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Designing the value proposition model of the employer from the point of view of student elites

Number of pages: 123 File Format: word File Code: 29671
Year: 2012 University Degree: Master's degree Category: Management
Tags/Keywords: Business management - Management - Modeling - organization - Student elites - the employer - The model of the value proposition of the employer - Value pattern
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  • Summary of Designing the value proposition model of the employer from the point of view of student elites

    Master's Thesis in Business Management

    Abstract

    Finding a qualified and skilled workforce is vital in today's dynamic environment. The organization should know the standby force and know how to communicate with it. In this research, a pattern was identified for the value offered by the employer. According to this model, desirable and attractive working conditions were identified from the eyes of those who may one day become working members of the organization. In this research, it was also identified the ways in which the potential workforce would like to get to know the organization. Variables such as field of study, marital status, family income, and age may cause a difference in perception among this category of labor force; In this research, an attempt was made to determine the presence or absence of differences in this regard.

    The direction of this applied research, its approach was deductive-inductive, and the type of this research was mixed (quantitative and qualitative). This research happened in two consecutive stages; The first stage was qualitative and the second stage was quantitative.

    In the first stage, qualitative content analysis was used. The method of data collection was unstructured and person-to-person interviews. Student elites with non-medical fields, members of the National Elite Foundation of Mazandaran province, were included in the society of this stage at the undergraduate and graduate levels. Sampling was done theoretically and according to that, interviews were conducted with 31 people. Using qualitative content analysis, a questionnaire with 46 propositions was extracted and used in the second stage. The reliability and validity of this step were discussed. In the second step, the navigation strategy was used. The method of data collection was a questionnaire. Student elites with non-medical fields, members of the National Elite Foundation of Mazandaran province, were included in the society of this stage at the undergraduate and graduate levels. 234 questionnaires were reviewed and analyzed. In order to reveal the initial pattern, exploratory factor analysis was performed using SPSS 19 software for 118 questionnaires, and in order to finalize the pattern, confirmatory factor analysis was performed using Lisrel 8.80 software for 116 questionnaires. Cronbach's alpha coefficient was used to determine the reliability of this step, which was equal to 0.91, which is a very good value. The validity of the content of the questionnaire was confirmed by the opinion of the supervisors and advisors. Convergent validity was used to determine construct validity. The significance index (t-value) indicates this validity, which should be greater than the absolute value of 2. Finally, a model with 38 propositions and eight dimensions was finalized and presented under the title of the model of the employer's proposed value. Student elites with different fields of study differed in expressing the employer's proposed position. Student elites with different family income had different expressions. Also, the expression of student elites with different age ranges was different.

    At the end of the limitations of the research, executive suggestions and suggestions for future research were presented.

    Key words: modeling, value proposition of the employer, student elites, potential employees

    1-1. Introduction

    As the environment becomes more dynamic and subsequently more difficult to predict, the importance of having elite and skilled human resources for the organization and of course according to its needs becomes more prominent. The recent economic crisis that has affected all countries in the world has contributed to making the environment more uncertain. Organizations should try to match the talents with the needs of the organization and their skill while recruiting the desired force; They should also create commitment and loyalty among organizational people.

    Employer branding is a new strategy in order to attract appropriate and more skilled talents in the organization and also create commitment in the organization. In the Oxford dictionary [1], the word employer [2] is introduced as an organization or a person who hires people for work. Here it means the organization. According to the definition of the American Marketing Society [3], a brand [4] is "a name, a phrase, a sign (already known or newly invented), a design or a combination of these". The employer's brand gets its identity from two aspects of human resources and marketing. In marketing, brand is used to differentiate organizations and their products. When this term is related to human resources, in addition to separating organizations and their products, it also separates their working conditions and aspects.In fact, just as the customer's brand (pure marketing point of view) is to identify the goods and services of an organization, the employer's brand (marketing-human resources point of view) is also to identify the work attractiveness of an organization. The popular employer brand forms the slogan "a great place to work" [5] in the minds of current employees, potential employees, customers and in the minds of other stakeholders of the employer (Grunewalder [6], 2007: 2). Potential employees are people who may be interested in working for the organization one day. Like people who are students now.

    Muraco and Unkels [7] (2008) consider employer branding as "the set of efforts of the organization to communicate with current and potential employees so that they consider the organization as a good place to work". Davis [8] (2008) also considers employer branding as a set of characteristics that are perceived by potential and current employees towards the organization as an employer. The point that can be seen in the definition of the concept of the employer brand is the value given to current employees and potential employees, which is mixed with the image, identity and organizational culture, and it is referred to as a long-term strategy (Barrow and Mosley [9], 2005). In fact, the purpose of employer branding is to attract and retain suitable talents, and in this regard, organizations should offer their more attractive conditions. Employer branding is referred to as a long-term strategy.

