MINISTRY OF EDUCATION AND TRAINING
HO CHI MINH CITY OPEN UNIVERSITY
NGUYEN VINH LUAN
THE RELATIONSHIP AMONG EMPLOYER BRANDING,
EMPLOYEE ENGAGEMENT AND
EMPLOYEE PERFORMANCE
BUSINESS ADMINISTRATION DOCTORAL DISSERTATION
Ho Chi Minh City, 2021
MINISTRY OF EDUCATION AND TRAINING
HO CHI MINH CITY OPEN UNIVERSITY
NGUYEN VINH LUAN
THE RELATIONSHIP AMONG EMPLOYER BRANDING,
EMPLOYEE ENGAGEMENT AND
EMPLOYEE PERFORMANCE
Major: Business Administration
Code: 62 34 01 02
DOCTORAL DISSERTATION
Supervisor: Professor, Nguyen Minh Ha, Ph.D
Ho Chi Minh City Open University
Ho Chi Minh City, 2021
STATEMENT OF AUTHORSHIP
The thesis titled “The relationship among employer branding, employee
engagement and employee performance” has been submitted for the degree of
Doctor of Business Administration.
Except for the references cited in this dissertation, I hereby declare that the
whole or parts of this dissertation have not been published or used to obtain the
degree elsewhere.
No other person's work/research may be used in this thesis that is not
properly cited. This thesis has never been submitted for any degree at any other
university or training institution.
Ho Chi Minh City, …/…/ 2021
Nguyen Vinh Luan
ACKNOWLEDGEMENTS
"The relationship among employer branding, employee engagement
and employee performance" Doctoral Thesis has been completed at Ho Chi Minh
City Open University.
To complete this thesis, I have received guidance, enthusiastic support and
encouragement from teachers, family, colleagues, relatives and friends as follows:
I would like to express my deep gratitude to Graduate Lecturers at Ho Chi
Minh City Open University with their background knowledge provision for my
study activities. In particular, my most sincere thank is dedicated to my scientific
supervisor, Prof. Nguyen Minh Ha, Ph.D for his completely enthusiastic guidance
towards my completion.
I do appreciate my beloved Father, Mother and Family members for their
lifetime support and encouragement.
Concurrently, I would like to thank Board of Directors and employees of
DOMESCO Medical Import-Export Joint Stock Company and those of
IMEXPHARM Pharmaceutical Joint Stock Company in creating favorable
conditions towards my study period as well as my brothers and sisters at companies
and organizations with their enthusiastic assistance during my research data
collection process.
Last but not least, I would like to thank my classmates at PhD training
courses at Ho Chi Minh City Open University for their accompanying with this
thesis completion.
Ho Chi Minh City, … ./…/2021
ABSTRACT
The dissertation research on the relationship between employer
branding (comprising 10 factors: Corporate social responsibility, Promotion, Work-
Life Balance Satisfaction, Education, Behavior-based family interference with
work, Travel opportunities, Time-based work interference with family, Teamwork,
Supporting, Strain-based family interference with work), employer attractiveness
(including 5 factors: social value, developmental value, application value, safety
value and economic value), employee engagement (consisting of 3 factors:
dedication, vigor and absorption) and employee performance (made up of 3 factors:
Teamwork, Innovator and Job).
The dissertation uses a combination of qualitative and quantitative
research methods (mixed method) in implementation process. Qualitative research
method is used in developing interview questionnaires through direct exchanges to
get expert opinions and group discussion related to built scale content,
supplementing the scales is complete and appropriate to Vietnamese context.
Quantitative research methods are used in the data analysis process. Quantitative
analysis steps are composed of analyzing scale reliability by Cronbach's alpha
coefficient, exploratory factor analysis (EFA), SEM structural model analysis. This
dissertation uses convenient sampling method (non-probability) with the
participants as employees working in enterprises and organizations in Vietnam, in
which the official sample size is 937 samples.
The results of testing the hypotheses in the detailed research model
are as follows: a) Employer branding has a positive impact on employer
attractiveness; b) Employer branding has a positive impact on employee
engagement; c) Employer branding has no impact on employee performance; d)
Employer attractiveness has a positive impact on employee engagement; e)
Employer attractiveness has a positive impact on employee performance; f)
Employee engagement has no impact on employee performance.
Based on hypothesis testing outcomes in the research model, the
dissertation discusses the results and proposes managerial implications to provide
managers with measures towards the improved quality of employer branding
besides employer attractiveness development so as to better employee engagement
and employee performance.
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CONTENT
CONTENT .................................................................................................................. i
LIST OF TABLES .................................................................................................... v
LIST OF FIGURES ................................................................................................. ix
CHAPTER 1: INTRODUCTION ............................................................................ 1
1.1 PROBLEM STATEMENTS .......................................................................... 1
1.1.1 Practical reasons ......................................................................................... 1
1.1.2 Literature review ........................................................................................ 4
1.1.3 From previous studies ................................................................................ 6
1.1.4 Problem statements .................................................................................... 9
1.2 RESEARCH OBJECTIVE AND RESEARCH QUESTIONS ................. 13
1.3 RESEARCH SCOPE AND RESEARCH PARTICIPANT ...................... 14
1.3.1 Research Scope ........................................................................................ 14
1.3.2 Research Participant ................................................................................. 14
1.3.3 Time of survey ......................................................................................... 14
1.4 NEW FINDINGS ........................................................................................... 14
1.5 STUDY SIGNIFICANCE ............................................................................. 15
1.6 THESIS STRUCTURE ................................................................................. 17
CHAPTER 2: LITERATURE REVIEW .............................................................. 19
2.1 CONCEPTS ................................................................................................... 19
2.1.1 Employer Branding .................................................................................. 19
2.1.2 Employer Attractiveness .......................................................................... 22
2.1.3 Employee Engagement ............................................................................ 24
2.1.4 Employee Performance ............................................................................ 25
2.2 MAIN THEORIES ........................................................................................ 27
2.2.1 Social exchange theory ............................................................................ 28
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2.2.2 Person – Organization Fit Theory ............................................................ 36
2.2.3 Theory of Employer Branding ................................................................. 46
2.2.4 Theory of Employee Engagement ............................................................ 50
2.2.5 Theory of planned behavior and social cognitive theory ......................... 53
2.2.6 Reviewing previous studies ..................................................................... 58
2.2.7 The research gap .................................................................................... 119
2.3 RESEARCH HYPOTHESIS AND STUDY MODEL ............................. 120
2.3.1 Impact of employer branding on employer attractiveness ..................... 120
2.3.2 Impact of employer branding on employee engagement ....................... 129
2.3.3 Impact of employer branding on employee performance ...................... 133
2.3.4 Impact of employer attractiveness on employee engagement ............... 136
2.3.5 Impact of employer attractiveness on employee performance .............. 150
2.3.6 Impact of employee engagement on employee performance ................ 163
2.4 PROPOSED RESEARCH MODEL .......................................................... 166
SUMMARY OF CHAPTER 2 ............................................................................. 166
CHAPTER 3: METHODOLOGY ....................................................................... 169
3.1 RESEARCH DESIGN ................................................................................ 169
3.2 SAMPLING AND DATA COLLECTION ............................................... 171
3.2.1 Sampling ................................................................................................ 171
3.2.2 Data collection ....................................................................................... 172
3.3 SCALE MEASUREMENTS ...................................................................... 175
3.3.1 From literature ........................................................................................ 180
3.3.2 Opinions of the expert interviews and groups discussions .................... 180
3.3.3 The complete scale ................................................................................. 186
3.3.4 Scale measurements ............................................................................... 189
3.4 DATA ANALYSIS TECHNIQUE ............................................................. 207
3.4.1 Descriptive statistics............................................................................... 209
3.4.2 Internal consistency reliability ............................................................... 209
3.4.3 Convergent validity ................................................................................ 210
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3.4.4 Discriminant Validity ...................................................................... 211
3.4.5 Multi-collinear assessment ..................................................................... 211
3.4.6 Path coefficients of the structure model ........................................................ 211
3.4.7 Determination coefficient (R² value) ..................................................... 212
3.4.8 Impact coefficient f² ............................................................................... 213
3.4.9 Blindfolding and predict relevance Q² ................................................... 213
SUMMARY OF CHAPTER 3 ............................................................................. 214
CHAPTER 4: RESULTS ANALYSIS ................................................................ 216
4.1 DESCRIPTIVE STATISTICS ................................................................... 216
4.1.1 Demographic .......................................................................................... 216
4.1.2 Scale descriptive..................................................................................... 220
4.2 SCALE VALIDITY ASSESSMENT ......................................................... 242
4.2.1 Cronbach Alpha ..................................................................................... 242
4.2.2 Explore Factor Analysis (EFA) .............................................................. 262
4.3 MEASUREMENT MODEL VALIDITY ASSESSMENT ...................... 275
4.3.1 Employer Branding ................................................................................ 275
4.3.2 Employer Attractiveness ........................................................................ 279
4.3.3 Employee Engagement .......................................................................... 282
4.3.4 Employee Performance .......................................................................... 284
4.4 STRUCTURAL MODEL ASSESSMENT................................................ 287
4.4.1 Multi-collinear assessment ..................................................................... 287
4.4.2 Determination coefficient (R² value) ..................................................... 288
4.4.3 Impact coefficient f² ............................................................................... 288
4.4.4 Blindfolding and predict relevance Q² ................................................... 289
4.4.5 Path coefficients of the structure model & Hypothesis Testing ............ 290
4.5 RESULT DISCUSSION ............................................................................. 293
4.5.1 Discussion the results of the research Scale........................................... 293
4.5.2 Discussion research model and hypothesis ............................................ 304
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SUMMARY CHAPTER 4 .................................................................................... 321
CHAPTER 5: CONCLUSION & POLICY IMPLICATIONS ........................ 322
5.1 CONCLUSION .......................................................................................... 322
5.2 NEW FINDINGS ......................................................................................... 323
5.3 MANAGERIAL POLICY IMPLICATIONS ........................................... 327
5.4 LIMITATION & FUTURE RESEARCH ................................................ 332
5.4.1 Limitation ............................................................................................... 332
5.4.2 Future research ....................................................................................... 333
REFERENCES ...................................................................................................... 335
LIST OF THE ARTICLES RELATED TO THE THESIS .............................. 386
APPENDIX A: THE EXPERTS AND GROUP LIST ........................................ A-1
APPENDIX B: THE INTERVIEW PROTOCOL SAMPLE .............................. A-4
APPENDIX C: THE ORGINAL SCALE ......................................................... A-33
APPENDIX D: THE EXPERT 1 INTERVIEW RECORD .............................. A-45
APPENDIX E: THE EXPERT 2 INTERVIEW RECORD .............................. A-68
APPENDIX F: THE EXPERT 3 INTERVIEW RECORD .............................. A-89
APPENDIX G: THE EXPERT 4 INTERVIEW RECORD ............................ A-111
APPENDIX H: THE GROUP 1 INTERVIEW RECORD .............................. A-133
APPENDIX I: THE GROUP 2 INTERVIEW RECORD .............................. A-155
APPENDIX J:THE SCALE AFTER QUANLITATVE RESEARCH .............. A-178
APPENDIX K: THE SURVEY QUESTIONAIRE......................................... A-193
APPENDIX L: THE SURVEYED COMPANY LIST ................................... A-209
Page v
LIST OF TABLES
Table 2.1 Summary of studies related to Employer Branding and Employer
Attractiveness ........................................................................................................... 63
Table 2.2 Summary of studies related to Employer Branding and Employee
Engagement .......................................................................................................77
Table 2.3 Summary of studies related to Employer Branding and Employee
Performance .......................................................................................................87
Table 2.4 Summary of studies related to Employer Attractiveness and Employee
Engagement .......................................................................................................95
Table 2.5 Summary of studies related to Employer Attractiveness and Employee
Performance .................................................................................................... 102
Table 2.6 Summary of studies related to Employee Engagement and Employee
Performance .................................................................................................... 113
Table 2.7 Summary of Hypothesis ......................................................................... 165
Table 3.1 Descriptive statistics Results .................................................................. 177
Table 3.2 Summary of expert opinions and group discussion results .................... 186
Table 3.3 Summary of qualitative method results ................................................. 188
Table 4.1 Descriptive statistics Results .................................................................. 216
Table 4.2 Cronbach Alpha of CSR ........................................................................ 242
Table 4.3 Scale validity result of CSR ................................................................... 242
Table 4.4 Cronbach Alpha of WLSA ..................................................................... 243
Table 4.5 Scale validity result of WLSA ............................................................... 243
Table 4.6 Cronbach Alpha of PRO ........................................................................ 244
Table 4.7 Scale validity result of PRO ................................................................... 244
Table 4.8 Cronbach Alpha of PRO ........................................................................ 245
Table 4.9 Scale validity result of EDU .................................................................. 245
Table 4.10 Cronbach Alpha of WLBE ................................................................... 246
Table 4.11 Scale validity result of WLBE ............................................................. 246
Table 4.12 Cronbach Alpha of TRA ...................................................................... 247
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Table 4.13 Scale validity result of TRA ................................................................ 247
Table 4.14 Cronbach Alpha of WLTI .................................................................... 248
Table 4.15 Scale validity result of WLTI ............................................................... 248
Table 4.16 Cronbach Alpha of GRO ..................................................................... 249
Table 4.17 Scale validity result of GRO ................................................................ 249
Table 4.18 Cronbach Alpha of SUP ....................................................................... 250
Table 4.19 Scale validity result of SUP ................................................................. 250
Table 4.20 Cronbach Alpha of WLST ................................................................... 251
Table 4.21 Scale validity result of WLST .............................................................. 251
Table 4.22 Cronbach Alpha of SOC ...................................................................... 252
Table 4.23 Scale validity result of SOC ................................................................. 252
Table 4.24 Cronbach Alpha of DEV ...................................................................... 253
Table 4.25 Scale validity result of DEV ................................................................ 253
Table 4.26 Cronbach Alpha of APP ....................................................................... 254
Table 4.27 Scale validity result of APP ................................................................. 254
Table 4.28 Cronbach Alpha of SAF ....................................................................... 255
Table 4.29 Scale validity result of SAF ................................................................. 255
Table 4.30 Cronbach Alpha of ECO ...................................................................... 256
Table 4.31 Scale validity result of ECO ................................................................ 256
Table 4.32 Cronbach Alpha of DED ...................................................................... 257
Table 4.33 Scale validity result of DED ................................................................ 257
Table 4.34 Cronbach Alpha of VIG ....................................................................... 258
Table 4.35 Scale validity result of VIG ................................................................. 258
Table 4.36 Cronbach Alpha of ABS ...................................................................... 259
Table 4.37 Scale validity result of ABS ................................................................. 259
Table 4.38 Cronbach Alpha of TEA ...................................................................... 260
Table 4.39 Scale validity result of TEA ................................................................. 260
Table 4.40 Cronbach Alpha of INO ....................................................................... 261
Table 4.41 Scale validity result of INO ................................................................. 261
Page vii
Table 4.42 Cronbach Alpha of JOB ....................................................................... 262
Table 4.43 Scale validity result of JOB .................................................................. 262
Table 4.44 KMO and Bartlett’s test of Employer Branding .................................. 262
Table 4.45 Total variance explained of Employer Branding ................................. 263
Table 4.46 Rotated component matrix of Employer Branding .............................. 265
Table 4.47 KMO and Bartlett’s test of Employer Attractiveness .......................... 267
Table 4.48 Total variance explained of Employer Attractiveness ......................... 268
Table 4.49 Rotated component matrix of Employer attractiveness ....................... 269
Table 4.50 KMO and Bartlett’s test of Employee Engagement ............................ 270
Table 4.51 Total variance explained of Employee Engagement ........................... 271
Table 4.52 Rotated component matrix of Employee Engagement ........................ 272
Table 4.53 KMO and Bartlett’s test of Employee Performance ............................ 273
Table 4.54 Total variance explained of Employee Performance ........................... 273
Table 4.55 Rotated component matrix of Employee Performance ........................ 274
Table 4.56 Outer loading and the internal consistency reliability of Employer
Branding .......................................................................................................... 276
Table 4.57 HTMT of Employer Branding ............................................................. 278
Table 4.58 HTMT Ratio of Employer Branding .................................................... 278
Table 4.59 Outer loading and the internal consistency reliability of Employer
Attractiveness.................................................................................................. 280
Table 4.60 HTMT of Employer Attractiveness ..................................................... 281
Table 4.61 HTMT Ratio of Employer Attractiveness............................................ 281
Table 4.62 Outer loading and the internal consistency reliability of Employee
Engagement .................................................................................................... 283
Table 4.63 HTMT of Employee Engagement ........................................................ 284
Table 4.64 HTMT Ratio of Employee Engagement .............................................. 284
Table 4.65 Outer loading and the internal consistency reliability of Employee
Performance .................................................................................................... 285
Table 4.66 HTMT of Employee Performance ....................................................... 286
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Table 4.67 HTMT Ratio of Employee Performance .............................................. 286
Table 4.68 VIF value in research model ................................................................ 287
Table 4.69 Determination coefficient R2 adjusted ................................................. 288
Table 4.70 Impact coefficient f² ............................................................................. 289
Table 4.71 Q2 value ................................................................................................ 290
Table 4.72 Hypothesis testing result ...................................................................... 291
Table 4.73 The Employer Branding scale .............................................................. 294
Table 4.74 Items of the interesting value ............................................................... 298
Table 4.75 The Employer Attractiveness scale ...................................................... 299
Table 4.76 Employee Engagement scale ............................................................... 301
Table 4.77 The Employee Performance scale ........................................................ 303
Page ix
LIST OF FIGURES
Figure 2.1 Various Conceptualizations of Person – Organization Fit ................... 38
Figure 2.2 Theory of planned behavior .................................................................. 54
Figure 2.3 Relations among three factors in social cognitive theory .....................56
Figure 2.4 The theory framework of research model .............................................58
Figure 2.5 Antecedents and consequences of EB and EA ................................... 119
Figure 2.6 Detailed Proposal research model ...................................................... 166
Figure 3.1 Research procedure ............................................................................ 170
Figure 3.2 General research process .................................................................... 171
Figure 4.1 The PLS-SEM research model (Standardize) .................................... 292
Page 1
CHAPTER 1: INTRODUCTION
This chapter presents the most general content: research reasons, problem
statement, research objectives and research questions. This chapter also clarifies
the research scope, the participants as well as the survey time. Moreover, this
chapter shows the new findings, study significance and thesis structure. Last but not
least, the overall research process is also presented for the overview of the research
steps.
1.1 PROBLEM STATEMENTS
1.1.1 Practical reasons
From the macro perspective, human resource is one important factor that
determines the success or the failure of an organization. Human resource is both
development motivation and goal in each organization and the economy - society.
Firstly, human factor is the driving force for the socio-economic development
because the employees use the input factors of enterprises (machinery, equipment,
raw materials, finance and so on) to create products for the business. Although the
inputs are good whereas the capacity of the human resources is poor, it cannot
create value for the organization. Therefore, if any organization possesses high
quality human resources, this organization will take advantage of its competitive
advantage so as to develop in the market. In addition, human resources research and
create new and creative products for the organization, whether tangible product
(product) or intangible (service). This shows that organizations, especially
businesses aiming to survive, must have these creative products; in other words, so
as to depend on the creative capacity of their human resources. Consequently, a
society can develop in a sustainable way thanks to an important development force:
human capacity. Secondly, human resource is also the development goal for each
organization and society because human needs are the targets of all producing and
business activities. The rich and diverse human resource needs both physical and
Chapter 1: Introduction
mental for opportunities for companies, businesses and organizations to develop
Page 2
their production and business activities in continuous development. The number and
the types of products are also dependent upon that being developed and grown
continuously. To help the socio-economic development, employment increases,
unemployment rate decreases and the positive impact on the economic growth of
the countries in the world is born. Thirdly, when the industrial revolution 4.0 is
taking place in a strong way around the world, a profound shift from the economy,
mainly based on resources and low cost labor to the economy-based knowledge and
dependent on human resources requiring higher skills and technology, has been
available. Therefore, that high-quality human resources at organizations become
increasingly scarce leads to the battle called ‘war of talent’ to attract and retain
potential employees. In short, because of the enormous role of the human factor in
the macro aspect above, most organizations from enterprises to state management
agencies, social organizations and so on have considered human resources as the
most valuable asset of every organization. Therefore, the research direction
focusing on solutions to attract and retain talented human resource is an important
goal towards all organizations.
From the micro perspective, the turnover rate in enterprises is on the rise. As
reported by the human resources consultancy, Anphabe Company, the employee
turnover rate has increased rapidly in the last 3 years. In particular, in 2019, the
warning level of 24% has been reached: At the employee level with below-10-
million-VND salary, the rate of leave is up to 29%. This implies that for every 5
employees, 1 employee quits. According to Vietnamworks' 2019 recruitment
market report, up to 79% of employers surveyed reported that they were short of
human resources in their organizations. Up to 36% reason that this was from the
high rate of resignation. That the relatively risky human resources situations in
Vietnam, leading to the great impact on the stability and performance of each
business is explained by the current economic development in Vietnam and the
world over the years (Vietnamworks, 2019). At the same time, the trend of
Chapter 1: Introduction
increasing integration and globalization has led to an increase in both domestic and
Page 3
foreign enterprises. The employees have more career opportunities and choices.
Therefore, the degree of employee engagement with an enterprise is decreasing
compared to that of the previous time so retaining employee is becoming a huge
challenge for every business and organization. Besides, according to Anphabe, a
reputable human resource consulting organization in Vietnam, the current level of
employee engagement in companies in Vietnam tends to decrease alarmingly.
According to survey report of Anphabe, up to 39.3% of human resources in
Vietnam are not engaged; in which, 2.5% are very non-engaged whereas 36.8% are
apathetic. However, 36.8% of employees are indifferent, up to 66.9% decided to
stay in business. That means they are working without making an effort; in other
words, they have no intention of quitting even though they are not totally engaged.
These employees are called ‘office zombies’: employees understood as a ‘virtual
engagement’. This proportion of "office zombie" is increasing over time with the
negative impact on the performance of each organization. This is one urgent
problem from reality for business managers in this period. However, up to this
point, solutions to retain employees as well as to increase their true engagement are
still ineffective in the long term. Therefore, practical requirements should include
adequate researche on the factors that can positively impact employee engagement
(Anphabe, 2017).
In addition, according to Asian Economy and Productivity Map data (2020) shows
that labor productivity of Vietnam in 2018 only ranked 9th among 11 ASEAN
countries with labor productivity of 12,740 USD/worker. While the leading country
in labor productivity is Singapore with a rate of 149,050 USD/worker. Thus,
Vietnam is only 1/12 of the labor productivity of Singapore. This shows that
Vietnam needs solutions to improve employee performance. Therefore, it is still
urgent to study the factors affecting employee performance and productivity of
Chapter 1: Introduction
employees of enterprises and organizations in Vietnam.
Page 4
In the last 5 years, businesses in Vietnam have implemented employer-
branding strategies in creating their brands towards more attractive and potential
candidates. From the survey report by Vietnamwork, among the reasons for
employee shortage, up to 24% is that the employer branding is not strong enough
(Vietnamwork, 2019). In recent years, the annual award of ‘Vietnamese best places
to work’ has been awarded to multinational companies (Unilever) or large domestic
companies (Vinamilk). That Unilever continuously won the award for 3 consecutive
years 2014, 2015 and 2016 while Vinamilk won the award for 2 consecutive years
2017 and 2018 implies that only a few large enterprises and multinational
corporations have new activities effectively for employer branding (Anphabe,
2019). As for the majority of small and medium enterprises in Vietnam, this activity
is rather new and weak according to the survey results above by Vietnamwork
(Vietnamwork, 2019). In particular, the role of employer branding affecting
employee engagement at organizations has not been implemented effectively. At the
same time, the impact of employing mainly focuses on attracting potential
candidates, rather than talent retention application in organizations. Therefore, this
research direction is towards the relationship between employer branding and
employee engagement.
In a nutshell, the practical reasons both from macro or micro perspectives
require the need to study the factors that form an effective employer branding in
organizations. At the same time, another important issue that should be explored
deeply in further details is the impact of employer branding on employee
engagement.
1.1.2 Literature review
Brand is an important element in any business, including tangible value and
intangible value. This is the factor that makes the difference between one business
and another in the market. Currently, there are three approaches to branding,
Chapter 1: Introduction
including financial-based brand equity (FBBE), customer-based brand equity
Page 5
(CBBE), and employee-based brand equity (EBBE) (Ailawadi et al., 2003; Chu &
Keh, 2006; King & Grace, 2010; Netemeyer et al., 2004). Thus, employer
branding is the brand value based on an employee-based approach. Therefore, the
dissertation focuses on employer branding which is necessary for contributing to
improving the efficiency of production and business activities of the company.
Currently, the theory of employer branding is in incomplete stage due to its
recent appearance. This theory is derived from the combination of marketing and
human resources (Ambler & Barrow, 1996). Researchers only study in some certain
areas. First, researchers focus on employer branding concepts: Employer branding
as a package of economic and psychological benefits provided to employees from
the management level of the organization (Ambler & Barrow, 1996) creating an
organizational culture as well as an internal spirit (Fombrun & Wally, 1989) or the
organization's reputation for the relevant partners (Hlavsa et al., 2015). Second,
other follow-up studies go towards human capital (K. Backhaus & Tikoo, 2004),
characteristics of company resources (Barney, 1991) and competitive advantages of
the organization (Priem & Butler, 2001) and so on.
Because employer branding is closely linked with human resource
management activities in businesses. These studies, despite highly applicable, do
not provide much support to the theoretical framework of employer branding. Third,
the employer branding theory largely focuses on potential candidates: building and
developing scales (Berthon et al., 2005), positioning the organization's brand in the
market and building a good employer brand (Elving et al., 2013). Finally, the
employer branding theory goes into research on brand equity (Aaker & Equity,
1991): Brand equity can affect both potential candidates and current employees in
talent recruitment, selection and retention. In terms of the theory of employer
branding, the lack of research direction on the relationship between employer
branding to employee engagement is obvious. In other words, the research direction
on the role of employer branding in affecting current employees of the
Chapter 1: Introduction
organizations is limited in quantity and incomplete. Therefore, one research on the
Page 6
impacts of employer branding on employee engagement is essential and meaningful
to be incorporated into general theoretical systems.
The theory of employee engagement, initiated in the 1990s, concentrated on
clarifying the concepts related to employee engagement (Kahn, 1990). Three
psychological conditions have been described and illustrated: meaning, safety and
availability whereas other issues mentioned are the external manifestations of
employee engagement: attitudes, behaviors and outcomes (Sange, 2015) or the
impact of employee engagement on suffixes: labor productivity, product loss rate,
inconsistency level, absenteeism rate, job fatigue level (Sange, 2015), work
motivation (Arrowsmith & Parker, 2013; Shuck & Herd, 2012) and so on. Other
studies pay attention to how to measure and improve employee engagement in an
organization (Arrowsmith & Parker, 2013) as well as on the prefix factors that
affect employee engagement. However, little content in the employee engagement
theoretical system that deals with the impact of employer branding on employee
engagement is mentioned Therefore, research on the relationship between employer
branding and employee engagement is necessary.
From the literature review of the two theories above, at present, theoretically,
there has been no systematic content in the relationship between employer branding
and employee engagement. Therefore, the study of the relationship between these
two factors will help discover and contribute to the theory system for both employer
branding and employee engagement. From this, researchers are provided with
results concerning this research direction.
1.1.3 From previous studies
In the previous studies related to employer branding, the main content is as
follows. First, many researches related to the definition of employer branding are
based on unclear scale. Therefore, many researchers focus on clarifying the
concepts and scales of employer branding (Ambler & Barrow, 1996; Bakanauskienė
Chapter 1: Introduction
et al., 2011; Bergstrom et al., 2002; Berthon et al., 2005; Lievens, 2007;
Page 7
Priyadarshini et al., 2016). Second, other researchers have followed the direction of
applying employer branding into human resource management to help improve
HRM performance (Aggerholm et al., 2011; Ambler & Barrow, 1996; M. R.
Edwards, 2010; Gapp & Merrilees, 2006). Third, a sustainable development-
oriented approach is an important content, particularly, the focus on the relationship
between employer branding and corporate social responsibility (CSR) implemented
by (K. B. Backhaus et al., 2002) as well as (Aggerholm et al., 2011). Fourth, a few
studies on the impact of employer branding on employee loyalty and engagement
help to improve the retention of employees of organizations (Biswas & Suar, 2016;
Burawat, 2015; Davies, 2008; Kheswa, 2015; Sengupta et al., 2015). Fifth, that
researchers are looking at the impacts of employer branding on employee
performance as well as organization leads to the implications for improving
organizational performance (K. Backhaus & Tikoo, 2004; Biswas & Suar, 2016;
Chaudhary & Sharma, 2012). Finally, many researchers, mostly interested in the
impact between employer branding and the organizational ability to attract potential
candidates, conduct studies with the hope of improving the efficiency of corporate
recruitment (R. K. Agrawal & Swaroop, 2009; Cable & Graham, 2000; M. R.
Edwards, 2010; Sengupta et al., 2015; Sivertzen et al., 2013).
In addition, the research on employee engagement was conducted earlier than that
on branding employer have been interested in the concept of employee engagement
(Buchner, 2007; Chen et al., 2008; English, 1998; Kahn, 1990; Schaufeli et al.,
2002; Thomas & Oldfather, 1995). The relationship between leadership-related
content (leadership style coaching with employee engagement) has received
attention from Maceachern (2003), Ghuman (2016) as well as Meswantri & Ilyas
(2018). In addition to leadership-related content, organizational issues (culture,
beliefs, contradictions, corporate social responsibility (CSR), communication and
organizational support impact on the employee engagement) also attract authors
(Biddison et al., 2016; Ferreira & Real de Oliveira, 2014; Iyer & Israel, 2012;
Chapter 1: Introduction
Kimball, 2004; Nazir & Islam, 2017; Ugwu et al., 2014). Besides researching on
Page 8
factors affecting employee engagement, many researchers focus on employee
engagement's impact on factors (employee performance and organization, well-
being, job satisfaction, organizational commitment, intentions to quit, and
organizational citizenship behavior) (Heger, 2007; Luthans & Peterson, 2002a;
Robertson & Cooper, 2010; Saks, 2006). In addition, prior employee engagement
antecedents often include factors (job characteristics, perceived organizational
support, perceived supervisor support, rewards and recognition, procedural justice,
distributive justice)(Saks, 2006).
Consequently, not many researches on the impact of employer branding and
employer attractiveness on employee engagement have been performed; particularly
in identifying the differences between employer branding and employer
attractiveness as well as the relationship between these two concepts. Therefore, our
thesis will go deeper into clarifying this gap research. In other words, our findings
will provide more current knowledge in not only literature review section but also
employer branding’ benefits and roles in complete human resources management
procedures from talent attraction, recruitment to retention. Moreover, the
dissertation will assist company leaders in applying the employer branding on
building engagement to better employee performance. These benefits are absolutely
more significant according to the current job change trends as well as employees’
active choices for the best working place varying in the labor market; in which,
talent retention is a huge challenge for any organization leader.
