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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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6 RESULTS OF THE STUDY - 163

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163 RESULTS OF THE STUDY RESULTS OF THE STUDY 164 RE SU LT S O F T HE ST UD Y In the following section, the main results of the study are presented, start- ing with the results obtained by means of descriptive statistics, followed by the representation of tables of bivariate correlations. Finally, the results of the hypothesis tests obtained by means of MMR and the interaction plots are presented. 6.1 Descriptive statistics The frequency tables for EB attributes showed the percentage of respond- ents that ascribe different levels of importance to these 19 items. The cat- egories “very important” and “important” have been summarised into one category and the results are presented in Table 5. The overall attitude is highly positive, falling between the “important” and “very important” re- sponses to the item measurements. EB ATTRIBUTE Percentage of respondents who marked the attribute as “very important” or “ important” Prestige 55% A good reference for future career 80% High level of CSR 66% Culture that respects my individuality 82% Culture that values diversity among its personnel 61% Culture that supports equality between sexes 63% Culture that accepts (underrepresented) minorities 46% Challenging work 77% Opportunities for relocation abroad and international travel 53% Secure employment 67% Flexible working conditions 72% Good work/life balance 84% An attractive geographic location 59% A friendly work environment 91% A performance-related bonus 61% Sponsorship of professional training and development 78% Personal mentoring/coaching 66% Leadership opportunities 76% Good possibilities for rapid promotion 67% Table 5: Percentage of...

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