar and format, including use of the APA 6th edition, students will use appropriate terminology and syntax to produce work rivaling professional quality.

PART 2:

The paper will include an annotated bibliography with a minimum of 10 books, magazines and/or journal references on their topic.

At least half of the sources are to be no more than two years old. Emphasis must be placed on current events topics that directly the human resource staffing and recruiting function, so several references used should be dated within the last 18 months.

At least one reference must provide a theoretical framework to support key points made in the body of the paper.

Not more than two academic textbooks will be counted in the total number of references for credit. In addition to writing style, intellectual rigor will be assessed by the variety, depth and professional nature of the sources cited (i.e. professional magazines and journals will score higher than general interest sources and unsupported Internet items.

YOU WILL AUTOMATICALLY LOSE ONE LETTER GRADE FOR FAILING TO SUBMIT AN ANNOTATED BIBLIOGRAPHY.

PART 3:

The cover of the research paper should include a one page Executive Summary of your research that will not be included in the page number count for the paper.

The Executive Summary should assume that you are presenting your work to the CEO of your company and should be written with that level of professional quality.
The summary should not just define what your topic is but should clearly state a synopsis of what you found and your own analysis of the research.

You should assume that the CEO would not want to read the entire paper and will instead want a summary of your research along with your recommendations for your organization based on what you found.

Should be at least 1 page but no more than 2 pages, double-spaced (in addition to the 4-6 pages of your research).

Should be directed at the CEO – THIS IS IMPORTANT THAT YOU FOCUS ON YOUR AUDIENCE!!

Grammar and writing count!!

Accuracy is essential because decisions will be made based on your summary by a CEO who may not have read your original paper.

The summary should include a concise statement of the conclusion you reached after conducting your analysis and/or research. For example, if you are conducting research on the impact of social media on recruiting, you may conclude to the CEO that several forms of social media you found in your research are used in your industry and should be used at your company to remain competitive in your recruiting efforts.

The rubric for Written Assignments is available in the Course Content area for this assignment.

Directions:

Use the UMGC Information and Library Services online database collections to search for relevant articles related to your position using the link http://www.umgc.edu/library.

Your final paper should be 4 – 6 double-spaced pages, prepared in Word, along with an additional Executive Summary as your cover page. You must have a minimum of 10 sources no less than two scholarly journals included. Sources should not be more than 10 years old and at least half should be not more than 2 years old. All citations and references should be formatted in accordance with APA 6th edition guidelines.

ANSWER

 

Research Paper: Employer Branding

 

 

Part 1: Research Paper

The Benefits of Employer Branding and its Impact on Recruitment Efforts

There has been a significant rise in competitive employment markets in most developed economies and changing economic conditions where competition for good employees and top talents is strong. Organizations have focused on tactical investments in appealing suitably skilled and qualified workforces. One of the most effective approaches is employer branding. Employer branding is considered the benefits of employment such as remuneration and rewards, functional benefits such as training, skills, and other related job activities for development, as well as psychological benefits such as belonging, recognition, and identity (Malik and Jalees, 2019). This paper will focus on employer branding and its benefits to organizations and recruitment efforts. Employer branding has been an enduring approach to managing the perceptions and awareness of the workforces, potential workers, and allied stakeholders.

The employer brand entails the organization’s systems, principles, behaviors, and strategies toward retaining and motivating employees. According to Maurya and Agarwal (2018), employer branding is the practice of structuring establishment identity, is centered on two major properties; association with the brand and loyalty to a brand. There are two types of employee branding, external and internal branding. Internal employer branding is directly linked to the existing personnel and developmental plans, friendly work settings, and corporate culture. External employer branding includes all the undertakings directed at specialists, graduates, and other shareholders through modern communication networks. Through employer branding, organizations provide a unique employment experience to potential and existing employees (Rana and Sharma, 2019). Employee branding benefits include increased organization performance, improved employee commitment and performance, high staff retention, and positive recruitment efforts.