    From the above discussion, it is inferred that employer branding has an internal and external organizational perspective. According to the external organizational point of view, more efforts and a more consistent focus on attracting appropriate and more skilled talents; In such a way that an organization as an employer knows the community of people ready to work (potential employees) and gets to know their demands and expectations from a desired employer. According to the intra-organizational view, organizations try more to identify the expectations and demands of the people of the organization. After the internal and external analyzes, a model called the value proposition of the employer is presented. According to this model, those characteristics of the employer that are attractive according to the surveys are presented to the current employees and potential employees. The goal is to create a sense of loyalty and commitment in current employees and a positive perception of the working conditions in potential employees. Employer branding, as mentioned, provides a model under the title of value proposition to the stakeholders during the external and internal view of the organization. Although the most important of these stakeholders are potential and current employees, it does not reduce the importance of other stakeholders of the organization. In this research, the effect of potential employees on the creation of the value offered by the employer was discussed.

    1-2. The importance of the subject

    The discussion of the lack of talents is discussed all over the world and many researchers have proposed strategies to attract talented applicants. Most of these strategies are short-term and prepared for a new job position in the organization (Kapoor [10], 2010). When seventy percent of a company's value is from its intangible assets and the lack of skills has become controversial all over the world; In such a situation, being famous as an attractive employer is considered a competitive advantage (Universum [11], 2011). In today's world, we are faced with the increase of knowledge jobs, the lack of talented job applicants, the diversity of the workforce, and problems in attracting and retaining the required talents (Ployhart [12], 2006). Therefore, choosing and attracting suitable applicants is considered as a key for the success of the organization in the future. There will come a time when the competition to attract talented employees will be as intense and challenging as the competition for customers (Burton [13] and others, 2005), so organizations should strive to become an attractive employer. Scullion and Collings [14] (2011: 74) raise the war for talent as an issue that has occupied the minds of senior managers of organizations around the world. Collins [15] (2011) states that there is a war for talented employees in the world. However, the time of fierce competition for talented employees has come. In this regard, researchers have introduced employer branding as a long-term strategy to attract talented employees (such as: Bakanaos-Kine[16] and others, 2011; Kapur[17], 2010; Tuzoner and Yuksel[18], 2009; Roy[19], 2008; Burton et al., 2005; Barrow and Mosley[20], 2005; Wilcock [21], 2005). This term was first used at the end of the 20th century in Britain and America and resulted from the integration of the principles of marketing and human resource management (Bakanaos-Kine [22] and others, 2011).

  • Contents & References of Designing the value proposition model of the employer from the point of view of student elites

    List:

    The first chapter "General Research". 1

    1-1. Introduction. 2

    1-2. The importance of the subject. 3

    1-3. State the problem. 4

    1-4. Research questions. 5

    1-5. Research hypotheses. 5

    1-6. Research objectives. 5

    1-7. Scope of research. 5

    1-7-1. spatial territory. 5

    1-7-2. temporal realm. 5

    1-7-3. Subject area. 5

     

    Title

    Page

    1-8. Definition of specialized vocabulary. 6

    1-8-1. brand 6

    1-8-2. the employer 6

    1-8-3. Employer branding. 6

    1-8-4. Potential employees. 6

    1-8-5. Value offered by the employer. 6

    1-9. Summary of the first chapter. 7

    The second chapter "Research Background". 8

    2-1. Introduction. 9

    2-2. Brand definition. 9

    2-3. branding 10

    2-4. Brand equity. 11

    2-4-1. Customer-based brand equity. 12

    2-4-2. Employee-based brand equity. 12

    Title

    Page

    2-5. Marketing communications. 14

    2-5-1. Strategic planning process. 14

    2-6. Brand attitude versus brand awareness. 16

    2-6-1. Brand awareness. 16

    2-6-2. Brand attitude. 16

    2-7. New direction in branding. 17

    2-7-1. The role of brand in recruitment. 19

    2-8. Strategic human resource management. 20

    2-8-1. The process of recruiting and retaining employees. 20

    2-9. New directions in human resource management. 21

    2-9-1. Internal marketing. 21

    2-9-2. Employee branding. 23

    2-9-2-1. Psychological contract. 24

    2-9-3. Employer branding. 25

    2-9-3-1. Marketing aspects of employer branding. 26

    2-9-3-2. Human resources aspects of employer branding. 27

    Title

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    2-9-3-3. Operational stages of employer branding. 28

    2-10. The definition of employer branding according to the presented literature. 30

