CHAPTER-5

DISCUSSION

This chapter has discussed interpretation of the results. Descriptive statistics of the
hypotheses testing has been discussed in a structured model form.

5.1 Discussion on Employer Brand

Barrow & Mosley, (2011) study suggested employer branding as a tool for effective
recruitment, employee engagement and retention. Employee brand can be a business driver,
strategic tool, game changer for organisational success and sustainability. This concept was
developed towards the end of the 20 th century but now organisations have realized its
significance at practical level. Even though most of the organisations know about the effects
of employer branding, still, few companies are as careful at branding themselves as
employers as they are at branding their products and services (Hieronimus et al., 2005). The
study of Loughlin and Barling, (2001) and VanVianen, (2000) also confirmed that, a timely
issue to examine employer brand equity and associated recruitment practices can influence the
potential job seekers to apply for a position in an organisation, thus increasing its chances of
finding the right talent. Hatch and Schultz (2002) argued that, the image of the organisation is
quite significant to influence organisational identity.Employer brand of any organisation helps
the organisation to attract the new skilled employees and to retain the existed skilled employees
for better production and profit which is the main objective of any organisation. Significance of
employer brand is gaining momentum for talent management of organisations. Employer
branding can be incorporated as the top priority to manage and develop corporate identities and
reputation. Employer branding facilitates strategic human resource management and human
capital management. Human resource management is in the transformational phase due to the
impact of cutthroat compeititon.World has turned into a global village and arrival of electronic
and mobile commerce has made the talent war fierce. Alignment of external factors,
organisational goals and human resource management practices are required to be developed
for survival. Organisational reputation, organisational culture and human resource management
can facilitate in building and promoting employer brand. Implementation of the best human
resource management practices can increase satisfaction of existing employees lead to their
retention. Reputation, good organisational culture, right communication strategy attract
prospective applicants.Organisational

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performance stakeholder value, customer loyalty can be enhanced by attracting and
retaining the best talent. Employer brand is influenced by many factors—from organisational
reputation, human capital management processes, and workplace culture to organisational
communication. Multi generational diverse workforce prime considerations are work life
interface, training, development and career opportunities, freedom and empowerment.
Workplace branding can be done by incorporating essential elements according to the
preferences of the target segment of employees, which will help in attracting them. Proactive,
friendly workplace policies and practices will help to attract and retain talent. Employer
brand Framework can be developed based on the significant components explored from this
qualitative and quantitative study.

Employer brand dimensions were explored from extensive exploratory study and literature
review. Organisational reputation, organisational culture and human resource management have
shown strong emergence as employer brand dimensions in the exploratory study, so considered
these three as dimensions of employer brand from employers and employees perspective. These
dimensions were further categorized into many items. Significant quantitative analysis has been
explained in the following paragraphs.

It was found that reputation (employer mean = 4.35 with std. dev. = .712 and employee mean
= 4.27 with std. dev. = 1.015) is the most dominant dimension for an employer brand
followed by human resource management processes (employer mean = 4.17 with std. dev. =
.731 and employee mean = 4.18 with std. dev. = .978). Communication strategy (employer
mean = 4.22 with std. dev. = .746 and employee mean = 4.21 with std. dev. = .972) has also
emerged as the important factor for promoting and developing employer brand. Overall
employers’ responses have less standard deviation that means there are more respondents
whose views are in the similar direction. It reflects organisations have developed or developing
employer brand dimensions on similar lines.

Michaels et al., (2001) suggested that, employer brand can be a very effective tool to
secure and retain the much sought after employees. Prospective employees are as
particular about choosing the right organisations as about choosing the right job (Rynes and
Cable, 2003). Organisations are increasingly trying to assess and enhance their attractiveness
to prospective applicants (Highhouse et al., 1999).This has critical consequences for the
recruiting organisations (Gatewood et al., 1993; Rynes, 1991). Organisations that attract a
larger applicant pool and more qualified applicants obtain greater utility in their selection
systems (Boudreau & Rynes, 1985).Potential competitive advantage (Lado & Wilson, 1994) is
essential for employer branding.Belt and Paolillo (1982) pointed out that a favorable image is
more attractive to applicants than an unfavorable image. Rynes (1991) found that decisions to
apply to a firm seemed to be based on a general sense of organisational image. Schein, (2004)
suggested that, the concept of culture is the climate and practices that organisations develop
around their handling of people, or to the promoted values and statement of beliefs of an
organisation. The Human resource management system plans the techniques to attract new
employees and to retain already employed members of the firm (Kunerth & Mosley, 2011).