Currently, many different solutions to improve employee engagement have
been presented but efficiency is not as high as mentioned above. It is necessary to
find a synchronous and strategic solution. Employer branding is an overall and
strategic solution in retaining employees. However, in theory, employer branding,
employer attractiveness and employee engagement factors are not inter-connected
directly with statistical significance because employer branding theory targets the
object of potential candidates. Moreover, the research content on the impact of
Chapter 1: Introduction
employer branding and employer attractiveness on employee engagement is limited.
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This can be a research gap addressed in this study. Besides, an encroachment
between the two concepts employer branding and employer attractiveness is
existing so it is necessary to study this relationship theoretically.
In summary, when considering overall all aspects in both macroeconomic
and macroeconomic practice, from theory and other previous studies, the research
directions on the relationship among employer branding, employer attractiveness,
employee engagement and employee performance are stated: clarifying the scale of
employer branding, clearly distinguishing between employer branding and
employer attractiveness and the relationship between these two factors are
important and urgent gap researches in the current period. The results of this study
will not only contribute to the academic system of employer branding and employee
engagement but also provide governance implications that help managers find the
best solutions in attracting and retaining talent in each organization.
1.1.4 Problem statements
Topics in the research directions about employer branding and employee
engagement have not been thoroughly explored in the previous studies. In this
dissertation, the following issues will be explored as follows:
Firstly, related to the scale for the concept of employer branding, the scales
are not consistent with each other. According to Tanwar & Prasad (2017), the
employer branding has five-dimensional structure: training and development, ethics
and corporate social responsibility (CSR), work-life balance, healthy work
atmosphere and compensation and benefits. Due to an encroachment on the concept
of employer branding and employer attractiveness, many studies are using the
employer attractiveness scale comprising value components, social value, economic
value, development value and application value. Chauhan & Mahajan, (2013)
proposed the employer branding scale with 6 factors: compensation &
empowerment, growth and benefits, responsibility and development, work
Chapter 1: Introduction
environment, organizational culture and social and location. In addition, another
Page 10
study by (Lievens, 2007) adds travel opportunities. Based on the above concepts,
the employer branding scale implies many differences in different contexts and
countries. Therefore, this dissertation will go into depth so as to develop an
appropriate employer branding scale.
Secondly, the two concepts employer branding and employer attractiveness
overlap. Although many authors define as two independent concepts, the
encroachment with no clear distinction between these two factors is available. Some
studies view employer attractiveness as a part of employer branding or to represent
employer branding (Moroko & Uncles, 2008). According to (Bergstrom et al.,
2002), employer branding is seen as a form of internal branding. (Moroko &
Uncles, 2008) identify two important components of a successful employer brand:
attractiveness and accuracy. On the contrary, other studies clearly distinguish these
two concepts (Broek, 2015; Hendriks, 2016): Employer attractiveness is a more
tactical concept that a company can rely on to identify components that attract
candidates (external and internal) while branding employers focus on
communicating these elements to help the company become more attractive (Broek,
2015). This distinction is supported because the differences between the three
concepts organizational reputation, employer branding and organizational
attractiveness cannot be merged into a concept. Therefore, the dissertation will
research the relationship between employer branding and employer attractiveness to
answer this problem.
Thirdly, the current studies on the impacts of employer branding factors on
the potential candidates: applying intention (Ha & Luan, 2018; Sivertzen et al.,
2013) or talent retention (Kheswa, 2015; Matongolo et al., 2018), organizational
commitment and employee retention (Arasanmi & Krishna, 2019; Thalgaspitiya,
2020). Besides, many studies towards application or linking this factor with general
human resources management processes that link existing theories enable
practitioners to recognize the relevance of theories and research in the academic
Chapter 1: Introduction
field (M. R. Edwards, 2010) or application of brand management techniques to
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human resource management (Ambler & Barrow, 1996). In summary, limited
research explains the effects of employer branding on employee engagement as
well as employee performance. As this relationship is of practical importance, as
described in studies reasons, this dissertation will explore the direct effects of
employer branding on employee engagement and employee performance.
Fourthly, similar to employer branding, studies on employer attractiveness
mainly concentrate on the audience of potential candidates. Berthon et al (2005)
argued that employer attractiveness is precisely the organization's benefits
perceived by potential outside candidates. With the same viewpoint, Schreurs et al
(2009) applied into the recruitment context of employees in organizations; in which,
employer attractiveness is as a function of the candidate's personality and
organizational characteristics. These concepts have paved the way for researchers to
focus only on potential candidates, rather than current employees in the company.
However, at present, limited researches are on the subjects of prospective
employees. Employer attractiveness is the key of an organization to the current
employee. Therefore, the research orientation of the impact of employer
attractiveness on the current employees of the organization is a new issue that the
dissertation aims at. In addition, current studies mainly determine the factors (the
study of the most important values of employer attractiveness at universities and
government committees) (Priyadarshini et al., 2016) or developing value and
recognition of employer attractiveness (Pingle & Sharma, 2013), description of
eight values that IT professionals evaluate IT employees (Dabirian et al., 2017) and
so on. Moreover, studies on the effects of employer attractiveness in recent years
include turnaround intention (Ranjan & Yadav, 2018), applying intention (Ha &
Luan, 2018; Sivertzen et al., 2013) and so on. The research direction on the effects
of employer attractiveness on employee engagement as well as employee
performance of current employees is very necessary. Therefore, the dissertation will
focus on researching the direct impacts of employer attractiveness on employee
Chapter 1: Introduction
engagement and employee performance.
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Last but not least, many studies on the impact of employee engagement on
employee performance (studies on the relationship between emotions of employee
engagement and employee performance) (Ghuman, 2016) or studies on the
relationship among employee performance and employee engagement have proven
that employee engagement leaves a positive and significant impact on employee
performance (Ariussanto et al., 2020; Arslan & Roudaki, 2019; Chumba, 2020;
Herlissha & Riyanto, 2019; Meswantri & Ilyas, 2018). Other studies are on the
relationship of employee engagement and employee performance factors (Motyka,
2018). However, some research results are contrary to most of the above studies. No
statistically significant relationship between employee engagement and employee
performance has been discovered. Halbesleben & Wheeler (2008) demonstrated that
that work engagement has a very small and negligible impact on employee
performance or (Medlin & Green, 2009) explored that employee engagement only
indirectly affects employee performance. No consensus on the results of previous
studies on the relationship between employee engagement and employee
performance has been presented. Therefore, this dissertation will empirically study
the impacts of employee engagement on employee performance so as to clarify this
issue.
In summary, because of unclear issues mentioned above, this dissertation
will concentrate on the following issues: determining the scale of employer
branding; distinguishing between employer branding and employer attractiveness as
well as their mutual relationship; studying the effects of employer branding on
employee engagement and employee performance; exploring the impact of
employer attractiveness on employee engagement and employee performance and
examining the relationship between employee engagement and employee
Chapter 1: Introduction
performance.
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1.2 RESEARCH OBJECTIVE AND RESEARCH QUESTIONS
General objective:
This dissertation aims to clarify the relationship and the impacts among
employer branding, employer attractiveness and engagement as well as current
employee performance.
Specific objectives:
The specific objectives of the study are:
• Studying the relationship between employer branding and employer
attractiveness.
• Studying impacts of employer branding on employee engagement.
• Studying impacts of employer branding on employee performance.
• Studying impacts of employer attractiveness on employee
engagement.
• Studying impacts of employer attractiveness on employee
performance.
• Studying impacts of employee engagement on employee performance.
From these results, the study suggests suitable solutions in order to improve
employee engagement and employee effectiveness in organizations in Vietnam.
Research questions
In order to solve the above objectives, the dissertation answers these
questions:
• How does employer branding affect employer attractiveness?
• How does employer branding affect employee engagement?
Chapter 1: Introduction
• How does employer branding affect employee performance?
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• How does employer attractiveness influence employee engagement?
• How does employer attractiveness influence employee performance?
• How does employee engagement influence their performance?
1.3 RESEARCH SCOPE AND RESEARCH PARTICIPANT
1.3.1 Research Scope
Employer branding and employer attractiveness affect attracting potential
candidates, creating advantage competition, corporation social responsibility and
more. Nevertheless, this dissertation only studies the impacts of employer branding
and employer attractiveness on employee engagement and employee effectiveness.
1.3.2 Research Participant
Surveyed participants are current employees working in companies/
enterprises in Việt Nam.
1.3.3 Time of survey
The survey data was collected in 3 months from December 2019 to February
2020.
1.4 NEW FINDINGS
Theoretically, the target of this dissertation is to find the 6 important new
points as follows:
(1) Clarifying the concept and finds the relationship between employer
branding and employer attractiveness.
(2) Exploring the positive impact of employer branding on employee
engagement.
(3) Exploring the positive impact of employer attractiveness on employee
Chapter 1: Introduction
engagement.
Page 15
(4) Discovering an important new point that employer attractiveness has a
positive impact on employee performance besides finding the relationship between
employer attractiveness and employee engagement,
(5) Building a new employer branding scale on the basis of integrating the
previous scales.
(6) Developing an employer attractiveness scale with a new factor: safety
value.
Practically, the above findings help contribute the factors that influence
employee engagement and performance in organizations. At the same time, the
results of this study also demonstrate how businesses employers can plan and
perform employer-branding activities in creating positive perceptions in employees
as well as potential employer attractiveness.
1.5 STUDY SIGNIFICANCE
The dissertation's research results will help contribute to the theoretical and
practical system in company management as follows:
Theoretically, the research results will help clarify the concept as well as the
relationship between the two factors employer branding and employer
attractiveness. This can be considered as a new discovery because these are two
new concepts and there are still a lot of ambiguity and overlapping. In addition, the
study will go into developing the scale of employer branding and employer
attractiveness to suit the research context in Vietnam. In addition, research will also
explore the effects of employer branding on employee engagement. These results
will help provide researchers with a new research direction for employer branding.
Because in the past, employer branding studies did not include many studies on the
effects of employer braning on employee engagement. Likewise, this study will also
explore the relationship between employer attractiveness and employee
engagement. This is a fairly new relationship and not much research on this content
Chapter 1: Introduction
yet. In addition, the effect of employer attractiveness on employee performance will
Page 16
also be clarified in this study. Finally, the study will also go on to confirm the
impact of employee enagagement and employee performance in the context of
Vietnam at this stage. Because although the relationship between these two factors
has been done by many previous researchers, there are different results. At the same
time, in a time when young employees are entering the labor market can make a
difference in this relationship. Therefore, the research results will help supplement
this relationship in the current period.
In practical terms, from the concepts and scales of employer branding
factors, managers will have the basis to understand in a detailed and systematic
about the factors that make up employer branding. From there, there will be
appropriate solutiosns to focus on the key factors to help create an organization's
successful employer branding strategy. Next, through the relationship between
employer branding and employer attractiveness, managers will understand how
employer branding activities need to be done in order to create a positive perception
of employee about the enterprise (employer attractivenesss). Furthermore, research
results will provide managers with additional governance implications for
enhancing employee engagement and employee performance through employer
branding strategies for businesses. Finally, the dissertation will also go into
analyzing again the impact of employee engagement on employee performance.
From this result, managers will help determine whether a relationship exists
between employee engagement and employee performance in the actual operations
Chapter 1: Introduction
of the businesses.
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1.6 THESIS STRUCTURE
The dissertation is designed into the following 5 chapters:
Chapter 1: Introduction
This chapter presents the content related to the most general information of
the dissertation: study reasons, problem statement, research objective, research
questions, research scope, research participant, survey time, research procedure,
new findings, study significance and thesis structure.
Chapter 2: Literature review
This chapter introduces the contents related to the theoretical framework and
the previous studies related to the research model: Concepts of employer branding,
employer attractiveness, employee engagement and employee performance; Main
theories: social exchange theory, social identity theory, person – organization fir
theory, employer branding theory, employee engagement theory, planned behavior
theory and social cognitive theory; Previous studies: employer branding – employer
attractiveness, employer branding – employee engagement, employer branding –
employee performance, employer attractiveness - employee engagement, employer
attractiveness - employee performance and employee engagement - employee
performance; Research gap, research hypothesis and proposed research model.
Chapter 3: Methodology
This chapter describes contents related to research method, scale and
sampling method: research design, qualitative method (interview and discussion),
quantitative method (descriptive statistics, internal consistency reliability,
convergent validity, discriminant validity, multi-collinear assessment, path
coefficients of the structure model, determination coefficient – R2 value, impact
coefficient f2, blindfolding and predict relevance Q2), measurement scale of
employer branding, employer attractiveness, employee engagement and employee
Chapter 1: Introduction
performance; sampling (criteria and sample size) and data collection.
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Chapter 4: Result analysis
This chapter displays the contents related to data analysis results, including
descriptive statistics, scale validity assessment (Cronbach alpha and EFA of
employer branding, employer attractiveness, employee engagement and employee
performance); measurement model validity assessment of employer branding,
employer attractiveness, employee engagement and employee performance;
structural model assessment (multi-collinear assessment, determination coefficient –
R2 value, impact coefficient f2, blindfolding and predict relevance Q2, path
coefficients of the structure model, hypothesis testing; result discussion (the
research scale and research model and hypothesis).
Chapter 5: Conclusion and managerial policy implications
This chapter summarizes the main contents of the dissertation: conclusion,
Chapter 1: Introduction
new finding, managerial policy implications, and limitation and future research.
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CHAPTER 2: LITERATURE REVIEW
This chapter clarifies the concepts of employer branding, employer
attractiveness, employee engagement and employee performance as a foundation
for building research scale. This section lists the concepts of the previous authors
for the most suitable concept applied in this dissertation. The brief review of related
theories plays the role of background theory to form the research model. This
chapter also summarizes the previous studies related to the relationships between
employer branding and employer attractiveness, employer branding and employee
engagement, employer branding and employee performance, employer
attractiveness and employer engagement, and employer attractiveness and employee
performance and employee engagement and employee performance. In particular,
the theoretical basis for formulating hypotheses will be presented so as to build the
proposed research model of the dissertation.
2.1 CONCEPTS
2.1.1 Employer Branding
The concept of employer branding is essentially close to the three concepts of
corporate culture, internal marketing and corporate reputation (Ambler & Barrow,
1996). According to corporate culture, employer branding plays a supporting role
for purpose, strategy and corporate identity to help build a social and psychological
work environment that is different from other businesses (Lipton, 1996). For
internal marketing, employer branding performs activities of a marketing nature to
impact the internal employee market (Papasolomou-Doukakis, 2003). For corporate
reputation approach, employer branding will help to unify awareness among both
internal and external stakeholders including employees, customers and other
important stakeholders (Hatch & Schultz, 2001). As such, employer branding is
Chapter 2: Literature Review
seen as the process of building employer identity (K. Backhaus & Tikoo, 2004).
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According to Ambler & Barrow (1996) employer branding (EB) is a package
of functional, economic and psychological benefits that the company provides to
employees and helps define the characteristics of employment of this company to
another company. Ambler & Barrow (1996) also point out that the main role of EB
is to improve the recruitment and increase retention of the company's good. EB is
the organization’s image built in becoming the best workplace (Minchington, 2006).
Besides that, according to Backhaus & Tikoo (2004), employer branding is an
important activity used to attract potential candidates and focusing on developing
the organization’s image as a potential recruiter. Therefore, according to (M. R.
Edwards, 2010), EB is the mixture between human resources management and
marketing areas. In a more detailed sense, EB can include both tangible benefits
(salaries, bonuses) and intangible benefits (corporate culture) (Ruch, 2002). Related
to EB target audience, Backhaus & Tikoo (2004) pointed out that EB should aim to
attract target audiences (potential employees, current employees, competitors and
intermediaries). However, most recent researches often understand that target
audiences are just potential employees. Therefore, these studies focus only on the
attractiveness factor (Berthon et al., 2005; Lievens & Highhouse, 2003). In short,
the main role of using EB is to develop a distinction of external reputation, rather
than an internal description, in order to achieve positive employee engagement or
cultural change (Backhaus & Tikoo, 2004; Love & Singh, 2011; Mosley, 2007). In
recent times, major researches are taking an integrated approach. Many
organizations combine the promise of external recruitment with the experience of
internal employees. This means combining the development of employer brand with
company brand and customer (Mosley, 2007). The strength of employer brand
concept is the harmonious combination of internal trust and external brand message
(Martin et al., 2005).
The concept of employer branding and an employer brand is often used both
in human resource practice. Since these two concepts are rather close together, they
Chapter 2: Literature Review
are sometimes used in a confusing way. Lievens & Slaughter (2016) pointed out the
Page 21
difference between these two concepts: External employer brand may be similar to
the concept of an organization employer’s image whereas Internal employer brand
relates to an organization‘ identity. For the concept of employer branding, external
employer branding is seen as an organization image management. Therefore,
Lievens & Slaughter (2016) viewed similarly the internal employer branding term
with the organization identity management activity. In other words, employer
branding is seen as an activity aimed at managing the employer brand.
Recently, Tanwar & Prasad (2017) extended the definition of employer
branding by Ambler & Barrow (1996). Based on the theoretical framework of
Ambler & Barrow (1996), Tanwar & Prasad (2017) built the concept of employer
branding with a five-dimensional structure with the following elements: training
and development, ethics and corporate social responsibility (CSR), work-life
balance, healthy work atmosphere and compensation and benefits. In particular,
compensation and benefits refer to the aspect of ‘economic dimension’; healthy
work atmosphere refers to the aspect of ‘psychological dimension’; training and
development and ethics and corporate social responsibility refers to ‘functional
dimension’. Employer branding meets the social needs of employees by providing
flexible work policies. In addition, the elements of training and development, ethics
and corporate social responsibility demonstrate that employer’s attitude is reaching
both employees and society.
From the above definitions, the approach of Tanwar & Prasad (2017) is
acceptable and suitable to the context of the study. Therefore, this study chose the
employer branding concept of Tanwar & Prasad (2017) as a basis. According to
(Tanwar & Prasad, 2017), the employer branding has five-dimensional structure
with the following elements: training and development, ethics and corporate social
responsibility (CSR), work-life balance, healthy work atmosphere and
Chapter 2: Literature Review
compensation and benefits.
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Employer branding scale of (Tanwar & Prasad, 2017) includes the following
dimensions: healthy work atmosphere, training and development, work - life
balance (WLB), ethics and corporate social responsibility and compensation and
benefits. Although this scale includes many factors that can attract employee, some
additional content should be added. First, it is necessary to elaborate the WLB
dimension because the scale of (Tanwar & Prasad, 2017) has only 3 items to
measure this content while WLB should clarify more factors related to WLB (time,
strain, beharvior) (Carlson et al., 2000). In addition, it is necessary to mention
employee's satisfaction (Lorys, 2017). Second, the tendency to expect a working
environment with many opportunities to experience in remote workplaces, work
abroad and travel is the current trend of employees (Lievens, 2007). Therefore, the
scale of employer branding needs to add dimensions related to the employee's
tourism opportunities. Finally, teamwork spirit is included in this scale.
Thus, employer branding includes practices that enforce corporate ethical standards
and corporate social responsibility (CSR) (Tanwar & Prasad, 2017); work-life
balance with respect to dimensions including behavioral balance, time and strain
(Carlson et al., 2000) and satisfaction with balance (Lorys, 2017). In addition, this
activity is also a way for the company to provide employees with a way to develop
their careers now and in the future (Tanwar & Prasad, 2017) and training to develop
skills (Tanwar & Prasad, 2017). In addition, employer branding also includes
activities that create opportunities for employees to travel and experience overseas
work (Lievens, 2007). Employer branding also shows the friendliness and
teamwork spirit in their activities (Tanwar & Prasad, 2017). Since then, building a
culture that supports all members of the organization to develop together.
2.1.2 Employer Attractiveness
Employer Attractiveness concept is discussed in various study areas:
vocational behavior (Soutar & Clarke, 1983), management (Gatewood et al., 1993),
Chapter 2: Literature Review
psychology (Collins & Stevens, 2002; Jurgensen, 1978), communication
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(Bergstrom et al., 2002) and marketing (Ambler & Barrow, 1996). This concept
gaining researches’ and business journalists’ attention has become a hot topic in
business management (Lloyd, 2002; Ritson, 2002). Employer Attractiveness is an
organization’s benefit realized by potential candidates as a special organization to
work in (Berthon et al., 2005). In addition, according to (Jiang & Iles, 2011),
Employer attractiveness is the level of current and potential employees’ awareness
within an organization. That this concept can be implied as the best place to work
results in changing the organization more efficient than its competitors and
achieving long-term and sustainable success. This concept is close to the concept of
employer branding for employer attractiveness with five dimensions: interesting
value, economic value, social value, developmental value and application value
(Berthon et al., 2005). If applied in recruitment, employer attractiveness can be
defined as the function of the candidate personality and organizational
characteristics (Schreurs et al., 2009). Internal employer attractiveness reflects the
degree to which the current employees feel attracted by the company whereas
External employer attractiveness is the attraction level for prospective employees
(Pingle & Sharma, 2013). Besides referring to potential candidates, employer
attractiveness affects the current employees. According to Sullivan (2004),
employer branding is defined as long-term, targeted strategies to manage the
perceptions of current employees, potential employees and stakeholders related to
the company's operations. The company makes efforts in communication with the
existing and prospective employees in describing the company as a best place to
work (Ewing et al., 2002; Lloyd, 2002). Employer attractiveness is considered a
method of retaining employee (Suikkanen, 2010). In general, the employer
attractiveness affects not only a potential employee but also the company's current
employees.
In this dissertation, employer branding concept introduced by Berthon et al
(2005) is our central definition. According to (Berthon et al., 2005), Employer
Chapter 2: Literature Review
Attractiveness is an organization’s benefit realized by potential candidates as a
Page 24
special organization to work in such as interesting value, economic value, social
value, developmental value and application value. Employer attractiveness
generally shows the values that an employer can use to attract candidates; in
which, the social factor shows the psychological value that employees need, the
economic factor shows the financial needs of the employee, the developmental
factor shows the very important need of the employee to be trained and promoted.
In addition, the need to apply the knowledge learned in the work is also reflected
through the application factor. Therefore, the scale of Berthon et al (2005) is
selected to measure the employer attractiveness factor.
At the same time, the employer attractiveness also includes an important value that
is interested by many employees, which is safety. This factor will reflect both the
physical and psychological safety of the employee while working at the company
(Berthon et al., 2005).
2.1.3 Employee Engagement
The engagement concept was first shown in theoretical studies in the 1970s
concerning the issue of school dropouts (Finn & Zimmer, 2012; Reschly &
Christenson, 2012) who dropouted are believed to be lacking in linkage to schools.
The first empirical studies have produced concepts that include ‘time on task’,
‘engaged time’ and ‘school attendance’ (Anderson, 1974) that are rapidly scaled up
into organizational behavioral indicators to account for engagement. Since then,
Mosher & MacGowan (1985) have introduced theoretical definitions for the earliest
engagement concepts including behavioral and effective aspects. Definitions of
employee engagement focus on 3 main factors: perception, emotion and behavior of
employee (Saks, 2006). Moreover, in approaching human resources and
organization behavior, employee engagement means effort and commitment with
organization as well as employees satisfy their job with high motivation in
optimizing their competency (Bridger, 2014). In addition, according to Al Mehrzi &
Chapter 2: Literature Review
Singh (2016), engagement is a positive, meaningful and motivational attitude; in
Page 25
which, (i) Vigor as a high level of energy, resilience and the desire to strive and
never give up in the face of challenges; (ii) Dedication worth feeling, enthusiasm,
value and challenge; (iii) Absorption as the property acquired during focusing for a
certain task (Schaufeli et al., 2002). For (Bakker et al., 2008), engagement in work,
defined as a positive, meaningful, motivational and relevant motivational statement,
is rooted in positive psychology that has been emphasized for exploring and finding
effective applications of positive traits, statements and behaviors of employees in an
organization. Besides, according to Leiter & Maslach (1988), the employee
engagement is an energetic personal experience participating in activities with high
energy, engagement and efficiency. In addition, (Rothbard, 2001) argued that a
psychological employee mentally connected focuses on the essential activities,
interest and absorption. Another concept, (Rich et al., 2010) stated that the concept
of multidimensional motaivational reflects a simultaneous physical, cognitive and
emotional investment in an employee. In addition, (Christian et al., 2011) affirmed
that employee engagement is the enduring state of the employee's thinking related
to the simultaneous investment of personal energy in work experience or
performance.
The concept by Schaufeli et al (2002), based on vigour, dedication and
absorption of employee, is mostly appropriate and comprehensive. Therefore, this
concept is selected in this research.
2.1.4 Employee Performance
Employee performance, the way in which the employee conducts his/her job
and measured by comparing the result of duty implement, based on criterion of
organization, comprises of leadership, time management, productivity and so on
(Betaubun et al., 2015). Sharing the same opinion, (Harwiki, 2016) asserts that
employee performance is the value of a chain of worker behavior that contributes
both positively and negatively to an organization's overall goal. In other words,
Chapter 2: Literature Review
performance is the work outcomes related to the organization's goals (quality,
Page 26
effectiveness and other relevant effects) (Sok & O’Cass, 2011). In addition,
Masakure (2016) confirms that employee performance is one employee’s ability in
performing skills. Employee performance is important and necessary because of
the ability to perform tasks assigned to each employee. Sharman (2016) states that
performance refers to work outcome in quality and quantity achieved during
employees’ working duties in accordance with organizational requirements. In
addition, employee performance can be evaluated by employees’ perception
compared theirs to that of colleagues. Comparing a person's working quality to
others' work is an important criterion for evaluating performance (Bandura, 1986).
Sujan et al., (1994) added that measuring this self-assessment was also used in other
studies in marketing. The scales defined by Bandura (1986) and Sujan et al (1994)
have been adapted by Babin & Boles (1996). In addition, Welbourne et al (1998)
developed the definition of employee performance, based on five roles: Job (doing
an individual's job description), Career (the skills needed in an organization's
progress), Innovator (creativity and innovation in the work of an individual as well
as of an organization), Team (the ability to work with colleagues and team members
to achieve company success) and Organization (concerning the company's goals).
The concept of employee performance is originated from different
approaches. For Lawler & Porter (1967), job performance is the function of the
capabilities, skills and efforts that an employee brings to the organization.
Subsequently, Campbell (1990) argues that employee performance is beharviours or
actions related to organizational goals. In this view, Viswesvaran & Ones (2000)
argues that employee performance is the actions, behaviors and outputs that
contribute to the goals of the organization. Three main characteristics of employee
performance are as follows: (i) Assessment based on behavior rather than results,
(ii) Assessment based on behavior related to the organization, (iii) is a
multidimension concept (W. Borman & Motowidlo, 1993). In short, employee
performance can be measured by perceived or realistic results as well how the
Chapter 2: Literature Review
measurement can be evaluated by employees or by management directly. The
Page 27
performance concept in this research approach towards direct management will
evaluate employees and measurement by practical results.
In a word, the dissertation focuses on the concepts defined by Welbourne et
al (1998) in implementing the research contents. Accordingly, performance will be
measured by comparing results with other colleagues at the level of work
completion.
2.2 MAIN THEORIES
A number of theories and researches do address the relationship among
employer branding, employee expectations and employee engagement towards the
organization. This relationship is interpreted based on the theory of social exchange;
therefore, this study applies the theory of social exchange to the fundamental
theory. Social exchange theory on human interaction is based on the comparative
understanding of the costs and the benefits received. Social costs are intangible and
exclusive to the economic sector. The benefits mentioned are social benefits:
respect, honor, friendliness or care that an employee can receive that do not require
the signing a memorandum of understanding (based on mutual trust) (Adam &
O’Doherty, 2000). In addition, similar to economic exchange, individuals only
change when they expect to receive a reward commensurate with the cost they have
made here. As mentioned above, the important difference between social exchange
and the economic exchange is unnecessary for a binding guarantee (a memorandum
or a signed memorandum). The only ‘guarantee’ in the sense of society here is the
partnership between the partners’ mutual engagement together with the belief that
the benefits received are in line with what they expect (Blau, 1964; Kelley &
Thibaut, 1978; Thibaut & Kelley, 1959). In short, every individual involved in a
social change must be trustworthy and honest towards the cooperation and the
mutual social association for no sanction in this social relationship guarantees a fair
Chapter 2: Literature Review
exchange. Therefore, trust in the linkage and the cooperation among partners is
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totally important. Without this belief, equitable reimbursement for participants will
reduce the voluntary participation (Blau, 1964).
2.2.1 Social exchange theory
According to (Emerson, 1976), an emerging approach called social exchange
theory has been applied after a long time in sociology and social psychology. The
four most cited research authors on this theory are Homans, Thibaut, Kelley and
Blau: Homans(1969) raised outstanding and advanced efforts through ‘Social
behavior as exchange and continued to disregard the debate in ‘Social Beharvior: Its
Elementary Forms’. Thibaut & Kelley (1959) built the construction of this theory in
‘The Social Psychology of Groups’. Different from Homans, Thibaut and Kelly
shared one thing in common: the strengthening in the general exchange approach.
When Blau (1964) launched ‘Exchange and Power’, the exchange approach was
guaranteed to become an important field of research in the future. Blau emphasized
in technical and economic analysis whereas Homans focused on psychology of
instrumental behavior while Thibaut and Kelly studied psychological concepts.
While the three research directions are rather different, the central convergence
among the three authors is social exchange.
The working scope of social exchange theory is the limitation of an
individual's actions depending on the act of reward from others (Blau, 1964). This
theory depends on two factors: the process of contingent and the process of
rewarding involving ‘transactions’ or ‘exchange’. (Homans, 1969) argued that
behavioral psychology contained the application of law to human social behavior.
Therefore, that Homans carries out the definition of behavioral psychology from the
basis of social exchange theory will create the reactions of reductionism, rationality
and tautological reason. In particular, Homans has 4 propositions consisting of 3
basic propositions and a proposition of value. Proposition 1 refers to the success
“For all action taken by persons, the more often a particular action of a person is
Chapter 2: Literature Review
rewarded, the more likely the person is to perform that action”; Proposition 2 refers
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to the stimulus “If in the past the occurrence of particular stimulus or set of stimuli,
has been the occasion on which a person’s action has been rewarded, then the
more similar the present stimuli are to the past ones, the more likely the person is
to perform the action, or some similar action, now”; Proposition 3 refers to the
deprivation - Satiation “The more often in the recent past a person has received a
particular reward, the less valuable any further unit of reward becomes for him”.
Proposition 4 updates the value “The more valuable to a person in the action of his
action, he can be to perform the action”.
