International Research Journal of Engineering and Technology (IRJET) e-ISSN: 2395-0056
Volume: 12 Issue: 04 | Apr 2025 www.irjet.net p-ISSN: 2395-0072
A Study on Employment Branding and its Influence on Job Seekers’ Employment Choices
Dhwani Rambhia1 , Dr. Reshma Nair2 , Prof. (Dr) Bhawna Sharma3
1Student, Amity Business School, Amity University Mumbai, Maharashtra, India
2Assistant Professor, Amity Business School, Amity University Mumbai, Maharashtra, India
3Director-InternationalAffairs & Programs, Officiating HOI, Amity Business School, Amity University Mumbai, Maharashtra, India ***
Abstract - Thisresearchattemptstoinvestigatetheeffectof the employer branding factor on job seekers' employment choices.Therearetangiblefactorslikesalaryandjobsecurity aswellasintangibleoneslikethecompanycultureandcareer development that influence the perceptions. Statistics from a survey show that career growth and work-life balance are veryessentialforemployees.Therulingsourceofinformation in this genre is the digital platforms such as LinkedIn and Glassdoor. The statistical analyses present a strong link between the employer branding perception and that of company culture. However, branding is not good enough in bringinginapplicationswhenitlowerssalarymagnitude,asit then becomes an authenticity issue with actual workplace practice.
Key Words: EmployerBranding,JobSeekers’Employment Choices,CareerDevelopment,DigitalPlatforms
1.INTRODUCTION
Employer branding has emerged as a key strategy within recruitment.Itreferstothenameandthereputationofan organizationwithregardtoitsvaluepropositiontopotential newhiresaswell ascurrent employees.Somehow,sucha brandingstrategyisforthesemblanceandfutureeffecton potentialjobseekerswithreferencetoinformationthatmay bereachedthroughsocialmediaordigitalplatformsinthe todaycompetitivejob environment.Inadditionto beinga powerfulpullfactorfor salary,moderncandidatesevaluate work-lifebalance,organizationalculture,leadershipvalues, andopportunitiestogrowintheircareersasdeterminants of employment decisions. Having a robust and authentic employeebrandbringsinqualityapplicantsandincreases their retention. An employee brand will fail if it does not match the realities of the workplace in terms of building confidenceandhavingalong-termfocusintalentattraction andretention.
1.1 Research Objectives
1. Toanalyzetheimpactofemployerbrandingonjob seekers'decisions.
2. To identify key employer branding factors influencingjobpreferences.
3. To assess variations in employer branding perceptionacrossdifferentdemographics.
4. Toevaluatetheimportanceoftangiblevs.intangible brandingfactorsinjobseekers'choices.
5. To provide recommendations for companies to improveemployerbrandingandattracttalent.
2. LITERATURE REVIEW
Employer Brand EquityFramework(Ambler &Barrow, 1996): Ambler and Barrow were the first to articulate employerbrandingasthecompletevaluepropositionthatan organization provides toward functional, economic, and psychological dimensions to employees. They also elaboratedthattheemployerbrandoperatessimilarlytoa consumer brand: it has the power to attract and retain employeesbyappealingtotheirperceptionsandneeds.
Employer Attractiveness Dimensions (Berthon et al., 2005): They proposed a model where five dimensions of employerattractivenesscouldbeidentified:economicvalue, development value, interest value, social value, and applicationvalue.Theirworkhasbroughtagreatemphasis on psychological factors like those related to innovation, workenvironment,andcultureforemployingchoices.
3. RESEARCH METHODOLOGY
3.1 Area of Study: This research looks at the role that employer branding plays across different industries in attractingjobseekersandworkingprofessionalsacrossthe demographic divides. It discusses how effective employer brandingintermsofeithertangibleorintangibleelements mayberegardingemploymentdecisions.
3.2 Sample of Study: Thisstudyisbasedontheresponse given to 116 people using a structured questionnaire. Samplecomprisesdifferentagegroups,qualificationlevels, and working statuses, including students, entry-level employees, experienced employees, and self-employed individuals. This ensures a complete perspective for the understandingofemployerbrandingfromvariouspointsof view.
International Research Journal of Engineering and Technology (IRJET) e-ISSN: 2395-0056
Volume: 12 Issue: 04 | Apr 2025 www.irjet.net p-ISSN: 2395-0072
3.3 Sampling Technique: Thecombinationofrandomand convenientsamplingtechniqueswasused.Therespondents were selected according to criteria of availability and willingnesstoparticipate.Thishelpedensurediversityand easeofcollectionofhighlyvariedinformationregardingthe area.
