ORGANISATIONAL PERFORMANCERESOURCE BASED THEORYprivate organisations in India (Monteiro, Santos, Reis, Sousa, Sousa & Oliveira, 2020). These practices include well-articulated organisational policies, competitive pay, a positive work-life balance, bigger work teams, flexible scheduling, chances for jobs abroad, commendation for deeds done, and employment that is stable and can be used as a reference for future employment.There are many ways to describe organizational performance (OP). According to El-Borsaly and Hassan (2020), OP describes an organization’s capacity to carry out a particular strategy. It was also considered to be the end outcome of all of the workers’ efforts (Berberoglu, 2018). One of the longest-lasting management issues is OP (Pinto, 2019). According to El-Borsaly and Hassan (2020), it is evaluated using a variety of metrics, including financial performance, market performance, internal process performance, growth, and learning performance.Public sector organisational performance is an important issue because it has a direct impact on the quality of life of citizens and businesses. Effective public sector organizations can provide high-quality services, at a reasonable cost, and be accountable to their stakeholders. This can help to improve the overall performance of the economy and society.The practice of employer branding builds on the notion that human capital brings value to the organization. Furthermore, an organization’s performance can be enhanced through investment in the human capital to produce skilled employees. The Resource-based view (RBV) supports this, where the typical features of an organization’s resources can assist in competitive advantage (Barney, 1991). He argued that the ownership of resources that are valuable and difficult to imitate will allow an organization to grow ahead of its competitors. For example, a cutting edge facility and technology can be an advantage with highly skilled workforce to use them (Boxall, 1998).Southwest Airlines is an organization that had created an element that competitors find difficult to emulate. The organization creates an excellent workplace culture (Stamler, 2001). This distinctive, even unique workforce, however, can be a source of competition only if it is stable. If the source of competitive advantage is not sustainable, neither is the advantage (Barney, 1991). They sustain their advantage by strengthening the quality of employment and contributing to employee readiness to stay with the organization by using their brand.The psychological contract theory provides a second foundation for employer branding. The notion is the effect on the employee-organizational relationship. In previous studies, the concept of the psychological contract was discussed as employees pledged loyalty to the organization in return for job security (Hendry & Jenkins, 1997). However, the contemporary trend towards downsizing, outsourcing, and flexibility on the part of the employer has forced a new kind of psychological contract. It means employers provide employees with marketable skills through training and development in return for determination and flexibility (Baruch, 2004). Some organizations use employer branding to advertise the benefits they still offer, including training, career opportunities, personal growth and development.The concept of brand equity complements the theoretical part of understanding employer branding. Brand equity is “a set of brand assets and liabilities linked to a brand that adds to or minus from the value provided by a product or service to an organization and to that organization’s customers” (Aaker, 1991). Customer-based brand equity relates to the effect of brand knowledge on consumer response to product marketing. Regarding employer branding, brand equity applies to the effect of brand knowledge on potential and existing employees of the organization to stay with and support the company.Employer brand equity is the desired result of employer branding activities. In other words, potential or existing employees will react differently to similar recruitment, selection, and retention efforts from different organizations because of the underlying employer brand equity associated with these organizations. “Pret A Manger”, a specialty fast food company based in UK, conducted a campaign that has produced strong employer brand equity. The company was able to come out with an employer brand package with the intention to introduce the concept of “passion” for food for customers and workers. “Pret A Manger’s” 107
元のページ ../index.html#107