In the early stages of this theory, Homans, Thibaut, Kelley and Blau focused
on the psychology and utility of theoretical foundations by analyzing society from
the microscope scope. However, through the development of this theory, macro
analysis is increasingly concerned as Clark (1972) discusses the functions and
exchange theory, according to the social analysis approach, at macro level or that by
Coleman (1972). However, the distance between the elementary process of Homans
as well as other macro-researchers for this theory is difficult to be connected in a
short time. Therefore, step-by-step expanding exchange theory in the direction of
macro analysis is an important research development direction.
Besides exchange between two parties, this theory refers to exchange
networks. This idea comes from being willing to exchange in a large number of
actors. Emerson (1976) developed the concept of exchange networks comprised of
three or more actors and structure systems that do not confuse the group. Networks
will help tie groups and individuals as actors. The authors who studied exchange
networks are (Malinowski, 1922) or (Lévi-Strauss, 1969).
Similar to other theories, the social exchange theory also has the following
limitations. It is this theory that is somewhat inclined to exchange between the two
sides. In other words, one party who wants to get what he wants must give the other
a benefit. Sometimes this does not cover all relationships in society. Especially
Chapter 2: Literature Review
intimate relationships. For these relationships, sometimes the parties will contribute
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and provide their values without request for anything of value from the partner.
Therefore, social exchange theory has not included in its content the element of
altruism in relationships.
In short, social exchange theory is not only a theory; rather, a reference
framework for carrying out the transfer of valuables (resources) through the social
process that it focuses on. This resource will only be moved when the value is tied
to it. Psychologists call this as ‘reinforcement’ and economists simply call this as
‘an exchange flow’.
Recent studies have applied social exchange theory in their research
theoretical frameworks. Firstly, Chinomona & Mofokeng (2016) have applied
social exchange theory to the study impact of organizational politics on the job
dissatisfaction and turnover intention in small and medium-sized companies in
Zimbabwean. In particular, job dissatisfaction is considered to be a mediator of the
relationship between organizational politics and turnover intention as applying this
theory to employees' working. The study sought to investigate social exchange
perspective to predict the role of organizational politics and the intermediate role of
job dissatisfaction on the employee turnover intention. The role of social exchange
theory is to support the proposition of the study. According to this theory, if the
exchange process takes place fairly, it will create satisfaction, support and mutual
value in relation to each other with the result as trust (J. J. Lee et al., 2014),
resulting in creating a relationship of quality and stability (Blau, 1964). Andrews et
al (2003) and Chang et al (2009) have confirmed that organizational politics is a
way to govern the behaviors of most organizations. Therefore, organizational
politics often has a negative impact on employees (Saleem, 2015) because they feel
they are not treated fairly (Ross, 2006). According to the social exchange theory,
this is a risk and conflict in the relationship between the company and the employee
(Blau, 1964). The inequity implies an employee's dissatisfaction. From the social
exchange theory viewpoint, if employees feel that there is no benefit for them in the
Chapter 2: Literature Review
relationship, they will tend to part ways with this relationship (Lai et al., 2014). This
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means that employees are not satisfied with intended turnover. Therefore, there will
be a threat of continued exchange relationship between the organization and
employee. Social exchange theory construct hypothesis which organizational
politics and dissatisfaction jobs affects the employee turnover intention.
In another study, Zhang et al (2016) built the relationship between work
stressors and the desire for the organizational construction with intermediate
variables as the role of leader-member exchange. This research, integrating social
exchange theory and uncertainty management theory, argued that the principle of
social exchange theory is the reciprocal exchange between organizations and
employees, which can be trust and emotional engagement (Ng & Feldman, 2012).
Based on this, employees with high levels of satisfaction or commitment to the
organization tend to do more for organizational construction (Burris et al., 2008; Ng
& Feldman, 2012). In addition, work stressors including work overload, time stress
and additional responsibilities can bring potential benefits for workers (Cavanaugh
et al., 2000). Therefore, employees who face challenges stressors tend to have
positive emotions that increase job satisfaction and organization commitment
(Cavanaugh et al., 2000; Liu et al., 2011; Podsakoff et al., 2007). According to
social exchange theory, these employees will tend to feel grateful to their
organization (Burris et al., 2008; Ng & Feldman, 2012). Therefore, challenge
stressor will have a positive impact on the desire for the organizational construction.
The results of this study have a very important implication for distinguishing the
application scope of both social exchange theory and uncertainty management
theory. This helps managers to explain the negative relationship between treatment
of employees and their desire for the organizational construction.
Pepple et al (2017), applying social exchange theory in multi-ethnic tension
of bureaucracy, provides a new direction for the psychological ownership
perception and the theories of bureaucracy representative by establishing a link
between the ethnic representative and the perception of employee’ ownership. This
Chapter 2: Literature Review
study provides a review of the meaning of psychological ownership and its
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contribution to guiding employees in how to use social exchange theory to emerge
employee ownership perception. For employee ownership perception, an
organization must have an understanding between employees and colleagues as
well as supervisors and managers. In other words, employee ownership perception
is the trade-off among employees, colleagues, supervisors or managers (Cook et al.,
2013). In particular, the leaders must provide a favorable working environment to
nurture open communication in exchange for employee contributions to develop the
organization. At the same time, members or colleagues in the organization provide a
supportive work environment for their team members (Dennis et al., 2017). Social
exchange theory will provide a theoretical framework for actions as well as
relationships to influence the role of employees in the organization (D. Wang et al.,
2016). Therefore, social exchange theory will help explain the relationship between
perceived ethnic representation and employee ownership perception. Although
theories show the leader-member impact on the perception of employees, (D. Wang
et al., 2016) further clarified the relationship of social exchange theory in further
impact leader-member theory. Using the benefits of social exchange theory, Dennis
et al. (2017) introduced an element of member-member relationships as an
important formula of employee ownership perception. With the leader relationship-
member exchange, the leaders and members will share ‘mutual trust, respect,
reciprocal influence, loyalty, liking and sense of obligation to one another’ (D.
Wang et al., 2016). Finally, Dennis et al. (2017) adapted social exchange theory to
explain the relationship process in an organizational representation that
psychological ownership can be emerged.
Hsu et al (2017) used social exchange theory and theory of reasoned action
to study about attitudes and intentions of exchangers in Bartering Internet.
According to this theory, interactions between individual individuals are determined
from cost-benefit awareness (Blau, 1964). It is expecting the reciprocal benefits in
relationship with the organization (personal influences, economic benefits, trust,
Chapter 2: Literature Review
and so on): Trust will help increase reciprocal behaviors. Trust concept is a complex
Page 33
concept and has many different interpretations. However, in the exchange context,
trust is defined as an individual's trust in communication with reliability and
integrity (Morgan & Hunt, 1994). In addition, Internet bartering is similar to online
auction where people get the goods they want. At the same time, this is also a form
of sharing information of exchanged objects without having to use money. Since all
exchanges are strangers, they want to reduce the risk during the exchange.
Therefore, trust factor is an important factor in this study. This study determined
online trust between bartering website members.
Okolo (2018) studied the relationship between employee engagement and
Job design from the perception of banking employees in Nigeria. In particular,
social exchange theory was applied to explore the relationship between Job design
and employee engagement because this is an appropriate theory to explain the
relationship between organizations and employees (Cropanzano et al., 2017;
Cropanzano & Mitchell, 2005). There are three types of relationships in social
exchange processes are independence, dependence and interdependence.
Independence or dependence relationships do not describe social exchange because
this is a reciprocal relationship and exists between employer and the employee (D.
Robinson et al., 2004). Therefore, the study used social exchange theory to support
the relationship between job design and employee engagement. Accordingly, an
employee who commits themselves to different levels will depend on the resources
they receive from the organization (Saks, 2006). Therefore, when an employee has
autonomy, task identification, task significance, task feedback, and skill diversity
and receive support from the organization and chance for development, they will
pay off by increasing the level of engagement with the company (Okolo, 2018).
Benson et al (2018) used social exchange theory to investigate the exchange
between career development satisfaction with the level of organization commitment
and the neglect of work. Employees can show reciprocity at more or less in their
organization. In particular, the role of generational membership (Baby boomer vs
Chapter 2: Literature Review
Generation X) was determined to have different effects on the level of contribution
Page 34
back to the organization. The study also extensively surveyed the differences
between generations in work and career values. This is the intermediate variable
between career development satisfaction with the level organization commitment
and the distraction at work. According to social exchange theory, employees will
receive values from the organization and they will reciprocate. On the contrary, if
the organization treats its employees unfairly, employees will punish the
organization (Blau, 1964; Gouldner, 1960). Therefore, resource exchange is the
most important principle of social exchange theory (Cropanzano & Mitchell, 2005).
Based on that principle, this research has examined career development satisfaction
for the organization commitment (positive reciprocity) and neglect of work
(negative reciprocity).
Wang et al (2019) used social exchange theory as an intermediate norm in
studying the effect of control and trust on megaproject success. Currently, the role
of social exchange in trust and control in management is unclear. Therefore, this
study relied on social exchange theory to discover the effect of control and trust on
megaproject success by the perception of the intermediate impact of social
exchange norms including reciprocity, negotiations and share information. The
results showed that trust and control have a positive impact on megaproject success.
Trust can be increased by social exchange norms. The higher the level of trust, the
more reciprocity, negotiations and information sharing will be. Control has no
significant impact on social exchange norms. In other words, social exchange norms
have an intermediate effect on the relationship between trust and megaproject
success despite no link between control and megaproject success.
With these theoretical foundations of social exchange theory, this
dissertation has applied the content of exchange between employer and employee in
an organization because the relationship between employee and employer is based
on the theory of social exchange (Shore & Coyle‐Shapiro, 2003). According to
Graen & Scandura (1987), social exchange theory must provide the other party with
Chapter 2: Literature Review
something of value and all parties recognize that this exchange is suitable and fair.
Page 35
This social exchange theory has two important components: the content of exchange
benefits and the exchange process ( Coyle-Shapiro & Conway, 2005). According
to Shore & Coyle‐Shapiro (2003), this exchange is the exchange of ‘inducement
and contributing factors’. In particular, employees receive economic rewards based
on their contributions to the company. What is particularly important is that the
benefits received by the workers include both social (respect) and economic (salary)
(Shore et al., 2009). In the same view, (M. R. Edwards, 2010), based on the study
by Ambler & Barrow (1996), classify the benefits of this exchange by the totality of
tangible and intangible rewards.
The exchange of benefits in employment is based on the employee's
experience with the company. The concept of employee experience is a complex
concept related to employment and organizational factors (Celani & Singh, 2011).
At the same time, effective management and delivery of benefits will increase the
trust of the organization as the best place to work contained with the other
associations of the employer brand. The complexity of the worker concept is due to
the ongoing interaction between the two (employee and employers) and the delivery
of benefits to the workers. However, for potential employees who are not
experienced, they may only have a first impression of what they may experience
when joining the company. This impression develops expectations as well as
employment and adds to the associations of the employer brand. In short, the
positive impression of the employee experience will create positive associations and
vice versa. Therefore, different strategies for branding employers are being built
through the positive association of employment. In short, this is the most effective
approach for employer branding through the quality of the employee’s experience.
Therefore, based on social exchange theory, the dissertation will develop
hypotheses about the impact of employer branding to employee engagement and
employee performance. When companies provide employees with employers' brand
beliefs, employee response to the company with positive actions that are
Chapter 2: Literature Review
engagement and performance. Similarly employer attractiveness affects employee
Page 36
engagement and employee performance. Employer can provide employees with five
values: interesting value, social value, economic value, developmental value and
application value to help employees develop their careers. Since then, employees
will exchange their values for the organization, namely engagement and high
performance.
2.2.2 Person – Organization Fit Theory
The Person-Organization (P-O) Fit theory (Kristof, 1996) is an interesting
topic for both researchers and managers. Studies focus on antecedents and
consequences of both organizations and individuals in that organization. To achieve
high levels of P-O through hiring and socializing, one important issue is to maintain
flexible workplaces and commitment to the organization in difficult situations. P-O
fit theory was reviewed by (Judge & Ferris, 1992), (Schneider et al., 1995) as well
as developed conceptualizations, operations or measurement methods (Kristof,
1996).
The definition of PO fit has various viewpoints in spite of multiple
conceptualizations and operations as well as limits to distinguish between P-O fit
and other concepts (B. Gerhart, 1990; Judge & Ferris, 1992). Therefore, many
studies have focused on clarifying this definition to avoid misunderstandings or
equivocal operations. Studies on this definition usually take place in two steps: first,
listing common concepts of P-O fit to clarify the original concept (Schwab, 1980);
second, distinguishing between P-O fit with other types like Person – Environment
(P-E) fit to express what does not belong to this construct (Judge & Ferris, 1992;
Schwab, 1980). Many researchers mentioned the compatibility between individuals
and organizations; however, the understanding of compatibility is different.
Therefore, to help clarify this issue, P-O fit theory distinguished between
supplementary and complementary fit. Supplementary fit occurs when a person has
‘supplements, embellishes, or possesses characteristics’ or something similar to
Chapter 2: Literature Review
other individuals in the work environment (Muchinsky & Monahan, 1987). This is
Page 37
different from complementary fit happening when a person's personality is ‘made
whole’ on the environment or added to what is missing (Muchinsky & Monahan,
1987). Another explanation is that P-O fit will be provided by two pairs: needs-
supplies and demands-abilities (J. R. Edwards, 1991). From the perspective of the
needs-supplies, P - O fit will happen when the organization satisfies the individual's
needs, desires and preferences. On the contrary, the views of demands-abilities
suggest that P-O fit will happen when an individual is able to meet the needs of the
Chapter 2: Literature Review
organization. The two viewpoints on the P-O fit are summarized in Figure 2.1.
Page 38
Person
Organization
Characteristics
Characteristics
Culture/Climate Culture/Climate
Values Supplementary Fit Goals
Norms
Values
Goals
Norms
Supplies
Supplies
Resources Resources
Time Financial
Effort Physical
Commitment Psychological
Experience
KSAs Opportunities
Task Task-related
Interpersonal Interpersonal
Demands
Demands
Resources Resources
Financial Time
Physical Effort
Psychological Commitment
Experience Complementary Fit Opportunities KSAs
Task Task
Interpersonal Interpersonal
Source: Kristof (1996)
Chapter 2: Literature Review
Figure 2.1 Various Conceptualizations of Person – Organization Fit
Page 39
This theory also clarifies the difference between P-O fit and some forms of
P-E fit. Although there are many authors discussing the differences between P-E
types (Judge & Ferris, 1992), the boundaries between these types are often
ambiguous (Blau, 1964; J. R. Edwards, 1991). Therefore, this theory only
distinguishes the difference between P-O fit and P-E in 3 different levels of
environment such as vocation, group and job. First, it is Person - Vocation (P-V) fit.
This is the most general level of environment in which people need to match the
vocational level. (Super, 1953) introduced in the theory of vocational development
that people should choose a job based on their self-concepts. With this point of
view, (Holland et al., 1985) proposed both people and occupations with
‘personalities’, in which he divided his personalities into categories called RIASEC
(Realistic, Investigative, Artistic, Social, Enterprising, Conventional Personality).
Fit is determined by measuring the degree of compatibility between the personality
of individuals and the environment of careers (Holland, 1977). Person - Group (P-
G) fit: When teamwork is used extensively in companies around the world, person -
group fit becomes an incremental construct (Guzzo & Salas, 1995; Hoerr, 1989). P-
G fit is defined as a match between individuals and their working groups. The
definition of a working group can range from a small group of workers to any large
group of an organization (functional department or geographic divisions). It
constitutes the group recommended by researchers to include people with related
functions and distinguished from other groups of P-E fit. The distinction between P-
G fit and Person - Organization (P-O) fit is supported by studies that show that the
norms and values of the sub-organization are different from the organization that
contains it (Patsfall & Feimer, 1985; Trice & Beyer, 1993). This means that the
degree of fit between an individual and the group may be different from the fit
between the person and the organization. Finally, Person - Job (P-J) fit is one well-
studied type in P-E models. P-J fit is the match between individuals with special
jobs. According to Edwards (1991), P - J is a fit between a person's ability to
Chapter 2: Literature Review
demand - abilities or a person's desire and attributes of that work (needs - supplies).
Page 40
However, one thing that may be confusing is that in some studies, the concept of
‘job’ is significantly close to the working environment (Blau, 1964). Therefore, in
this theory, jobs are the tasks that a person is expected to perform in exchange for
employment as well as the characteristics of those jobs.
P-O fit theory is used in many fields. Three outstanding aspects of
employment experience are impacted or affected by individual-organizational
appropriateness. The first aspect, according to the ASA framework, is that the
recognition of P-O fit throughout the organization entry is one of the basic impacts
to create organizational identity (Schneider, 1987). (Schneider et al., 1995) has
shown the role of P-O fit in determining the individual's job search and choice
behaviors as well as the selection decision of the organization. The second aspect
after organization entry is individual and organizational socialization practices. This
is considered the second contribution of the fit P-O theory (Chatman, 1989). The
final aspect is the long-term outcomes of P-O fit including turnovers (Schneider,
1987), work attitudes (Dawis & Lofquist, 1984), social behaviors (O’Reilly &
Chatman, 1986), work performance (Tziner, 1987) and organization outcomes
(Schneider et al., 1997).
Although P-O fit theory is widely used, it still has some limitations. The exchange
values between person and organization are not detailed in nature. This can lead to a
lot of difficulties when applying to specific cases. This, in turn, needs to add some
additional theories such as P - J (Person - Job) fit, P - E (Person - Environment) to
clarify. However, it is possible that these additional theories also make
distinguishing and selecting applications will also face many difficulties in the
research.
Recent studies have applied person - organization fit theory in their research
theoretical frameworks.
Lau et al (2017) relied on person - organization fit theory to conduct research
Chapter 2: Literature Review
on learning organization, organizational culture and affective investment in
Page 41
Malaysia. This theory belongs to the motivation theory and social exchange
relationships used in commitment literature. This research has contributed to the
perception of organizational culture (OC) and affective investment (AC) through
the awareness of learning organization (LO). This research result helps to clarify the
current commitment problem in Malaysia through human resources development
strategies (HRD) (planning and implementing organizational development
activities). With this requirement, two important components of the organization to
be understood as individual and organization (McLagan, 1989) or person -
organization fit theory. If most studies depend on social exchange theory and the
inducement - contributions model (J. A. Coyle-Shapiro & Shore, 2007), this study
used a person - organization fit theory to learn about the antecedent of employee
affective commitment (AC). If person - organization fit theory suggests individuals
and organizational relationship (Kristof, 1996), AC is defined as ‘an affect or
emotional attachment to organization’ (Allen & Meyer, 1990). Therefore, the use of
person - organization fit is the best approach to improve AC employees to maintain
a competitive advantage (Kristof, 1996; McLagan, 1989). Besides, person -
organization fit is used as a theoretical framework to explain the relationship
between OC and AC through LO enhancement. To satisfy the relationship between
individuals and organizations, each individual must provide the capabilities for the
organization. Conversely, to achieve high AC, the organization must provide
employee with learning opportunities.
Afsar & Badir (2017) have applied the person - organization (P-O) fit theory
to study spirituality workplace; in particular, the theoretical linkage model of
concepts of workplace spirituality, perceived organizational support (POS) and
innovative work behavior (IWB) were developed and tested. Research has done the
intermediate impact of P-O fit in the relationship of the spirituality workplace and
IWB and between POS and IWB. Firstly, (T. T. Kim & Lee, 2013) suggested that
P-O fit could explain important outcome variables in the hospitality organization
Chapter 2: Literature Review
context. Employee awareness of ethnic values will increase the development of the
Page 42
P-O fit. (Saks, 2011) has suggested that perceptions of workplace spirituality affect
employees' attitude (job matching, work reward satisfaction and organizational
identification). Therefore, P-O fit is the intermediate variable of spirituality
workplace. Second, Silverthorne (2004) proved that a good P-O fit employee would
be satisfied with their tasks and motivation, leading to more IWB. In other words,
the more matching between employees and their working environment is, the more
innovative ideas and employee engagement with IWB will be created. Based on
this, a high level of P-O fit will help workers perform well on organizational
behavior and employee creativity (behavior). Thirdly, P-O fit is as an intermediary
between the spirituality workplace and IWB. When it is high at the PO fit level, the
understanding of organizational expectations and the perception of individuals will
be better and behaviors and employee attitude will be fostered. Fourthly, according
to social exchange, there is a link between P - O fit and POS as an exchange of
socio-emotional needs of employees and rewards from the organization through
contributions from increased employee performance (Kristof‐Brown et al., 2005).
Finally, the P-O fit theory was applied as an intermediate impact of POS and IWB.
Fair treatment and organizational support will help the processes that create
employee awareness. The employees will be highly reciprocal to the support and
fairness that comes from the organization when they have a positive behavior at
work (IWB). When IWB acts as an extension and is a positive work output, the P-
O fit will play an intermediary role in the relationship between POS and IWB.
Saraç et al (2017) used the person - organization (P-O) fit theory to
determine the difference between the P - O fit and the attitude to work between
blue-collar and white-collar employees. All employees' behaviors and attitudes are
determined by both personality and situational characteristics. Therefore, this study,
relying on the P-O fit theory, shows that employees with good P-O fit awareness
will have a good working attitude and low intention to leave the organization.
However, the study determined that the relationship between fit P-O perception and
Chapter 2: Literature Review
job attitudes might vary with employee status. This implies the difference in the
Page 43
level of P-O awareness between blue-collar and white-collar employees. In this
study, the P - O fit theory provides a suitable theoretical framework to assess the
degree of interaction between individual - environment and their output efficiency.
According to Schneider (1987), individuals like organizations with similar values
will hire those individuals to share the values of the organization. Therefore, P - O
fit will affect employees’ attitudes and behavior through deciding to join or to leave
the organization. At the same time, P - O fit is an important implication for
employee commitment to the organization determined by the psychological link
between employees and organizations (Allen & Meyer, 1990).
Kuruppuge & Gregar (2018)applied person - organization (P-O) fit theory to
study employees’ organizational preference for family businesses. The person -
organization fit theory (Kristof, 1996) focuses on the relationship between
organizations and employees. Based on this theory, the relationship between the
organization and its employees depends on the requirements of each party. The
unique characteristics of each party play an important role in forming the
relationship between the organization and its employees. Meanwhile, family-owned
businesses have a partial or complete management of blood and meat relationships
that is defined as unique characteristic. Based on person-organization fit theory,
recent studies have discussed the unique characteristics of family business.
According to the research results, the key factors of the family business employee
have brought great confusion in the interest of the relationship of employees and
organizations. This will create sensitivities for employees joining family companies
from non-family companies (Block, 2010). Therefore, this study used the person -
organization fit theory to make clear that employee contributions to the organization
such as skills, knowledge and competencies only when the organization provides
them with benefits such as value, competencies and perspectives. In the event that
this relationship is interrupted by another factor, employers can increase the fit by
Chapter 2: Literature Review
increasing wages or promotion to attract and retain employees. In addition, the
Page 44
person - organization fit theory is also used to clarify employees’ allegiance for the
organization (Block, 2010).
Rurkkhum (2018) on the impact of person - organization fit and leader-
member exchange on the withdrawal behavior in Thailand, is carried out in the
context of a new human resource management system that affects the concept of
security at work. Two person - organization fit elements and leader - member
exchange was chosen because they are implemented under the control of
management activities and this will lead to actual benefits for the organization. In
this study, person - organization fit theory is chosen because this theory highlights
the value congruence between employees and organizations and creates many
benefits for working attitudes and behaviors. (Kilroy et al., 2017; Kim et al., 2013;
Saraç et al., 2017). In addition, according to the results of the person - organization
fit theory, when employees have a good sense of fit between themselves and the
organization, they will become engaged with the organization. From there, reducing
stress, increasing satisfaction and commitment, better work, positive behavior and
reducing the intention to leave the organization (Ahamed et al., 2013; J. A. Edwards
& Billsberry, 2010; Saraç et al., 2017). Therefore, based on the results of previous
studies, person - organization fit theory hypothesized the negative relationship with
withdrawal behavior and an intention to leave an organization.
Sahu (2018) studied empowerment factors; the job interdependence and
organization support affected the work outcomes of the insurance industry in India.
The construct of this study is expanded as members have a comfortable fit in the
organization. A number of studies have shown that individual members' styles are
influenced by organization norms and expectations (Balthazard et al., 2006).
Expectations are defined as behavior and are explained by person - organization fit
theory. This theory is explained in many different ways including the value of
congruence, congruence goal, need-supplies fit and demands-abilities fit (Kristof,
1996; Muchinsky & Monahan, 1987). In addition, the results conclude that person -
Chapter 2: Literature Review
organization fit theory is closely related to the output of behavior. Therefore, person
Page 45
- organization fit theory is an indicator of leading individual performance. In
summary, the organization fit theory is applied as an assumption so that
organizations can determine employee behavior and lead employees in their
organizations (Balthazard et al., 2006).
In conclusion, the person-organization fit theory (Kristof, 1996) focuses on
the harmonious relationship between organization and employees. The relationship
between an organization and their employees is based on the basic requirements of
each party. The unique properties of each party will determine the shape of the
relationship. For example, family businesses will be based on blood relations to
manage all activities or parts of the business. If employees contribute values
(knowledge, skills and competency to the organization), the organization must
provide them with the following benefits: values, competencies, and perspectives.
Therefore, the harmony between the value of the organization and the employee
will make the employee adjust their skills, abilities and competencies to work
according to the business requirements (Jex & Britt, 2008). In case any factor
disrupts this relationship, the business can consider how to harmonize this factor.
This will be more effective than finding a salary increase or position in attracting
and keeping employees in the organization in the long-term period. In short, the P-
O fit theory is widely used by academics to study employee engagement with the
organization (Block, 2010).
According to the person-organization fit theory, in terms of the needs -
supplies, the state of P - O fit is only formed when the organization meets the needs
and expectations of the employee: finance, physics and psychology. On this basis,
this research will build elements from the employer that can satisfy employees. In
which, financial factors: promotion, education (employer branding), development
value, economic value (employer attractiveness), physical factors: travel
opportunity (employer branding), safety value (employer attractiveness),
psychological factors: work-life balance, supporting, teamwork, CSR (employer
Chapter 2: Literature Review
branding), social value, application value (employer attractiveness). On the
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contrary, in terms of demands - abilities, the P - O fit state is achieved when the
employee can meet specific company requirements (time, effort and commitment).
Applying this theory, this study will build two main factors that demonstrate an
employee's response to the company including factors such as engagement
(dedication, vigor and absorption) and performance (teamwork, innovator and job).
These employee elements meet the requirements of the organization and will help
the P - O fit state reach the best level. Therefore, this dissertation will apply the
person-organization fit theory in building a two-way impact relationship that fits
between employer and employee. Specifically, the dissertation will build a business
hypothesis that will use employer branding and employer attractiveness (interesting
value, social value, economic value, development value and application value) to
provide employees with in return employee will engage with the company as well
as work with the highest productivity and efficiency.
2.2.3 Theory of Employer Branding
Employer branding is derived from marketing principle application in human
management by Ambler & Barrow (1996). At the time, this concept was considered
a package of economic and psychological benefits provided to employees from the
management level of the organization. Earlier, Wally (1989) also recognized the
role of the employer brand in the most initial way in terms of the need to create an
organizational culture as well as an internal spirit. This will help motivate the whole
organization to connect with each other as well as create the organization's
reputation for the relevant partners (Hlavsa et al., 2015).
Berthon et al (2005) based their work on the basis of prior studies, identify
the components and develop a scale for this concept from the point of view of the
potential applicants for attractiveness of the company including the following five
elements: attractive, social, economic, development and application value.
Currently, Elving et al (2013) have developed a new research direction in which the
Chapter 2: Literature Review
employer brand is determined by the position of the organization in the market as
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well as the identity of the organization. As a result, loyalty will help the
organization to actively build a good employer brand and contribute to the growth
of the organization.
However, because the employer branding concept is of great interest from
practitioners but less in the academic area leading to a solid theoretical foundation
for branding employers that have not been developed comprehensively. First, in
practical terms, branding employers are predicted based on the assumption that
human capital will bring value to the company and through investment in human
capital skills, the performance of the company will be enhanced (Backhaus &
Tikoo, 2004). Barney (1991) suggests that the characteristics of company resources
will contribute to the sustainability of competitive advantage. In addition, owning
the resources of the organization is rare, valuable and irreplaceable and it is difficult
to imitate other company (Barney, 1991). Normally we often think about factories,
equipment or capital as the source to create competitive advantage whereas human
capital is actually operated as an important source to create competitive advantage
of the organization (Priem & Butler, 2001).
One theoretical foundation of employer branding is external marketing and
internal marketing. External marketing builds the company as the first choice and
can attract the best workers to join the company. This assumption is the brand's
distinction that allows the company to achieve human capital discrimination.
Moreover, once recruitment is attracted by the brand, they can develop a set of
employment assumptions. This will help support company value creation and
enhance employee engagement for the company. Internal marketing helps the
company create a working environment that is difficult for another company to
imitate. Employees will discover the values of the workplace brand, cultural
employer through the company's goals and help the company achieve unique
culture focusing on executing its business strategy. This distinction will create a
resource of unique and stable competitive advantage. If the resources of competitive
Chapter 2: Literature Review
advantage are unstable, this is not an advantage (Barney, 1991). In addition to
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creating a working environment difficult for other businesses to imitate, internal
marketing also contributes to retaining employees by using the brand to enhance
the quality of employment and to contribute to willingness to stay with the
organization of employees (Ambler & Barrow, 1996).
A fundamental theory of employer branding is the theory of psychological
contract that affects the relationship between employees and organizations. Under
the traditional concept of psychological contract between workers and companies,
workers promise loyalty to the company in exchange for job security (Hendry &
Jenkins, 1997). However, according to recent trends in the direction of downsizing,
outsourcing and flexibility, some companies have transformed new psychological
contracts. The company will provide employees with market-based skills through
training and development in exchange for employee efforts (Baruch, 2004). In
addition, in the face of negative perceptions of new employees, the company can
use branding employers to advertise the benefits they offer including training,
career opportunities, and personal development. In short, when a company is
perceived to fail to achieve a number of solutions for employees, branding employer
campaigns can be designed to change company perceptions (Hendry & Jenkins,
1997; Newell & Dopson, 1996).
Finally, the concept of brand equity also provides theoretical awareness for
branding employers. In marketing, brand equity is defined as “a set of brand assets
and liabilities linked to a brand that add to or subtract form the value provided by a
product or service to a firm and/or to that firm’s customers” (Aaker & Equity,
1991). With this concept, customers rely on brand equity to relate to the impact of
brand knowledge on customer feedback on product marketing (Keller, 1993).
Particularly for employer branding, brand equity applies to the impact of brand
knowledge of current and potential employees. Employer brand equity can attract
potential candidates to apply for a company. Moreover, the Employer brand equity
encourages current employees to stay and support the company. As a result, brand
Chapter 2: Literature Review
equity is the expected output of branding employer activities. In other words,
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current and potential employees have different opposite effects with the same
recruitment process, selection and retention efforts of different companies by the
employer brand equity.