3.4 Type of Study: This study is basically based on quantitativeanddescriptivestudydesign.Itwoulddescribe andanalyzethetrendofpeople'sviewsregardingemployer branding asapplicators tothedecision-making process of applyingandacceptingjobs.
3.5Toolsfor DataCollection: DataCollectionwasdoneby usingastructuredmultiple-choicequestionnaire(MCQ)via GoogleForms.Thequestionnaireisdesignedtocapturethe perceived significance of employer branding, tangible vs. intangible branding elements, sources of employer brand information(e.g.socialmedia,reviews),demographics(age, gender,education,employmentstatus).
3.6 Method of Analysis: Thesedataareanalyzedthrough quantitative statistical methods like Chi- Square Test and CorrelationAnalysis.
4. LIMITATION OF STUDY
1. Sample Size Limits: Thestudysamplecomprises 116respondentswhomaynotfullyrepresentthe largerpopulationofjobseekers.
2. Geographical Restrictions: Onlinedatacollection maymissjobseekersinremoteorlessconnected areas.
3. Self-Reported Data: Responses are subject to personalbiasesormemoryfailures.
4. Limited Depth: Detailed open-ended responses could have been captured via a structured questionnaire
5. ANALYSIS AND FINDINGS
5.1 Analysis of Data:
A. Relationship Between Employer Branding and Job Application Decisions
• Null Hypothesis (H₀): There is no significant relationship between the perceived importance of employerbrandingandtheprobabilityofapplyingfora jobwithacompanybyjobseekers.
• Alternative Hypothesis (H₁): There is a significant relationship between the perceived importance of employer branding and the likelihood of job seekers applyingtoacompany.
Statistical Test Used: Chi-SquareTestofIndependence.
Chi-SquareValue(χ²):8.90
DegreesofFreedom(df):8
P-value:0.351
Interpretation: Sincethep-value(0.351)ismorethanthe cut-offsignificancevalueof0.05andthenullhypothesisis not rejected. This indicates that there is no statistically significantrelationshipbetweentheperceivedimportanceof employer branding and the likelihood of applying by job seekerstothecompanybutislikelytopayalesseramount thanacompanyofgreatbranding.
B. Relationship Between Source of Employer Brand Information and Perception of Negative Employee Reviews
• Null Hypothesis (H₀): There is no significant relationship between how job seekers learn about employer brands and how they perceive negative employeereviews.
• Alternative Hypothesis (H₁): There is a significant relationship between information sources and perceptionofnegativereviews.
Statistical Test Used: Chi-SquareTestofIndependence
Chi-SquareValue(χ²):22.7
DegreesofFreedom(df):12 P-value:0.031
Interpretation: The p-value (0.031) is less than the significant value (0.05). Thus, we reject the null hypothesis. It shows, therefore, that the relationship from the sources of information directly affects how negativereviewsimpactdecisionsamongjobseekers.
C. Correlation Between Employer Branding Importance and Company Culture Preference
Table 1
Branding Importance
Branding Importance
Culture Preference
Preference
Interpretation: There is a strong positive relationship between the degree of importance assigned to employer branding and the preference for company culture. This indicatesthatthosewhovalueemployerbrandinghighlyin theirchoicesofcompaniesalsoplacealotofimportanceon companyculturewhenitcomestojobacceptance.
International Research Journal of Engineering and Technology (IRJET) e-ISSN: 2395-0056
Volume: 12 Issue: 04 | Apr 2025 www.irjet.net p-ISSN: 2395-0072
D. Correlation Between Employer Branding Importance and Sensitivity to Negative Employee Reviews
Table 2
Sensitivity to Negative Employee Reviews 0.82 1
Interpretation: There is a very strong positive relationship betweenindividuals'importanceonemployer branding and the effect of negative employee reviews on them.Thismeansthatpeopleforwhomemployerbranding is considered very important were likely to accord much attention to negative employee feedback when evaluating potentialemployers.
5.1 Findings:
1. Demographic Insights
Most respondents (41.4%) are aged 18–24, reflectingviewsofearly-careerjobseekers.
An overwhelming majority (85.3%) hold a Bachelor’sdegreeorhigher.
Thesampleconsistsofemployed(35.3%),students (29.3%),andself-employedindividuals(26.7%).
2. Importance of Employer Branding
69%consideremployerbrandingveryimportant, while27.6%finditsomewhatimportant.
However, branding alone does not lead to applicationsifpayislow(Chi-Squarep=0.351).