Lievens et al., (2001) has determined the attractiveness of organisations for prospective
applicants and the degree to which the Big Five personality factors moderate the effects of
these attributes. The variables according to them that describe the organisational
attractiveness were organisational size, level of internationalization, pay mix and level of
centralization. Tom (1971) indicated that applicants are attracted to employers, whose images
are similar to their own self-image, suggesting that person-organisation fit and assessment of
image are important in the application process. Judge and Cable (1997) found that the Big
Five personality dimensions (extraversion, conscientiousness, openness to experience,
neuroticism, and agreeableness)is related to preferences towards organisational culture .
Thomason, Brownlee and Steiner (2013) found out the relationship between selection of
employees to the organisational size and its relation to different personality type, from the study,
it was found that, the participants in their study with higher levels of conscientiousness find
large organisations attractive, while those with higher levels of openness to experience find
small organisations attractive. Thomason, Brownlee and Steiner (2013) affirmed that potential
job applicants with low levels of conscientiousness find small organisations attractive, while
those with higher levels of extraversion find large firms attractive. Some other studies (e.g.,
Lievens et al., 2001; and Barrick, Mount, & Judge, 2001) considered that conscientiousness is
the strongest personality predictor of job performance overall. Meta- analytic research
(DelVecchio, Jarvis, Klink, & Dineen, 2007) has confirmed the validity of conscientiousness in
the prediction of overall job performance, objective performance, and task performance. In this
regard, it can be said that, potential job applicants with low levels of conscientiousness who are
characterized by laziness and a weak work ethic are likely to perform at substandard levels.
Hiring such applicants could be disastrous to entrepreneurial
organisations seeking “high-potential employees that can perform multiple roles under
various stages of organisational growth” (Heneman, Tansky, & Camp, 2000). This literature
review suggests that different personality type employees have different set of preferences
toward employer brand dimensions. Employer can evaluate the best-fit employee based on
the personality type of the employees for better recruitment and retention.

The organisations should also look up to the brand by meeting the expectations of their
employers as promised in their employment value proposition in order to keep their
employees engaged (Bhatnagar & Srivastava, 2008).The brand message should be
customized to develop realistic expectations and delivered brand promises which might
increase their attractiveness as an employer but at the same time the challenge will be to meet
the expectations raised once individuals have entered the organisation (DeVos, De Stobbeleir
& Meganck, 2009). Perceived Contract brands due to discrepancy between what is promised
and what is fulfilled leads to unmet expectations and loss of job satisfaction (Turnley &
Feldman, 2000). If employment experience will be delivered right it will lead to loyalty,
commitment, congruence. In view of the high costs associated with the early departure of
new employees, it is important for organisations to consider new recruits beliefs about their
future employment relationship during the recruitment stage already, or to help new concerns
adjust their beliefs when needed (DeVos et al, 2009).Organisational culture can be
communicated rightly as it can be very effective source of communication. Organisation
should consider applicants aspirations goals & values to match that of the organisation to
make a better culture fit. At the recruitment stage itself applicant will not proceed for
recruitment if the person is not culturally fit which will save the organisation time &
money.Thus it becomes imperative to build a strong employer brand that gives a distinct
identity to the organisation as a desirable employer (Ambler & Barrow, 1996).