    2-11. Employer branding as the first strategy. 31

    2-12. The role of communication in employer branding 32

    2-13. Employer branding and talent attraction 33

    2-14. Employer branding and prevention of brain drain 35

    2-15. Patterns of predecessors. 37

    2-15-1. Ambler and Barrow (1996). 37

    2-15-2. Burton and others (2005). 38

    2-15-3. Sutherland and others (2002). 39

    2-15-4. Roy (2008). 40

    2-16. Summary of the second chapter. 41

     

     

    Title

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    The third chapter "Research Methodology". 42

    3-1. Introduction. 43

    3-2. The first stage. 43

    3-2-1. Research community. 43

    3-2-2. Content analysis 43

    3-2-2-1. Features of content analysis 44

    3-2-2-2. Coding in content analysis 44

    3-2-3. Research steps. 45

    3-2-3-1. Sample selection. 45

    3-2-3-2. Data collection. 46

    3-2-3-3. Organizing and analyzing information. 46

    3-2-3-4. Steps of data analysis. 46

    3-2-3-5. Theoretical adequacy check. 46

    3-2-4. Validity and reliability. 46

    3-2-4-1. narrative 47

    3-2-4-2. Reliability 47

    3-3. The second stage. 49

    Title

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    3-3-1. Population and statistical sample. 49

    3-3-2. Data collection method. 49

    3-3-2-1. Description of the questionnaire. 50

    3-3-3. Data analysis method. 50

    3-3-3-1. Purification of propositions. 50

    3-3-3-2. Identifying the hidden factors and presenting the employer's proposed value model. 50

    3-3-3-3. Naming the identified dimensions. 51

    3-3-3-4. Finalization of the employer's proposed value model. 51

    3-3-3-5. Examining the difference between the respondents. 52

    3-3-3-5-1. Kolmogorov Smirnov test. 52

    3-3-3-5-2. Performing non-parametric tests. 52

    3-3-4. Validity and reliability of the questionnaire. 53

    3-3-4-1. Determining the validity of the questionnaire. 53

    3-3-4-2. Determining the reliability of the questionnaire. 53

    3-4. Summary of the third chapter. 55

    Chapter 4 "Data description and analysis". 56

    4-2. The first stage. 57

    4-2-1. Demographic description of interviewees. 57

    Title

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    4-2-2. Coding. 60

    4-2-3. Preparing an index for the employer's proposed value. 62

    4-3. The second stage. 62

    4-3-1. Demographic description of the sample. 62

    4-3-2. Answer to the first question. 66

    4-3-3. Answer to the second question. 66

    4-3-4. Purification of propositions. 66

    4-3-5. Identify hidden factors. 66

    4-3-5-1. KMO test and Bartlett test. 67

    4-3-5-2. Exploratory factor analysis. 67

    4-3-5-3. Naming the identified dimensions. 69

    4-3-6. Finalization of the employer's proposed value model. 69

    4-3-6-1. Conduct confirmatory factor analysis. 69

    4-3-6-2. The final form of the employer's proposed value model. 70

    4-3-7. Answer to the third question. 71

    4-3-7-1. Conducting a non-parametric test for the field of study variable. 72

    4-3-7-2. Performing a non-parametric test for the marital status variable. 74

    4-3-7-3. Conducting a non-parametric test for the family income variable. 74

    Title

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    4-3-7-4. Performing a non-parametric test for the age variable. 77

    4-4. Summary of the fourth chapter. 79

    4-4-1. The first question. 79

    4-4-2. The second question. 79

    4-4-3. The third question. 79

    4-4-3-1. field of study 79

    4-4-3-2. marital status 80

    4-4-3-3. The amount of family income. 80

    4-4-3-4. age 81

    The fifth chapter "Conclusion and suggestions". 82

    5-1. Introduction. 83

    5-2. The results of the research. 83

    5-2-1. About the first question. 83

    5-2-2. About the second question. 83

    5-2-2-1. The dimension of social relations. 83

    5-2-2-2. Dimension of employment conditions. 84

     

     

    Title

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    5-2-2-3. Dimension of work atmosphere. 84

    5-2-2-4. The dimension of education and learning. 84

    5-2-2-5. Monthly income dimension. 84

    5-2-2-6. The geographical location dimension. 84

    5-2-2-7. Extrinsic reward dimension. 84

    5-2-2-8. Intrinsic reward dimension. 84

    5-2-3. About the third question. 85

    5-2-3-1. field of study 85

    5-2-3-2. marital status 85

    5-2-3-3. family income 85

    5-2-3-4. age 85

    5-3. Research limitations. 85

    5-4. Suggestions. 86

    5-4-1. Executive proposals. 86

    5-4-2. Research proposals. 86

    5-5. Summary of the fifth chapter. 87

     

     

    Title

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    Resources. 88

    A. Persian sources. 89

    B. Latin sources. 90

    c. Internet site. 96

    Appendix. 97

    Abstract. 109

    .

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