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Shaping Efficient Employer Branding Strategies to Target Generation Y

A Cross-National Perspective on Recruitment Marketing

Elena Hubschmid

Today’s working world has become excessively demanding due to the globalisation of businesses, increasing competition, accelerated technological progress, more sophisticated and informed customers as well as a continuous need to increase innovative abilities to remain competitive. Employees with their skills, knowledge and engagement form the competitive advantage and therefore significantly contribute to the overall organisational success. Therefore, a company’s ability to efficiently attract the right Generation Y talents – a culturally diverse workforce born after 1980 – through efficient target group-oriented employer branding strategies is gaining in importance. This book examines the influence of the two main phenomena – cultural and generational – on shaping the employment expectations of 459 university graduates in Economics and Business Administration of two different nationalities. Using the methods of moderated multiple regressions and simple slopes analysis, the author develops an explicit conceptual framework for examining different influences that shape employment expectations of a diverse Gen Y workforce in an international context. These expectations should be viewed as a starting point for every employer branding campaign.

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1 INTRODUCTION - 1

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1INTRODUCTION INTRODUCTION “If you understand the Net Generation, you will understand the future. You will also understand how our institutions and societies need to change today.” Don Tapscott 2INT RO DU CT ION 1.1 Problem statement and the relevance of the topic The working world has become excessively demanding because of today’s highly complex and competitive economic context. This context is characterised by the globalisation of businesses, increasing competition, accelerated technological progress, the ongoing shift towards a service so- ciety with more sophisticated and informed customers, and a continu- ous need to increase innovative abilities to remain competitive (cf. Burke/ Cooper 2005: 3; van der Sluis/van de Bunt-Kokhuis 2009: 1). “The move from product-based to knowledge-based economies is a fundamental busi- ness transformation impacting the global war for talent” (Beechler/Wood- ward 2009: 275). In a highly competitive economic context, characterized by such phenomena as the globali- zation of markets, changing customer demands and increasing product-market competition, people and the way they are managed acquire greater importance […] (De Saá-Pérez/Garcia- Falcón 2002: 123 f.). In this economic landscape, a company’s value is mainly based upon intan- gible assets (cf. van der Sluis/van de Bunt-Kokhuis 2009: 1), since prod- ucts and processes are easier to copy and most resources are available across industries (cf. Holland et al. 2007: 247). In this regard, the often rare and socially complex nature of intangible assets makes them difficult to imitate and they are thus more likely to produce competitive advantages (cf. Hitt et...

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