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Employer‐brand equity, organizational attractiveness and talent management in the Zhejiang private sector, China

Employer‐brand equity, organizational attractiveness and talent management in the Zhejiang... Purpose – This paper seeks to clarify the process that leads employees and prospective applicants to be attracted to remain with the organization or apply for a job offer in private companies in Zhejiang, China. Design/methodology/approach – The paper applies concepts from marketing to people management, particularly the concept of brand equity. It proposes, on the basis of a literature review and preliminary interview data in three private companies in Hangzhou, Zhejiang, that prospective applicants and employees evaluate job offers or organizational positions based both on organizational attractiveness (OA) and on employee‐based brand equity (EBBE) perceptions. It then presents a model of the relationship between OA and EBBE for future research in China, proposing the particular importance of the dimensions “economic value”, “development value” and “social value” for Chinese employees. It then suggests implications for future research and practice, especially the relationship between OA and EBBE for both Chinese employees, job seekers and applicants. Findings – The private economy is significant to China, accounting for 65 per cent of gross domestic product (GDP) and 56 per cent of total tax revenue. For Zhejiang, a private economy‐dominated province, talent recruitment and turnover are problems that hinder future development. OA and EBE may play a key role in intentions to accept a job offer, and as a mediator and a key variable in the initial recruitment. Research limitations/implications – The paper draws on preliminary interview studies in China to propose a framework for future research to clarify the role of OA and EBBE in Chinese job choice intentions and behaviours. Practical implications – Recruitment messages and internal branding communications should focus on EBBE so as to influence OA perceptions and job intentions in China. Social, economic and development value are suggested as particularly important dimensions of EBBE in China. Originality/value – The study clarifies the role of OA and EBBE in the process that leads to the intention to apply, respond to job offers, and remain with the organization, and discusses implications for further research and practice in China. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Technology Management in China Emerald Publishing

Employer‐brand equity, organizational attractiveness and talent management in the Zhejiang private sector, China

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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
1746-8779
DOI
10.1108/17468771111105686
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper seeks to clarify the process that leads employees and prospective applicants to be attracted to remain with the organization or apply for a job offer in private companies in Zhejiang, China. Design/methodology/approach – The paper applies concepts from marketing to people management, particularly the concept of brand equity. It proposes, on the basis of a literature review and preliminary interview data in three private companies in Hangzhou, Zhejiang, that prospective applicants and employees evaluate job offers or organizational positions based both on organizational attractiveness (OA) and on employee‐based brand equity (EBBE) perceptions. It then presents a model of the relationship between OA and EBBE for future research in China, proposing the particular importance of the dimensions “economic value”, “development value” and “social value” for Chinese employees. It then suggests implications for future research and practice, especially the relationship between OA and EBBE for both Chinese employees, job seekers and applicants. Findings – The private economy is significant to China, accounting for 65 per cent of gross domestic product (GDP) and 56 per cent of total tax revenue. For Zhejiang, a private economy‐dominated province, talent recruitment and turnover are problems that hinder future development. OA and EBE may play a key role in intentions to accept a job offer, and as a mediator and a key variable in the initial recruitment. Research limitations/implications – The paper draws on preliminary interview studies in China to propose a framework for future research to clarify the role of OA and EBBE in Chinese job choice intentions and behaviours. Practical implications – Recruitment messages and internal branding communications should focus on EBBE so as to influence OA perceptions and job intentions in China. Social, economic and development value are suggested as particularly important dimensions of EBBE in China. Originality/value – The study clarifies the role of OA and EBBE in the process that leads to the intention to apply, respond to job offers, and remain with the organization, and discusses implications for further research and practice in China.

Journal

Journal of Technology Management in ChinaEmerald Publishing

Published: Feb 15, 2011

Keywords: Corporate image; Brand equity; Employee behaviour; Employee turnover; China

References