Organization’s Performance

Employer branding is a vital instrument for organizations to gain competitive advantage and differentiation. Some factors linked to increased organizational performance are employee engagement, retention, and recruitment. Ideally, the main aim of human resource management is to engage and build a experienced workforce that will facilitate better organizational performance. Aldousari et al., (2017) state that employer branding can increase the organization’s performance level by improving the major human resource outcomes such as applicant attraction and recruitment efficiency. Firms focus on creating a special and different employer value design based on monetary and psychological benefits. Companies are always competing in the market to save and retain high-performing employees.

Losing talented staff can negatively influence the innovation and development of an organization. Happy and motivated staff can positively influence employee performance, such as financial growth (Ergun and Tatar, 2018). Employee loyalty is among the key factors affecting organizational performance. Workforces can be more devoted if they acknowledge themselves as members that can contribute to the company’s performance. Employer brand drives employer image, which in turn influences the company’s desirability. Well-differentiated establishment image allows job pursuers to comprehend the organization’s values and find similarities among the employer’s organization and employees.

 

 

Employee Commitment and Performance

Ideally, existing employees can gather information about the company through internal sources. While building corporate knowledge, employees may boost their organization’s familiarity and develop a comprehensive picture of how others perceive it. Employer branding aims at carrying out effective approaches to create a culture that facilitates professional development and a favorable working environment generated through optimal working conditions, internal quality communication, and teamwork that boosts employees’ commitment to the organization (Bhasin, Mushtaq, and Gupta, 2019). Companies ensuring that an authentic picture of their distinctive features is accurately communicated to their current workforce can achieve high levels of employee performance and commitment to their organization and values.

On the other hand, an inconsistent brand image is likely to lead to low job performance, employee commitment, organizational trust, and high voluntary turnover. Committed workers are more focused on contributing to employees’ overall success and demonstrate high motivation and productivity (Arasanmi and Krishna, 2019). By enhancing these attitudes of current workers, an organization can boost employee retention and thus reduce the cost of gaining new talents. By effectively developing employer branding strategies that consider intergenerational merits, the workforce can emotionally get attached to the firm with the willingness to boost their success and organization. It’s in the organization’s interest to ensure that the information collected by the employees leads to a positive link with the employer brand to boost employee retention.

 

 

 

Staff Retention

Retention entails the situation in which employees decide to stay in an organization. Retention focuses on keeping employees that play an essential role within an organization. One of the reasons for retention is a shortage of professional and skilled employees, alteration of the workforce, and high competition. Retaining talented workers is a priority of most companies and a major variable in human capital organization. Retention is a significant part of the employer branding concept, and its intended aims are to attract and retain employees. Ideally, retaining talent has been a vital aspect of an organization’s success. Companies have focused on formulating policies, systems, and values to retain potential employees. These attributes make an organization distinctive and give a certain employee experience that facilitates employee retention.

Impact on Recruitment Efforts

Employer branding helps in the recruitment process of employees. Employer branding saves time and resources in the selection of employees. With a positive image of the organization, it’s easy for an organization to attract potential employees to create a positive workforce. Employee recruitment is influenced by the current employee word of mouth and existing relationships between employees and employers. Garas, Mahran, and Mohamed (2018) state that a stronger employer brand enables an organization to maintain a constant hiring flow. Ideally, the company has already taken a proactive approach and developed a relationship with the candidates long before applying. For instance, when it comes to the best talent, there are plenty of options which means that the company has to invest in attracting top talents through employee branding.

The cost of recruiting employees is high, and employer branding can be used to boost employee relationships and lower the turnover rate. Mouton and Bussin (2019) stated that employers with a higher branding score have more satisfied employees, while employers with a low branding score have employees willing to leave the organization if approached by another organization. Employer branding has played a significant role in holding key employees. Organizations are paying attention to the reputation and image of the company through employer branding to retain skilled and talented employees.