5.2 Demographic Analysis Highlights

Data collected from employers and employees have following demographic description.
Female candidates have shown more preference towards Government organisations as
compared to male candidates. Males have shown higher preference for private organisations
than female for dream Organisation. Female respondents have shown more inclination
towards academics/training and development, banking, healthcare, media & entertainment
and telecommunication industry. Whereas; airline hospitality, consultancy, fast moving
consumer goods, electronic commerce, information technology and research & development
have got more importance rating from males. There is wide difference in media &
entertainment and electronic commerce for male and female as more than twice of female
respondents have chosen media & entertainment and electronic commerce with respect to
male. On the same line, electronic commerce has three times higher importance for male
respondents than female.
Prospective employees have shown difference in the importance towards employer branding
factors within gender.
Survey results summarize that ‘Female’ respondents have put more importance to employer
brand dimension and factor. Overall, in all the factors ‘Female’ respondents have given
higher rating than ‘Male’ respondents in terms of percentages. When analyzed further, there
are more male respondents who don’t perceive employer brand dimensions as very important.
Among female, employer brand is very important while choosing any employer. Employer
should focus on employer branding strategy while targeting a female candidate for a
particular role or nature of job. It is in the employer’s favor that they should create their brand
image so they would not miss the best-fit female candidate for the position due to their
misinterpreted employer branding strategy.
5.3 Dimensions of Employer Brand - Employers vs. Employees Perspective

This can be observed in the results that overall both group supported the importance of brand
dimensions. However, there is significant difference in terms of employer brand dimensions
based on employees and employers responses. Organisational reputation is rated as the highest
important employer branding dimension by both categories. Employees have shown higher
perceived importance towards brand dimensions. Overall, each brand dimension within
employee and employer has high importance that means as a whole employer brand plays a
very important role for both.

There are differences in overall means that represent that employees give more weight age to
organisational reputation, organisational culture than employer. Employee also gives emphasis
to communication strategy. Employers have shown more focus and importance towards human
resource management system as this is the key branding factor .

After analyzing the results and validating with other secondary sources, this is clear that there
is a gap between employer and employee perceived value and both need a tool/approach to
understand the focus/main points to reduce the gap.

5.3.1 Organisational Reputation Dimension of Employer Brand

Prospective employees prefer the familiar and well known organisations over the unknown
(Bouchikhi & Kimberly, 2008)as familiarity positively affect the pride .On going into deeper
analysis it was found that reputation of the organisation leads to the expectation that the
organisation is concerned towards the prestige for the company (employer mean = 4.27 and
employee mean = 4.21). However, employees give more weight age to market success (mean
= 4.33) while linking with overall organisation reputation.

5.3.2 Organisational Culture Dimension of Employer Brand

Organisational culture of the organisation gives rise to expectations about the concern that the
organisation has towards its employees (employer mean = 4.21 and employee mean =
4.24).Employer gives more importance to team sprit (mean = 4.27) and employee wants
respect for individuality (mean = 4.37).Organisations are being preferred for providing
autonomy and fun at work to its employees. In the current perspective, organisational culture
is very significant to attract and retain employees as employer can create emotional appeal
that touches the heart and mind of the employees.

5.3.3Human Resource Management System Dimension of Employer Brand

Among the human resource management system the research support was for items on Job
Security (employer mean = 4.24 and employee mean = 4.58) which suggest that employees
have more concern about job security than employers think or have concern. Further
importance was given to the items-joining this organisation would be a beneficial move for
an individual career and this organisation communicates clear advancement path for its
employee followed by training and development programs for both. Previous studies from
scholars suggest that employees concerns are learning and growth and pay and benefits.
Perhaps paradigm shift is there in the mind of prospective employees, we can say that this is
because of the impact of economic recession, which has hit the market. Other reasons can be
that more and more jobs are target oriented and organisations are going by zero tolerance policy,
hiring, and firing policy, which has shaken the faith of employees so they are concerned about
job security. Job security is immediately followed by clear career advancement roadmap and
clear communication. It means prospective employees are oriented towards learning and
growth. During the uncertain job market 2008-2009, prospective employees put job security
above compensation and exciting job descriptions, sought trusted brands, chose to work with
established brands, and trusted organisations

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(Shikari, 2009a). Employment market is still facing similar kind of situation so job security
concern has been found as the priority factor followed by career advancements.