��Conclusion: However, branding is important but cannothelpifthepayislow.
3. Factors Influencing Employer Brand Perception
Topmost influences are career growth (43.1%), work-lifebalance(24.1%),andsalary(22.4%).
Important tangible factorsare jobsecurity(50%) andpay(40.5%).
Companycultureisapriorityfor87.7%,whorated itofextremeormediumimportance.
4. Information Sources & Review Impact
Social media (34.5%) and employee reviews (31.9%)remaintheprimarysourcesforemployer brandinformation.
Information source has significant impact on the negativereviewperception(p=0.031).
��Conclusion:Informationfrompeers,inparticular,isa hugeinfluenceonemployerbrandperception.
5. Correlation Insights
Strong correlation between the significance of branding and preference for corporate culture (r=0.77).
Very strong correlation with being sensitive to negativereviews(r=0.82).
��Implication:Brand-consciouscandidatesplacegreat valueoncultureandpeerfeedback.
6. Trust and Perception Gaps
45.7%trustemployeereviewsthemost.
29.3% thought companies were better than expected,while18.1%feltmisledbybranding.
6. CONCLUSION
The study has uncovered how significant aspects of employer branding contribute to enhancing job seekers' perceptionsandchoicesofemployment,withaspecialfocus on young professionals. While employer branding is an importantexercise,itshouldbecomplementedwithfactors likeremunerationpackagesandothertypesofbenefits,such as job security, to attract applicants. Online platforms, employee reviews, and company culture significantly influence job seekers' decision-making processes. Thus, whileemployerbrandingisapowerfultool,organizations must ensure that external perceptions correlate with internalpracticesandtrulyvaluetheiremployees,inorder tobuildacredibleandattractivebrand.
6. RECOMMENDATIONS
1. AlignBrandingwithReality:Ensurebrandmessaging matches with the actual workplace culture of your organization.
2. Invest in Career Development: Develop employees throughlearningopportunitiesandmentorships.
3. Foster Positive Culture: Put emphasis on work-life balance,inclusion,andmentalhealth.
4. Monitor online reputation: Make sure to follow reviews and respond to platforms like LinkedIn and Glassdoor.
ACKNOWLEDGEMENT
IsincerelythankProf.(Dr).BhawnaSharmaandDr.Reshma Nairfortheirinvaluableguidanceandsupportthroughout
International Research Journal of Engineering and Technology (IRJET) e-ISSN: 2395-0056
Volume: 12 Issue: 04 | Apr 2025 www.irjet.net p-ISSN: 2395-0072
thisproject.IalsoextendmygratitudetoAmityUniversity Mumbai for providing the platform to undertake this research. My heartfelt thanks to all faculties, friends and familymemberswhoseinsightsenrichedthisstudy.
REFERENCES
[1] Ambler, T., & Barrow, S. (1996). The Employer Brand Journal of Brand Management, 4(3), 185-206. https://doi.org/10.1057/bm.1996.42
[2] Berthon, P. R., Ewing, M. T., & Hah, L. L. (2005). Captivating Company: Dimensions of Employer Attractiveness. International Journal of Advertising, 24(2), 151-172. https://doi.org/10.1080/02650487.2005.11072945
[3] Backhaus, K., & Tikoo, S. (2004). Conceptualizing and researching employer branding. Career Development International, 9(5), 501-517. https://doi.org/10.1108/13620430410550754
[4] Lievens, F., & Slaughter, J. E. (2016). Employer Branding Research: Current Theories and Future Research Directions. Applied Psychology, 65(1), 1-20. https://doi.org/10.1111/apps.12050
[5] Saks, A. M. (2006). Antecedents and Consequences of Employee Engagement. Journal of Managerial Psychology, 21(7), 600-619. https://doi.org/10.1108/02683940610690169
[6] Kucherov, D., & Zavyalova, E. (2012). HRD practices and employee outcomes: The case of Russian firms InternationalJournalofHumanResourceManagement, 23(4), 771-799. https://doi.org/10.1080/09585192.2012.670010
[7] Albrecht, S. L. (2010). Handbook of Employee Engagement:Perspectives,Issues,ResearchandPractice. Edward Elgar Publishing. General Source for employee engagement and organizationalcultureimpacts,relevanttoyourstudy’s focusonemployerbranding.
[8] Glassdoor. (2023). Company Reviews and Salary Information https://www.glassdoor.com
[9] LinkedIn. (2023). Company Reviews and Employee Insights https://www.linkedin.com
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