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作者 Prouty McLaren, JoEllyn
書名 Mind the gap: Exploring congruence between the espoused and experienced employer brand
國際標準書號 9781124899596
book jacket
說明 244 p
附註 Source: Dissertation Abstracts International, Volume: 72-12, Section: A, page:
Adviser: J. Matthew Riggan
Thesis (Ed.D.)--University of Pennsylvania, 2011
Employer brand is an application of the branding practices to an organization's people processes. It is also a normative instrument for communicating the employment value proposition, shaping the employee experience, and driving cultural change. This expanded role enables employer brand to be a more complete and integrated mechanism for managing the overall employee experience
Much of the current literature has focused on a single application of employer brand, that of its usage in recruiting employees. Yet, the role it can play in motivating and aligning existing employees with the organization's strategic objectives is arguably more valuable. If delivered as promised, the employer brand can be a direct method for influencing and engaging employees. If promises go unmet, however, it can distract and disengage employees. This could then affect the perceived levels of integrity of organizational leadership. Therefore, managing any gaps between the promises and the experience is essential. This notion of espoused-experienced gap management is common to consumer brand management practices, but unexplored in employer brand literature
Understanding the intersection between employee experiences and employer brand practices is essential to identifying potential drivers of espoused-experienced employer brand gaps. Using a cross-case comparison of employee and employer groups from five organizations, this study leveraged customer satisfaction frameworks to explore the characteristics and factors affecting espoused-experienced employer brand congruence
Four significant findings emerged from the study. First, the employer brand gap is a multidimensional construct consisting of four domains and five dimensions rooted in the organization's culture and requiring ongoing management. Next, data showed that employees evaluate delivery of the employer brand similar to the way customers evaluate their service experiences. This employee as customer metaphor explained the importance of expectations and past experiences in the gap and employee views. Third, the nature of the findings provides the business case for establishing employee research, employee data mining, and employee relationship management capabilities. Fourth, the data suggests that reducing the employer brand gap will positively affect employee engagement
School code: 0175
Host Item Dissertation Abstracts International 72-12A
主題 Business Administration, Marketing
Business Administration, Management
0338
0454
Alt Author University of Pennsylvania
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