Because employer branding theory is a new theory, its contents are still limited.
First, the system of concepts such as employer branding, employer attractiveness,
organization attractiveness, employer brand, employer brand equity, brand image
and so on have not been clearly defined. This has led to overlap in the studies. Next,
the current employer branding models and order of effects have not been clearly
defined, so the current employer branding framework is not unified. Therefore, in
the coming time, it is very necessary to add more studies to supplement and
formulate this theory more fully.
The social exchange theory is a theoretical framework that implements the
transformation of values (resources) through the social process it focuses on. In
particular, these resources only move when there is value attached to. Applying this
content of the social exchange theory, this study builds an exchange relationship
between the elements of the research model in the direction that each element has a
value and is the driving force of the exchange. Specifically, it will build an
exchange relationship between employer branding with employee engagement and
employee performance based on the employer will provide the employee with
important benefits for career development. On the contrary, the employee will repay
the employer with positive attitudes (engagement) and action (performance).
Likewise, the employer attractiveness will also be discussed with the employee.
Specifically, employer attractiveness will provide employee with 5 of its values
with security to work and develop at the company. Conversely, employee will
provide employer engagement and performance. This is consistent with the social
exchange theory because every exchanged element has value. This is the foundation
to build the hypotheses and research models. With the above content, this
dissertation applies employer-branding theories as a basis for building a hypothesis
Chapter 2: Literature Review
about the impact of employer branding and employer attractiveness on employee
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engagement. Firstly, this theory clearly shows that employer branding is built on
external marketing and internal marketing. In particular, internal marketing will
help retain employees with the quality of employer branding activities. Secondly,
depending on the contract concept, the efficiency from employees' promise loyalty
is improved (Hendry & Jenkins, 1997) to boost employee engagement with the
organization. Finally, this theory introduces the employer brand equity concept that
motivates employees to stay in the company and help support the company in
retaining employees. In short, this is the fundamental theory that helps build the
relationship between employer branding and employer attractiveness for employee
engagement.
2.2.4 Theory of Employee Engagement
The theory and the concept of employee engagement were first mentioned in
a study by Kahn in 1990. That the assumption that employees can use their
strengths, perceptions of work, and being affectionate with varying degrees of work
implies both their work and their experience. Through qualitative research as well
as on the basis of the most common theories of summer camp consultants by an
architectural firm, Kahn discovered that, depending on the working conditions, the
employee is able to engage and to contribute to the organization. In contrast, being
lack of cohesion, they leave the organization. In this theory, three psychological
conditions have been described and illustrated, including meaning, safety and
availability for each individual as well as for each context. These psychological
conditions are closely linked in the theoretical concept of worker cohesion and the
foundation and direction of subsequent studies.
Based on Kahn's initial theory, the concept of engagement of existing
employees has been enhanced with more new elements to make it more complete
and comprehensive. For example, Gallup & Sachs (1999), in his report, suggested
Chapter 2: Literature Review
boldly transforming the so-called disturbance in the workplace by gathering and
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providing employees with convenient conditions to connect with solutions (external
marketing, persuasion, so on).
Currently, employee engagement can be understood through factors
(attitudes, behaviors and outcomes). For the attitude expressed through the
employee's pride and loyalty to the organization, behaviors expressed through
support policies and activities of the company as well as willing to overcome all
difficulties to complete the task assigned. The output is reflected in the rate of labor
productivity, product loss rate, inconsistency level, absenteeism rate, job fatigue
level and so on (Sange, 2015).
Based on theory of employee engagement (Kahn, 1990), other researchers
applied in relationship to employee engagement. They developed this theory to
achieve strategic business goals by creating management conditions to succeed and
motivate work for the best results (Arrowsmith & Parker, 2013; Shuck & Herd,
2012). According to Kahn (1990), the employee engagement includes physical,
emotional and cognitive levels. This theory creates employee coordination success,
help create expectations about awareness and perform tasks in the workplace (Soane
et al., 2013). Having a solid theoretical background and a better understanding of
employee engagement concept can help develop a tool to evaluate the engagement's
impact on better organization (Alagaraja & Shuck, 2015; Soane et al., 2013).
For measuring the level of engagement, theory of employee engagement
(Kahn, 1990) measures a person's level of engagement through commitment.
Factors affecting a person's commitment level can be predicted as motivational
factors (Kang et al., 2015; Meyer et al., 2012). The theory of employee engagement
is balanced in measuring between two factors: the habits and practices of managers
in creating employee engagement. Subsequently, Arrowsmith & Parker (2013)
brought an approach from learning frontline leadership to an important issue in
developing employee engagement strategies but creating two implications. The first
Chapter 2: Literature Review
implication is to develop an engagement strategy that employees do not have
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enthusiasm for. The second implication is that organizational principles do not ask
hard questions to identify active employee engagement strategies. As a result, not
many employees are fully engaged (Arrowsmith & Parker, 2013). From the results
of this study, Arrowsmith & Parker (2013) found employee engagement to provide
management skills to enhance workplace motivation and job performance.
However, human resources understand that an engagement with coercion will affect
governance support for active management and communication (Arrowsmith &
Parker, 2013; Kang et al., 2015; Meyer et al., 2012).
According to Kahn (1990), the theory of employee engagement framework is
comprised of three different levels of employee engagement: cognitive engagement,
emotional engagement and behavioral engagement. Cognitive engagement is
defined as the meaning of an individual's work. They feel emotionally and
psychologically and have the resources to complete their work. Cognitive
engagement solves problems around employees who believe that their work
captures opportunities and increases engagement (Kahn, 1990; Shuck & Reio Jr,
2014). Emotional engagement is as broadening and investing personal resources
(pride, trust and knowledge). Emotional engagement helps to improve the process
of critical thinking to directly impact the energy source to accomplish the task
(Shuck & Reio Jr, 2014). Finally, behavioral engagement is defined to increase the
level of direct effort towards the organization's goals and expand the available
resources of its employees (Shuck & Reio Jr, 2014). Employees with a higher level
of engagement experience will positively impact the critical thinking process of the
employees, which is a positive implication for employee engagement (Kahn, 1990;
Shuck & Reio Jr, 2014).
In summary, employee engagement theory has helped build a solid
foundation on the positive impact of employee engagement on employee
performance through a variety of empirical studies (Arrowsmith & Parker, 2013;
Shuck & Herd, 2012). In addition, Arrowsmith & Parker (2013) also demonstrated
Chapter 2: Literature Review
that engagement provides management skills to enhance workplace motivation and
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efficiency at work. Therefore, this dissertation applies this result to construct a
hypothesis about the relationship between employee engagement and employee
performance.
2.2.5 Theory of planned behavior and social cognitive theory
2.2.5.1 Theory of planned behavior
This theory was first developed by Ajzen (1985) on the basis of an extension
of reason action theory. The central element intends to perform an individual's
behavior. The intention is that the goal is to gain motivational factors to impact on a
behavior. This element can help explain why an employee is willing to work hard
and how much of their effort is planned to perform a behavior. Because the intended
element is assumed an intermediate variable to influence motivational factors to
influence behavior, this theory proposes three other independent components to
influence that intention such as attitude, subjective norm and perceived behavioral
control. First, the attitude variable follows the direction of the behavior and implies
the degree to which an individual self-appreciates or dislikes a behavior. Second,
the subjective norm predictive variable is like a social variable. This variable
indicates the pressures of the society whether or not it can perform a behavior.
Third, the perceived behavioral control predictive variable is considered an
innovative variable of this model. This variable represents the awareness of the
difficulty or ease of doing the behavior and is considered to reflect real experiences
as well as being able to predict difficulties and obstacles. And as a rule, the more
attitude and subjective norm are favorable with respect to the behavior and
perceived behavioral control the greater, the more employee intend to perform this
behavior.
Although it is impossible to assess the amount of controls an employee has in
a given situation, the planned behavior theory suggests that there may be a
perceived behavioral control effect on achieving the behavior goals. The intention
Chapter 2: Literature Review
factor reflects the willingness of an individual to try to perform a behavior, while
Page 54
perceived control is supplemented with some realistic limitations and constraints.
Therefore, the presence of the perceived of behavioral control element will be
good for actual control and provide more useful information for the plans.
Theory of planned behavior is summarized in Figure 2.2.
Attitude
toward the
behavior
Intention
Behavior
Subjective
Norm
Perceived
Behavioral
Control Source: Ajzen (1987)
Figure 2.2 Theory of planned behavior 2.2.5.2 The social cognitive theory
The social cognitive theory was developed by (Bandura, 1977, 1986) to
explain the psychological function of causal relationships. This theory was
developed and extended from social learning theory (Miller & Dollard, 1941).
Accordingly, social learning theory suggests that an individual can learn not only
through direct instruction but also by observing other people's behaviors and
imitating them (Bandura, 1977). For learning to occur, an individual should take the
following steps: take part in in observed behavior; encode images of observed
behavior; rearranging and reconstructing the observed image and creating
Chapter 2: Literature Review
motivation to perform that behavior. Therefore, the motivational component must
Page 55
be closely attached to result of the behavior. In particular, an individual would
prefer to engage in behavior that they find its results valuable and rewarding.
The social cognitive theory also has the same basic principles as social
learning theory (Bandura, 1986). However, social cognitive theory suggests that
cognition has a role in determining the behavior of each individual. In particular,
social cognitive theory suggests the continuous interaction between social
environment, internal stimuli and behavior. The interaction of these three factors
implies as a reciprocal determinism (Bussey & Bandura, 1999; Orpinas & Horne,
2006). Therefore, the interaction between these three factors occurs when
individuals are cognition of behavior in their social environment and the outcome
follows those behaviors (Bussey & Bandura, 1999).
This model of the social cognitive theory consists of 3 main factors:
behavior, cognitive and other personal factors and external environment. Each
factor will impact each other directly. However, this does not mean that the
magnitude of these impacts is the same. These effects will not occur at the same
time. Because this is a bidirectional impact, people are considered both a product
Chapter 2: Literature Review
and a process in their environment. This impact relationship is shown in Figure 2.3.
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Cognitive and
other personal
factors
The external Behavior environment
Source:Wood & Bandura (1989)
(1987)
Figure 2.3 Relations among three factors in social cognitive theory
Therefore, this thesis is designed on the basis of 6 theories including social
exchange theory, person - organization fit theory, employer branding theory,
engagement theory, planned behavior theory and the social cognitive theory. In it,
social exchange theory represents the social exchange between parties in an
organization. An individual will tend to contribute back to the company based on
the rewards they receive. Based on this theoretical foundation, the thesis will build
hypotheses related to the positive effects of employer branding on employee
engagement and employee performance. At the same time, this theory is also the
basis for the hypothesis of the relationship between employer attractiveness and
employee engagement and employee performance. Next, person - organization fit
theory suggests that in each organization, the fit state between person and
organization will be reached when there exists a harmonious relationship between
employer and employee. This harmonious relationship is understood that the
employer will provide the employee with the values that the employee needs. On
Chapter 2: Literature Review
the contrary, the employee will contribute his own capabilities to the employer.
Page 57
Applying this theory, the thesis will build the relationship between employer
branding and employee and employee performance as well as between employer
attractiveness and employee engagement and employee performance. The next
theory is employer branding with contents related to the concepts, antecedent and
consequences of employer branding. The thesis has applied these contents to build a
scale as well as the impact of employer branding and employer attractiveness on
consequences in models such as employee engagement and employee performance.
Similarly, the employee engagement theory also helps this thesis to build the scale
of employee engagement as well as the antecedents of employee engagement in the
research model (employer branding and attractive employerness). Finally, two
theories, planned behavior theory and the social cognitive theory, help to explain
why employees always strive to work for the organization. At the same time, these
two theories also help build an analytical framework from perception to attitude and
behavior. Based on this theoretical framework, the thesis has built an analytical
framework of a research model including employer branding - employer
attractiveness - employee engagement - employee performance.
Based on the two theories above, it is possible to build a detailed theoretical
framework for the research model of this dissertation. In particular, the logical
framework is as follows: (i) First, author activities create the employees'
perceptions; (ii) After the employees are fully aware, their attitude is affected; (iii)
Finally, attitude will lead to employee behavior. Based on this theoretical
framework. This dissertation will build a research model in order of elements
according to the above logic. In particular, the company will first build activities to
create awareness for employees through employer branding component. These
activities will affect employee awareness about the company that is the employer
attractiveness component. After the employees have awareness will affect their
attitude is the employee engagement component. Finally, the attitude leading to that
particular action is employee performance component. The proposed research
Chapter 2: Literature Review
model is completely consistent with the foundations of theories mentioned above.
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Behavior Attitude Perception
Employee Employer Employee Employer
Engagement Attractivene Performance Branding
ss
Source: Author (2019)
Figure 2.4 The theory framework of research model
2.2.6 Reviewing previous studies
2.2.6.1 Employer Branding – Employer Attractiveness
Bergstrom et al (2002) reviewed the notion of internal branding and its
importance in branding. This research is related to the management of corporate
reputation. This study uses a case study approach. In particular, the branding
approach of brand consultants was used in research terms and successfully applied
to Saab Automobiles.
Moroko & Uncles (2008) rely on data collected from industry professionals
to study the characteristics of success in branding employers. The research method
used is the qualitative method. In-depth interviews were conducted with
respondents from fields (internal marketing, human resources, communication,
branding and recruitment). The record is made based on the usual explanatory
process. Two important components of a successful employer brand are
Chapter 2: Literature Review
attractiveness and accuracy. For a customer-centric brand, attractiveness is built on
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the basis of perceptions, differences and relevancy. In addition, that accuracy is a
vivid description of the brand of the employer leaves an important impact on the
success of the employer branding. The importance of this accuracy factor has a
great influence on the consistency of the employer brand with employee experience,
company culture and values. The general implication of this research is that it
shows the brand manager's strategy as well as the marketing and human resource
management strategies. These strategies are applied to 4 states of success in
branding employers. This research also suggests that researchers and companies
should evaluate the success of the employer brand based on typology, which uses
the collection through the human resources matrix. More broadly, this case was
made to study employer branding as a context for distinguishing between customers
and branding as well as developing the concept of experience employment by
cultural, political and process factors.
Bakanauskienė et al (2011) studied the determinants of Employer
Attractiveness at universities. This article provides the concepts and practices of
employer attractiveness and the research concept of employer branding. The author
uses qualitative research methods to develop the university's branding concept.
Through this method, research has identified the elements of the organizational
attractiveness of the school. Accordingly, a survey questionnaire comprised of 12
components of 74 items prepared and psychometric tests to test the validity of this
scale.
Broek (2015) has discovered that job and organization components constitute
the attraction for both potential students and employees and determine how to use
employer branding to communicate these elements. That the employer branding
concept is added and becomes a new element of employer attractiveness helps
clarify any communication both internally and externally, creating a company's
attraction and desire as a employer. The research method used is a mixed-method
that includes literature study, quantitative study and qualitative study. The survey
Chapter 2: Literature Review
participates are Master students from 3 universities and a number of current
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employees. The results show an overview of the distinction between employer
attractiveness and employer branding. Some small differences between these two
concepts are as below: Employer attractiveness is a more tactical concept that a
company can rely on to identify components that attract candidates (external and
internal) while branding employers focus on communicating these elements to help
the company become more attractive. This result helps clarify the distinction
between the two concepts and instructs how to use the communication of
attractiveness elements through the branding employer. At the same time, the
factors that employees and students interested in working environment, work-life
balance, leadership style, task variety and decision making autonomy are also
indicated. In it, employee cares much about familiarity with the company and
diversity. In contrast, students have the attraction of training & development factors,
flexibility in working hours and task significance.
Hendriks (2016) relied on theory and discovered the ambiguity between the
concepts of organizational reputation, organizational attractiveness and employer
branding in conceptual, methodological, and empirical levels. This has led to these
concepts being frequently mixed and misused. Therefore, Hendriks (2016) clarified
the concepts and helped distinguish the differences and similarities between
concepts both in terms of conceptual, methodological, and empirical level. Research
methods are to collect data from relevant articles in scientific theory. From there,
the author analyzes each concept individually and conceptually with each other on
conceptual, methodological and empirical level. For a conceptual approach, there is
a similarity between employer branding and organizational reputation and branding
and organizational attractiveness. For the methodological approach, organizational
reputation and branding are almost similar while organizational attractiveness is
distinct. For an empirical approach, organizational reputation and employer
branding continue to have similarities. In summary, the research results have shown
Chapter 2: Literature Review
that no one concept can cover all aspects of each of these concepts although there
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may be some similarities between these concepts. In other words, differences
between the three concepts cannot be merged into one concept.
Kashive & Khanna (2017) conduct an analysis on the early recruitment
activities and employer brand knowledge and its effects on organizational
attractiveness and firm performance. The study explored various dimensions of the
early recruitment activities (ERAs) including publicity, sponsorship, word of mouth
and advertisement and its impact on employer brand knowledge (EBK) including
employer familiarity, employer image or job association and employer reputation.
Furthermore, the study further explores the impact of ERAs and EBK on
organizational attractiveness (OA) and firm performance (FP). Research data is
collected from senior students from the MBA, MCA and BE (computer science) of
9 IT companies in India. The research method used is quantitative. Research results
have shown that advertisement, publicity, word of mouth of ERAs have an impact
on all aspects of EBK such as employer familiarity, employer image or job
association and employer reputation. Employer reputation and job association
means the most to an organization and influences the OA. Besides, brand awareness
and job association has an impact on FP.
Mahlaba (2018) studied several antecedents affecting employer
attractiveness as well as establishing who is responsible for the employer brand
management function. Qualitative method means data was collected by direct
interview method of 14 employees of Johannesburg city. The collected data was
analyzed, using thematic analysis method. The research result implies that
antecedents affect the employer branding of the organization. Specifically, the
antecedents that have an impact on the employer attractiveness of this study include
employer brand management factors, employer value proposition, organizational
communication, organizational factors and employer brand management function.
Rai (2019) surveyed seafarer's perceptions to explore attributes related to
Chapter 2: Literature Review
employer branding in the maritime industry. This study expanded the exploration of
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the employer's employer branding's symbolic framework in the maritime industry to
understand dimensions related to the attractiveness of the seafarer ‘jobs. The study
subjects of the study included Indian seafarers from the deck and engine. The total
number of satisfactory responses in the data analysis was 276. Research results
showed that instrumental-symbolic properties were significant to explain and
predict the attractiveness of the seafarer. In particular, for instrumental dimensions
including social /team activities, structure, advancement, travel opportunities and
pay and benefits that have a positive impact on the seafarers' attraction. For
symbolic dimensions, the sincerity, competence and prestige factors have a positive
effect. However, the factor ruggedness has a negative effect on the attractiveness of
seafarers.
Weske et al (2020) studied a public service motivation (PSM) used in the
context of HR marketing. In the construction of the theoretical framework, the
author detailed the effect of employer branding on the employer attractiveness.
Based on this theoretical background, the author investigated whether there is an
impact of PSM on the public employer attractiveness. Individuals motivated by
PSM are not attracted by the public or private values of employer branding. In
addition, individuals with a high external motivation level are attracted more by the
private values of employer branding than by public values.
Ghielen et al (2020) studied organizations' employer branding activities.
Accordingly, the author studies the construction of a strong HRM system and
determines the employer attractiveness has contributed to the content and process of
this system. The author has investigated whether person - organization fit (employer
brand) has a positive effect on employer attractiveness and whether there is an
intermediate effect of employer brand clarity on this relationship. This study used
secondary data including 24,317 responses from 2,123 individual reports of 235
Belgian organizations. The analysis model used is cross-recorded multilevel. The
research results have shown that the person - organization fit (employer brand) has a
Chapter 2: Literature Review
close relationship with the employer attractiveness. However, one unexpected result
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was the negative intermediate effect of employer brand clarity on this relationship.
This means clarity is only useful in case of a person - organization fit at a low level
but will not work in case of an optimal person - organization fit. The author also
found other studies with the same results and confirmed the reliability of this study.
The most important point of this study shows that employer brand content and
employer branding process are considered as determinants of employer
attractiveness.
For research content, the research direction of this area mainly focuses on
clarifying the concept of branding employers and employer attractiveness
(Bakanauskienė et al., 2011; Broek, 2015; Hendriks, 2016). Besides, some studies
have expanded some other related concepts (organization reputation, organization
attraction) (Bergstrom et al., 2002; Hendriks, 2016). Previous studies of employer
branding and employer attractiveness have not yet had a wide range of research into
the interplay between these factors or other factors that may influence this
relationship. This is a limitation of this research direction. In addition, for the
research method, most of these studies use qualitative methods. In particular, the
main methods that previous studies used are case study or in-depth interview
(Bakanauskienė et al., 2011; Bergstrom et al., 2002; Moroko & Uncles, 2008). The
research direction is only developed towards discovering and clarifying the concept
to be key. Meanwhile, that quantitative research methods are not widely used to
confirm and clarify the effects between factors of branding and employer attractiveness
together also limits the reliability of research results in quantitative terms.
Table 2.1 Summary of studies related to Employer Branding and Employer
Attractiveness
Authors Methodology Variable/Content Result
Chapter 2: Literature Review
Employer Branding – Employer Attractiveness
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Authors Methodology Variable/Content Result
Employer Branding – Employer Attractiveness
Berstrom Case study Internal branding Reviewing the notion of
internal branding. et al
(2002)
Moroko Qualitative The characteristics Two important components of
of success in a successful employer brand and Uncles
branding are attractiveness and (2008)
employers accuracy.
Bakanau- Quantitative Employer Identifying the elements of the
attractiveness. organizational attractiveness skiene et
of the school. al (2011)
Mixed- Employer The distinction between Broek
Method attractiveness and employer attractiveness and (2015)
Employer employer branding. Employer
branding. attractiveness is a more
tactical concept that a
company can rely on to
identify components that
attract candidates (external
and internal) while branding
employers focus on
communicating these elements
to help the company become
Chapter 2: Literature Review
more attractive.
Page 65
Authors Methodology Variable/Content Result
Employer Branding – Employer Attractiveness
Hendriks Qualitative Organizational No concept can cover all
(2016) reputation, aspects of each of these
employer branding concepts despite some
and organizational similarities between these
attractiveness. concepts. In other words,
many differences between the
three concepts cannot be
merged into a concept.
Kashive Quantitative The early Advertisement, publicity and
and recruitment word of mouth of early
Khanna activities (ERAs), recruitment activities (ERAs)
(2017) Employer brand have an impact on all aspects
knowledge (EBK), of Employer brand knowledge
organizational (EBK) such as employer
attractiveness (OA) familiarity, employer image or
and firm job association and employer
performance (FP). reputation. Employer
reputation and job association
means the most to an
organization and influences
the organizational
attractiveness (OA). Besides,
brand awareness and job
association has an impact on
Chapter 2: Literature Review
firm performance (FP).
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Authors Methodology Variable/Content Result
Employer Branding – Employer Attractiveness
Mahlaba Qualitative Employer The antecedents that have an
(2018) attractiveness, impact on the employer
employer brand attractiveness of this study
management include employer brand
factors, employer management factors, employer
value proposition, value proposition,
organizational organizational
communication, communication,
organizational organizational factors and
factors and employer brand management
employer brand function.
management
Chapter 2: Literature Review
function.
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Authors Methodology Variable/Content Result
Employer Branding – Employer Attractiveness
Rai (2019) Quantitative The instrumental- The instrumental-symbolic
symbolic attributes attributes were significant to
of employer explain and predict the
branding and attractiveness of the seafarer.
employer The instrumental dimensions
attractiveness. including social / team
activities, structure,
advancement, travel
opportunities and pay and
benefits that have a positive
impact on the seafarers'
attraction. The symbolic
dimensions, the sincerity,
competence and prestige
factors have a positive effect.
However, the factor
ruggedness has a negative
effect on the attractiveness of
Chapter 2: Literature Review
seafarers.
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Authors Methodology Variable/Content Result
Employer Branding – Employer Attractiveness
Weske et Qualitative Public service An impact of PSM on the
al (2019) motivation (PSM), public employer
employer branding attractiveness. Individuals
and employer motivated by PSM are not
attractiveness attracted by the public or
private values of employer
branding. Individuals with a
high external motivation level
are attracted more by the
private values of employer
branding than by public
values.
Ghielen et Quantitative The person - Employer brand content and
al (2020) organization fit employer branding process are
(employer brand), considered as determinants of
employer brand employer attractiveness.
clarity and
employer
attractiveness.
Chapter 2: Literature Review
Source: From Author
Page 69
2.2.6.2 Employer Branding – Employee Engagement
Kahn (1990), first studying the concept of engagement, begins with the
assumption that people can use different levels of selves, physical, cognitive, and
emotional in their role in working effectively. This may imply both in work and
experience. Through qualitative research method, the author has used generational
theories to study from summer camp counselors and members of an architectural
firm surveyed to find the conditions to do the work at which employees get
engagement or express their personality and disengagement. Three psychological
conditions are meaningfulness, safety and availability are indicated as well as their
individual and contextual surroundings are also considered. These psychological
conditions are linked to existing theoretical concepts and future research directions
are described.
The first study of employer branding was Ambler & Barrow (1996). The
study examines the application of brand management techniques to human resource
management. The context is to use the definition of an employer brand to review the
human resource management. The research method was qualitative methodology
with respondents being CEOs of 27 companies in the UK, who were asked about
the implementation of human resource policy and relevance of branding issues.
Marketing can be applied extensively to employee a management situation that
bring a fairly close role in the interests of the business and drives the measurement
of performance, trust, and commitment. A company with strong branding for
customers can help improve HR management efficiency. At the same time,
improvements in the quality of human resources management will have a positive
impact on the brand equity of the company. This study also recommends expanding
the scope of research to better define the intimate relationship between HR and
marketing.
Iyer & Israel (2012) used Structural Equation Modeling to test the impact of
Chapter 2: Literature Review
organizational communication satisfaction on employee engagement.
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Organizational satisfaction, with a very important role in achieving organizational
engagement, is becoming more important and relevant, as the global context tends
to be in crisis. Organizations pay more attention to the employee engagement in
order to improve the retention and motivation of their employees. This study used
the quantitative method of structural equation modeling, in particular the second-
generation technique. The study focused on examining the relationship between the
various components of organizational communication satisfaction and the different
components of employee engagement. The survey was conducted for 235 workers
working in Information Technology (IT) / Information Technology Enable Services
(ITES) in India. The scale is tested for validity and reliability with confirmation
factor analysis. The results show that organization communication satisfaction has a
positive impact on employee engagement. The organization's strategy is asserted to
be involved organization communication through interventions from human
resources at both the micro and macro levels of the organization.
Heilmann et al (2013) studied the employer brand in the power industry. The
purpose of this study is to find motivational and practical forms of employer brand
companies in the power industry. The objective of the research is to find out the
benefits of the employer brand and how it can impact potential employees as well as
the current employee. In addition, companies will look at the employer brand as a
process and the kind of processes they have for the employer brand. Research
methodology is based on a theoretical review that provides a better understanding of
employer branding. Part of the empirical research is qualitative research in the form
of a case study. This study was conducted in two large international companies in
the power industry. The data is collected from interviews. The results show that the
motivational force of the employer brand is better than that of the recruiter and will
result in more effective recruitment and increased job satisfaction. Efforts to build a
recruiter's brand are focused on a team's goals. Recruiting and training partnerships
are the main objectives of branding employers for potential candidates. As for the
Chapter 2: Literature Review
current employee, the important thing is the training and development. This study
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also identifies some of the underlying processes of branding employers. On the
policy implication, companies invest in branding employers to have good
candidates, maintain current employees and create a good image of the employer.
The limitation is that this study only performed on two power industry companies
and the data is qualitative. As a result, the results may not reach generalization in a
large scale.
Burawat (2015) studied the relationship among employer brand awareness,
employee engagement and employee expectations in the service industry in
Thailand. The author conducted a survey of four hundred employees in four
different organizations currently working in the service industry. The research
method used was the quantitative method through tools of a four-part questionnaire
including demographic surveys, employer branding, and employee engagement and
employee expectations. The study also uses SEM model in its test methodology.
Research has shown a positive impact of employer brand awareness on employee
engagement, the positive impact of employer brand awareness on employee
expectations as well as the positive impact of employee expectations on their
engagement. In addition, the research shows that employers' brands also have an
indirect impact on employee engagement through expectations.
Kheswa (2015) examines the role of employer branding in attracting and
retaining talent. Research background is made in South Africa. Research methods
used in this topic are quite diverse, including quantitative research, qualitative
research and mixed methods. Applied research tools include questionnaires,
surveys, structured interviews and behavioral observation of research subjects. The
results show that the values of the employer brand include: economy, diversity,
development, corporate reputation, social responsibility, corporate social
responsibility and media that have positive influences in attracting and retaining
talent in South Africa. In addition, organizations can use a variety of channels to
Chapter 2: Literature Review
build their employer's brand.
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Sengupta et al (2015) studied the value proposition framework, from which it
implies for employer branding. The employer branding has been of great interest
to researchers and industry participants in recent times. Attracting and retaining
potential candidates as well as existing employees are requirements for
organizations to understand the value of the work they enjoy over time and across
cultures. This study has two goals: Identifying the value proposition frameworks for
branding internally and externally from the preference values in Indian workforce;
Analyzing the impact of demographic variables and their interactions on employee
preference values. Data was collected from 302 Indian employees from various
organizations in India. Research results suggest a six-factor model for internal
branding and a five-factor model for external branding employers. At the same
time, with deeper analysis of MANOVA for demographic variables and their
interactions, the impact on job satisfaction was also found to be significant. In
addition, the value proposition framework and policy implications of the Indian
environmental context are discussed in detail.
Biddison et al (2016) studied the connection between safety culture and
employee engagement in retrospective analysis. With the development of methods
for developing and moving in the safety of patients to measure healthy and
successful workplace, the view and perceptions of workers in health care about
work and the work environment are assessed. That safety culture as group of
measures the relationship between patient safety and behavior suggested having an
impact on the different outcomes of patient safety. On the other hand, conceptual
engagement of employees is positive and involves work. This concept, including
feelings of vigor, dedication and absorption of a person's work, is related to the
output of workers working in the healthcare environment. This study used
secondary data to assess the relationship between safety culture and the engagement
of part time employees in a sample of more than 50 patients in hospital units in the
healthcare academic system in the US. With more than 2,000 responses in the three
Chapter 2: Literature Review
evaluation periods, the study found a positive correlation coefficient (r = 0.43 -
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0.69) between employee engagement and 4 Safety Attitudes Questionnaire domains.
However, since the method of collecting independent data for evaluation causes a
limitation, the result may be different. The finding of this study is the suggestion of
important areas with efforts to improve the quality of health care in bringing
smoothness and effectiveness.
