نمونه متن انگلیسی مقاله
Over the last twenty-five years, employer branding has been a subject of increasing attention among HRM scholars and practitioners. However, very limited research has explored the link between employer branding and HRM performance. To address the gap, in this study we explored how employer branding orientation impacted recruitment outcomes during the COVID-19 pandemic. In addition we combined both the brand orientation and internal branding concepts to better empirically explain their impact on building employer brand orientation. Based on cross-sectional data collected from 233 companies operating on Russian labor market, we found the positive relationships between brand orientation and employer branding orientation, between employer branding orientation and the employer branding programs, which are positively related to recruitment outcomes. However, the moderating effect of internal branding was negative. We also found moderating effects of COVID-19 in the relationship between employer branding orientation, employer branding programs, and recruitment outcomes.
Employer branding is dynamically developing as a field of multidisciplinary studies over the last twenty-five years. Academic scholars have recognized employer branding as a key resource for attracting high-quality employees in the war for talent (Elving, Westhoff, Meeusen, & Schoonderbeek, 2013). However, only one study has examined yet whether employer branding orientation impacted recruitment efficiency and firm performance (Tumasjan, Kunze, Bruch, & Welpe, 2020). The dominating perspective (i.e., the external perspective) refers to the role of the external employer brand image in forming the individual positive impressions of applicants toward the company and their subsequent intentions to apply there, participate in selection process, and to accept a job offer (De Stobbeleir et al., 2018). This perspective includes such heterogeneous theoretical approaches as social identity (Turner, 1975), organizational identity (He & Brown, 2013), person-organization fit (Astakhova, 2016) and signaling (Spence, 1973) theories but does not explain the impact of employer branding on organizational outcomes, including HRM performance. Thus, there is a lack of firm-level research on employer branding.
5.3. Limitations and suggestions for future research
This study provides important insights about the impact of employer branding orientation on recruitment outcomes in times of COVID-19 crisis. However, a few limitations of the study should be noted. First, the results should be viewed with appropriate caution because the nature of the data is cross-sectional which is a common approach in employer branding research. At the same time, a longitudinal study would help to identify how companies revise their employer branding orientation and programs from a long-term perspective and how these impact recruitment outcomes. Second, this study was conducted in the context of the Russian labor market, and hence generalizability of the findings for other contexts may be limited in the areas affected by cultural and legislative differences. We suggest that future studies examine the generalizability of the results in the new cultural settings and countries. Third, in order to achieve the research goal, we provided a new measure called “the COVID effect” with a Cronbach’s alpha of slightly <0.7 for this study. Thus, we plan to make further thorough analysis of this measure, discuss it with experts, and apply it in our next studies by extended the set of items applied within it.