Employment brand equity and corporate’s job growth and reputation

Manuscript code article-28271
DOI 10.1108/jts-02-2024-0008
Keywords: Employment brand equity Recruitment websites Website’s aesthetics Fortune 100 best companies to work for

Abstract

PurposeThis research aimed to explore the commonalities and differences in the type of information provided on corporate websites in relation to their employment brand equity.Design/methodology/approachMixed methods of content analysis, ANOVA and regression analyses were employed to answer the research questions. The data were collected from multiple sources, including the websites of a sample of forty companies listed as the US Fortune 100 Best Companies to Work in 2012 and information presented on Fortune’s website as well.FindingsEmployment brand equity hardly showed any significant impact on either company’s job growth or reputation in the ranking as an “employer of choice”.Practical implicationsThe results indicated some practices to make a company’s employment brand outstanding and how its web presence reflected its “brand” and presence for potential employees. They are useful for HR practitioners concerned with building an employee brand. For example, the more highly ranked companies in the Fortune 100 tend to provide more forms of online support related to employment opportunities.Originality/valueUsing brand equity theory from the marketing arena and applying this within the human resources management area, this study suggests that “employment brand equity” became a major factor that many companies and organizations should focus on to enhance their standing with job seekers, particularly talented ones. Nearly a decade before the COVID-19 pandemic, the best companies to work for in the US had paid attention to digitalization via websites and social media, to attract talent (and support employees).

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Authors

Bui, Hong T.M. Birmingham City University, Birmingham, UK Irmayanti, Aryani IPAG Business School, Paris, France

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Published September 12, 2024
Ngày nộp bài September 12, 2024
Ngày chỉnh sửa August 9, 2026
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DOI: 10.1108/jts-02-2024-0008

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