Franklin

Mind the gap: Exploring congruence between the espoused and experienced employer brand [electronic resource].

Author/Creator:
Prouty McLaren, JoEllyn.
Format/Description:
Book
244 p.
Subjects:
Management.
Marketing.
System Details:
Mode of access: World Wide Web.
Summary:
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.
Notes:
Source: Dissertation Abstracts International, Volume: 72-12, Section: A, page: 4649.
Adviser: J. Matthew Riggan.
Thesis (Ed.D.)--University of Pennsylvania, 2011.
Local notes:
School code: 0175.
Contributor:
University of Pennsylvania.
Contained In:
Dissertation Abstracts International 72-12A.
ISBN:
9781124899596
Access Restriction:
Restricted for use by site license.
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