Designing and explaining the employer brand reinforcement model of Tejarat Bank to Attract and retain human resources (A mixed-method approach)

Document Type : Research Paper

Authors

1 Department of Public Administration, Roudhen Branch, Islamic Azad University, Roudhen, Iran

2 Department of Management, University of Science and Culture, Tehran, Iran

3 Department of Management, Shahid Sattari Aeronautical University, Tehran, Iran

Abstract

This research was done with the aim of designing and explaining the pattern of strengthening the employer brand of Tejarat Bank in order to attract and retain human resources. This research is applied in terms of purpose, exploratory in terms of approach, and mixed (qualitative-quantitative) in terms of data analysis. In the qualitative phase of the research and in order to design the model based on the foundation's data theory methodology, a group of experts (including university professors and consultants in the field of human resources management, experts in behavioral sciences and psychometrics, and senior managers of Tejarat Bank) were selected and interviewed in depth. In this phase, the snowball sampling method was used and this process continued until the theoretical saturation of the researcher was reached and a total of 9 interviews were conducted. In the quantitative phase, the specialized and talented employees of different branches of Tejarat Bank in Tehran were considered as the population, and among them, 136 people, based on random stratified sampling with proportional and non-random distribution, were voluntarily and purposefully available as a sample. Statistics were selected. In the qualitative phase of the research, because the data theory method of the foundation was used, the main tool for data collection was in-depth and unstructured interviews with experts. In the quantitative phase of the research, the main tool for data collection was a closed and researcher-made questionnaire consisting of 42 items, which was designed based on the initial conceptual model, research literature and data from interviews. In the quantitative phase of the research, SPSS, LISREL and smart-PLS software were used to perform descriptive and inferential analyses. Finally, the results of the research led to the design of the pattern of strengthening the employer brand of Tejarat Bank in order to attract and maintain human resources (based on the structure of the paradigm model), which were approved after the quantitative test.