Conclusion

In the present employment setting where the talent war has increased, employer branding has been a fast emerging strategic human resource management tool to retain and attract a talented workforce. This allows an organization to deliver better service quality to its clients. The growing competition has made it challenging for brands to maintain high-quality talent and manage their human resources adequately. Therefore, employee branding helps an organization highlight the important attributes embraced by existing and potential employees. These attributes are considered the package of benefits marketed externally and internally to help the organization earn the label of an attractive employer, which boosts recruitment and employee attraction and retention.

Part 2: Annotated Bibliography

Samo, A. H., Talreja, S., Bhatti, A. A., Asad, S. A., & Hussain, L. (2020). Branding Yields Better Harvest: Explaining the Mediating Role of Employee Engagement in Employer Branding and Organizational Outcomes. Etikonomi: Jurnal Ekonomi, 19(1), 77-94.

Employer branding is a fascinating connection between HRM and marketing, where the affirmative elusive awareness of the employer makes the establishment valuable. Samo et al., (2020) aimed to understand the interceding influence of staff engagement and the relationship between employee performance and branding and their intention to remain in the company. The study took a quantitative approach that involved employees of banks. Three hundred fifty questionnaires were distributed, and similar responses were received and used for analysis. Samo et al., (2020) gauged employee branding as a factor of business reputation. The study relied on a structural equation model, where the outcomes indicated the role of staff engagement and employee performance and employer branding. The study shows that banks need to induce workers to remain engaged. An establishment can competently influence the development of effective worker engagement that is directly linked to a strong establishment brand.

Yousf, A., & Khurshid, S. (2021). Impact of employer branding on employee commitment: employee engagement as a mediator. Vision, 09722629211013608.

Yousf and Khurshid (2021) state that employer branding has captivated human resource managers and organizations over the last two years. This has been linked to its practical business effectiveness and being a good forecaster of suitable organizational results. Employer branding has been a major factor that enables an organization to retain its employees. Additionally, an engaged employee is more committed to the goals of an organization. The study focused on 485 employees from one private and one public bank. Four hundred nine responses were obtained from the participants. The study’s main aim was to examine the mediating role between employee engagement and the five dimensions of an employer brand. The regression analysis indicated that all the five dimensions of employer brand impact employee engagement. Human resource managers and organizations should focus on employer branding, which leads to employee engagement and commitment.

Sharma, A., & Raj, R. (2022). HR Practices and Employee Satisfaction: The Mediating Role of Employer Branding. Journal of Positive School Psychology, 6(2), 3488-3496.

Sharma and Raj (2022) state that human resources are considered the face of an establishment. Human resource professionals must consider the changing global scenario to remain competitive and relevant. The study aimed to demonstrate the effectiveness of human resource practices and their influence on employee satisfaction by putting a mediating role on employer branding. The study relied on a survey among organizations through structured questionnaires that gathered 150 responses from various zones in India. The study showed the impact of employer branding on employee satisfaction and sustainable development.

Arasanmi, C. N., & Krishna, A. (2019). Employer branding: perceived organizational support and employee retention–the mediating role of organizational commitment. Industrial and Commercial Training.

The study examined the link amid employer retention and employer branding in a government agency. The study relied on a cross-sectional design and an online survey approach to gather data from 134 study participants. The data was analyzed through macro regression, which indicated that perceived organizational support is a major employer branding technique and affects employee retention. The link amid organizational commitment and seeming organizational support was facilitated by corporate commitment (Arasanmi and Krishna, 2019). The findings of perceived organizational support as an employer branding approach revealed the need to develop organizational support techniques to acquire the status of a good employer among various stakeholders. Organizations should pay attention to increasing organizational support to maintain, attract and retain employees since they desire favorable and conducive work settings.

Baratelli, G., & Colleoni, E. (2022). Does Artificial Intelligence (AI) Enabled Recruitment Improve Employer Branding?. International Journal of Business and Management, 17(2).

