Please use this identifier to cite or link to this item: http://hdl.handle.net/10603/335749
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dc.date.accessioned2021-08-11T05:45:36Z-
dc.date.available2021-08-11T05:45:36Z-
dc.identifier.urihttp://hdl.handle.net/10603/335749-
dc.description.abstractThe inconsistent environment in terms of technology, increased competition, social, cultural, newlineand economic facets has altered the perceptions of employees towards their employers. This newlineshift to the information age has made human capital a competitive enabler, which contribute to newlinean organizations success in global economies (Alniacik and Alniacik, 2012, Maurya, and newlineAgarwal, 2018). Hence, today, companies strategically plan to attract and retain the talent for newlineachieving corporate success (Alniacik and Alniacik, 2012). Employer branding is one of the newlinesignificant comprehensive strategy added to the kits of companies like Henkel (2017) and newlineDeloitte (2016). newlineEmployer branding strategy is the answer to the needs of employees through the provision of newlinevarious benefits to them (Arriscado, Quesado, and Sousa, 2019). Also, Companies emphasize on newlinethe various organizational features which determine the attitude of employees in terms of newlinejoining, loyalty, and longtime stay with a company. quotIn its full scope, employer branding cuts newlineacross many traditional human resource specialisms and becomes an umbrella program that newlineprovides structure to previously separate policies and practicesquot (Edwards, 2009, p. 5). This newlinearea has drawn the attention of various researchers, who have studied the relationships between newlineemployer branding and its different antecedents and outcomes. newlineIn spite of increased research interest, a considerable gap was found in the literature. The newlineliterature discusses organizational culture as an essential antecedent conceptually for employer newlinebranding; the empirical testing of this relationship was found missing. This study attempts to newlineexamine the impact of the organizational culture (Bureaucratic culture, Supportive culture, and newlineinnovative culture) as an antecedent to employer branding. Further, the current study is newlinemeasuring the employee brand equity (Brand endorsement, Brand allegiance, and Brand newlineconsistent behavior) as an outcome of employer branding. According to the literature of newlinemarketing area, brand equity i
dc.format.extent
dc.languageEnglish
dc.relation
dc.rightsuniversity
dc.titleExamining the Relationship of Employer Branding with Organization Culture and Employee Brand Equity
dc.title.alternative
dc.creator.researcherJaur, Ranwinder
dc.subject.keywordEconomics and Business
dc.subject.keywordManagement
dc.subject.keywordSocial Sciences
dc.description.note
dc.contributor.guidePingle, Samir
dc.publisher.placeAhmedabad
dc.publisher.universityNirma University
dc.publisher.institutionInstitute of Management
dc.date.registered2015
dc.date.completed2020
dc.date.awarded2021
dc.format.dimensions
dc.format.accompanyingmaterialDVD
dc.source.universityUniversity
dc.type.degreePh.D.
Appears in Departments:Institute of Management

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01_title.pdfAttached File212.15 kBAdobe PDFView/Open
02_certificate.pdf421.18 kBAdobe PDFView/Open
03_abstract.pdf192.94 kBAdobe PDFView/Open
04_declaration.pdf422.97 kBAdobe PDFView/Open
05_acknowledgement.pdf176.12 kBAdobe PDFView/Open
06_contents.pdf239.12 kBAdobe PDFView/Open
07_list_of_tables.pdf202.3 kBAdobe PDFView/Open
08_list_of_figures.pdf170.1 kBAdobe PDFView/Open
09_abbreviations.pdf188.29 kBAdobe PDFView/Open
10_chapter_1.pdf345.61 kBAdobe PDFView/Open
11_chapter_2.pdf436.69 kBAdobe PDFView/Open
12_chapter_3.pdf1.12 MBAdobe PDFView/Open
13_chapter_4.pdf475.89 kBAdobe PDFView/Open
14_chapter_5.pdf662.98 kBAdobe PDFView/Open
15_chapter_6.pdf990.16 kBAdobe PDFView/Open
16_chapter_7.pdf796.28 kBAdobe PDFView/Open
17_references.pdf1.52 MBAdobe PDFView/Open
80_recommendation.pdf102.83 kBAdobe PDFView/Open


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