Ende (2016) thesis on business administration studied the relationship
between the employer brand and employee engagement at Leroy, an ambitious
company in Turkey. The objective of this study was to find out how Leroy could
attract talents and keep them in the company afterwards. The research methodology
is qualitative methodology through sixteen interviews and workshop organization.
The main focus of the survey is on three main issues: What kind of team is Leroy
looking for? How can Leroy keep the cohesion and motivation of the employees?
Will the introduction of foreign clients negatively affect on the cohesion of staff at
the company? Research results clarify the steps required to establish an employer's
brand besides company strategy as well as forming for next steps. Employee
engagement is more valuable than uncoordinated employees; therefore, encouraging
engagement employees will give them greater organizational commitment. In
addition, the study demonstrates how a company can successfully implement a plan
to build employee engagement.
Tanwar & Prasad (2017) investigated the impact of employer brand on job
satisfaction, in which gender was considered a moderator variable. The purpose of
this study is to identify the important dimensions of the employer brand (EB) and to
determine the empirical implications of the different dimensions of employer
branding on job satisfaction. The six-factor model of employer branding is tested
for reliability and validity through confirmatory factor analysis. This study
introduces the moderating role of gender variable between EB and job satisfaction.
The method used is the quantitative method. Structural equation modeling (SEM) is
used to analyze the impact of EB on job satisfaction. The different dimensions of
Chapter 2: Literature Review
EB are determined by theory. Generation items are made through a theoretical
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review and the structure of the employee exploration interview. Research results
show that EB is a factor in job satisfaction. All six dimensions of EB including
training and development, reputation, organization culture and ethics and corporate
social responsibility, work-life balance and diversity have an impact on job
satisfaction. In addition, the gender factor was determined to have a moderating
effect on the relationship between EB and job satisfaction. This study demonstrated
that EB is an antecedent of job satisfaction. In addition, the construct EB in this
study reflects the new understanding of EB from the perception of the current
employee of a developing country and clarifies the moderating role of gender
variable.
Hashim & Nor (2018) conducted a survey on the relationship between
employer branding and employee engagement of selected employees at furniture
retail units in Malaysia. In addition, the study delves into employees' engagement
states and how their gender differences affect their engagement in the organization.
Furniture retailing in Malaysia currently has turnover ratio of about 13%, rather
high rate. The participants consisted of 350 randomly selected people and 120
(30%) responding to the survey questionnaires. The study results have demonstrated
a significant impact of employer branding on employee engagement. Challenging
work is the most important variable that affects employee engagement. Also, there
is a difference between male and female to engagement. The authors suggest that
future research could be designed in larger companies as well as in other industries
to increase the generalizations.
Matongolo et al (2018) studied the empirical relationship between employer
branding attributes of reward strategy, people oriented-ness, leadership and
development to talent retention at institutions of higher learning in Uganda. The
research method was conducted according to cross-sectional study. The data was
collected from 218 participants from 2 public universities. Confirmatory factor
analysis (CFA) and structural equation modeling are used for data analysis. The
Chapter 2: Literature Review
study found two findings as follows: (1) CFA analysis maintained 3 dimensions of
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employer branding named reward strategy, people oriented-ness and leadership and
development; (2) Reward strategy and people oriented-ness are considered a
predictor of talent retention. Institutes of higher learning view rewarded people
oriented-ness strategies as a measure of employer branding to maintain and retain
their employees over the long term.
Arasanmi & Krishna (2019) studied the relationship between employer
branding attribute of organizational support and employee retention in a
government agency in New Zealand. The study was designed cross-sectional with
an online survey method with 134 participants. The respondents were selected from
local council in New Zealand. The selected data analysis method is the process
macro regression. Research results have shown that perceived organization support
(POS) as employer branding technique with an impact on employee retention. In
addition, POS has a statistically significant impact on employees’ organizational
commitment (OC) as a predictor of employee retention. Finally, the relationship
between organizational support and employee retention is mediated by OC. With
the above results, the author has suggested that organizations should support the
employer branding strategy in a successful way to maintain and retain talent in the
long term.
Thalgaspitiya (2020) studied the impact of employer branding on employee
retention of executive employees at apparel firm in Sri Lanka. The study was
conducted on 245 executive employees of the Company using a random sampling
method. Primary data collected using structured questions consisted of 40 questions
with a Likert seven-point scale. The analytical method used is bivariate, correlation
and regression analysis. Research results have shown that the impact of employer
branding on retention of executive employees is above average with high
dispersion. In addition, the research results show that organizational identification is
the most significant employer-branding factor affecting employee retention. At the
same time, employees are aware of themselves as employees of the organization
Chapter 2: Literature Review
they are working in if the organization has a good image in the industry.
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Chawla (2020) investigated the impact of the employer branding strategy (a
mechanism used by the organization to engage talents) on employee engagement
and the mediating influence of person-organization (P-O) fit. The study analyzed a
sample of 296 employees working at the BPO sector (offshore call centers) in India.
The proposed research model is tested by structural equation modeling (SEM).
Research results have shown that employer branding has a positive impact on P-O
fit and employee engagement. This result also indicates that P-O fit has a partial
mediating effect on the relationship between employer branding and employee
engagement. This proves that employer branding is a comprehensive strategy that
organizations can use to engage employees. Therefore, when talent is decisive for
various workplace options, employer branding is an opportunity strategy to increase
employee engagement.
The research on the relationship between employer branding and employee
engagement has been performed with variety in content. From the first studies on
the concept of employee engagement of Kahn (1990) including meaningfulness,
safety and availability, the authors focus on the relationship between factors of
employee satisfaction and loyalty in the organization (Burawat, 2015; Davies, 2008;
Iyer & Israel, 2012). In addition, many approaches to study the impact of employer
branding on the attraction and retention of talent are applied (Ende, 2016; Kheswa,
2015; Sengupta et al., 2015). Studies in this field largely focus on the values of the
company that can create positive perceptions of employees for the organization.
Since then, the company can influence the engagement and response to employees’
expectations. In addition to the above strengths, these research methods are rather
diverse: qualitative research (Ambler & Barrow, 1996; M. R. Edwards, 2010; Ende,
2016; Heilmann et al., 2013; Kahn, 1990), quantitative research (Biddison et al.,
2016; Burawat, 2015; Davies, 2008; Sengupta et al., 2015; Tanwar & Prasad, 2017)
or mixed method (Kheswa, 2015).
However, besides the above advantages, the research on the relationship
Chapter 2: Literature Review
between employer branding and engagement carries limitations that need to be
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improved in the up-coming time. First, most researches are conducted in the context
of an organization, a locality or only in a country. Therefore, the generalization of
these studies is not persuasive. Therefore, in the future, studies on this issue need
to expand to more international scope (Iyer & Israel, 2012; Sengupta et al., 2015;
Tanwar & Prasad, 2017). Secondly, employee engagement concepts comprise
psychological, behavior, trait and other factors. However, often studies focus on
only a few aspects so they are not exhaustive (Iyer & Israel, 2012). Therefore,
future research directions should choose a more general approach. Thirdly, for the
employer-branding element in previous studies, the focus is only on the manager's
point of view, not from the views of other groups. In addition, employee branding
also focuses on external employer image. While studying on building the internal
image for current employee, not many studies have been paid attention. Therefore,
in the future, studying the impact of employer branding on current employee
through employee engagement factor should be paid more interest.
Table 2.2 Summary of studies related to Employer Branding and Employee
Engagement
Authors Methodology Variable/Content Result
Employer Branding - Employee Engagement
Qualitative Selves, physical, Three psychological Kahn
cognitive, and conditions: meaningfulness, (1990)
emotional. safety and availability
Ambler Qualitative Application of A strong branding for
brand management customers can help improve and
techniques to HR management efficiency Barrow
human resource (1996)
Chapter 2: Literature Review
management
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Authors Methodology Variable/Content Result
Employer Branding - Employee Engagement
Edwards Qualitative Employer Link existing theories that
(2010) branding; human would enable practitioners to
resource immediately see the relevance
management. of theories and research in the
academic field
Iyer and Structural Organizational Organization communication
Israel Equation communication satisfaction has a positive
(2012) Modeling satisfaction; impact on employee
employee engagement. Organization's
engagement. strategy involved organization
communication through
interventions from human
resources at both the micro
and macro levels of the
organization.
Heilmann Case study Motivational and The motivational force of the
et al practical forms of employer brand is better than
(2013) employer brand. that of the recruiter and will
result in more effective
recruitment and increased job
Chapter 2: Literature Review
satisfaction
Page 79
Authors Methodology Variable/Content Result
Employer Branding - Employee Engagement
Burawat Quantitative Employer brand A positive impact of employer
(2015) awareness, brand awareness on employee
employee engagement, the positive
engagement and impact of employer brand
employee awareness on employee
expectations expectations as well as the
positive impact of employee
expectations on their
engagement. Employers'
brands have an indirect impact
on employee engagement
through expectations.
Kheswa Quantitative Employer The values of the employer
(2015) , Qualitative branding, attracting brand include: economy,
and mixed and retaining talent diversity, development,
method. corporate reputation, social
responsibility, corporate social
responsibility and media that
have positive influences in
attracting and retaining talent
in South Africa.
Sengupta Quantitative Attracting and Suggesting a six-factor model
retaining for internal branding and a et al
(2015) five-factor model for external
Chapter 2: Literature Review
branding employers.
Page 80
Authors Methodology Variable/Content Result
Employer Branding - Employee Engagement
Biddison Quantitative Safety culture and Suggesting important areas
employee where efforts to improve the et al.
engagement. quality of health care can (2016)
bring smoothness and
effectiveness.
Qualitative Employer brand Clarifying the steps required Ende
and employee to establish an employer's (2016)
engagement brand besides company
strategy as well as forming for
next steps. Employee
engagement is more valuable
than uncoordinated
employees.
Tanwar Quantitative Employer brand on All six dimensions of EB
job satisfaction. include training and and Prasad
(2016) development, reputation,
organization culture and ethics
and corporate social
responsibility, work-life
balance and diversity have an
impact on job satisfaction.
Gender factor was determined
to have a moderating effect on
the relationship between EB
Chapter 2: Literature Review
and job satisfaction.
Page 81
Authors Methodology Variable/Content Result
Employer Branding - Employee Engagement
Hashim Quantitative Employer branding The study results have
and employee demonstrated a significant and Nor
engagement. impact of employer branding (2018)
on employee engagement.
Challenging work is the most
important variable that affects
employee engagement. A
difference between male and
female to engagement.
Matongolo Quantitative Employer branding First, CFA analysis
et al (reward strategy, maintained 3 dimensions: (CFA and
(2018) people oriented- reward strategy, people SEM)
ness and leadership oriented-ness and leadership
and development) and development. Second,
and talent reward strategy and people
retention. oriented-ness, are considered a
Chapter 2: Literature Review
predictor of talent retention.
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Authors Methodology Variable/Content Result
Employer Branding - Employee Engagement
Arasanmi Quantitative Perceived Perceived organization
and organization support (POS) as employer-
Krishna support (POS), branding technique has an
(2019) employer branding, impact on employee retention.
organizational POS has a statistically
commitment (OC) significant impact on
and employee employees’ organizational
retention. commitment (OC) as a
predictor of employee
retention. The relationship
between organizational
support and employee
retention is mediated by OC.
Thalgaspit Quantitative Employer branding The impact of employer
iya (2020) and employee branding on retention of
retention. executive employees is above
average with high dispersion.
In addition, the research
results show that
organizational identification is
the most significant employer-
branding factor affecting
Chapter 2: Literature Review
employee retention.
Page 83
Authors Methodology Variable/Content Result
Employer Branding - Employee Engagement
Chawla Quantitative Employer Employer branding has a
(2020) branding, Person- positive impact on P-O fit and (SEM)
Organization fit employee engagement. P-O fit
and employee has a partial mediating effect
engagement. on the relationship between
employer branding and
employee engagement.
Source: From Author
2.2.6.3 Employer Branding – Employee Performance
Backhaus & Tikoo (2004) point out that branding employers is a
demonstration of a company's efforts to grow both inside and outside the company.
Employer branding is understood clearly to answer the question of what makes a
difference and attract as an employer. This study helps to present a theoretical
framework for defining the academic research of employer branding. The study
combined a perspective on brand equity theory and a theoretical framework for
developing testable propositions. The study also discusses the relationship between
employer branding and organizational career management. Finally, research ideas
need to be addressed to develop employer branding as a useful research framework
for human resource management strategies.
Gapp & Merrilees (2006) investigated internal branding both in management
and communication strategies at a Queensland healthcare provider. The core value
of this research is to show that employee involvement is critical to developing the
company's competitive advantage by increasing customer and marketing
effectiveness. Approaches include relationship management activities. Researchers
Chapter 2: Literature Review
are provided information by senior management responsible for the company's
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processes. The research method used is qualitative research. Survey questions were
sent extensively to the employees including the assessment of organizational
values with the internal branding process. With the abundant sources of data
available for analysis through the lexical and content, the case study approach has
been facilitated. This research is concerned with internal branding, communication
and management to implement the company's strategy in the healthcare industry.
Biswas & Suar (2016) studied the antecedents and consequences of employer
branding. This study reviewed and analyzed the phenomenon of employer branding.
The authors started the research process with a review of recent research on
employer branding, applying the theoretical knowledge from Organization Behavior
(OB), HRM and marketing to build a theoretical framework for developing
antecedents of employer branding as well as its impact on performance of the
company. For this purpose, the study used primary data collected from
questionnaires surveyed by 347 senior executives in 209 Indian companies and
primary data collected on financial performance. The results of this study included
realistic job previews, perceived organizational support, and equity in reward
administration, perceived organizational prestige, organizational commitment, top
management leadership, psychological contract obligations, and corporate social
responsibility. Therefore, it affects the financial and non-financial performance of
the company. In addition, leadership of top management is indicated to be the most
powerful factor in branding employers.
Asgari (2018) studied the intermediating role of organizational pride in the
impact of employer branding on sellers' s performance. This research used
descriptive and correlational methods. The overall study included Behpakhsh's 850
sellers and 220 randomly-selected people as the statistical sample. Data were taken,
using a survey questionnaire. 5 aspects of employer branding's research (economic
value, developmental value, social value, diversity value and fame value) are
concluded to have a positive impact on sellers’ performance through organizational
Chapter 2: Literature Review
pride.
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Huang & Lai (2018) argued that the hospital's brand management success
would enable employees to better understand the hospital's brand values and
directly impact on their behavior and performance. Since then, the positive impact
on patients' awareness of the hospital's brand image. In this study, the author
explores hospital branding from employee awareness and discusses methods to
build employee brand equity (EBE) using internal branding (IB) practices. The EBE
mechanism is implemented through employee organizational citizenship behavior
(OCB) and job performance (JP). Data collection was conducted through survey
questionnaire and 453 responses were collected. Research results have shown that
hospitals can establish EBE through IB management. At the same time, EBE has a
positive impact on employee OCB and JP. In addition, EBE is more impactful in
public-related areas and employee behavior at the organizational level than private-
sector and employee behavior in personal level. In summary, EBE is effective when
used in a medical service environment.
Lumiti et al (2018) studied the relationship between employee economic
support and performance in non-governmental organizations (NGOs) in Kenya.
This study focuses on NGOs' board of management, government's market policy,
professionalism in human professionals as well as shaping policies for employee
welfare practices to enhance performance in NGOs in Kenya. The study was
conducted, using correlational and descriptive survey method. The model
framework of this study is the linear regression model. The population goal of the
study was 14,283 employees at NGOs in Kenya. The sample included 372
participants, including 242 junior managers, 97 middle managers and 33 top
managers randomly selected using simple random stratified technique. Primary data
was collected using both interview method and questionnaire. Research results have
shown that employee economic support has a positive impact on performance with
an explained rate of 37.2%.
Jailani & Nawangsari (2020) studied the impact of compensation,
Chapter 2: Literature Review
competence and leadership (one component of employer branding) on employee
Page 86
performance. This research was conducted at the Ministry of Industry and the
responses used were 81 employees in the Ministry of Industry. The results of the
study showed that compensation has no impact and no significant relationship with
performance. In contrast, competence and leadership have a significant impact on
performance.
Makau & Muna (2020) studied the impact of internal organizational policies
on performance at government-owned commercial banks in Kenya. The study used
descriptive method and focused on six government owned commercial banks in
Kenya. The data used in this study is primary data through the survey using the
questionnaire. The method used is a mixed method (including quantitative and
qualitative research). The research results have shown that commercial banks
implement internal rating system that can bring an improvement in credit
performance. In addition, recruitment methods will help improve employee
performance. Commercial banks also improve working efficiency and motivated
employees to achieve better efficiency. Employee is provided with welfare support
(performance-oriented glass).
Studies on the impact of employer branding on employee performance over
time have been performed in limitation. Most authors focused their research on
developing a research framework for this concept to be applied in the human
resource management strategy (K. Backhaus & Tikoo, 2004) or through a factor
equivalent to the concept of the employer branding as the internal branding, the
motivation of employee (Gapp & Merrilees, 2006). Although a few recent authors
paying more attention to this relationship (Biswas & Suar, 2016), that very few
studies in this direction can be recorded can be seen as a limitation of this research
field. In addition, these studies also mainly use qualitative research methods (K.
Backhaus & Tikoo, 2004; Chaudhary & Sharma, 2012; Gapp & Merrilees, 2006)
whereas few studies use quantitative methods. This also reduces the reliability of
Chapter 2: Literature Review
confirming hypotheses and theories developed by previous studies. Therefore, the
Page 87
use of quantitative research should be applied more in determining this relationship
in the future.
Table 2.3 Summary of studies related to Employer Branding and Employee
Performance
Authors Methodology Variable/Content Result
Employer Branding - Employee Performance
Backhaus Qualitative Employer branding Developing employer
and Tikoo branding as a useful research
(2004) framework for human
management resource
strategies
Gapp and Qualitative Internal branding Concerned with internal
Merrilees branding, communication and
(2006) management to implement the
company's strategy in the
healthcare industry
Biswas Quantitative Antecedents and Realistic job previews,
and Suar consequences of perceived organizational
(2014) employer branding support, equity in reward
administration, perceived
organizational prestige,
organizational commitment,
top management leadership,
psychological contract
obligations, and corporate
social responsibility affects
the financial and non-financial
Chapter 2: Literature Review
performance of the company.
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Authors Methodology Variable/Content Result
Employer Branding - Employee Performance
Asgari Quantitative Employer Five aspects of employer
(2018) (Descriptive branding, branding's research (economic
statistics and organizational value, developmental value,
correlation) pride and sellers’ social value, diversity value
performance and fame value) have a
positive impact on sellers’
performance through
organizational pride.
Huang and Mixed Employee brand Employee brand equity (EBE)
Lai (2018) method equity (EBE, is established by internal
internal branding branding (IB) practices.
(IB, employee EBE has a positive impact on
organizational employee OCB and JP
citizenship
behavior (OCB)
and job
performance (JP).
Lumiti et Quantitative Employee Employee economic support
al. (2019) (Descriptive economic support has a positive impact on
statistics and (Employer performance with an
correlation) branding) and explained rate of 37.2%.
Chapter 2: Literature Review
performance.
Page 89
Authors Methodology Variable/Content Result
Employer Branding - Employee Performance
Jailani and Quantitative Compensation, Compensation has no impact
Nawangsa competence, and no significant relationship
ri (2020) leadership and with performance. In contrast,
performance. competence and leadership
have a significant impact on
performance.
Makau and Mixed Internal Internal rating system that can
method organizational bring an improvement in Muna
(2020) policies and credit performance. The
performance. recruitment methods will help
improve employee
performance. Commercial
banks have also improved
working efficiency and
motivated employees to
achieve better efficiency.
Employee is provided with
welfare support such as
performance-oriented glass.
Chapter 2: Literature Review
Source: From Author
Page 90
2.2.6.4 Employer Attractiveness – Employee Engagement
Maceachern (2003) studied the impact of positive coaching on employee
engagement. The purpose is to find out how positive coaching impacts employee
engagement at Crystal Decisions. In particular, the concept of positive coaching is
understood to be the leader's style that focuses on the desired outcomes, rather than
on poor results in the past. This provides positive feedback to help improve the past
behaviors as well as positive ideas motivate employees to succeed. In terms of
methodology, this study uses qualitative methods that are specifically interpretative
studies; in which, research will focus on participants naturally, using their thoughts
and experiences in coaching. Participants included eight front-line leaders from the
Crystal Decisions technical support team, who volunteered for the program.
Participants will receive a formal training program in positive coaching and will be
asked to use the positive style for 3 months. Interview and focus groups were used
to understand the leadership experiences in using positive coaching as well as their
perceptions of the impact of this on employee engagement. Research results show
that all participants believed that positive coaching would have a positive impact on
employee engagement.
Garrett (2005) has studied the enhancement of employee engagement and
views this as a form of employee listening. The research method used is the case
study. This research focuses on finding solutions to sustainability and developing
employee engagement at Farm Credit Canada (FCC). The study examined the views
of both external experts and the FCC staff. In particular, the important factor is the
role of trust and the form of open communication. In addition, the impact of FCC
cultural performance is also discussed in the online survey of expectations for
interaction with colleagues. The results show that trust is both the foundation and
the output of engagement. The open communication and trust variables are
interdependent variables. Authenticity and fairness will affect the trust. Research
Chapter 2: Literature Review
also recommends that CEOs enhance their employee engagement.
Page 91
Saks (2006) studied the antecedents and consequences of employee
engagement. According to the author, the employee engagement has become a hot
topic in recent years among business consultants and business journalists.
However, the employee engagement has not received much attention in academic
theory so little understanding of the relationship between antecedents and
consequences of job and organization engagement based on social exchange theory
is obtained. Research method was chosen as quantitative method. The survey was
conducted on 102 employees working in different jobs and organizations. The
average age is 34, in which 60% are female. Respondents have done their jobs on
average for 4 years and in their organization for 5 years as well as having 12 years
of work experience. The survey measured engagement in job and organization as
well as the antecedents and consequences of engagement. The results show that
there is a significant difference of engagement in work and in organization. At the
same time, organizational support will have an impact both on workplace
engagement and within the organization. Job characteristic will affect the
engagement in job. Procedural justice will affect the engagement in the
organization. In addition, engagement in job and organization is the mediator
between the antecedents and job satisfaction, organizational commitment, intentions
to quit, and organizational citizenship behavior. In terms of value, this is the first
study to distinguish between job and organizational engagement and the different
variables of antecedents and consequences of job and organization engagement. As
a result, authors were concerned about the lack of academic research in the
employee engagement.
Heger (2007) studied the link of the Employment Value Proposition (EVP)
to employee engagement and business outcomes. This study began with the linkage
of a pilot study. This study focuses on the important concept of business as the
Employment Value Proposition (EVP) described as the value or benefits of an
employee derived from other members of an organization. EVP was proposed to
Chapter 2: Literature Review
have an impact on employee engagement and retention. At the same time, both
Page 92
factors have an impact on business outcomes. In particular, this study describes a
pilot study to determine the relationship between EVP and employee engagement,
business outcomes such as profit margins, productivity, voluntary turnover and
accounts receivable. The study used an online survey of 614 respondents to select
their organization's EVP strengths and self-assess their employee engagement
levels. The results show the relationship between EVP and employee engagement.
However, the relationship between employee measures and business outcomes is
not strong. The authors also recommend investing in human capital and enhancing
the design of link studies in the future.
Ugwu et al (2014) studied the relationship between organizational trust and
employee engagement, emphasizing the role of psychological empowerment. This
study explores the relationship between organizational trust, psychological
empowerment and employee engagement. In addition, this study sought to validate
the mediating role of psychological empowerment in the relationship between
organizational trust and employee engagement. Research method is quantitative
analysis. Hierarchical regression analyzes were performed with 715 employees
from seven commercial banks and four pharmaceutical companies in south-eastern
Nigeria. The results show that organizational trust and psychological empowerment
have an impact on employee engagement. At the same time, there is the
empowerment moderating effect on the relationship between organization trust and
employee engagement. The policy implications from this study have shown that
organizational trust and psychological empowerment have a positive effect on job
behavior in Western, which is also important for Nigerian workers, such as job
engagement. For practical applications, research results suggest that organizational
trust can be an important factor in organizational interventions. At the same time,
psychological empowerment has a strong relationship with the employee
engagement. As a result, the program of empowerment will be important in building
engagement in the workplace. In terms of value, this is first empirical study of the
Chapter 2: Literature Review
direct relationship between organizational trust, psychological empowerment and
Page 93
employee engagement. In addition, previous engagement studies have been
conducted in North America and Europe. This study conducted in Niger will help
to better understand the concepts of employee engagement in the work.
Ferreira & Real de Oliveira (2014) question whether corporate social
responsibility (CSR) has an impact on employee engagement. The purpose of this
study shows that internal CSR plays a very important role. This study intends to
contribute to the theoretical gap of the relationship between CSR and employee
engagement. Study research was conducted in three groups of respondents with
different exposure to CSR contexts as well as respondents' engagement was also
measured. The results indicate no statistically significant difference between the
degree of engagement of employees with external and internal CSR practices.
Employees, however, have shown that internal CSR has more engagement than just
external CSR. The limitation of this study is the risks including the difficulty of
participating participants when placing themselves in an imaginary situation despite
using a group approach. Further, the scale is used to measure worker engagement,
rather than organization. This research has contributed to the understanding of the
status of CSR strategy and the impact of CSR implementation on employee
engagement.
Priyadarshini et al (2016) have identified the dimensions of Indian
employers' attractiveness in terms of scale development. The war for talent among
the universities in India is as strong as the business. Therefore, universities in India
must also find ways to attract talented professors, which is a big challenge for
schools. Therefore, this study develops the scale and finds out the dimensions of
attraction of universities in India as employer. The research method used was the
quantitative method with the exploratory factor analysis that was performed to
achieve 5 significant contracts of Indian employers' attractiveness. Results show
that defined dimensions include fairness and work-life balance; teaching
environment and compensation; research resources and career development;
Chapter 2: Literature Review
organizational integrity and commitment to quality; and organizational culture of
Page 94
respect and recognition. The results provide important values for management at
universities and government committees so that they can formulate policies to
attract teachers. Although the employer’ attractiveness has been gaining
momentum in the past two decades, studies have explored dimensions for attracting
employers in the context of academics and the university has not done much.
Therefore, this study could be a pioneering step in this area.
Ranjan & Yadav (2018) tried to explore the impact of internal CSR (an
important dimension of employer attractiveness) on internal stakeholders like
employees. Through a review of overall theory, the relevant variables for this study
were identified including internal CSR, the perception of procedural justice,
organizational attentiveness, and extra-version and turnover intention. Internal CSR
would increase the organizational attractiveness as a reflection of the welfare
practices and procedural justice within an organization. Research results have
shown that organizational attractiveness has an impact on turnover intention.
Shrestha (2020) examined the most important employer attractiveness
dimension for human resource retention in the Nepalese hospitality industry. This
study was conducted based on cross-sectional description and was designed to
survey four out of seven dimensions of attractiveness in employer branding.
Research data was collected from 292 participants from six five-star hotels of Nepal
stationed in the capital of Valley of Kathmandu. Data were analyzed using
Kendall’s tau, correlation analysis and Jonckheere - Terpstra test - the descriptive
statistics. The research findings have found that the economic value and interest
value dimensions of employer attractiveness have a statistically significant impact
on HR retention on employees in the Nepalese hospitality industry.
Based on the above studies, it is clear that not many studies directly impact
the employer attractiveness on employee engagement factors; rather, it is due to the
elements of employer attractiveness as positive coaching (Maceachern, 2003),
Chapter 2: Literature Review
organizational conflict management styles (Kimball, 2004), organizational trust
Page 95
(Ugwu et al., 2014), the employment value proposition (EVP) (Heger, 2007)or
corporate social responsibility (CSR) (Ferreira & Real de Oliveira, 2014). The
research of the employer attractiveness on the employee engagement has not been
studied in a comprehensive and complete way. Therefore, a more complete study in
the next time for the employer attractiveness factor affecting employee engagement
is a necessity. In addition, for the research method, this research branch is quite
diverse, including qualitative methods (Maceachern, 2003) as well as quantitative
(Ferreira & Real de Oliveira, 2014; Heger, 2007; Kimball, 2004; Priyadarshini et
al., 2016; Saks, 2006; Ugwu et al., 2014).
In addition, previous studies have some limitations in variable measurement
method. The sampling method is unreasonable and inconsistent with the research
objectives set out (Heger, 2007; Kimball, 2004). Maceachern (2003) has not given a
correlation of positive coaching and a positive increase in employee engagement.
This is because many participants did not see the effectiveness in noting the
important difference of employee engagement. The proposed solution is to use
quantitative methods to measure. At the same time, it should be measured at both
stages: the study start phase and the stage at the end of the study. On the other hand,
the scale of measuring the employee engagement concept is mainly based on the
context of work, but not organization (Ferreira & Real de Oliveira, 2014).
Table 2.4 Summary of studies related to Employer Attractiveness and
Employee Engagement
Authors Methodology Variable/Content Result
Employer Attractiveness - Employee Engagement
Maceachern Qualitative Positive coaching; All participants believed that
(2003) employee positive coaching will have a
engagement. positive impact on employee
Chapter 2: Literature Review
engagement
Page 96
Authors Methodology Variable/Content Result
Employer Attractiveness - Employee Engagement
Garrett Case study Enhancement of Trust is both the foundation
(2005) employee and output of engagement
engagement and
views this as a
form of employee
listening
Saks Quantitative Antecedents and Significant difference of
(2006) consequences of engagement in work and in
employee organization; Job
engagement. characteristic will affect the
engagement in job. Procedural
the justice will affect
the engagement in
organization. Engagement in
job and organization is the
the mediator between
job antecedents and
satisfaction, organizational
commitment, intentions to
quit, and organizational
citizenship behavior.
Heger Quantitative The Employment A relationship between EVP
(2007) Value Proposition and employee engagement.
(EVP) to employee However, the relationship
engagement and between employee measures
business outcomes. and business outcomes is not
Chapter 2: Literature Review
strong.
Page 97
Authors Methodology Variable/Content Result
Employer Attractiveness - Employee Engagement
Ugwu et Quantitative Organizational Organizational trust can be an
al. (2014) trust and employee important factor in
engagement, organizational interventions.
emphasizing the Psychological empowerment
role of is said to have a strong
psychological relationship with the employee
empowerment. engagement. The program of
empowerment will be
important in building
engagement in the workplace.
In terms of value, the first
empirical studies of the direct
relationship between
organizational trust,
psychological empowerment
and employee engagement.
Ferreira Quantitative Corporate social No statistically significant
and responsibility difference between the degree
Oliveira (CSR) has an of engagement of employees
(2014) impact on with external and internal
employee CSR practices.
engagement
Priyadarsh Quantitative The dimensions of The important values for
ini et al. Indian employers' management at universities
(2016) attractiveness and government committees
so as to formulate policies to
Chapter 2: Literature Review
attract teachers.