The employer branding process has been linked to the belief that effective branding of an organization can lead to competitive advantage in the talent war through retaining and attracting a talented workforce. Baratelli and Colleoni (2022) focused on employer branding and AI-enabled recruitment. The utilization of AI in recruitment has boosted the efficiency of the process and profound changes in the human resource field. The study tested an SEM model to determine whether the AI-enabled recruitment process influences employer attractiveness. The study indicated that the success of an organization highly depends on its capability to attract the best talents and successfully engage its workforce. AI-enabled recruitment is a strategic tool for competitive advantage used by the organization for employer branding. The study shows a positive and direct connection between the points at which using AI-enabled technologies during the recruitment process leads to an employer’s attractiveness.

Galagedara, N., & Weerasinghe, T. D. (2021). Impact of Employee Engagement on Job Satisfaction: Study of the Employees of a Leading Five-Star Hotel in Sri Lanka. In Proceedings of the 5th International Research Symposium on HRM-CIPM Sri Lanka (p. 1).

Galagedara and Weerasinghe (2021) state that some organizations have paid much attention to employer branding while others have not realized the relevance of employer branding. Employer branding entails the formation of identity and image of an organization is an employee’s mindset so that they fulfill the organization outcomes and feel accepted. The study relied on a systematic review of secondary data from four South Asian commercial banks. The secondary data used was employee branding statistics which were available in the human resource department. This included the turnover rate, employee retention rate, compensation growth, absenteeism, and selections. Throughout the study, the importance of employee branding and engagement was explained. Adapting employer branding strategies is effective since it increases more advantages to the organizations.

Dhiman, P., & Arora, S. (2020). A conceptual framework for identifying key employee branding dimensions: A study of the hospitality industry. Journal of Innovation & Knowledge, 5(3), 200-209.

The present study complements to the literature on employee branding by structuring a conceptual context that identifies the major employee branding dimensions. Dhiman and Arora (2020) relied on a survey-based approach which had 421 client-contact staffs of the top ten luxury chain hotels working within key tourist attractions in Northern India. The key aim of the research was to examine the employee’s perspectives regarding the external and internal brand management efforts utilized by the chain hotels. There were five vital dimensions of employee branding; perceived internal brand communication, brand-oriented support, brand-centered human resource management practices, transformational leadership, and external brand prestige. The study has emphasized on the significance of employee branding approaches in the developing and competitive hospitality sector. The research has offered various implications for employers to ensure that they comprehend the significance of employee branding practices.

Aldousari, A. A., Robertson, A., Yajid, M. S. A., & Ahmed, Z. U. (2017). Impact of employer branding on organization’s performance. Journal of transnational management, 22(3), 153-170.

The study focused on the importance of employer branding and its effect on perceived work-life balance and talent management. A structural model was structured to delineate the relations among these variables and explore the impact of employer branding (Aldousari et al., 2017). The study was based on survey outcomes and reviewed literature. Data was gathered through convenience incidental sampling for middle-level managers at work in various IT organizations. The study findings indicated that the perceived work-life balance vividly impacted by employer branding attraction value as well as talent management. Therefore, there is a positive and substantial relationship between perceived work-life balance and employee brand attraction value.

Maurya, K. K., Agarwal, M., & Srivastava, D. K. (2020). Perceived work-life balance and organizational talent management: Mediating role of employer branding. International Journal of Organization Theory & Behavior.

Maurya, Agarwal, and Srivastava (2020) state that organizations have embarked on employer branding. This study explored the employer brand model by employing branding that surveys the relationship between the elements. The study was based on the employer branding model having two main components: application of the employer branding process and interconnected external and internal images. The study utilized qualitative and quantitative research approaches. The data was gathered from organizations in the West Province of Sri Lanka. The study compared companies with varying employer branding strategy implementation levels. The findings indicate that the employer branding approach boosts productivity. Therefore, organizations need to focus on communicating and incorporating values in the employer brand.

Tumasjan, A., Kunze, F., Bruch, H., & Welpe, I. M. (2020). Linking employer branding orientation and firm performance: Testing a dual mediation route of recruitment efficiency and positive affective climate. Human resource management, 59(1), 83-99.