Sutherland et al. (2002) suggest that prospective employees are more attracted towards career
growth opportunities, challenging work environment, training & development and
performance based pay. Individuals who are about to enter the professional workforce prefer
compensation and security related benefits significant in comparison with other family
related benefits (Tocher et al, 2006). This study suggests that prospective employees first
look for ensuring their job and growth followed by other factors.

5.4 Communication Strategy -Employers and Employees Perspective

Communication strategy is one of the important factors of employer branding. Thus, both set
of respondents have given importance to communication strategy. However, there are
differences in importance for communication mediums.

There is same importance rating for both groups while comparing on an overall digital
communication channels. Corporate website has the highest importance in all digital
communication channels. Employer may consider corporate website as the most important
digital communication strategy for branding. This is observed that employer perceived higher
importance to digital media than print media, however; employee showed equal importance
towards digital and print. Therefore, employer should not ignore the power of print media
even in the digital world as prospective employee gets easy and regular access of print media.
For employee, university press and student organisation publications are the most important
print media source for updating recruitment notifications.

Company presentation has got high preference by both groups. Employer may consider
company presentation to reach talent while looking for digital communication for branding.
Mobile application/instant messaging and direct mailing has shown some differences form
the employer and employee perspective.

Employer perceives more importance of organisation’s employee testimonial or referrals than

employee does. Employer’ ratings are higher for employee testimonial and referrals that
means internal communication is more important from employer perspective. Employer may
formulate strategy for branding initiative to increase importance of organisation’s employee
testimonial or referrals like featuring the success stories of existing employees. It will help to
orient the prospective applicants toward organisation.
Employers can focus on corporate events as employees shown more importance towards
these events as compared to employer’s perspective. Organizing workshop is recognized as
important by the both groups. Employers can also focus on trade shows to promote branding
as mismatch can be seen from both group’s perspective.

Alumni meets have higher importance among employees. It can act as the best possible
opportunities for effective branding. First hand working experience shared by alumni creates
immediate impact on the mind of prospective employees.

5.5 Employee Personality Types and Placement Preferences

It has been observed that personality type plays a very important role in job selection decision
with specific reference to identify the sector, industry and branding dimensions. Personality
type of employee acts as a differentiator in recruitment cycle. It is beneficial for employer to
get the right candidate or sort list from the applicants whose personality matches with the
organisational culture, job profile and other significant variables. This analysis would help to
save time and effort and will reduce the chances of rejection in selection of job aspirants.
Right fit applicants are the biggest asset for the organisations .
There are five key personality types agreeableness, conscientiousness; extroversion,
neuroticism, and openness that were analyzed with respect to brand through employee
survey. There were 44 different questions to analyze the personality type and relation with
branding strategy.
Agreeableness personality type employees have strong correlation with human resource
management systems and Communication strategy. Openness personality type has highest
correlation with overall employer brand dimensions. Whereas, neuroticism have least
association with employer branding factors. Extroversion has small negative correlation
(inverse) with organisational culture.
Personality types have distributed correlation with communication strategy type.
Agreeableness type employees show correlation with events. Whereas, openness type
employees relate with media. Agreeableness and Conscientiousness show preference for
corporate events and openness type shows preference towards print media. However,
Extroversion and Neuroticism have shown preference for digital communication channels.
Following some of the important review of literature in the area of employer brand, it is clear

that employer brand is one of the major criterion to retain and select right person for right job
Many researchers affirmed that, employer brand is one of the key issue for employees to

make them attractive for any organisation. So organisation’s attraction and employees

preferences towards any organisation can be effective following some of the major

employer brand issues such as organisation’s reputation, human resource management

process, organisational culture, communication strategies, events conducted by the

organization.Image of the organisation reflected through media can attract the employees

towards the organisation for long and effective service in that organisation. The employer brand

dimensions can also help to select right people for the right job among a huge talent pool of

skilled employees, interested for a particular organisation. Retention of employees lead to

organisational productivity and societal well beingness.Proper implementation of employer

branding strategy can help in better talent management.

