Employer Branding: A New Facet of Health Care Sector

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Employer Branding: A New Facet of Health Care Sector

Dr. H. S. Abzal Basha*1, Mrs. N. Rajitha**2 & Ms. Ruhi Afreen***3

*Assistant Professor, Department of Management Studies,

G.Pullaiah College of Engineering & Technology, Kurnool

Abstract:-

You attract people by the qualities you display,

You keep them by the qualities you possess. Shaik Haseena

The dynamic growth of the todays competitive world has made the organization more competitive. To survive in the cut throat competition of the globalization, an organization has to attain its competitive advantage. It should be proactive to face the changes in the scenario. In this scenario, the drivers of the growth of the organization are its human resources. The organizational success does not only depend on the organizational policy, but also on the quality of work which can be achieved by the workforce. It is the human resource that is the drivers of the organization through their skill, aptitude & attitude by deciding, implanting & controlling the activities. This is the time to move for the organization where they have to stand first than its competitors. In this situation talent management has became an important tool for the organizational growth aligned with the individual growth. Hence, the employer paradigm has shifted in relation to the human capital, in terms of its attraction, development, utilization and retention, which placed a heavy demand on todays HR professionals.

The present research is an attempt to evaluate the employer branding in select Hospitals and Medical Colleges. Particularly, it intends to confirm current employer branding practices and their impact on employee performance and job satisfaction in select Hospitals and Medical Colleges of Kurnool District. However, in this study, 4 most significant areas like; Attraction, Development, Utilization and Retention are chosen for analysis. Moreover, it portrays the diversity in the employees potential and perceptions in the higher education sector.

Key Words: Employer Branding, Strategy, Talent, Job Performance and Job Satisfaction.

INTRODUCTION:

Employer branding has emerged as a result of the application of the marketing principles to human resource management. This concept was firstly introduced in 1996 in an article presented by Ambler and Barrow.

Ambler and Barrow defined the concept of employer branding as the package of functional, economic and psychological benefits provided by employment and identified with the employing company. Here Ambler and Borrow have applied the concept of brand to HRM by viewing the employer as the brand and employees as customers.

Employer branding is relatively new approach towards recruiting and retaining the best possible human talent within an employment environment that is becoming increasingly competitive. Sullivan defined employer branding as a targeted, long- term strategy to manage the awareness and perceptions of employees, potential employees, and related stakeholders with regards to a particular firm. The result of successful employer branding gives the organization an increasing reputation and exposure, coherence among its employees and a high number of applicants as the organization will be described as a great place to work at. Minchington and Estis also define the employer brand as the image of your organization as a great place to work in the minds of current employees and key stakeholders in the external market.

Figure 1 Employer brand model

DIMENSIONS OF EMPLOYER BRANDING

Employer branding can be divided into three dimensions called economic value, development value and social value as recognized by Schlager et al (2011).

  1. Economic value: Berthon, Ewing, and Hah (2005) declared that economic value comprises items such as a good salary, a fair number of holidays and reasonable retirement benefits. Firms provide benefits mostly for attracting and retaining employees and an increasing payment (or higher salary in general) is directly related to job satisfaction.

  2. Development value: Schlager et al (2011) stated that development value category refers to variables such as good training opportunities, an empowering environment, and a good mentoring culture.

  3. Social value: According to Alniacik and Alniacik (2012) social value assesses the extent to which an individual is attracted to an employer that provides the opportunity to gain career enhancing experience, good promotion opportunities, recognition and appreciation, acceptance and belonging, good feelings and job security.

    CONCEPTUAL FRAMEWORK

    Job Satisfaction

    Job satisfaction is defined as the extent to which an employee feels self-motivated, content and satisfied with his/her job. Job satisfaction happens when an employee feels he or she is having job stability, career growth and a comfortable work life balance.

    Job satisfaction can be measured in cognitive (evaluative), affective (or emotional), and behavioral components. Researchers have also noted that job satisfaction measures vary in the extent to which they measure feelings about the job (affective job satisfaction) or cognitions about the job (cognitive job satisfaction).

