4. Significance Of Study
• It is to enhance attraction increases retention and
greater engagement with the staff that can only be
done by good hr branding.
• Employer branding provides an effective bridge
between hr, internal communication and marketing,
recruitment, retaining and developing right people is
important aspect of internal branding.
• The way to attract and retain skilled and able employer
who prefer to their but of their abilities is through
proper approaches for the study of role of hr in
employer branding is must.
5. Objectives
Primary objective:
• To find out the dimensions of employer branding of
organizations.
Secondary objective:
• To find out the relationship between employer
branding and retention strategies of employees of the
organizations.
• To find out the relationship between employer
branding and motivation of employees of the
organizations.
6. HYPOTHESES
– H01: There will be no significant relationship between perceived
organizational prestige and employer branding.
– H02: There will be no significant relationship between
transparency and leadership and employer branding.
– H03: There will be no significant relationship between employer
branding and organization fit.
– H04: There will be no significant relationship between employer
branding and individual motivation factor.
– H05: There will be no significant relationship between employer
branding and organizational motivation factors.
– H06: There will be no significant relationship between employer
branding and comparative evaluation.
– H07: There will be no significant relationship between employer
branding and customer perspective as perceived by employees.
– H08: There will be no significant relationship between perceptions
outside the organization.
7. RESEARCH DESIGN:
Universe:
• Total number of employees selected from selected manufacturing industries.
Sample size :
• The sample size taken for the study is 67 employees (top and middle level)
from selected organization.
Sampling Technique:
convenient sampling as well as random sampling.
Tools of data collection
Primary data
Structured Questionnaire
The questionnaire will be closed depending upon the nature of the research.
Secondary data
research papers
Articles
magazine
8. Types OF RESEARCH
Descriptive research
• Descriptive studies are concerned with describing and
characteristics of particular such as role of hr in employee
retention and employer branding for employee attraction
and retention in selected manufacturing sector.
Explorative research
• Explorative research type of research conducted for
problem that has not been clearly defined. It helps
determine the best research design , data collection
method and selection of subjects. It should draw definitive
conclusions. Thus this study utilize explorative design to
study the role of employer branding retention.
9. SAMPLE TECHNIQUE
Data Treatment
- Data analysis will be done through coding, editing, tabulation and
interpretation through SPSS and MS EXCEL.
Limitations:
1. Sample size: the present study is carried out for academic purpose,
so sample size is restricted as the organization selection for data
collection.
2. No generalization: the study restricted to an organization under
study so it can be generalized for all employees in other
organization.
3. Employer branding is a complex problem and researcher has
attempted to study most appropriate factors but chances cannot be
ruled out that some areas may have been untouched or not
adequately touched
10. Data Analysis & Interpretation
Employer Branding
Management Of
Organization
Employer Branding
Pearson Correlation 1 .754**
Sig. (2-tailed) .000
N 67 67
Management Of Organization
Pearson Correlation .754** 1
Sig. (2-tailed) .000
N 67 67
**. Correlation is significant at the 0.01 level (2-tailed).
CORRELATION BETWEEN EMPLOYER BRANDING AND MANAGEMENT OF ORGANIZATION
11. Employer Branding Perceived Organizational
Prestige
Employer Branding
Pearson Correlation 1 .569**
Sig. (2-tailed) .000
N 67 67
Perceived Organizational Prestige
Pearson Correlation .569** 1
Sig. (2-tailed) .000
N 67 67
**. Correlation is significant at the 0.01 level (2-tailed).
CORRELATION BETWEEN EMPLOYER BRANDING AND PERCEIVED
ORGANIZATIONAL PRESTIGE
12. Employer Branding Transperancy And
Leadership
Employer Branding
Pearson Correlation 1 .746**
Sig. (2-tailed) .000
N 67 67
Transparency And Leadership
Pearson Correlation .746** 1
Sig. (2-tailed) .000
N 67 67
**. Correlation is significant at the 0.01 level (2-tailed).
CORRELATION BETWEEN EMPLOYER BRANDING AND TRANSPERANCY AND
LEADERSHIP
13. Employer Branding Organization Fit
Employer Branding
Pearson Correlation 1 .626**
Sig. (2-tailed) .000
N 67 67
Organization Fit
Pearson Correlation .626** 1
Sig. (2-tailed) .000
N 67 67
**. Correlation is significant at the 0.01 level (2-tailed).
CORRELATION BETWEEN EMPLOYER BRANDING AND ORGANIZATION FIT
14. Employer Branding Individual Motivation
Employer Branding
Pearson Correlation 1 .572**
Sig. (2-tailed) .000
N 67 67
Individual Motivation
Pearson Correlation .572** 1
Sig. (2-tailed) .000
N 67 67
**. Correlation is significant at the 0.01 level (2-tailed).
CORRELATION BETWEEN EMPLOYER BRANDING AND INDIVIDUAL MOTIVATION FACTORS
15. Employer Branding Organizational Motivation
Employer Branding
Pearson Correlation 1 .422**
Sig. (2-tailed) .000
N 67 67
Organizational Motivation
Pearson Correlation .422** 1
Sig. (2-tailed) .000
N 67 67
**. Correlation is significant at the 0.01 level (2-tailed).
CORRELATION BETWEEN EMPLOYER BRANDING AND ORGANIZATIONAL MOTIVATION FACTORS
16. Employer Branding Comparative Evalution
Employer Branding
Pearson Correlation 1 .774**
Sig. (2-tailed) .000
N 67 67
Comparative Evaluation
Pearson Correlation .774** 1
Sig. (2-tailed) .000
N 67 67
**. Correlation is significant at the 0.01 level (2-tailed).
CORRELATION BETWEEN EMPLOYER BRANDING AND COMPERATIVE EVALUTION
17. Employer Branding Customer Perspective As
Perceived By Employees
Employer Branding
Pearson Correlation 1 .524**
Sig. (2-tailed) .000
N 67 67
Customer Persepctive As Perceived By
Employees
Pearson Correlation .524** 1
Sig. (2-tailed) .000
N 67 67
**. Correlation is significant at the 0.01 level (2-tailed).
CORRELATION BETWEEN EMPLOYER BRANDING AND CUSTOMER PERSPECTIVE AS PRCEIVED BY EMPLOYEES
18. Employer Branding Perception Outside Organization
Employer Branding
Pearson Correlation 1 .045
Sig. (2-tailed) .720
N 67 67
Perception Outside Organization
Pearson Correlation .045 1
Sig. (2-tailed) .720
N 67 67
CORRELATION BETWEEN EMPLOYER BRANDING AND PERCEPTION OUTSIDE ORGANIZATION
20. SUGGESTION
• HR department should be more flexible for motivates employees to communicate
their ideas to management for improvement.
• HR department conducts more various attractive activities to reduce stress for
enhancing their mental abilities.
• Company should make more strong channels for recruitment brochures or web
site by which different important information gathered easily.
• Every employee in organization receives training that enhances his/her ability to
deliver high quality service.
• Organization should develop such tools like job rotation for making job interesting
and challenging.
• Management should know the talents of their employees and utilized them
regularly
• Managers should be trained to select, identify, guide, coach, reward and retain
their people
• Managers should hold regular meetings with their work groups and those
meetings should keep them informed, give them information and enable them to
do a better job .
• Promotion should be goes to the deserve candidate not to the senior one .
• Organization should provide opportunity for career growth of the employees by
coaching, and by helping employees to achieve their personal goals, by providing
adequate training... Encouragement of staff development, and opportunities for
growth."