Page 98
Authors Methodology Variable/Content Result
Employer Attractiveness - Employee Engagement
Qualitative Internal CSR, the Internal CSR would increase Ranjan
and Yadav perception of the organizational
(2018) procedural justice, attractiveness as a reflection
organizational of the welfare practices and
attentiveness, procedural justice within an
extraversion and organization. Research results
turnover intention. have shown that
organizational attractiveness
has an impact on turnover
intention.
Sthapit Quantitative Employer The research findings have
attractiveness and found that the economic value and
Shrestha employee and interest value dimensions
(2020) retention. of employer attractiveness
have a statistically significant
impact on HR retention on
employees in the Nepalese
hospitality industry.
Source: From Author
2.2.6.5 Employer Attractiveness – Employee Performance
Backhaus et al (2002) studied the importance of corporate social
performance (CSP) in the selection of companies to work for candidates. The study
explored the importance of the CSP in job seeker and the impact of CSP on the
attractiveness of an organization. The research method is quasi-experimental
designed with 297 business students. Potential candidates are aware of CSP
Chapter 2: Literature Review
importance in evaluating a company and are worth five unique aspects of CSP:
Page 99
environment, community relations, employee relations, diversity, and product issues
compared to six others factors of CSP. Based on the social identity theory, the
author puts forward various hypotheses of CSP data that influence the employer
attractiveness. The environment, community relations, and diversity elements are
concluded to be the most powerful dimension.
Pingle & Sharma (2013) studied the employer attractiveness to management
students in India. Employer attractiveness is defined as having the benefit of
envisioning the company for potential candidates. This study conducted a pilot
study and implemented a priority factor from the perspective of potential
candidates. With this approach, the first and second year managers of the premier
business schools were selected for the study. Inside ideas taken from these students
will be conveyed to organizations for new insights and creative ideas for the
organization. Factors are determined based on the previous basic research
conducted on the student management. Mean scores are calculated and the factors
are ranked based on the mean score and are compared to the scores of first year and
second year students. The t-test is used to test the significance. Research
management has shown that learning and development value and recognition are the
factors that students like most. Corporate Social Responsibility (CSR) factor is the
least chosen factor. Companies can use these results to design a human resource
strategy for young employees.
For this area, very little research has been performed to clarify the
attractiveness of the employer impact to employee performance. In particular, no
study addresses the employer attractiveness to employee performance, but through
elements: the corporate social performance (K. B. Backhaus et al., 2002) or learning
and development (Pingle & Sharma, 2013). Therefore, this is the limitation of this
research direction so there will be a lot of research gaps to implement in the future.
In addition, this research direction also has a restriction that only focuses on
potential candidates, not current employees. At the same time, including potential
Chapter 2: Literature Review
candidates, these studies have not yet covered the diverse values of such candidates
Page 100
as their corporate image representation (Backhaus et al., 2002). Finally, another
limitation of this research branch is the scope of research and the number of
samples is very small so it is not generalization. Therefore, in the future, studies in
this direction can expand the scope of research and the size of the research sample
(Pingle & Sharma, 2013).
Dabirian et al (2017) studied the attraction and retention of IT talent that are
considered major challenges for company leaders operating in this field. These are
the limitations of the candidate's capabilities, combined with a highly flexible
working environment, resulting in recruitment and training and development costs.
To help IT companies address these issues, the author discusses employer branding
as a strategy to manage reputation as “great places to work”. Based on the analysis
of nearly 15,000 employee reviews, the author has identified and described eight
values that IT professionals evaluate IT employees. In particular, emphasizing the
most important values to provide recommendations for solutions for IT companies
can use employer brand intelligence to attract and retain talent so as to maintain
business competitiveness.
Hjalmarsson & Åhlenius (2019) clarify how sustainable HRM is practiced
and this contributes to employer attractiveness in affecting employee retention. The
research method used was a qualitative method with 9 semi-structured interviews
with consultants and HR staff working for small and medium enterprises. Through
interviews and empirical findings are structured based on the components of
sustainable HRM. The key findings of this study are the four dimensions of
sustainable HRM: long-term, impact, substance and partnership orientations as well
as the five values of employer attractiveness: application, development, economic,
interest and social. The results of this study provide management implications for
how leaders and companies improve sustainable HRM performance through
employer attractiveness. This is a decisive factor to increase employee retention as a
Chapter 2: Literature Review
key stakeholder in the social dimension.
Page 101
Slatten et al (2019) studied the role of organizational attractiveness affecting
frontline employees' perception of their internal market-oriented culture as well as
their turnover rate, engagement, and service quality in hospitals. The author
developed a conceptual framework based on quantitative research. The method of
data collection was to send questionnaires to nurses at public sector hospitals in
Norway. The author analyzed the data with confirmatory factor analysis and
structural equation modeling in Stata. In addition, the author performed multi-group
comparisons to test heterogeneity in personal characteristics. The indirect effects
were verified by mediator analyses. Research results show that firstly,
organizational attractiveness has a positive impact on frontline employees
’engagement as well as on the service quality they provide to hospital patients.
Moreover, organizational attractiveness also has the opposite effect with the
turnover rate. Secondly, the ‘internal market-oriented culture '(IMOC) has a
significant positive effect on organizational attractiveness. Finally, organizational
attractiveness fully mediates the relationship between ‘internal market-oriented
culture’ (IMOC) and frontline employees' engagement and the service quality they
provide to patients.
Pires (2020) studied Employer attractiveness and its impact on individual
work performance moderated by national culture. In particular, the author has
clearly identified employees' perception about employer branding as the image of
the business perceived by potential candidates or current employees. Therefore,
multinational companies based in locations around the world are able to face
different challenges in attracting and retaining talent. This study has found
employer-branding awareness by applying employer attractiveness scale to full-time
employees working at international IT companies in Portugal. The impact on
employee performance depends on the culture of each country. In this study, 236
full-time employees of different nationalities participated in the survey. With
regression models, several employer attractiveness dimensions: economic and
Chapter 2: Literature Review
application values have a positive relationship with employee performance.
Page 102
However, this study did not demonstrate the moderating behavior of national
culture in the relationship between employer attractiveness and individual work
performance.
Table 2.5 Summary of studies related to Employer Attractiveness and
Employee Performance
Authors Methodology Variable/Content Result
Employer Attractiveness - Employee Performance
Backhaus Quasi- Corporate social Environment, community
et al. experimental performance; relations, and diversity
(2002) Employer elements are the most
attractiveness powerful dimension
Pingle and Quantitative Employer Learning and development
attractiveness value and recognition are the Sharma
(2013) factors that students like most.
Corporate Social
Responsibility (CSR) factor is
the least chosen factor
Hjalmarss Qualitative Sustainable HRM, The results of this study
on and employer provide management
Ahlenius attractiveness and implications for how leaders
(2019) employee and companies improve
retention. sustainable HRM performance
through employer
attractiveness. A decisive
factor to increase employee
retention as a key stakeholder
Chapter 2: Literature Review
in the social dimension.
Page 103
Authors Methodology Variable/Content Result
Employer Attractiveness - Employee Performance
Slatten et Quantitative Organizational Firstly, organizational
al. (2019) attractiveness. attractiveness has a positive
Frontline impact on frontline employees
employees' ’engagement as well as on the
perception. service quality they provide to
The turnover rate. hospital patients. Moreover,
The engagement. organizational attractiveness
The service also has the opposite effect
quality. with the turnover rate.
Secondly, the ‘internal
market-oriented culture
'(IMOC) has a significant
positive effect on
organizational attractiveness.
Finally, organizational
attractiveness fully mediates
the relationship between
"internal market-oriented
culture" (IMOC) and frontline
employees' engagement and
the service quality they
Chapter 2: Literature Review
provide to patients.
Page 104
Authors Methodology Variable/Content Result
Employer Attractiveness - Employee Performance
Dabirian et Qualitative Employer The author has identified and
al. (2019) attractiveness described eight values that IT
professionals evaluate IT
employees. In particular,
emphasizing the most
important values to provide
recommendations for
solutions for IT companies
can use employer brand
intelligence to attract and
retain talent.
Pires Quantitative Employer Employer attractiveness
(2020) attractiveness dimensions (economic and
Individual work application value) have a
performance positive relationship with
Individual work performance.
However, this study did not
demonstrate the moderating
behavior of national culture in
the relationship between
employer attractiveness and
individual work performance.
Chapter 2: Literature Review
Source: From Author
Page 105
2.2.6.6 Employee Engagement – Employee Performance
Thomas & Oldfather (1995) studied the engagement of students and
teachers in shared inquiry approach. In this study, the authors describe the
demotion that teachers and students can bring to their learning experiences in
literacy that fuses both teachers and students. Research has shown an approach that
encourages teachers and students to gradually share their own chosen inquiry to
discover the meanings, purpose and outcome of literacy.
English (1998) studied secondary school students' perceptions of engagement
with the tasks of potential mathematical problems. At the same time, study the
student's views on general classroom activities. The research method used is the
qualitative method. In particular, the subjects invited for interviews are children in
grades 3, 5 and 7 who have different orientation in classroom activities. Interview
contents are: how to improve the problem solving activities of their classes; the
problems they see are most engagement and at least when expressed with routine
and non-routine framework. The children have asked for experience in their
classroom issues to be relevant, meaningful and attractive. Students in grades 5 and
7 requested more representation material. The standards of these children for
identifying engagement and non-engagement of issues are linked to problem
structure and cognitive requirements. Non-routine examples have focused on
processes for important reasons and do not include computation for maximum
engagement while the computational problems are the least attractive.
Butcher (2000), in an exploratory study, investigated the relationship
between engagement in youth development, risk and protection, and problem
behaviors. The purpose of this study was to determine whether young service agents
developed social capabilities. The participating members are 297 children and
young people aged 9-16 and 7 program leaders. Risk and protection framework is
optimized. At the same time, a research model was developed to organize the
Chapter 2: Literature Review
relationship between engagement in the youth development program, the risk and
Page 106
the protective factor and output of problem behaviors. The results of factor analysis
show that one-dimension model is preferable to the two-dimension model. In turn,
a dimension known as asset-vulnerability has a significant relationship with the
youth development program. In particular, the results of structural equation
modeling have shown that participation has a small but significant relationship with
reduced vulnerability. If the vulnerability is strong, there will be a positive
relationship with the output of the problem behavior. In addition, the relationship
between participation and behavioral problems is moderately characterized by asset-
vulnerability. In addition, with qualitative interviews later, program leaders deduced
two kinds of program theories: focus activity and the youth orientation. This study
also showed that structural equation modeling is a useful tool for determining
relationships. Qualitative interviews with program leaders helped to explore the
‘black box’ program and allowed us to gain insight into the effectiveness of
programs. Demands for future research to be pre-selected, the impact of the
program, and how to implement activities at youth service agencies are discussed in
this study.
Luthans & Peterson (2002) investigated the relationship between employee
engagement and manager self-efficacy. That implies development and effectiveness
in management. Although the technical activity is predominating, human resource
management is receiving increasing attention in analyzing the competitive
advantages of each organization. However, many complex questions are posed. This
study first reviews the theories that relate to employee engagement, conducting
empirical investigations to determine the role of managerial mentality (with the
number n = 170) in relation to their employees (average of about 16 per manager).
From there, self- measurement subordinates and peers of management effectiveness
are evaluated. The results of statistical analysis showed that management efficiency
is a part of the coordination between the relationship between employees and the
rate of work efficiency of management. In general, both employee engagement and
Chapter 2: Literature Review
managerial effectiveness were important antecedents that, if combined, could have a
Page 107
positive effect on the performance of the manager. This research also indicates the
implications for developing and practicing effective management.
Chen et al (2008) studied the concepts of engagement in order to contribute
to the student engagement in engineering faculty at universities. The concept of
student engagement is emerging for engineering majors and higher education.
However, there is currently no focus on the role of faculty as an educational
environment designer to support student engagement. Therefore, data was taken
from the Engineering Change study, the Academic Pathways Study of the Center
for Advanced Engineering Training and underway studies in the United States Air
Force. Research has uncovered the role of faculty as an important factor in helping
students gain experience, develop, support and create a high degree of student
engagement.
Robertson & Cooper (2010) studied the integration of employee engagement
and psychological well-being. The purpose of this study is to introduce a full
concept of engagement. In particular, employee engagement is viewed as
sustainability when the level of well-being of employees is high. The research
method used is the qualitative method. In particular, the evidence of prior research
on the concept was reviewed and evidence of effectiveness in both engagement and
well-being was also taken into account. The research results show little awareness
that the employee engagement is directly related to well-being in the organization.
These views focus too much on the benefit of the organization. Therefore, a set of
engagement concepts (called ‘full engagement’) including employee well-being will
be better for building sustainable for each individual and organization. However, the
limitation of this study is that the discovery of the link between employee
engagement and well-being needs to be validated and the proposition developed as
a premise for subsequent studies. This research has improved the concept of
engagement more fully and comprehensively in the organization. At the same time,
Chapter 2: Literature Review
case studies are also provided for illustration. The greatest value of this research is
Page 108
the integration of well-being and commitment-based engagement into a single
construct that provides a novel understanding of engagement.
Ghuman (2016) studies the prognosis of the functions and emotions of
employee engagement and their impact on employee performance. This study
implements the drivers, dimensions and consequences of employee engagement in
determining the effectiveness and critical relationship between drivers’ function and
emotion. The study also examines the relationship between employee engagement
and employee performance, long-term employee management relationships, the
level of positions, leadership styles and the impact of targets. The sample consisted
of 65 professional working at different levels in different organizations in India
through standardized questionnaires to collect primary data. This data is analyzed
and verified statistically through the Principal Component Analysis and Pearson
Correlation and MANCOVA for analysis are set up hypotheses. Throughout the
analysis, three factors were named: effective leadership, focus on employee
satisfaction and focus on customer satisfaction as important factors for employee
engagement. Emotional drivers are considered as an effective leadership style
playing an important role in employee engagement in the workplace. In addition,
the author also found the relationship between the employee engagement and
employees’ performance.
Nazir & Islam (2017) conducted empirical research to enhance
organizational commitment and employee performance through employee
engagement. The purpose of this study was to determine the relationship between
perceived organizational support, employee engagement, employee performance
and affective commitment in the context of higher education in India. The research
data was collected from 410 employees from Indian institutes and used self-
administered questionnaires. Structural equation modeling is used to analyze data.
The results show that perceived organizational support has a positive effect on
employee performance and affective commitment. In addition, research has shown
Chapter 2: Literature Review
that employee engagement is the mediator of this relationship. The research
Page 109
implication provided guidance for the development of strategies that impacted the
development and retention of engagement, capacity and commit place work in
higher education institutions in India. In addition, research has furthered the theory
of organizational behavior by identifying and experimenting some antecedents and
consequences of employee engagement in the context of higher education in India.
Meswantri & Ilyas (2018) studied employee engagement and its implications
for employee performance. This study analyzes and demonstrates the impact of
employee performance, employee engagement and employee management
transformational styles on employee performance in construction and building
companies at DKI Jakarta. The research method used in this study is the descriptive
method. The sample size was 237 respondents. The data analysis method used is
structural equation modeling through the Lisrel program. Based on the results,
transformational leadership, employee placement and competence have had a
positive and significant impact on employee engagement with a coefficient (R2) of
51%. Similarly, transformational leadership, employee placement, competence and
employee engagement have had a positive and significant impact on employee
performance at coefficient (R2) of 85%. Improving employee performance required
the implementation of good employee transformation and employee placement
associated with the potential and talent of the employee. At the same time,
competencies and employee engagement need to be improved.
Arslan & Roudaki (2019) investigated the intermediate impact of employee
engagement (EE) on the relationship between organizational cynicism (OC) and
employee performance (EP). Primary data of the study were collected via
questionnaire from employees with a number of 200 from health care organizations
in Pakistan. Data collection method is non-probability with convenient sampling
method. Study data was processed using SPSS software. Research results from
correlation and regression showed that QC has a negative relationship with
statistical significance to EP. Therefore, the health care of patients is compromised
Chapter 2: Literature Review
due to poor performance of employee. In addition, the research results have
Page 110
discovered that EE is the intermediate effect for the relationship between OC and
EP. Therefore, hospital managers need to enhance EE to reduce the cynicism and
improve performance. Moreover, organizations and managers need to understand
their roles and take action to create conditions for managing cynicism among
employees and gradually build trust to increase employee retention and engagement
in order to increase their work efficiency.
Motyka (2018) studied the review of the theoretical system on the
relationship between employee engagement and performance. Academic and
practical researchers have warned the low level of employee engagement at work as
alarming issues in the global economy. This has led to a negative impact on work
performance. Therefore, it is necessary to understand the concept of work
engagement, what it means to employees and to employer implications. Therefore,
this study conducted a systematic review of theory as well as presented research
findings on the relationship between employee engagement and various
performances. The findings of systematic ways provide practical and administrative
implications. The results of the study showed that most evidence exists in the
statistically significant relationship between employee engagement and
performance.
Herlissha & Riyanto (2019) studied and impacts of job satisfaction, work
motivation and employee engagement on employee performance of Pt Inixindo
Persada Rekayasa Komputer. The study was conducted in response to 50 employees
of Pt Inixindo Persada Rekayasa Komputer. The main research tool is the
questionnaires distributed to employees at the company. The data analysis method
used is statistical package of social sciences (SPSS) version 23. Job satisfaction has
a positive and significant impact on employee performance while work motivation
leaves has a positive impact on employee performance. Finally, the research results
in the positive simultaneous impact of job satisfaction, work motivation and
Chapter 2: Literature Review
employee engagement on employee performance.
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Chumba (2020) found an intermediary impact of employee engagement in
the relationship between employee rewards and job performance of nurses at
Kenya national referral hospitals. The study was conducted at 4 national referral
hospitals in Kenya with a population of 2,757 nurses and the number of samples
collected was 296 samples. Primary data collected through semi-structure
questionnaire was sent to nurses. The selected analytical methods are descriptive
and inferential statistics. The study results showed a positive impact of employee
rewards on job performance with an explanation level of 74.1%. In addition,
employee rewards also have a positive impact on employee engagement with an
explanation level of 59.4%; especially, employee engagement has a statistically
positive impact on job performance with an explanation level of 70.4%. The study
recommends managers that employee rewards can only affect 35.3% of engagement
but employee engagement can affect 79.9% of job performance changes. Therefore,
managers need to ensure to enhance employee engagement activities to create a
sustainable development for job performance.
Ariussanto et al (2020) studied factors: leadership style, employee
engagement and work environment to employee performance in manufacturing
companies. In particular, the authors have identified leadership styles to improve
employee engagement. Specifically, leadership style affects employee engagement
and work environment. From there, employee engagement and work environment
will have a positive impact on employee performance. Research data was collected
by survey questionnaires from employees of animal feed companies. The data were
analyzed using partial least square (PLS) technique. Leadership style has a positive
impact on employee engagement and work environment while employee
engagement and work environment have a positive impact that has statistical
significance on employee performance. Leadership style cannot have a direct
impact on employee performance because the interaction between top management
and employees needs an intermediate variable to help increase employee
Chapter 2: Literature Review
performance.
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The strength of this research group is quite diverse in content with studies
going into the general concept and employee engagement awareness (Chen et al.,
2008; English, 1998; Thomas & Oldfather, 1995). Other authors have studied the
relationship between engagement in the youth development program, risk and
protection factor and output of problem behaviors (Butcher, 2000) or with factors
like self-efficacy manager (Luthans & Peterson, 2002), psychological well-being
(Robertson & Cooper, 2010). And recently, many studies have entered the
relationship between employee engagement and employee performance (Ghuman,
2016; Meswantri & Ilyas, 2018; Nazir & Islam, 2017). In terms of research
methods, the authors also carried out quite a variety of qualitative methods
(Butcher, 2000; English, 1998; Robertson & Cooper, 2010; Thomas & Oldfather,
1995) as well as quantitative methods (Chen et al., 2008; Ghuman, 2016; Luthans &
Peterson, 2002b; Meswantri & Ilyas, 2018; Nazir & Islam, 2017).
Besides, this field also has certain limitations. Firstly is the method of
selecting research samples. Some studies focus on a small group: math students
(English, 1998) or a relatively small sample (Nazir & Islam, 2017). In addition,
some research samples are concentrated in only one country (India). This will affect
the generalization of the study. Therefore, it is necessary to expand research in a
more multicultural way (Nazir & Islam, 2017). Other sampling methods have not
followed the random principle. In addition, participants surveyed did not ensure
demographics; most were close to the school and neighbors (Butcher, 2000).
Secondly are limitations in developing research hypotheses and proposing research
models. Some studies have not developed hypotheses about the relationships
between variables in the model convincingly (Robertson & Cooper, 2010). Besides,
some research models on these factors are currently not available. This leads to the
results of the research model after it does not reach fit. Not many studies have
proves the relationship between these factors in the model (Butcher, 2000). Another
limitation of this research direction is some scales of the well-being factor
Chapter 2: Literature Review
(Robertson & Cooper, 2010). Finally, studies are often concentrated in certain areas,
Page 113
requiring a comparison between the public and private sectors; in which moderator
variables such as gender, income and ages should be included (Nazir & Islam,
2017).
Table 2.6 Summary of studies related to Employee Engagement and Employee
Performance
Authors Methodology Variable/Content Result
Employee Engagement - Employee Performance
Thomas Qualitative The engagement of An approach that encourages
and students and teachers and students to
Oldfather teachers. gradually share their own
(1995) chosen inquiry to discover the
meanings, purpose and
outcome of literacy.
English Qualitative Perceptions of Identifying engagement and
(1998) (interview) engagement. non-engagement of issues are
linked to problem structure
and cognitive requirements
Butcher Qualitative Engagement, youth Exploring the ‘black box’
(2000) (interview) development, risk program and allowing us to
and protection, and gain insight into the
Chapter 2: Literature Review
problem behaviors. effectiveness of programs.
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Authors Methodology Variable/Content Result
Employee Engagement - Employee Performance
Luthans Quantitative Employee Effectiveness of management
and engagement and is a part of the coordination
Peterson manager self- between the relationship
(2002) efficacy. between employees and the
rate of work efficiency of
management.
Chen et al Quantitative Concepts of The role of faculty as an
(2008) engagement important factor in helping
students gain experience,
develop, support and create a
high degree of student
engagement.
Robertson Qualitative Employee Improving the concept of
and engagement and engagement more fully and
Cooper psychological well- comprehensively in the
(2010) being organization; the integration
of well-being and
commitment-based
engagement into a single
construct that provides a
novel understanding of
Chapter 2: Literature Review
engagement.
Page 115
Authors Methodology Variable/Content Result
Employee Engagement - Employee Performance
Guman Quantitative Prognosis of the Emotional drivers as an
(2016) functions, emotions effective leadership style play
of employee an important role in employee
engagement and engagement in the workplace.
employee There exists between the
performance. relationship between the
employee engagement and
performance of employees.
Nazir and Structural Organizational Providing guidance for the
Islam Equation commitment, development of strategies that
(2017) Modeling employee impacted the development and
performance, retention of engagement,
employee capacity and commit place
engagement. work in higher education
Chapter 2: Literature Review
institutions in India.
Page 116
Authors Methodology Variable/Content Result
Employee Engagement - Employee Performance
Meswantri Structural Employee Transformational leadership,
and Equation performance; employee placement and
Awaludin Modeling employee competence have had a
(2018) engagement and positive and significant
employee impact on employee
management engagement;
transformational Transformational leadership,
styles. employee placement,
competence and employee
engagement have had a
positive and significant
impact on employee
performance
Arslan and Quantitative Organizational Organizational Cynicism (OC)
Roudaki Cynicism (OC), has a negative relationship with
(2018) employee statistical significance to
engagement (EE) employee performance (EP).
and employee The research results have
performance (EP). discovered that employee
engagement (EE) is the
intermediate effect for the
relationship between OC and
Chapter 2: Literature Review
EP.
Page 117
Authors Methodology Variable/Content Result
Employee Engagement - Employee Performance
Motyka Qualitative Employee The results of the study
(2018) (Meta) engagement and showed that most of the
employee evidence exists about the
performance. statistically significant
relationship between
employee engagement and
performance.
Herlissha Quantitative Job satisfaction, Job satisfaction has a positive
and work motivation, and significant impact on
Riyanto employee employee performance. Work
(2019) engagement and motivation also has a positive
employee impact on employee
performance. performance. There is a
positive simultaneous impact
of job satisfaction, work
motivation and employee
engagement on employee
Chapter 2: Literature Review
performance.
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Authors Methodology Variable/Content Result
Employee Engagement - Employee Performance
Chumba Quantitative Employee rewards, The study results showed a
(2020) employee positive impact of employee
engagement and rewards on job performance
job performance. with an explanation level of
74.1%. In addition, employee
rewards also have a positive
impact on employee
engagement with an
explanation level of 59.4%.
Employee engagement has a
statistically positive impact on
job performance with an
explanation level of 70.4%.
Ariussanto Quantitative Leadership, Leadership style has a
employee positive impact on employee et al
engagement, work engagement and work (2020)
environment and environment. Employee
employee engagement and work
performance. environment have a positive
impact that has statistical
significance on employee
performance. Leadership style
cannot have a direct impact on
employee performance.
Chapter 2: Literature Review
Source: From Author
Page 119
Theoretical basis and the previous studies can summarized in terms of factors
related to the factors in the research model as follows:
Realistic Job
previews
Employer brand
equity
Perceived
organizational
support
Equity in reward
administration
Employer Attraction and
retention of talent
branding
Perceived
organizational
prestige
Employer brand
loyalty
Orgainaztional Trust
Employer
Employee
engagement attractiveness Leadership of top
management
Employee
performance Psychological
contract obligation
Corporate social
responsibility
Figure 2.5 Antecedents and consequences of EB and EA
2.2.7 The research gap
In the previous studies, most recruiter’s branding content pay attention to
study the relationship of this factor with the attraction of potential candidates. Very
Chapter 2: Literature Review
few studies currently available, especially in Vietnam, study the impact of employer
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branding and the attractiveness of employers to the engagement and employee
performance as well as relationship between employer branding and the employer
attractiveness. In contrast, studies on employee engagement are mainly on
activities: salaries, bonuses, organizational culture, development training and so on.
However, no in-depth studies on the effect of the employer brand to engagement
factor as well as through this engagement factor affect the performance of
employees. Therefore, the dissertation will explore the new findings as follows:
(i) The relationship between the employer branding and the employer
attractiveness.
(ii) The impact of the employer branding on the employee engagement as
well as the employee performance.
(iii) The impact of the employer attractiveness on the employee engagement
as well as the employee performance.
This new research direction will contribute to the theoretical basis, providing
reference material for further in-depth studies. At the same time, there will be a
great deal of practical contribution to the talent management of companies, helping
to address the urgent and critical needs of “the war to attract and retain talented
people” fiercely in a flat world like today.
2.3 RESEARCH HYPOTHESIS AND STUDY MODEL
2.3.1 Impact of employer branding on employer attractiveness
An organizational branding always impacts on company's attraction to its
stakeholders. In particular, brand influence and beliefs have a positive impact on the
attractiveness of employers to potential candidates (Viktoria Rampl & Kenning,
2014). With the same viewpoint, (Leekha Chhabra & Sharma, 2014) also found
strategies, solutions and communication channels to enhance the brand image of the
Chapter 2: Literature Review
organization; leading to the impact on the effectiveness of the attractiveness of the
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employer. The results of this study developed a research model derived from
organizational attributes (compensation, culture, training and development,
empowerment, etc.) that influence the construction. The image of the organization
through media (newspapers, websites, company visits) results in a positive
influence on the attractiveness of the employer in order to improve the brand
strength, attract good quality candidates, reduce search cost and recruit candidates.
Social media use is to have a positive impact on branding employers. The brand of
the employer affects two factors of talent management: the attraction and employee
engagement, the better recruitment and retention of talent (Kaur et al., 2015).
On the other hand, according to (Lievens, 2007), employer branding -
usually consisting of three main stages: building, forming affirmations about the
value and benefit that the brand brings to workers - helps communicate these
values. Finally, it is the implement step. The branding of the employer will be based
on the theory of brand equity to explain the attributes of attracting employers to
people, including perceptions, beliefs in products and services. On the other hand,
according to (Cable & Turban, 2001), brand equity can be extrapolated in recruiting
and recruiting situations where the choice between candidates' organizations
depends on attributes, reference information they get. Therefore, the strategies and
activities of branding employers will help the employer's attractiveness be expanded
by creating, communicating and sustaining the positive and positive aspects of the
organization (Collins & Kanar, 2014; M. R. Edwards, 2010). In addition, (Trybou et
al., 2014) in a hospital study have also shown that there is a relationship between
factors (economic benefits, relationships and professionalism) with organizational
attraction for employees.
The social value
Social Value: This factor reflects the extent to which an individual is
attracted to the employer through providing a fun, happy working environment,
Chapter 2: Literature Review
good working relationship and team atmosphere (Berthon et al., 2005).
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According to social identity theory (H. Tajfel et al., 1979), the idea of this
theory is that people have a natural expectation of linking themselves to social
groups and these groups can help shape identification of that employee (Ashforth
& Mael, 1989; Dick, 2001; Dutton et al., 1994). This theory presents situations
where people are identified with the organization. This theory explains why an
organization with a good reputation or a positive brand image can attract many
identities from employees. The element of social value is what employees need and
impressive for an organization. Therefore, the branding employer will help create
the organization's reputation and identity for the positive impact of the social value
in that organization.
In modern organizations, the attraction, profitability and future operation
depend on the willingness to motivate current employees as well as potential
candidates to participate in the development of the organization (Aggerholm et al.,
2011). This involves three elements: corporate social responsibility (CSR),
employer branding and reputation. According to (Verčič & Ćorić, 2018), there is a
relationship between CSR, employer branding and reputation. According to the
research of this group, students will be well aware of CSR and employer branding
for reputable companies.
Employer branding will involve emotional factors of the employee. When
employees are cared for mentally, they are likely to achieve positive results from
their work environment. In addition, they will have cheerful colleagues, who share
similar values, have a team to work together on and address the common cultural
values of the organization. However, not all businesses have a high score on this
issue. They may be a good business but may not be good for employers. Therefore,
employer branding will help to increase the value of social attractiveness (Dabirian
et al., 2017).
Moreover, in the context of organization's human management, the key
Chapter 2: Literature Review
element of workplace attraction (organizational stability, work balance - work life
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and security) is considered important factor of employer brand. This depends on
employers and employees' awareness of the attraction of the workplace (Jain &
Bhatt, 2015). Therefore, the design of employers' brands will influence the
attractiveness of employers in creating competitive advantage (App et al., 2012).
The developmental value
Developmental Value: This factor reflects the extent to which an individual
is attracted to the employer by providing recognition, confidence, engagement with
professional experience, and a foundation for future growth (Berthon et al., 2005).
