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The Perception of Employer Branding in relation with Organizational Commitment, Organizational Identification and Communication Climate in Higher Education Institutions

İsmet Burçak Vatansever Durmaz

Employer branding is a concept which was introduced in 1996 and is defined as «the package of functional, economic and psychological benefits provided by employment, and identified with the employing company» (Amber & Barrow, 1996).

Even though the concept was originally introduced as a marketing term, latterly the employer branding terminology has entered the human resource management world. Organizations have to work on the desired level of employer branding internally and also externally to achieve efficiency and effectiveness. Organizations focused mostly on attracting and recruiting talents in a wide range of competitive environment which is influenced by a «war for talents». Employer branding is also known as an effective mechanism which is related to the internal value perceptions on the organizations.

The Higher Education industry, which is one of the biggest service industries in the world, has to give importance to the term «employer branding» for external and also internal stakeholders. Since the idea of the universities has changed, it forces universities to be one of the growth industries. This growth generates some important and critical challenges on working conditions of academics and also administrative personnel in higher education institutions (HEIs).

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Conclusion & Discussion


Abstract: General results and findings will be discussed in detail in this conclusion chapter. According to the findings and general results, managerial implications, limitations and future study suggestions will be shared. According to that, employer branding and especially organizational reputation is closely related to universities as well as to all organizations interested in profit or not. Because, many institutions made some rankings in terms of “reputation” both nationally and internationally. One of the main elements shaping these sequences is the academic and administrative staff of the internal stakeholders of the universities. This reputation, shaped by internal stakeholders, plays a decisive role in bringing external stakeholders closer to universities in a positive or negative way. A sense of corporate reputation that is positively reflected to stakeholders plays an important role in enabling universities to find qualified academic and administrative staff and also to encourage their students to choose their own university. From the manager’s perspective, a great workplace is one where they achieve organizational objectives and goals with employees who give their personal best and work together as a team in an environment of trust. According to that perspective, the fact that top executives have value in parallel with the value of the organization and that it is a role model within and outside the enterprise makes it an important force supporting employer branding. Educational managers can take the re-structuring process by re-examining their programs to provide quality education at world standards, accepting that the employees of the path...

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