    Locke (1976), defines job satisfaction as "a pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences. Others have defined it as simply how content an individual is with his or her job; whether he or she likes the job or not. It is assessed at both the global level or at the facet level (whether or not the individual is satisfied with different aspects of the job). Spector (1997) lists 14 common facets: Appreciation, Communication, Coworkers, Fringe benefits, Job conditions, Nature of the work, Organization, Personal growth, Policies and procedures, Promotion opportunities, Recognition, Security, and Supervision.

    Statement of the Problem

    Today, Indian health care sector is increasingly relying on brain – not brawn. Health care Institutions that can outpace their competition in attracting, developing and retaining the best talent have distinct advantages; lower costs, higher productivity, better quality, more satisfied and loyal stakeholders, and higher financial performance. There are several key stages in talent management that leading organizations to be focus on. Especially, in health care sector upcoming institutions need to have a vision and a well defined strategy on hiring the talent staff in Academia and Research meant for the future growth of the Institution. The health care sector has become the outsourcing capital of the employment and innovation and also own set of HR challenges. Health care sectors biggest problem is that competent staff is becoming scarce. Despite the large population, the supply of qualified staff cannot keep up with the sharply increased demand. So, do we have the right talent within to attract and retain the best available talent? Hence, the present study has under taken to measure employer branding practices in select Hospitals and Medical Colleges in Kurnool District which helps to analyze the working conditions in the Health Care Sector.

    Need and Significance of the Study

    Today health care sector environment is more volatile compare to other sectors. There is skill gap between the desired & present pool of personnel in many Hospitals and Medical Colleges. Hence, institutions have to take the steps towards developing talent to meet the uncertainty in the demand of talents. Progressive & innovative practices have become the heart of ever institute, to survive and gain competitive advantage by pool of talent according to the demand of the situation. Employee branding helps in retaining talent workforce whose skills are value adding to the organization.

    Scope of the Study

    The scope of the study is confined to explore Employee Branding practices in select Hospitals and Medical Colleges of Kurnool District viz., Santhiram Medical College & Viswabharathi Medical College. Furthermore, among the various components like;

    1. Personal value, 2.Economic value and 3.Social value,

Hence, it is highly interesting and valuable to make a study.

Objectives of the Study

1.To study Employee Branding practices in select Hospitals and Medical Colleges of Kurnool District, 2.To examine various demographic factors of the sample respondents,

3.To analyze the impact of Employee Branding on Employee Job Satisfaction.

Hypotheses

  • H1: There is a significant relationship between Employee Branding and Job Satisfaction of the employees.

  • H0: There is no significant relationship between Employee Branding and Job Satisfaction of the employees.

Research Design & Methodology

The present research is an empirical in nature. The descriptive research method is adopt for describe the present scenario of employer branding practices in select private Hospitals and Medical Colleges in Kurnool District.

Sources of Data

For the present study, the data is collected from both primary and secondary sources. The primary data is collected by administrate a structured questionnaire and personal interviews. The secondary data was gathered from Internet, books, research articles, survey reports, newsletters, various journals and magazines.

Sampling Technique: The purposive sampling method is applied to collect the data from the employees.

Sampling Size: 60

Statistical tolls and techniques

The collected data is analyzed and interpreted based on Frequency and Correlation coefficient analysis with the aid of SPSS-20 Version.

Limitations of the study

  1. This research study is limited to SRMC & VMC only.

  2. The present study is confine to only staff of SRMC & VMC.

  3. The results of the research cannot be generalized to other employees like; lab assistants and other supporting staff and accuracy of given information may owe to change from time and individual factors.