The first stage of the employer branding value chain model (Theurer et al.,
2018a) is what the company will be able to do to help its employees develop. This
stage consists of three main steps: (i) Developing an Employer Value Proposition
(EVP) that includes branding key messages; (ii) External marketing those values to
the target groups; (iii) Internal marketing for internal employees to build
engagement in the workplace based on business values and goals ( Backhaus &
Tikoo, 2004; Edwards, 2010). Each EVP as an ideal employer identifier or in other
words helps shape employees' perceptions of the company as employer
attractiveness. Also in this model, the second stage will focus on organizing the
interactive activities of the employer brand with awareness and thinking of the
employees. For example, what employees know, feel and make, based on their
experience with the company brand. Therefore, if the first step focuses on the
knowledge of the employer and how to form an organizational awareness, the
second step will focus on how the employee understands the employer brand.
(Highhouse et al., 1999; Lievens & Highhouse, 2003).
Similarly, Chhabra & Sharma, (2014) suggested that the employer
attractiveness components (career development opportunities) should be
communicated by building a brand to attract, engage, and keep talent as well as get
the ‘employer of choice’ position. In addition, in another study conducted by Talent
Chapter 2: Literature Review
Solution (2016) through a survey of a large number of talent managers currently
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working in Human Resources departments. Of the total number of employers, up to
75% of employers use employers' brands to appoint careers and develop
opportunities for employees. Meanwhile, up to 65% devote the special attention of
employers' branding to enhance training and development in the organization.
The application value
Application Value: This factor reflects the extent to which an individual is
attracted to the employer by providing an opportunity for employees to apply what
they learn to teach others in an environment that is customer-oriented and
humanitarian (Berthon et al., 2005).
According to social identity theory (H. Tajfel et al., 1979), each individual
tends to choose to join a social group that fits his personality and identity. This
natural desire of employee will enable them to distinguish between them and other
social groups and help create their own unique characteristics. Since then, it helps to
increase the engagement between employees and organizations by identification
factors. Employer branding activities help employees visualize employers'
identities. From this, employee will develop better perception of the relevance of
personal identification with the organization. They will have the opportunity to
apply and share their knowledge to their social group. Moreover, when a well-
organized employer branding activity is completed, employees can choose and join
well with their social group, providing the opportunity and motivation to apply the
knowledge they have learned to guide or share with others in the organization.
According to McDonald & Hite (2005), three types of transformations affect
the employer attractiveness. First, employees will focus on achieving a transferable
skill rather than specific skill. Second, instead of demonstrating loyalty to someone
in the organization, the employee will choose a professional commitment to create a
system of skills and knowledge with ease. Finally, they choose the interest of
Chapter 2: Literature Review
balancing work and life, rather than having a high salary and status in the company.
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Another concept commonly used in evaluating employee attraction is career
anchors. Schein (1996) identified a person's career anchor as a self-reflecting
image of his or her ability, talent, basic values and motivational needs. The career
anchor model includes eight categories reflecting the above-named contents:
autonomy / independence, security / stability, technical / functional competence,
managerial competence, entrepreneurial creativity, service / dedication to a cause,
pure challenge and lifestyle. This model also allows individuals to identify the type
of occupation that satisfies their characteristics and needs (Chang et al., 2010).
Moreover, one benefit of employers is to retain employees while one factor
that employer branding can impact is application value. In particular, employers'
brands will reflect to employees the level of knowledge with their roles, with the
company as well as the comparison of performance in the market (Haines et al.,
2012). During the application process and the accumulation of experience at the
organization, employees will have the opportunity to develop and adjust their
knowledge. At the same time, they can also assess the role, rights and
organizational effectiveness. The overall impression of the organization will care
for workers and provide benefits as part of social exchange (Cropanzano &
Mitchell, 2005). The more values are sent to employees, the stronger the brand of
employers is. Therefore, employers are always working hard to maintain this
relationship (Moroko & Uncles, 2008).
The safety value
Safety Value: This factor reflects the extent to which an individual is
attracted to job security (Berthon et al., 2005).
Łazorko (2019) conducted research on the concept of external employer
branding. Work safety is an important factor that can be communicated to attract
employees. Therefore, employer branding will have an impact on safety in an
organization. Similar to this point of view, Wilska (2014) also argues that the
Chapter 2: Literature Review
employer branding strategy includes two important requirements: the concern of
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improving the employee's talent management system and negotiating with the best
practices of leadership level at the company. Employer branding is seen as an
established company and a strong brand who does unique jobs. In other words, it is
an enterprise that can make employees proud and appreciated. When the high
standards of this strong employer branding are met, one factor will be rated as
safety (Herman & Gioia, 2001). In other words, employer branding will have a
positive impact on safety value in the business.
Another related study by Çiftçioğlu (2014) focused on confirming the main
components of the employer branding cognitive activity of current employees. Data
collected from more than 200 white-collar companies in IT in Turkey. The research
results have shown that the perception of employer branding of the current
employees is largely developed around the symbolic properties of the business;
rather than the traditional human resources practices. One important factor is job
safety: depending on the performance of employer branding, it will shape the
current employee's awareness of the safety factor in the company. In other words,
employer branding has a positive effect on safety factors in the business. This result
is also consistent with the study of Waight & Chow (2009). These authors have
conducted research on how the employer branding application in Australia differs
from results found in the United States. Accordingly, the research results have
shown that the factor ‘occupational health and safety’ is one of the five factors with
statistical significance. This safety factor is seen as activities that the organization
builds to create a safe working environment for the employee. In other words,
employer branding is identified as safety factor in its operations.
The economic value
Based on the salary and bonus system, companies need to carefully evaluate
the job design and payroll and employee benefits. For example, in some industries
(fashion), employees may sacrifice financial rewards to work for well-known
Chapter 2: Literature Review
brands (Williams & Connell, 2010). Researches have shown that firms typically
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build their payroll and bonus systems in line with the company's strategy (Boyd &
Salamin, 2001). Compensation system is concluded to be based on the corporate
branding strategy employed by each company (Theurer et al., 2018a).
Similarly, Chhabra & Sharma (2014) suggested that employer attractiveness
components (compensation) should be communicated by employing branding to
attract, engage and retain talent to get the ‘employer of choice’ status. Therefore,
the design of employers' brands will influence the attractiveness of employers in
creating competitive advantage (App et al., 2012).
In addition, in the context of brand equity, it has been shown that the
perception of a company's reputation may impact on lower employee salaries
requirement. Theurer et al (2018) argues that a strong employer brand can affect
employee reward systems; for example, an employee can accept lower wages from
a strong employer brand. However, the current study is still unclear on how the
employer branding activities are related to corporate reward systems (Cable &
Turban, 2003).
In addition to the above dimensions, employer branding has also been shown
to have a positive effect on the employer attractiveness. Employer branding
influences both potential candidates and current employees to build an image of a
company's interests (Mosley, 2007). Meanwhile, employer attractiveness plays an
important role in the employer branding process as an important signal to help
create a strong brand equity (Berthon et al., 2005). Or perhaps, the employer
attractiveness is the first stage of the employer branding process (Tüzüner &
Yüksel, 2009). Therefore, researchers believe that there is a strong association
between employer branding and employer attractiveness (Berthon et al., 2005;
Lievens & Highhouse, 2003; Moroko & Uncles, 2008). These authors have shown
that there is a direct statistically significant relationship between employer branding
and employer attractiveness (Backhaus & Tikoo, 2004). Accordingly, employer
Chapter 2: Literature Review
brand associations affect employee attraction and employer image acts as an
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intermediate variable between employer brand associations and employee attraction.
In other words, employer branding will create brand associations. From there,
brand associations will create employer image and this factor will affect the
attractiveness of the organization to potential candidates. Thus, it can be argued that
there is a strong expected relationship between employer branding and employer
attractiveness. This has been empirically supported research on this relationship.
The results of this experimental study have demonstrated that a direct relationship
exists between employer branding and organizational attractiveness (Weekhout,
2011). Therefore, companies have used different employer branding strategies to
increase the employer attractiveness (Chhabra & Sharma, 2014). Thus, based on
theory and previous studies, it can be seen that employer branding has a positive
effect on employer attractiveness.
There have been many studies that have demonstrated a statistically significant
correlation between employer branding and employer attractivness (Alnıaçık &
Alnıaçık, 2012; Alshathry et al., 2017). Specifically, Easa & Bazzi (2020) through a
synthesis of theory and previous studies have shown that employer branding has a
positive effect on employer attractiveness as well as employee enagement and
retention. Besides, Kalinska-Kula & Staniec (2021) discovered that both external
and internal employer branding will have a direct effect on employer attractiveness.
Employees will compare the employer brand image with their needs, personality
and values to make the decision to apply for a long-term application or engagement.
In other words, the better employer braning helps employer attractivness will
increase (Backhaus & Tikoo, 2004; Byrne & Neuman, 1992; Cable & Judge, 1996).
As mentioned above, Chhabra & Sharma (2014) has proven that employer branding
is an effective strategy to enhance employer attractiveness through the organization.
This is explained according to the conceptual model of these authors. Employer
branding begins with the analysis and positioning of the organizational values,
ideologies and policies. These contents will then communicate to potential
Chapter 2: Literature Review
candidates to create their readiness to apply for the organization. This process will
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help shape the employer brand image in the mind of the employee. And a positive
employer image helps create an attractive employer. This indicates that employer
branding will have a positive effect on the employer attractiveness.
Based on the above reasons, the first hypothesis is proposed as the following:
Hypothesis 1: Employer branding has a positive impact on the employer
attractiveness
2.3.2 Impact of employer branding on employee engagement
According to social identity theory, social identification helps maintain the
employees in the organization that are identified as a part of society. From there, it
will help to respect employee (Hogg & Turner, 1985; H. E. Tajfel, 1978). In
addition, many studies have shown that the construct of organization is the view
that “the success of the organization is the success of each member” (Mael, 1988).
In other words, based on this theory, identification will make employees feel more
loyal and committed to their organization. Therefore, branding employer will make
images and identity recognition more clear. Since then, employees can be better
aware of this identity and lead them to have better engagement with the
organization. Therefore, it can be confirmed that branding employers will have a
positive impact on employee engagement.
On the other hand, according to social exchange theory (Emerson, 1976), the
relationship between employer and employee is a fair and equitable exchange.
Employer must provide employee the required values in exchange for employee
contributions. The values that employer can provide can be either social or
economic values (Shore et al., 2009). In contrast, employees can repay employer
with contributions to work performance as well as long-term engagement with the
company. On the other hand, the employer branding with the platform is
psychological contract theory; in psychological contract between employer and the
Chapter 2: Literature Review
employee committed that employee would promise loyalty to the employer to talk
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to job security (Hendry & Jenkins, 1997). In contrast, when an employee's
perception of negative problems and a possible lack of engagement, the employer
can use employer branding to advertise the benefits they can provide including
training, career opportunities or personal development. In short, employers branding
is an effective tool to help employers can improve employee engagement.
In addition, according to person - organization fit theory (Kristof, 1996),
many applications build a harmonious relationship between employer branding and
employee. Person - organization fit theory creates a long - term effect for outcome
of employee factors including turnovers (Schneider, 1987), work attitudes (Dawis &
Lofquist, 1984) and work performance (Tziner, 1987) and so on. According to this
theory, the relationship between an organization and individuals in that organization
depends on the basic requirements of each party. The unique characteristics of each
party will determine the shape of this relationship. The person - organization fit
theory has shown that: if an organization wants its employees to contribute values
(knowledge, skills and experience) to an organization, the organization must
provide them with the same benefits (value, energy and awareness). Since then, the
harmony between the value of the organization and its employees requires the
employee to adjust their skills, abilities and capabilities to meet the organization's
requirements (Jex & Britt, 2008). Therefore, employees will have the peace of mind
to work and engage with the organization. In addition, according to Ambler &
Barrow (1996), branding employers will give employees a package of both
economic and psychological benefits and this will help strengthen the organization
and staff harmony. Since then, it helps improve the employee engagement in the
organization.
Burke et al (2007) suggest that the employment experience provided by the
company will help attract and retain workers. The organization's efforts will provide
their employees with the best conditions. This activity will build and improve
employer branding. At the same time, the most innovative solutions for these
Chapter 2: Literature Review
activities will be implemented (Whitener, 1997). In addition, employers' branding
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will reduce staff absences and increase work efficiency (Eisenberger et al., 1997;
Meyer & Allen, 1997). Therefore, it can be said that employers' branding is an
important human resource management strategy and that this activity will help an
organization to retain talent by reducing their intention of retiring (Kashyap &
Verma, 2018).
When considering current employees, employers' branding has a significant
impact on various employee outcomes, satisfaction and loyalty (Davies, 2008),
employee satisfaction and commitment (Priyadarshini et al., 2016), satisfaction and
identification (Schlager et al., 2011), satisfaction, commitment and retention (Ito et
al., 2013) and engagement (Kunerth & Mosley, 2011). In particular, the satisfaction
factor has been studied quite popular throughout the past time and has a more solid
theoretical foundation while engagement is more complex and construct is
perceived as a complex connection between encompassing trait, state and behavior
(Macey & Schneider, 2008). Based on this, Davies et al (2018) discovered that the
more positive the employee's perspective on their company image is, the higher
their engagement with that company. In this view, (Divya & Ganesh, 2018) has
argued that efforts to increase the employer attractiveness to increase employee
engagement. This includes activities such as recruiting, socializing and maintaining
a clearly committed workplace. Based on the perspective of building employers'
brand, recruitment activities will form the basis for a satisfying working
environment as well as clearly define the goals and values of the organization.
When organizations try to meet the requirements of employees from their
participation in the organization's recruitment activities, it will help create better
satisfaction and this will help increase their engagement with the organization.
Since then, the engaged workers will demonstrate their commitment through high-
level work results. Therefore, employee engagement is an important output for
employers' branding efforts.
In addition, employers' branding is seen as a method to increase retention by
Chapter 2: Literature Review
executing the promise of different employment and better than competitors. This
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will ensure that workers will not consider switching (Taylor, 2002). An
organization with strong cultural experiences will increase the ability to retain
employees as well as create satisfaction and engagement (Halbesleben & Wheeler,
2008). According to Pukas et al. (2010), organizational culture includes elements
(an organization's attitudes, experiences, beliefs and values). This is the overall
brand of an employer. Therefore, cultivating and developing the right kind of
culture with the organization can create a better level of engagement (Sinha et al.,
2015). On these foundations, Singh & Jain (2013) have developed a model that
shows that branding an employer will have a positive impact on employees'
motivation and this motivation will effect on employees to stay at work. In other
words, work motivation is the mediating variable of the impact of employers'
branding on employee engagement.
Similarly, Rapoport et al (2002) determined that employers perform talent
retention by keeping employee expectations consistent with the organization's
business goals. One identified factor contributes to the satisfaction and employee
engagement is employer branding. Organizations can use employer branding to
advertise the benefits they can provide including training, career opportunities and
personal development (Backhaus & Tikoo, 2004). Gilliver (2009) found that
employers' brands help identify this organization in the market and make it unique.
This will help attract people in the organization and interested in joining due to an
overall picture of their expectations in the organization. According to Dell &
Ainspan (2001), employers' brands include many factors (company values, systems,
policies and behaviors) that aim to attract, motivate and retain current employees as
well as the potential employees. However, this is a difficult task for HR managers
(Boshard & Louw, 2010). Branding employers is one solution that can be
considered. A lot of researches showing the relationship between employers
branding and talent retention (Carbery et al., 2003; R. N. Robinson & Barron, 2007;
Chapter 2: Literature Review
Tutuncu & Kozak, 2007).
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Burawat (2015) shows the positive impact of employer brand awareness on
employee engagement. Besides that, employer brand awareness has a positive
impact on the expectation of the employer as well as the positive impact of
employee expectations on their engagement. In addition, research results show that
employers' brands also have an indirect impact on employee engagement through
expectations. In addition, a study by Biswas & Suar (2016) found that the employer
brand has a positive and direct impact on the engagement of employees in an
organization. Therefore, building a good employer brand will reduce the turnover
rate, change the workplace of employees. In other words, the employee engagement
is the suffix of the employer brand in the research. On the other hand, employer
branding has a similar relationship, consistent with retaining talent as well as
encouraging employees to work (Al Badawy et al., 2017). Ende (2016) also
suggests the link between employer branding and employee engagement at Leroy,
an ambitious company in Turkey.
Employer branding is a new approach to recruiting and retaining talent. This
method is becoming more effective Backhaus & Tikoo (2004) as a way to increase
employee engagement by implementing different employee management promises
and dominance over rival firms. This is because employees do not switch jobs
(Taylor, 2002). If an organization with strong cultural experience improves the
retention and employee satisfaction and commitment (Halbesleben & Wheeler,
2008). In other words, employer branding can be considered as an equivalent
measure of employee engagement (Maxwell & Knox, 2009).
Based on the above reasons, the second hypothesis is proposed as following:
Hypothesis 2: The employer branding has a positive impact on the employee
engagement.
2.3.3 Impact of employer branding on employee performance
According to social exchange theory (Emerson, 1976), the relationship
Chapter 2: Literature Review
between employer and employee is based on fair and appropriate exchange and
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transaction. Accordingly, if employees contribute values to the company, employers
must provide social and physical values for employees (Shore et al., 2009).
Employees will receive these rewards according to their level of contribution to the
organization. At the same time, when employees get the values from employer,
employee will tend to devote their values to the organization, especially the work
efficiency. However, in order to achieve this result, the employer must do so that
employee is aware that they receive the appropriate and attractive values from the
employer. Therefore, employer branding is an important solution that can help draw
an attractive and good image of employer (Ambler & Barrow, 1996). From here,
employees are aware that they have received the suitable value and will certainly
contribute to the organization in the most effective way. In other words, employer
branding will have a positive impact on employee performance.
In addition, according to the person - organization fit theory (Kristof, 1996),
the relationship between employer and employee in the organization needs
harmony. Accordingly, employers have resources to provide the needs of
employees such as financial, physical, psychological as well as development
opportunities (task-related, interpersonal). In contrast, employees will also have
resources (time, effort, commitment, experience and capabilities) including tasks,
interpersonal to contribute to the needs from employer. This relationship will
achieve a level of harmony or fit when the two parties complement each of these
resources appropriately and fairly. This will help shape this relationship and help
keep this relationship stable in the organization. Moreover, when the person -
organization fit organization is achieved, it will make employee adjust their skills
and abilities in accordance with the requirements of the organization. This will help
improve employee performance. On the other hand, employer branding (Ambler &
Barrow, 1996) will help provide an employee with an appropriate set of
psychological and economic benefits. This content is very similar to the resources
Chapter 2: Literature Review
provided by the organization according to the person - organization fit theory
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(Kristof, 1996). Therefore, branding employers can positively impact employee
performance.
Work efficiency management is a continuous process that involves many
steps such as identifying, measuring and developing individuals and teams. At the
same time, this activity must also align with the company's strategic goals (Aguinis,
2009). Wayne et al (2014) argues that care should be taken and carefully evaluated
for this work. In particular, the branding of employers can be seen as adding value
to the organization. Once the organization has a good employer brand, it will help
provide a good work management program (Vaijayanthi et al., 2011). This implies
improved work efficiency. Similarly, Munjal (2017) has shown that engaged
workers in work have better productivity because they have a greater motivation
that work effectively and always have good performance in an organization. In
addition, the engaged workers will always contribute their success to the
organization and they always work hard and enthusiastic. Therefore, when an
employee feels satisfied with the work environment, policy, culture and so on, they
will try to make more effort for the job. This will lead to increased labor
productivity. For an employee to have these conditions, the branding of the
employer is very important. In other words, it is the effort to build employer
branding that will help improve the working efficiency of the organization. Elving
et al (2013) also suggested that organizations use employer branding to serve to
diverse requirements such as improving recruitment process, increasing retention
rates, commitment and so on, especially building this employer brand also helps
improve productivity and efficiency of the organization.
Employer branding has a direct impact on employee loyalty that affects the
productivity, efficiency of employees as well as commitment to the organization.
Building a good employer brand will help reduce turnover rate, reduce the risk of
employees bringing the knowledge, technology and technology of the company to
competitors. Therefore, an attractive employer brand will increase the engagement,
Chapter 2: Literature Review
loyalty and especially efficiency (Vijayalakshmi, V & Uthayasuriyan, K, 2015).
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On the other hand, when an organization has a friendly working environment,
facilitating the development of employees, it will create peace of mind and help
increase productivity. Because working environment is one of the most important
factors in an organization. All issues faced by employees in the organization are
often related to the work environment. Therefore, the productive and efficient
workers will increase if the working environment is improved and developed (Awan
& Tahir, 2015). The working environment is a component of the employer brand.
Therefore, building a good employer brand will also help improve the performance
of employees. In addition, the employer brand is often associated with the style, the
attraction of the leader in the organization. Atmojo (2015) demonstrates that unique
atraction leadership styles (like the transformational leadership style) will enhance
performance and productivity employee through factor job satisfaction and
commitment to the organization. From that point, it can be deduced that once the
attractive employer brand will have a positive impact on the performance of
employees in the organization.
Based on the above reasons, the third hypothesis is proposed as following:
Hypothesis 3: The employer branding has a positive impact on the employee
performance.
2.3.4 Impact of employer attractiveness on employee engagement
The social value
Social Value evaluates the extent to which candidates are attracted and
provided with a funny, happy working environment, equal partnership and
teamwork when working.
According to social identity theory, every individual in the organization
tends to wonder who they are in the organization. Therefore, organizational identity
is also an important part of social identity theory. Recognizing an organization as
broadly as society helps an organization to focus on the characteristics received
Chapter 2: Literature Review
from the characteristics of each of its members. Members feel that they are an
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integral part of the organization (Hogg & Turner, 1985; Tajfel, 1978). In addition,
the tendency of each individual to choose for themselves is an appropriate social
group to join and interact. At that time, they will find themselves respected by that
social group and will have a better level of engagement with the organization. On
the other hand, the social values of employer attractiveness as a funny, happy
working environment, equal partnership and teamwork and so on, can also be
viewed as an organization's social identity. This may imply that social value will
have a positive impact on employee engagement.
Besides, according to social exchange theory (Emerson, 1976), the
bidirectional supply of partners' benefits for employer and employee is a mandatory
requirement to exist for a sustainable and development relationship. In particular,
not only the material benefits (salary) but also the spiritual benefits mentioned are
respect from the company (Shore et al., 2009). In other words, the exchange values
between employer and employee can be classified as tangible and invisible rewards
(Edwards, 2010). In particular, this mental value or invisible reward is social value.
Once employer can provide employees with social values (fair, fun and supportive
work environment), the employee will have the opposite of the values of the
employee to reciprocate employer. One of those values is engagement. Therefore,
social value can imply a variable with a positive impact on employees' engagement.
In addition, according to person - organization fit theory (Kristof, 1996), the
relationship between employer and employee in an organization is a complementary
relationship. Employers have resources (financial, physical, psychological) as well
as developing opportunities (task-related interpersonal). However, employer needs
to provide resources from employees (time, effort, commitment, experience) and
capabilities including tasks, interpersonal to maintain and develop their
organization. In contrast, employees have these resources and also need to be
provided with the resources that employers are holding to develop their careers.
Therefore, the relationship between the two parties must be in harmony and fit
Chapter 2: Literature Review
together for a strong and sustainable relationship. According to Schneider (1987), if
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the relationship between employer and employee reaches harmony, it will bring the
engagement of an employee to the organization. In addition, according to Berthon
et al (2005), one employer value that can attract employee is social value. With
this value, the employer can provide a friendly and happy working environment and
cooperation. This value corresponds to the psychological and physical needs of
employee in person - organization fit theory Kristof (1996). On that basis, social
value can completely impact employee engagement in a positive direction.
According to Michelman (2003), Moncarz et al (2009) and Wildes (2005),
the environment full of joy and happiness will be one important motivating factor in
retaining employees. This is perfectly reasonable because of the relationship
between the organization and the good employees: employee engagement
discovered is an important predictor of the decision to stay in the organization of the
employees (Hausknecht et al., 2009). Moreover, if an employee fits well in an
organization's culture, they tend to stay in that organization longer (De Vos &
Meganck, 2009; Sheridan, 1992; Taormina, 2009; C. Zheng & Lamond, 2010).
Social value has a strong impact on employee identification, which, in turn, can
increase employee engagement (Schlager et al., 2011). From there, being able to
predict social value leaves a positive impact on retaining employees (Kashyap &
Verma, 2018).
The larger the work environment of an organization is, the greater the
challenge for communication and communication becomes. The level of
communication skills will determine the engagement of the staff. Employees highly
engaged with the organization are more likely to receive communication and
management communication at regular intervals than those with low engagement
(Rajadhyaksha & Smita, 2004; Wachtel, 2011). Furthermore, Morris (2007) has
shown that employees who work in a trusting, collaborative and interpersonal
environment have higher levels of engagement as well as achieve higher
performance. Therefore, cooperation, caring and helping each other have an
Chapter 2: Literature Review
important influence on the engagement of employees. Sharing the same point of
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view, Arokiasamy (2013) also points out that factors (job security and the work
environment) will improve the level of engagement and commitment to each
employee's organization. In addition, factors (information and knowledge sharing)
are two of the four factors that contribute to higher levels of engagement. From this,
cohesion is also enhanced (Tim Handorf, 2011).
A company with a strong corporate culture will enhance employee
engagement (Ferguson & Carstairs, 2007). Sirisetti (2012) suggests that
relationships in positive work, teamwork, learning opportunities and employee
performance will help improve employee engagement.
Boverie & Kroth (2001) argue that the important factors for developing a
work environment are human factors, challenges and reward for the employees feel
passionate and energetic at their workplace. According to Quinn & Dutton (2005),
energy is a positive stimulus that people can get through emotional experiences.
Energy is an immediate response to a particular event or long-term mood that is not
affected by an event. Therefore, energy is the output of positive employee
engagement (Maslach & Leiter, 2005). The benefits of an organization are positive
creativity and a vibrant work environment because employees work together in
supportive relationships and information is shared widely.
Enthusiasm concept encompasses two elements of the working environment
(fun, interesting and engaging) and the meaning of the job (work considered as
important with a difference) (Boverie & Kroth, 2001). One aspect that can develop
enthusiasm in the work environment is to provide care for the environment and a
sense of community where individuals are attracted by social and meaningful
elements at work (Boverie & Kroth, 2001; Hodson, 2004). Emotion is a very
important factor in shaping and expressing oneself. Because the emotional factor
depends on and is activated by the social relationship, the social element of the
work should become a better recognition.
Chapter 2: Literature Review
The developmental value
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Developmental Value assesses the degree to which a candidate is attracted by
being recognized, creating confidence, gaining both work experience and
‘leverage’ in the career path.
According to social exchange theory (Emerson, 1976), the relationship
between employer and employee in a company as well as the relationship between
two business partners. This means that in order to maintain this relationship
sustainably, the two sides must have mutual and fair exchange of benefits. These
benefits are not only material benefits but also social benefits (Shore et al., 2009) or
tangible and intangible values (Edwards, 2010). Once employer provides these
values to employees, the employee will devote his best values to the company.
Engagement is one important value for employees for companies. At the same time,
according to Berthon et al (2005), providing employee development opportunities
(work experience) as a basis for future career development or an environment that
creates self confidence will increase employer attractiveness for employees. These
values can be viewed as tangible and intangible values based on the above theory.
Therefore, developmental values may imply a positive impact on employee
engagement with the organization.
Moreover, according to person - organization fit theory (Kristof, 1996), the
relationship between employer and employee in an organization is often required to
achieve harmonization. Accordingly, employers want to receive employee
contribution values (knowledge, skills and experience) and the employer needs to
provide employee benefits (value, competencies and perspective). In addition, the
resources which employers can provide for employees (financial, physical,
psychological) as well as developing opportunities (task-related and interpersonal).
The development opportunity for employees is rather similar to the developmental
value of employer attractiveness (Berthon et al., 2005). According to Berthon et al
(2005), the fact that employer helps employees create confidence, working
experience to be the basis for future development direction will help attract
Chapter 2: Literature Review
employees. In addition, according to (Schneider, 1987), the relationship between
Page 141
employer and employee who attains a degree of harmony or fit will help strengthen
employee engagement. Therefore, developmental value will have a positive impact
on employee engagement.
Strong mentoring culture, training opportunities and empowerment
environments are identified as important factors for evaluating development value
provided by the organization (Schlager et al., 2011). Any kind of development
support that employees receive from organizations affects the commitment to the
organization (Tansky & Cohen, 2001). At the same time, this factor will help
improve organizational identification (Lee, 1971). In addition, Hausknecht et al.
(2009) also discovered that work-related and personal factor explain the employee
turnover process (favorable opportunities) like intangible assets that help increase
employee engagement (DiPietro & Milman, 2008; Zhao et al., 2007). Furthermore,
the factors of development (the environment of empowerment) will be linked to
commitment to the organization and beyond will increase employee engagement
(Albrecht & Andreetta, 2011; Dewettinck & van Ameijde, 2011). Therefore,
development value can totally impact workers' engagement (Kashyap & Verma,
2018).
According to (Parsley, 2006), the training of employees as well as career
development opportunities in an organization is always a positive factor to the
engagement of each employee. Surveys show that up to 35% of employees feel
happy with the organization providing career opportunities. In addition, nearly 31%
became very active in their work attitude if they were promoted to higher positions
in the company. Employees are eager to organize where they work, enabling them
to continue to learn, train and develop on a continuous basis (Konrad, 2006).
Another Berbara (2011) also points out that the level of engagement of these
employees increases when a manager applies different approaches to employee
Chapter 2: Literature Review
development.
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Employee training is one important factor affecting employee engagement.
Investment in employee development and training creates a high level of
engagement between employees and the company (SHRM, 2014). In the same
vein, Choo & Bowley (2007) point out that overall training programs will increase
employee engagement. The concept of engagement and engagement activities is
inclusive of leadership style, employee development, working environment and
teamwork (Anonymous, 2005). Accordingly, the developmental factors that affect
the level of engagement of employees depend on the employee's knowledge of the
effectiveness of their work as well as their opportunities for professional
development and training.
Career development opportunity is an important part of the employee
engagement strategy. When analyzing the affecting factors on employee
engagement, career development opportunities are the second most important factor
in increasing employee engagement. If an employee does not know the benefits of
their career development, they will look for opportunities in another company.
These opportunities may be reduced if employees wait for someone to retire or to
pass away to get promotion. At that point, the company may be at risk of employee
engagement. As a result, many organizations provide employees with the
opportunity to reach educational levels in their field of work at the company.
Managers should also motivate their staff to take advantage of any training
opportunities offered by the company. Achieving higher and additional
certifications will help employees stay engaged in their field of work as well as give
them the knowledge they need to perform well. Therefore, when a company
provides training and development programs for employees, it not only helps
employees improve their skills but also helps them grow. In short, training and
development programs will enable a company to build engaged, motivated and
long-term value-added work environment (Antony, 2018).