Keywords

[1] B. Abdollahi and S. Rezaei, Employer branding: Identifying the organizational attractiveness dimensions from the perspective of potential knowledge employees, 6th Conf. Knowledge Manag., Tehran, Oil, Gas, and Petrochemical Information Institute, 2013.
[2] E. Alniacik and U. Alniacik, Identifying dimensions of attractiveness in employer branding: Effects of age, gender, and current employment status, 8th Int. Strategic Manag. Conf., Procedia-Soc. Behav. Sci. 58 (2012), 1336–1343.
[3] M. Biswas and D. Suar, Which employees’ values matter most in the creation of employer branding?, J. Market. Dev. Compet. 7 (2014), no. 1.
[4] H. Boudlaei, Bitter Truths About Human Resource Management: 50 Management Challenges that Must be Overcome, Jameshenasan Publications, Tehran, 2017. [In Persian]
[5] N. L. Chhabra and S. Sharma, Employer branding: A strategy for improving employer attractiveness, Int. J. Organ. Anal. 22 (2014), no. 1, 48–60.
[6] H. Dehghanan, Strategic management of human resources, The commerce printing and publishing company, Tehran, 2015.
[7] M. Erkander and A. Sjunnesson, Employer branding: A faddish way of labeling operations Or a valuable contribution to HRM?, Department of Business Studies Marketing, Organization and International Business Bachelor Thesis, 2013.
[8] J. Faghihipour, Employer Branding Bulletin: The Status of the Employer’s Brand and the Desirability of the Workplace in Bank Refah Kargaran, Darolfonoun Publications, Tehran, 2016. [In Persian]
[9] D. Gary, M. Melisa and W. Susan, When employer brand image aids employee satisfaction and engagement, J. Organ. Effect. 5 (2018), no. 1, 64–80.
[10] V. Gharahzadeh and M. Hashemi, The roles and challenges of human resource management in organizations in line with the goal of using solutions to optimize the human resource planning system, First Nat. Conf. Role of Account. Econ. Manag., Tabriz, Shams Institute of Higher Education, Science, and Technology, 2017.
[11] P. Heilmann, S. Saarenketo and K. Liikkanen, Employer branding in power industry, Int. J. Energy Sector Manag. 7 (2013), no. 2, 283–302.
[12] F. Hosseini, Explaining the determinants of the eigenvalue of the intra-organizational employer brand and its consequences (case study: Bushehr banks), Master’s thesis, Faculty of Literature and Humanities, Persian Gulf University, Bushehr, 2015.
[13] J.K. Ito, C. M. Brotheridge and K. McFarland, Examining how preferences for employer branding attributes differ from entry to exit and how they relate to commitment, satisfaction, and retention, Career Dev. Int. 18 (2013), no. 7, 732–752.
[14] J. Jonze and H. Oster, Employer branding in human resources management, Kandidatuppsats HT. Foretagsekonomiska institutionen, Johanna Jonze & Hedvig aster, Handledare: Katarina Hamberg Lagerstrm, 2013.
[15] S. Khoddami and B. Asanlou, Designing a model for creating employer attractiveness based on building a distinctive employer brand, Organ. Resource Manag. Res. 5 (2014), no. 1, 61–83.
[16] P. Liem, R. Abma and D. du Fosse, Employer branding A qualitative research at Pathe, University of Utrecht, Faculty of Social Sciences, Interdisciplinary Social Sciences, Master’s thesis: Social Policy and Social Interventions, 2013.
[17] S.F. Lores, D. Gavilan, M. Avello and F. Blasco, Affective commitment to the employer brand: Development and validation of a scale, BRQ Bus. Res. Quart. 38 (2013), 15.
[18] Sh. Morakabati, A study on the effect of the employer brand on employees’ attitudes in the insurance industry (case study: Alborz Insurance Head Office), Master’s Thesis, Faculty of Humanities, Payame Noor University, Central Tehran branch, Tehran, 2015.
[19] R.R. Moser, T.B. Kack, Employer Branding Measuring the practical effects of a theoretically sound EVP A Case Study of ABB, School of Business, Society and Engineering, (EST) EFO 703, Bachelor Thesis in Business Administration, 15 ECTS, 2013.
[20] A. Nedaei, A. Mahjoub and S. Mahjoub, Development of a systematic model of employer branding, 10th Int. Conf. Econ. Manag., Rasht, Islamic Azad University of Rasht, 2017.
[21] A. Rahimian, Employer brand; a new strategy of human capital management, Quart. Human Resource Manag. Res. 5 (2013), no. 2, 127–150.
[22] L.V. Rampl and P. Kenning, Employer brand trust and affect: linking brand personality to employer brand attractiveness, Eur. J. Market. 48 (2014), no. 1/2, 218–236.
[23] F. Ranjber, A study on the relationship between the employer brand with recruitment and loyalty of human resources, Second Int. Conf. Manag. Account., Tehran, Salehan Higher Education Institute, 2017.
[24] A. Shabani, Human Resource Management: Challenges and Solutions, Ahoura Ghalam Publications, Tehran, 2016. [In Persian]
[25] A. M. Sivertzen, E. R. Nilsen and H. O. Anja, Employer branding: employer attractiveness and the use of social media, J. Product Brand Manag. 22 (2013), no. 7, 473–483.
[26] K. Tanwar and A. Prasad, The effect of employer brand dimensions on job satisfaction: gender as a moderator, Manag. Decision 54 (2016), no. 4, 854–886.
[27] N. Tran Duc, Employer Branding for SMEs: Attracting Graduating Students in IT Industry, Kajaani, University of Applied Sciences, Heilbronn University of Applied Sciences, School of Business, Degree Program in Business Management, 2013.
[28] M. Vishwas, G. Priya, L. George and K. Anastasia, Exploring HR practitioners’ perspective on employer branding and its role in organizational attractiveness and talent management, Int. J. Organ. Anal. 25 (2017), no. 5, 742–761.
[29] H. Wong, The Influence of Employer Branding on Employee Performance, A thesis submitted to The University of Manchester for the degree of Doctor of Business Administration in the Faculty of Humanities, 2014.
Volume 14, Issue 11
November 2023
Pages 219-232
  • Receive Date: 13 November 2021
  • Revise Date: 03 January 2022
  • Accept Date: 22 February 2022