5.6 Personality Types and Employer Brand Dimensions Preference

Personality type is not clear indicator of preferences towards employer brand dimensions.
Agreeableness and Openness personality types have more correlation among all five-
personality types, however; Neuroticism and Extroversion have the least correlation with
importance of overall preferences towards employer brand dimensions. Personality type of
prospective employee is an important component to be kept in mind while developing
employer-brand framework. Analysis proves that to attract agreeable and open personality
type of prospective employees, employer brand dimensions are required to be considered in
employer brand framework.
Diagramme 5.1 Employer Brand Dimensions and Personality Type

5.7 Employer Brand a facilitator of Great Place to work, Employer of Choice Concept

Firms are implementing the concept of the employer brand, and the benefits associated with a
job or an employer and their promotion inside and outside the firm (Ambler and Barrow, 1996).
The employer brand provides information about the Organisation (Biel and Aaker
,1993) as well as its possibilities and promises (Lassar, Mittal and Sharma 1995).This helps
them in anticipating what lie ahead on joining this organisation.

Organisation positioning as an employer of choice (Sutherland et al., 2002) help

organisations to remain competitive. Employer of choice defined by researchers as “An
organisation that outperforms its competition in the attraction, development and retention of
people with business strategy required talent, often through innovative and compelling human
resource programs” Clarke (2001; p.21). “An organisation which top talent aspires to work
for as a result of its reputation & employer brand message both of which are tailored to
appeal to the target audience” Sutherland et al., (2002; p.14).An employer of choice recruits
and engages talent through practices that address both tangibles and intangibles focuses on
the long term and short term and are tailored to the organisation” Branham (2005;
p.57).Vroom (1966) opines that it was the perceived instrumentality of that organisation to
achieve certain goals that lead to its attractiveness. Martin et al., (2005) opines that the
employer-branding concept has been used to transfer the message of personality of an
organisation as an “employer of choice”. Belt & Paolillo (1982) Cable and Judge (1997),
Gatewood et al., (1993) etc. have empirically established organisational image as a strong
predictor of applicant’s attraction to organisations.Chapman et al., (2005) suggested substantial
empirical evidence supports the link between organisational brand image & organisational
attraction. Employer branding is one of those factors that make an organisation attractive among
other alternatives. Easily observable characteristics (Rynes & Barber, 1990) and those
characteristics that vary across organisations and can be known with certainty by applicants
before job choice are likely to affect applicants’ attraction to the organisation (Rynes, 1989;
Schwab, Rynes & Aldag 1987). It can be said that employer of choice strategies help in
developing a unique employer branding identity based an employee value proposition (Heger,
2007). Attraction becomes easier once organisation reaches at a higher level of external
recognition (Bouchikhi & Kimberly, 2008). So organisation go extra miles to maintain their
image before the prospective applicants as an attractive employer (Bergeron, 2001a). Related
measures on similar concepts as an employer of choice are company attractiveness (Fisher,
Ilgen, & Hoyer 1979; Macan & Dipboye, 1990; Smither, Reilly, Millsap,Pearlman, & Stoffey
1993; Turban & Keon 1993, intentions toward the organisation (Ployhart & Ryan, 1998; Rynes
& Miller, 1983; Schwoerer & Rosen, 1989), job pursuit intentions (Macan et al., 1994)(Taylor
& Bergmann, 1987), Company prestige (Highhouse, Beadle, Gallo, & Miller; 1998) etc. These
concepts were one-dimensional in nature. However, Highhouse et al., (2003) used a multi-
dimensional measure for organisational attractiveness comprising of general attractiveness
intentions to pursue & company prestige.

This chapter has discussed the key findings of the research. Importance of each dimension of
employer brand has also been discussed. Personality types and its relation with different
employer brand dimensions have also been explained .This research provides a groundwork
and empirical data for developing and promoting employer-branding strategy. The results are
substantive enough to develop a framework for employer brand for prospective employees.
Employer brand dimensions and communication factors are essential component of employer
brand framework for prospective employees.