DATA ANALYSIS:

Table-1: Demographic Profile

Demographic Aspects

Details of the Respondents

No. of Employees

Percentage (%)

Age

20-30 years

20.0

33.3

31-40 years

30.0

50.0

41-50 years

10.0

16.6

51 years and above

0

0

Total

60

100

Gender

Male

40

66.6

Female

20

33.3

Total

60

100

Educational Qualifications

MBBS

0

0

Post Graduation

40.0

66.6

PhD

20.0

33.3

Any Other

0

0

Total

60

100

Marital Status

Married

40.0

66.6

Unmarried

20.0

33.3

Total

60

100

Job Experience

Less than 5 years

15.0

25.0

5-10 years

20.0

33.3

10-15 years

25.0

41.6

15 years and above

0

0

Total

60

100

Designation

Professor

15.0

25.0

Associate Professor

20.0

33.3

Assistant Processor

25.0

41.6

Total

60

100

Source: Primary Data

Table- 2: Factors Affecting Employer Branding

S. No.

Factor / Component and Items

Factor Loading

1

Basic Job Benefits

Job Description

0.896

Salary and Bonus

0.875

Job Benefits

0.691

Work/life balance

0.828

Security and Stability

0.640

2

Overall Status of Organisation

Organisation Reputation

0.860

Market size of the Organisation

0.857

Organizational Structure

0.758

Organisation Innovativeness

0.535

Organisation Culture

0.548

3

Competitiveness and Challenge

Competitive and intellectual challenge on job

0.842

Chance to work Independently

0.812

Chance of being Leader of Colleagues

0.842

4

Self Development

Continuous Learning

0.613

Being an Expert

0.801

Skills Development

0.781

5

Future Opportunities

Good reference for future work opportunities

0.789

Internal Career Opportunities

0.687

Possibilities to work Abroad

0.675

6

Emotional Judgment

Pioneer as a Brand in Mind

0.832

Gut Feeling

0.708

Feeling of Being a Positive Contributor to the Organisation

0.633

7

Relationship with Peers

Expected Relationship to closet superior

0.745

Colleagues

0.782

8

Internal Management

Work Environment

0.801

Management

0.676

9

Ethics and values

Morals and Ethics

0.875

Source: Primary data

H1: Correlation Coefficient between Employer Brand and Employee Job Satisfaction

Variables

Communication

Performance Quality

Employer Brand Management

Pearson Correlation

1

0.077**

Sig. (2-Tailed)

0.000

N

60

60

Employee Job Satisfaction

Pearson Correlation

0.077**

1

Sig. (2-Tailed)

0.000

N

60

60

**. Correlation is significant at the 0.01 Level (2-Tailed).

Source: Primary Data

CONCLUSION:

The present study basically addresses two aspects first, reliability of the source of information, which is used by the employer for branding. Second aspect is the factors that determine the employer branding. In total 9 factors have come out to determine the employer branding. These 9 factors are Basic Job Benefits, Overall Status of Company, Competitiveness and Challenge, Self Development, Future Opportunities, Emotional Judgment, Relationship with Peers, Internal Management and Ethics and values.

Further, the research is analyzes the dimensions of Employer brand in terms of talent acquisition, development, deployment and retention. The major finding of the study proves that the select colleges employer branding practices are adding huge impact on their employees personal value, economic value and social value which relates to employee personal performance and job satisfaction. In spite of the massive issues, these colleges are able to maintaining qualified staff from longer time.

REFERENCES:

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  2. Ambler T. and S. Barrow, The employer brand, J. Brand Manage., vol. 4, pp. 185-206, 1996.

  3. Berthon, P., Ewing, M., & Hah, L. L., 2005. Captivating company: dimensions of attractiveness in employer branding. International Journal of Advertising, 24, 151-172.

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  9. Garibaldi, A. Employer Branding for Dummies. Hoboken: N.J, Wiley, 2014.

  10. Minchington, B., Your Employer Brand: Attract, Engage, Retain. Collective Learning Australia, 2006.

  11. O.R Krishnaswami and M. Ranganatham: Methodology of Research in Social Sciences, 2005, ISBN 81-8318-454-5

  12. Sullivan, J. (2004): Eight elements of a successful employment brand, ER Daily, 23 February, available at: www.erexchange. Com/articles/db/52CB45Faa4cd2bbc 366659 e26892a. ASP, ACCESSED April14, 2014.

  13. Tanwar, K. (2017). The Effect of Employer Brand Dimensions on Organisational Commitment: Evidence from Indian IT Industry. Asia-Pacific Journal of Management Research and Innovation .12(3&4) 282290.

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