Employer branding and organizational attractiveness : current employees’ perspective

Purpose: Drawing on marketing and recruitment theory, we examined the relationships between employer branding and employer attractiveness as seen by currently employed employees. The evidence was sought of which employer branding practices (external or internal) may have the strongest impact on the employer's image perceived by employees. Design/Methodology/Approach: Based on an outline of current conceptualizations of employer branding, the paper discusses the potential of external employer branding activities and internal branding processes in the context of the impact on the employer attractiveness perceived by employees. This paper selects 520 employers from local services firms in Poland. The hypotheses are tested using SEM-AMOS. Findings: Data from 520 employees representing the service companies provided some evidence that more intense external employer branding activities and more intense internal employer branding practices directly affected employer attractiveness, considered in terms of expected benefits. Research limitations/implications: To concentrate on the research objective, the authors only consider the same characteristics in each workers' job environment, neglecting differences in employment conditions, living environment, etc. Practical implications: Our study reveals that internal and external employer branding activities could change employees' perception of an organization's attractiveness. Originality/value: We seek to contribute to the employer branding literature by investigating specific external and internal factors that affect employer image and employer attractiveness. The results support the notion that external employer branding and internal branding practices directly affect employer attractiveness.peer-reviewe

The Study of Emotional Effects of Digitalised Work: The Case of Higher Education in the Sustainable Development

This paper reports on the experiences of working with new digital tools along with the experience of new remote work. We explore the emotional experiences of working from home during the first three months of the COVID-19 pandemic and their implications. There were two groups of respondents participating in the study, those who had experience working remotely before the pandemic [digital natives] and those who started working remotely during the pandemic [digital immigrants]. The results show that emotional experiences while working from home do not differ depending on the profession, age, gender, length of experience and from previous remote work. This suggests that the digital natives had to deal with the same emotions as the digital immigrants. The study found that independent external changes determine the growth of competence in employees, in this particular case, to work remotely. Working in conditions that are difficult for everyone obliges employees to cooperate, even across company boundaries, and increases each other’s competencies. In such situations, the management is required to be emotionally involved and closer to the employee