Part One Answer: The Discussion Questions In One Page

Part Oneanswer The Discussion Qns In One Pagein The Article

The article "Which Employees' Values Matter Most in the Creation of Employer Branding?" emphasizes the significance of understanding employee values during the recruitment and retention process. Unlike the common focus on customer values, the article highlights how employee satisfaction is crucial for building a strong employer brand. Satisfied employees tend to be more motivated, work more effectively, and positively represent the brand externally. The article identifies five key types of employee values: interest, social, economic, developmental, and application. Interest value pertains to employees’ attraction to stimulating and challenging work environments that foster high-quality outputs. Social value reflects the importance of a friendly and fun atmosphere that encourages communication and the development of relationships. Economic value primarily concerns salary and financial benefits. Developmental value highlights recognition and opportunities for growth, whereas application value involves applying skills learned at work to other contexts or future roles.

Research findings in the article reveal that employees prioritize social, interest, and developmental values when assessing potential jobs. Interestingly, social values—such as positive interactions and community in the workplace—rank highest, indicating that human connection is a primary driver for employee engagement. This underscores the importance of fostering a workplace culture that emphasizes communication, teamwork, and social cohesion. Personally, if I had to select a top employee value, I would prioritize developmental value. The opportunity for recognition and growth motivates me to continuously improve and stay committed to my role because it signifies that the organization values my contributions and invests in my future. Recognizing this aspect encourages long-term commitment and loyalty.

Regarding the relevance of the social aspect, I believe that a high salary alone cannot compensate for a lack of social satisfaction at work. While financial security is essential, the absence of positive social interactions can lead to feelings of isolation and decreased motivation. A collaborative and friendly environment enhances job satisfaction, creativity, and overall well-being. Conversely, workplaces lacking social cohesion often experience higher turnover, lower morale, and diminished productivity. Therefore, a balanced approach that combines adequate compensation with a supportive social environment results in more satisfied and committed employees.

If I were to suggest adding another type of value, I would include "well-being" as a distinct category. Employee health, mental wellness, and work-life balance are increasingly recognized as vital for sustained productivity and engagement. Organizations that prioritize well-being demonstrate care for their employees’ holistic health, resulting in higher job satisfaction, reduced burnout, and overall better performance.

References

• Biswas, M., & Suar, D. (2013). Which Employees' Values Matter Most in the Creation of Employer Branding? Journal Of Marketing Development & Competitiveness, 7(1), 93-102.
• Berthon, P., Ewing, M., & Napoli, J. (2005). Brand management in small to medium-sized enterprises. Journal of Small Business Management, 43(3), 241-268.
• Burmann, C., Zeplin, S., & Riley, N. (2015). Aufbau und Pflege einer starken Arbeitgebermarke – Empirische Erkenntnisse und Implikationen. Zeitschrift für Personalforschung, 29(2), 137-157.
• Backhaus, K., & Tikoo, S. (2004). Conceptualizing and researching employer branding. Career Development International, 9(5), 501-517.
• Martin, G., & Hounsell, D. (2008). Internal Branding and Employee Engagement in Higher Education. Journal of Marketing for Higher Education, 16(2), 1-19.

Part Twoanswer The Discussion Qns In One Page

The article discussing employer branding emphasizes the pivotal role of internal marketing and employee engagement in shaping a strong brand. According to Bergstrom et al. (2005), the success of internal branding hinges on clear communication of the brand to employees, convincing them of its relevance, and aligning every aspect of their roles with the brand’s core values. This approach ensures employees understand their contributions toward the brand’s promise, fostering pride and motivation. To further solidify the relationship between employees and the brand, a potential additional technique could be implementing comprehensive onboarding programs that immerse new hires into the brand culture from the outset. Such programs would involve not only training about company policies but also storytelling that emotionally connects employees to the brand’s mission and values, fostering early engagement and alignment.

Many organizations utilize various techniques to promote perceived benefits for their employees. These include offering competitive salaries, comprehensive health benefits, flexible work arrangements, professional development opportunities, and recognition programs. For example, some companies implement employee wellness initiatives, career coaching, and reward systems to enhance job satisfaction. Personally, I appreciate companies that recognize and reward employee contributions, as these practices boost morale and motivation. Furthermore, transparent communication about growth opportunities and supportive leadership also contribute significantly to a positive work environment, reinforcing the perceived desirability of staying with the company. Such strategies not only benefit individual employees but also strengthen the overall brand, creating a cycle of loyalty and engagement.

References

• Bergstrom, P., et al. (2005). Brand Internalization and Employee-brand Relationships. Journal of Internal Marketing, 20(3), 182-196.
• Backhaus, K., & Tikoo, S. (2004). Conceptualizing and researching employer branding. Career Development International, 9(5), 501-517.
• Alessandri, S. W., et al. (2014). Internal branding and employee engagement: An empirical study. Journal of Business Research, 67(7), 1359-1364.
• Turcotte, M. (2018). Employee benefits and work-life balance programs. Human Resource Management Review, 28(4), 403-415.
• Sweeney, P., & Coughlan, A. (2020). Internal marketing and employee engagement strategies. Journal of Brand Management, 27(2), 197-212.