Tumasjan et al., (2020) state that firms are increasingly using employer branding to engage their workers and establish a skilled workforce in the competitive labor market. However, there has been a limited understanding of the influence of employer branding on organization performance. Therefore, this study focused on addressing the gap by analyzing how employer branding coordination is connected to organization performance through a positive affective climate and recruitment efficiency. Tumasjan et al., (2020) used a multisource study with 93 firms that indicated the effectiveness of employer branding and how it’s connected to organizational performance through positive affective climate. Firms should focus on employer branding strategies to boost employee performance.

 

 

References

Aldousari, A. A., Robertson, A., Yajid, M. S. A., & Ahmed, Z. U. (2017). Impact of employer branding on organization’s performance. Journal of transnational management, 22(3), 153-170.

Arasanmi, C. N., & Krishna, A. (2019). Employer branding: perceived organizational support and employee retention–the mediating role of organizational commitment. Industrial and Commercial Training.

Baratelli, G., & Colleoni, E. (2022). Does Artificial Intelligence (AI) Enabled Recruitment Improve Employer Branding?. International Journal of Business and Management, 17(2).

Bhasin, J., Mushtaq, S., & Gupta, S. (2019). Engaging employees through employer brand: An empirical evidence. Management and Labour Studies, 44(4), 417-432.

Dhiman, P., & Arora, S. (2020). A conceptual framework for identifying key employee branding dimensions: A study of the hospitality industry. Journal of Innovation & Knowledge, 5(3), 200-209.

Ergun, H. S., & Tatar, B. (2018). Employer branding and employee attitudes: the mediating role of person-organization fit. Research Journal of Business and Management, 5(2), 110-120.

Galagedara, N., & Weerasinghe, T. D. (2021). Impact of Employee Engagement on Job Satisfaction: Study of the Employees of a Leading Five-Star Hotel in Sri Lanka. In Proceedings of the 5th International Research Symposium on HRM-CIPM Sri Lanka (p. 1).

Garas, S. R. R., Mahran, A. F. A., & Mohamed, H. M. H. (2018). Internal corporate branding impacts employees’ brand supporting behavior. Journal of Product & Brand Management.

Malik, K., & Jalees, T. (2019). The Mediating Role of Employer Branding Between Employee Satisfaction and Talent Management. IBT Journal of Business Studies (JBS), 2(2).

Maurya, K. K., & Agarwal, M. (2018). Organizational talent management and perceived employer branding. International Journal of Organizational Analysis.

Maurya, K. K., Agarwal, M., & Srivastava, D. K. (2020). Perceived work-life balance and organizational talent management: Mediating role of employer branding. International Journal of Organization Theory & Behavior.

Mouton, H., & Bussin, M. (2019). Effectiveness of employer branding on staff retention and compensation expectations. South African Journal of Economic and Management Sciences, 22(1), 1-8.

Rana, G., & Sharma, R. (2019). Assessing the impact of employer branding on job engagement: A study of the banking sector. Emerging Economy Studies, 5(1), 7-21.

Samo, A. H., Talreja, S., Bhatti, A. A., Asad, S. A., & Hussain, L. (2020). Branding Yields Better Harvest: Explaining the Mediating Role of Employee Engagement in Employer Branding and Organizational Outcomes. Etikonomi: Jurnal Ekonomi, 19(1), 77-94.

Sharma, A., & Raj, R. (2022). HR Practices and Employee Satisfaction: The Mediating Role of Employer Branding. Journal of Positive School Psychology, 6(2), 3488-3496.

Tumasjan, A., Kunze, F., Bruch, H., & Welpe, I. M. (2020). Linking employer branding orientation and firm performance: Testing a dual mediation route of recruitment efficiency and positive affective climate. Human resource management, 59(1), 83-99.

Yousf, A., & Khurshid, S. (2021). Impact of employer branding on employee commitment: employee engagement as a mediator. Vision, 09722629211013608.