Chapter 2: Literature Review
The application value
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Application Value assesses the extent to which candidates are attracted by
being provided with the opportunity to apply the knowledge they have learned,
teach others, and the customer-oriented environment, humanitarian.
According to social identity theory, every individual who joins a company
chooses a social group that fits themselves. When participating in this group, they
will recognize the self-identity as well as of the organization. From there,
employees will feel like they belong to the organization and are comfortable in
expressing themselves. Therefore, they may be willing to share their knowledge as
well as have the opportunity to apply that knowledge to teach others in the
organization. When they feel that they belong to the organization, they will tend to
show humanity and increase connectivity with people. Since then, the level of
employee engagement with the organization will also increase. In other words,
based on social identity theory, application value of employer attractiveness will
have a positive impact on employee engagement.
According to social exchange theory (Emerson, 1976), employer and
employee need to exchange their values for partners in exchange for donations and
provide other values from the partner. If employer can create values and provide
employees with opportunities to express themselves and apply what they have
learned at work and to teach their colleagues, it is also considered as one benefit
from the employer side for employees. In social exchange theory, the employee will
find a way to return the employer to his values; in which, the commitment to work
long-term and stick with the organization is what employers are in need. According
to Berthon et al (2005), this application value factor creates employer attraction and
can influence the attractiveness of potential candidates as well as the engagement of
current employees.
Moreover, according to person - organization fit theory (Kristof, 1996),
between employer and employee; there is a complement to each other in an
Chapter 2: Literature Review
organization. Employer will provide employees with their resources to satisfy the
Page 144
needs of employees. At that time, employees will also provide their own values to
complement the employers' needs in return. In there, the employer will have
resources (financial, physical, psychological) as well as developing opportunities
(task-related and interpersonal). Employee will have resources (time, effort,
commitment, experience) and capabilities including tasks, interpersonal. These are
the exchange factors between the two parties to create a harmonious relationship. If
employer provides opportunities such as interpersonal for employee, employee also
pays off with commitment. Similarly, Berthon et al (2005) argues that when
employer provides application value for employees including opportunities to apply
knowledge that is available to work or to teach colleagues, it will attract employees.
This is the interpersonal element according to the person - organization fit theory
(Kristof, 1996). Based on the above, application value is expected to have a positive
impact on employee engagement.
A customer-oriented environment and behaviors will have a significant
impact on commitment and organizational citizenship behavior (Donavan et al.,
2004) that may further involve employee turnover (Paré & Tremblay, 2007) and
retention of employees (Paré et al., 2001). Humanitarian approach and development
will create long-term relationships between employers and employees as well as an
important factor to enhance employee engagement (King & Grace, 2008). In
addition, a summary of the rich experience in working practices and outstanding
opportunities for learning can help maintain a skilled workplace in the organization
(Kyndt et al., 2009). If internal mobility and experience opportunities are available
within the organization, it is possible to more effectively negotiate employee
turnover intentions (Mobley, 1982).
Resources in the workplace are natural motivations including a variety of
components, in which, the application of what employees learn in work or in the
way other than the ability to participate in important decisions of the organization.
Because of this, the engagement of employees is increased (Bakker & Demerouti,
Chapter 2: Literature Review
2007). In particular, supporting a co-worker is a success in the job. Therefore, the
Page 145
resources in the above work absolutely have a great impact on the engagement of
staff through a motivational process to satisfy basic needs in an active manner.
Knowledge management is a process, function and principle that creates,
shares and applies knowledge for a more efficient, productive and competitive
organization. This includes two main components: knowledge management
infrastructure and knowledge management process (Andreeva & Kianto, 2011;
Gold et al., 2001; Shujahat et al., 2017; S. Zheng et al., 2011). For centuries, this
research has begun to focus on greater engagement. In particular, research into
academic entrepreneurship includes patents, franchises, venture capital and so on
(Agrawal, 2001; Shane, 2005). All these activities have always been designed to
ensure the knowledge application to employees with a focus on the knowledge
exchange (Alexander & Childe, 2013; Salter & Martin, 2001).
de Wit-de Vries et al (2019) found that knowledge transfer is seen as a
theory based on academic engagement. However, this activity is still fragmented in
engagement. Therefore, there is no consistency of this term in all levels. From this
engagement term, both in terms of theoretical and theoretical frameworks will be
used to discuss the transformation of knowledge.
In another study by Viloria (2018), it was pointed out that worker self-assess
the resources and time invested in work and organization. If this process has a lot of
meaning, it will bring them satisfaction and happiness. This research also
demonstrates that the meaning of work to depend on the value of the organization
that gives the employee such meaningful work that the employee can engage in, the
satisfaction of employee on doing the job perfectly, feel confident and improve on
competency.
The Safety value
Safety Value reflects the extent to which an individual is attracted to job
Chapter 2: Literature Review
security (Berthon et al., 2005).
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According to (Hendler, 2012), exploring the role of employee perception in
ethical leadership enhances employee engagement in organizations. There is an
intermediate role of the psychological safety factor of this relationship. This proves
that safety has impact on employee engagement. Psychological safety is considered
to be an instrumental role due to leadership. This view is also concurred by other
researchers that the supportive management style would be an important factor in
creating an environment for the psychological safety formation and positively
impacting the psychological safety. Employee engagement (Brown & Leigh, 1996).
In addition, Zohar et al (2015) based on the previous meta-studies on the theory of
extrinsic and intrinsic motivation (Deci et al., 2001; Rummel & Feinberg, 1988)
gave a review of his employee engagement as an intermediate variable between two
factors safety climate and safety behavior. Research results have demonstrated the
intermediate effect of employee engagement on the relationship between safety
climate and safety behavior. In other words, safety factor affects employee
engagement.
In another study, (Lyu, 2016), when surveying 254 teachers at compulsory
school in China, discovered the intermediary role of psychological safety in the
relationship between organizational justice and employee engagement. Accordingly,
the author proved that an increase of psychological safety would help to positively
impact employee engagement. In the same area of research on the relationship
between two factors safety and employee engagement, Basit (2017) also found that
psychological safety has a positive effect on psychological job engagement when
studying the relationship between four factors trust in supervisor, psychological
safety, felt obligation and job engagement. This result fits perfectly with
engagement mode. Accordingly, in the social context, psychological safety can
affect an employee's willingness to invest consciousness, emotions and physical
energy for the performance of the job. These are the main elements of employee
Chapter 2: Literature Review
engagement in the organization (Kahn, 1990).
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Many researchers have also confirmed the impact of safety value on
employee engagement in the past. Researchers argue that psychological safety
helps improve job engagement because in risky situations (employees feeling hurt
and having negative effects on the job), safety factor is key to solving problems this
problem and helps them to engage more in their work (Kahn, 1990; Schreurs et al.,
2009). Psychological safety not only helps to alleviate employee concerns about
negative consequences (A. Edmondson, 1999; May et al., 2004) but also provides
the extra energy and psychological resources needed to build engagement (Heaphy
& Dutton, 2008; Kark & Carmeli, 2009; Quinn, 2007).
The economic value
Economic Value assesses the extent to which candidates are attracted by
providing higher wages, benefits, insurance and promotion opportunities.
According to social exchange theory (Emerson, 1976), an individual's
actions will depend on rewarding actions from others (Blau, 1964). This is
considered as a transaction or exchange of values; in which, all parties must realize
that this exchange is fair and appropriate. Economic factor is an important exchange
value in maintaining the relationship between employer and employee. This
exchange process has two important factors: exchange content and exchange
process (Shore & Coyle‐Shapiro, 2003), especially, the factor of economic benefits.
Employee will contribute their values when receiving economic rewards from the
employer. Conversely, these economic benefits will depend on the ability of
workers to contribute to the organization. If the economic benefits are high, the
employee's contribution will increase and vice versa. In other words, if employers
can provide highly competitive economic benefits (wages, insurance, promotion
opportunities and so on), the degree of engagement (a form of employee
contribution) will also increase accordingly. This is especially significant for current
employees because, according to (Celani & Singh, 2011), this benefit exchange
Chapter 2: Literature Review
depends on the experience of employee. The more experience the employee has at
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the company, the higher the perceived economic benefit is. Therefore, employees
currently working at the company will have more confidence in the company when
employers provide these economic values. At the same time, there will be a great
impact on employee engagement.
Furthermore, according to person - organization fit theory (Kristof, 1996),
employer has resources (financial, physical, psychological) as well as developing
opportunities (task-related, interpersonal). In contrast, employee has resources
(time, effort, commitment, experience) and capabilities including tasks,
interpersonal. In an organization, employers will need to exchange their resources
for resources from employees and vice versa. When this complementarity achieves
fit and harmony, it can be affirmed that this relationship is fit. In the fit state of this
relationship, it helps to create a lot of positive effects from the employee and one
output is employee engagement (Schneider, 1987). In addition, according to
Berthon et al (2005), employees can be attracted by economic factors (high wages,
insurance, and promotion opportunities). This economic value completely matches
the finance resources of employer that the person - organization fit theory
mentioned. Therefore, it can be seen that economic value will have a positive
impact on employee engagement.
Economic value includes competitive recognition and remuneration for
employees, which can be a positive cause of the attitude of workers as intended to
stay high (Chew & Chan, 2008). This is perfectly reasonable because providing
employees with high benefits and salaries will help organizations attract and retain
employees (Ash & Bendapudi, 1996). Becoming an honored employee with respect
to payroll will be an important factor in determining that employee's decision to
stay in the organization (I. Huang et al., 2006). In addition, the employee equity
model suggests that: values of equity, retention of equity and low brand equity will
affect employee turnover (Cardy & Lengnick-Hall, 2011). In the same way, De Vos
& Meganck (2009) also argue that financial rewards will have an important impact
Chapter 2: Literature Review
on employee turnover. Satisfaction supervisor and satisfaction in payroll is an
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important predictor of employees' intention to turnover (DeConinck & Stilwell,
2004). Based on the above grounds, it is clear in the relationship between
employees and organizations that satisfaction with compensation is a core element
in retention policies (Vandenberghe & Tremblay, 2008).
To attract and retain good employees, each organization must understand the
values of employees and know how to invest appropriately to meet the needs and
expectations of employees (Little & Little, 2006). In particular, the need for
financial factors such as salary, bonus and welfare are the basic and important needs
of every employee. Moreover, factors (power and reward) positively influence
employee participation in the organization's activities. From there, engagement is
also enhanced (Tim Handorf, 2011). In addition, when employees feel the financial
rewards of the company for their work are not commensurate with it, it is easy to
leave the job (Sange, 2015). Therefore, factors (salary and bonus) will increase the
level of engagement and commitment to the organization of each employee
(Arokiasamy, 2013).
A number of studies in the past have determined that wages and benefits will
contribute positively to employee engagement (B. Gerhart, 2005; Scott et al., 2010).
Welfare and benefits are considered as an important source of engagement and
commitment of an organization.
(Lum et al., 1998) demonstrated that the level of satisfaction with employee
compensation would have a positive impact on job satisfaction and negative impact
on job turnover. The level of satisfaction with the compensation factor will have an
impact on the company's withdrawal from the general level of satisfaction
(Motowidlo, 1983). Similarly, Singh & Loncar (2010) found a relationship between
pay satisfaction, job satisfaction and turnover intention. Accordingly, the turnover
rate is negatively correlated to the level of satisfaction with compensation. In
addition, Carraher (2011), when studying the attitudes of employee through benefits
Chapter 2: Literature Review
and paychecks, found that the benefits and satisfaction of pay had a significant
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impact on turnover. Therefore, this economic factor is very useful to retain
employee.
Thus, businesses can create a good working environment such as work-life
balance, attractive salary and bonuses, challenging tasks, training and development,
promotion conditions at work and so on to attract and retain employees (Slavković
et al., 2018). And one of the methods used to build a good working environment is
employer attractiveness. This is the form of internal marketing that is considered an
effective solution to recruit, train and motivate employees to better serve customers
(Kotler, 1994). In other words, when an enterprise applies employer attractiveness,
a company will be able to create a strong organizational culture in which employees
are willing to change to connect with the business (Backhaus & Tikoo, 2004; Cable
& Graham, 2000; Cable & Turban, 2003). Thus, it can be assumed that employer
attractiveness had a positive effect on employee engagement.
Based on the above reasons, the fourth hypothesis is proposed as following:
Hypothesis 4: The employer attractiveness has a positive impact on the employee
engagement.
2.3.5 Impact of employer attractiveness on employee performance
The social value
According to social identity theory (Ashforth & Mael, 1989), each individual
will join a social group with social values suitable. Each individual will be defined
as an integral part of social relations with members in this organization. Identity
here is the perception of a member who feels he belongs to an organization through
experiences that could be successful or fail. This will motivate them to try to best to
fulfill their responsibilities in the organization. The group's identity and favoritism
tend to create, despite the lack of strong leadership or interdependence, interaction
among members. Identity is associated with groups that have distinction, credibility
and competitiveness at least in terms of awareness with other groups. Members try
Chapter 2: Literature Review
to do their job with the most effective results to contribute to the distinctness and
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competitiveness of their organizations with other organizations. Therefore, social
values will result in identification and lead to employee performance
improvement.
In addition, according to social exchange theory (Emerson, 1976), the
exchange between employer and employee is based on a two-way principle. In
particular, each party needs to provide values and benefits to the other party to
maintain this relationship in a sustainable and long-term. The benefit here is
determined to be material benefits such as salary or social benefits as respect (Shore
et al., 2009). In this view, Edwards (2010) also categorized these benefits into two
categories: tangible values and intangible values. This suggests that the benefits
employers offer are not just remuneration, training and development policies;
rather, social values (a happy work environment) supporting among colleagues and
so on. When employer is committed to providing employees with these social
values, employee will contribute to employer values of their own, including
knowledge, skills and experience, specifically a positive attitude at work. This will
definitely help improve the employee performance. Therefore, the social values of
employer branding will have a positive impact on employee performance.
Moreover, according to person - organization fit theory (Kristof, 1996),
employers can provide their resources for employee needs (financial, physical,
psychological) as well as developing opportunities (task-related and interpersonal).
In contrast, employees will also contribute their values to employers (time, effort,
commitment, experience) and capabilities including tasks and interpersonal. This is
a complementary and harmonious relationship. In addition, according to Berthon et
al (2005), it offers the employer attractiveness social value to attract employees.
This value refers to the employer providing employees with a friendly, funny,
happy and good teamwork environment. This value has a similar viewpoint to the
psychological factor based on the person - organization fit theory (Kristof, 1996).
On the other hand, according to Tziner, (1987), when employers meet employees’
Chapter 2: Literature Review
needs or the relationship between employer and employee to achieve a level of
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harmonization, it helps improve employee performance. Therefore, it can be drawn
that social value of employer attractiveness can positively impact employee
performance.
The work environment is an important factor in employees’ productivity. A
good working environment will allow employees to focus on their work in the best
way (González & González, 2006). According to McGuire & McLaren (2009), a
happy working environment will have a strong impact on employees’ readiness,
interaction, collaboration, creativity and satisfaction. Therefore, these factors will
improve the individual's work efficiency. Moreover, employee productivity will
increase if the organization maintains good environmental conditions (A. Y. S. Ali
et al., 2013). Through the above studies, environmental factors and social values
play a very important role in an organization. All the issues faced by workers are
related to the working environment. As a result, productivity or work efficiency of
workers will be enhanced through improved working environment (Awan & Tahir,
2015).
Psychological and physical well-being improves employee performance.
When employees are working in a friendly, stress-free and secure environment, they
will perform better-assigned tasks (Currie, 2001). Social well-being enhances an
enjoyable working environment, an environment that helps employees balance their
lives and work. In order to improve the social comfort of employees, companies
must create a work environment where employees can flourish and optimize their
potential to achieve the benefits of themselves and their employer (Tehrani, 2007).
Social well-being can help to change the organizational environment and have a
positive impact on employee outcomes including increased role and performance
(Khoreva & Wechtler, 2018).
In addition, Barber (2015) also argues that behavioral attention is an
important explanation of the behavior of an individual in their performance. As a
Chapter 2: Literature Review
result, hotel owners need to understand and investigate the attitudes of employees
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and assess their willingness to engage in work. From there, building activities has a
positive impact on the operation of the hotel. Housekeepers, food and beverage
and front office employees will create the best value for the hotel when they have a
sense of humor and friendly atmosphere (Masa’deh et al., 2019).
The developmental value
According to social exchange theory (Emerson, 1976), the relationship
between employer and employee is based on the exchange of benefits from both
sides. This relationship is only truly sustainable when each party must provide its
partners with reasonable and fair values. According to Shore et al (2009), these
exchange values can be material benefits (salary) or social benefits (respect). In this
view, Edwards (2010) argues that the exchange benefit between employer and
employee can be intangible or tangible values. Accordingly, when employers
provide employees with appropriate and highly motivating values, employees will
have adequate rewards. One of the values of this reward from the employee is their
working efficiency. In addition, according to Berthon et al (2005), facilitating
employees build a solid foundation of expertise and skills to be ready for future
development as well as giving them self-confidence. These factors are what the
employer side provides to attract employees. These values can be viewed both as
tangible and intangible values according to the above theory. Therefore, the
developmental value of employer branding will have a positive impact on employee
performance.
According to person - organization fit theory (Kristof, 1996), the relationship
between employer and employee is based on a harmonized and appropriate
standard. Employers demand employees to contribute values to the company and
must provide their employees with resources including value, competencies and
perspective. Employees will make contributions in return to the employer,
knowledge, skills and experience. This will lead to employee performance. In other
Chapter 2: Literature Review
words, when the relationship between employer and employee reaches the level of
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harmony, it will create good effects for the organization. Tziner (1987) has proved
one long-term effects of person - organization fit is to improve the working
efficiency of employees. In addition, according to Berthon at al. (2005),
developmental value with creating opportunities for employees to practice
confidence and experience to prepare for future development will help attract
employees. This value is similar to the resources that employers can provide
employees, following person - organization fit theory (Kristof, 1996). Therefore, it
can be seen that developmental value may imply a positive impact on employee
performance.
Being able to provide training and skills development as well as being
recognized for employee’s contribution will help build a good working
environment, from which, positive impacts on the efficiency and productivity of
each employee (Awan & Tahir, 2015). If employees receive a quality-training
program, they will improve the performance of their assigned tasks for
improvements in individual productivity and work efficiency (Farooq & Khan,
2011). In line with these studies, Ali et al (2012) argue that training and employee
development are invaluable assets of each organization. This activity contributes to
the improvement of the multi-skills of each employee and the maintenance of
individual and organizational competencies. Moreover, this activity should have
unity and harmony between individuals and organizations in order to maintain
human resource abundant skills and work effectively.
In the previous studies on the relationship between human resource
management and employee performance, it has been shown that managing human
capital will make employee successful in their work (Hazarika, 2010). (M.-K. Wang
et al., 2011) also argue that human capital and labor productivity are positively
correlated. In addition, Patarakhuan and Sununta (2017) found that human capital is
directly related to training activities and directly affects the performance of
employees. Therefore, in order to achieve high performance, an organization must
Chapter 2: Literature Review
provide its employees with training and development programs. These programs
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will help employees improve their skills and change attitudes and behaviors in line
with organizational functions. Training is key to creating a highly productive work
culture (Heath et al., 2008).
In addition, many studies have been conducted to clarify how human
management skills in a project affect the performance of the project. These studies
allow customers to have a better understanding of the project's managers. Therefore,
they can choose the correct project manager for the projects they have proposed.
For example, (Fryer, 1985) listed skills (social skills, decision-making skills,
problem solving skills, opportunity identification skills) and change management
skills effects on success of project. Soft skills can help employees to change their
organization (Massaro et al., 2016). Therefore, based on the usefulness and the
supply of training activities, the impact on the economic area can predict the
development of the work (Nickson et al., 2003). In other words, performance will
be maintained at a high level thanks to training and development programs (Neely,
1999).
The application value
According to social identity theory (Ashforth & Mael, 1989; H. Tajfel &
Turner, 2004), every employee tends to classify themselves and others into different
social groups. This classification can be divided into two functions: the cognitive
segments of each different social group and aligned social environment by
providing individuals with systemic meanings of the definitions. In particular, each
individual is shown the first characteristics in the classification group when they
join the group. These groups can be classified as diverse (organization membership,
religious, affiliation, gender and age cohort). With the classification groups suitable
for each age group, interests, religious beliefs and so on, it will be a favorable
condition for members to share information and knowledge. In addition, they can
teach the other members the skills and knowledge they have learned to develop
Chapter 2: Literature Review
effectively and enhance their group competitiveness compared to other groups.
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Since then, contributing to improving the reputation and specificity of the group
compared to other groups. Or to put it another way, based on social identity theory,
application values of the employer attractiveness can improve the motivation and
affect employee performance.
Also, according to social exchange theory (Emerson, 1976), employer and
employee need to exchange their values for the partner to get back the contributions
from the partner. This means that if the employer wishes to receive contributions
from the employee, they must provide the employee with attractive benefits. In
particular, the employer created an opportunity for employees to apply their
knowledge and experience in work or to teach their colleagues in the organization
will help employees have the interest and motivation in the work. This is the
application value of the employer attractiveness attribute (Berthon et al., 2005).
When employers can provide these application values to employers, according to
social exchange theory, employees will try to exchange the values for employer. In
particular, improving work efficiency is an important contribution from the
employee to the organization. Therefore, the application value of employer
attractiveness elements can positively affect employee performance.
Moreover, according to person - organization fit theory (Kristof, 1996),
between employer and employee, there is a complement to each organization.
Employers need to provide their resources according to employee needs including
financial, physical, psychological as well as developing opportunities such as task-
related, interpersonal. In contrast, to create harmony in relationships, employees
must also provide their values for employers such as time, effort, commitment,
experience and capabilities including tasks, interpersonal. When this reciprocity
reaches the level of harmony, it can be said that the person - organization relation
reaches the fit state. According to (Tziner, 1987), one benefit of person -
organization fit is to improve employee performance. In another aspect, according
to Berthon et al. (2005), application value of employer attractiveness involves
Chapter 2: Literature Review
creating an opportunity for employees to apply their knowledge to work and
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teaching to colleagues who will have an attractive employee effect. This value
corresponds to the interpersonal in the person - organization fit theory (Kristof,
1996). Therefore, combining the above may indicate that application value can
have a positive impact on employee performance.
(Prajogo & Ahmed, 2006) have shown that creative agents (management,
application of knowledge, creativity and so on) will have a positive effect on the
final creativity as the product, the workflow through the management of technology
as well as research and development. On the other hand, the search and the
application of information and knowledge of each employee will depend very much
on the tasks assigned as well as the complexity and the problems to be solved.
Therefore, there is a general relationship between the type of job and the
characteristics of the employee's information search. This has been theoretically
proven as well as practical through in-and-after work (Byström & Järvelin, 1995).
From here, it can be deduced that organizations and enterprise provide and support
staff the application of knowledge and information gained on the job to help fulfill
the task assigned, especially challenging tasks. In addition, Wastyn & Czarnitzki
(2010) have also found knowledge management or supporting all employees to
apply their knowledge to the organization that will have a positive impact on the
innovation, dynamic of the organization and the efficiency of employees.
According to Drucker (1998, 1999) the management of individual
knowledge in the organization will positively impact employee productivity.
According to the theory of knowledge - employee productivity, to improve labor
productivity means to carry out the following contents (continuous learning and
teaching knowledge of workers, job autonomy, working with both qualitative and
quantitative knowledge, recognizing knowledge as a kind of asset, job / tasks based
on knowledge). The theory is also extended to include knowledge management
systems, knowledge management processes, knowledge management infrastructure,
Chapter 2: Literature Review
and related things (Kianto et al., 2016; Kivipõld, 2015; Tseng & Fan, 2011).
Page 158
Consequently, maintaining knowledge management will have a positive impact on
innovation in the organization.
In addition, employee can create and use useful knowledge through
engagement with knowledge management implemented within the organization.
Employee can use the knowledge created for the benefits when performing tasks
innovatively, effectively and timely (Nonaka, 1994; Tseng & Fan, 2011). In
addition, Tseng & Fan (2011) also examined the impact of knowledge management
on job performance. The results of this study have shown that this effect is
Chapter 2: Literature Review
determined to be significant.
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The safety value
Kartikasari (2017) discovered the impact of OSH security facilities on
employee performance. According to the author, safety factor will be useful and
help ensure employee in case an employee has an accident, illness or some
dangerous problem in work and life. Some companies have used the services of a
hospital or health care center. This will help employees feel more confident in
unexpected situations for feeling more secure and focused on work, leading to work
efficiency. This has been asserted by Hasibuan (2008) that all the company's direct
efforts to employee will help maximize employee performance. In another research
result, (Sulistyarini, 2006) and (Permanasari & Djastuti, 2014) also demonstrated a
positive impact between job safety factors on employee performance.
Another performance-related aspect is the innovative work behavior, Payne
& Katrinli (2020) conducted research on the psychological safety's role in the
relationship between interactional injustice and the innovative work behavior. In
particular, the psychological safety is considered as one psychological well-being
indicator that can positively impact the performance of individuals and
organizations. Organizations can nurture the employees' emotional well-being by
building a work environment where employees can feel the element of safety. This
has clearly demonstrated the role of safety value affecting the performance of
employees in an organization. Emotional fitness in the employees' working
environment is currently considered as an important source for healthy society and
employee well-being (Cartwright & Holmes, 2006; Spell & Arnold, 2007). In
particular, when an employee has negative emotions at work, it can lead to negative
consequences at both the personal and organizational level (Cole et al., 2012;
Fischer & Sousa‐Poza, 2009; Fox & Spector, 1999; Quebbeman & Rozell, 2002).
On the contrary, if the organization can build a safe working environment that
creates psychological well-being for the employee, it will create positive results
(Cropanzano & Wright, 2001). (A. C. Edmondson, 2004) also suggested that
Chapter 2: Literature Review
psychological safety would help ensure a safe environment for employees where
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they can feel free to develop and express ideas. From there, it is possible to create
creative behaviors and will inevitably lead to improved work efficiency.
Brown & Leigh (1996) also found that psychological safety could help
increase job involvement and performance. Because psychological safety
guarantees a work environment where employees can freely interact openly and
trustful, they have good conditions to share their ideas without fear of punishment
or humiliation (West, 1990). When employees have a safe and good working
environment, it will enable them to take initiatives by proposing, developing and
presenting new ideas. From there, it will help increase their ability to learn and
more importantly foster innovative and creative work behaviors, leading to better
working results. According to the researchers, the organizations that provide
psychological safety for the employee will receive the employee's better
performance of the work. Safety is not only important to an individual level, but is
also seen as important to team and organization levels (Baer & Frese, 2003;
Janssen, 2004; May et al., 2004; Thamhain, 2003). In addition, recent empirical
studies also show that psychological safety at a high level helps to enhance
creativity such as increased creativity, learning and engagement (A. Edmondson,
1999; Lyu, 2016; West & Anderson, 1996).
The economic value
According to social exchange theory (Emerson, 1976), the relationship
between employer and employee in an organization is an exchange or transaction.
The requirement of this exchange is to be fair and appropriate. When employer
wishes to receive contributions from employees, the employee must provide
appropriate values and benefits to the employee. In contrast, if employees want to
receive rewards from employers, they must provide their values to the organization
(knowledge, skills and experience). In other words, an individual's actions will
depend on rewarding actions from others (Blau, 1964). The first and important
Chapter 2: Literature Review
benefit is economic values. According to this theory, it will show that employees
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will devote their ability to the company when receiving economic values from the
company (wages, insurance, promotion opportunities and so on). On the other
hand, this level of received economic value will depend on the employee's
contribution to employer. From there, it can be seen that if employees focus on
contributing their knowledge, skills and experience to the company, it will lead to
increased work efficiency. Economic values of the employer attractiveness can
positively impact employee performance.
Furthermore, according to the person - organization fit theory (Kristof,
1996), the relationship between employer and employee in an organization is often
based on harmony and relevance. Accordingly, employer can provide employees
with resources (financial, physical, psychological) as well as developing
opportunities (task-related, interpersonal). At the same time, employer will get back
from employee values including time, effort, commitment, experience and
capabilities including tasks, interpersonal. When this exchange is conducted
logically and fairly, this relationship will reach a level of harmony or called fit. At
this level, the organization will receive many positive results from employees.
According to Tziner (1987), one positive result is the employee's performance. One
important resource that employers can provide is finance. This factor is similar to
the economic value of employer attractiveness (Berthon et al., 2005). If economic
value or finance increases, it will help improve the performance of employees. In
other words, economic value may imply a positive impact on employee
performance.
Condly et al (2003) demonstrated that reward incentives in the workplace
have a positive effect on improving the performance and productivity of employees
because of doing the job more carefully and thoughtfully. Similarly, the
organization's awards, incentives and recognition of employees are always useful
for building a good working environment. This positively affects employees’
productivity and efficiency as an organizational recognition of their own
Chapter 2: Literature Review
contribution (Awan & Tahir, 2015). In conclusion, many studies have found the
Page 162
relationship between reward and performance: not only physical rewards but also
employee appreciation and recognition. All of these help improve efficiency and
employee productivity (Zakaria et al., 2011).
Employee satisfaction is considered one important factor to increase the
motivation of employees. Motivate employees to have a direct impact on their work
efforts. Motivation includes both internal and external factors (Herzberg et al.,
1959). Reward is the oldest and most important motivating factor for the
employees. This is a very effective tool as it can help workers and their families to
be stable. Managers should ensure that employees are rewarded for outstanding
performance with salary increases. This will motivate employees to bring benefits
to the company by giving the company changes and helping the business grow
(Silber, 1986).
According to Ivancevich (2003), compensation management is a function of
personnel management that negotiates with individuals the types of salaries and
rewards that employees receive for performing team tasks. The pay factor will bring
about change in the employee's work effort (Milkovich & Newman, 1999). In the
same view, Bhattacharyya (2007) also argues that compensation is a way of
distributing economic benefits to workers to pay for their work. In addition,
according to Cassandro (2008), compensation is provided to employees to improve
work performance and ensures that these benefits are controlled at cost efficiency
and serve the purpose of motivating employees.
In conclusion, many previous studies have demonstrated that compensation
is one of the important variables that can explain employee satisfaction and
performance(Peretomode & Peretomode, 2005; Sajuyigbe et al., 2013).
Based on the above reasons, the fifth hypothesis is proposed as following:
Hypothesis 5: The employer attractiveness has a positive impact on the employee
Chapter 2: Literature Review
performance.
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2.3.6 Impact of employee engagement on employee performance
Many previous studies have shown that employee engagement have a
positive impact on the efficiency and productivity of workers. In the study, Cardy
(2004) suggested that effective management of work was important for improving
organizational performance. Besides that, one challenge that organizations face is
how to improve their performance (Buchner, 2007). Anitha (2014) once again
affirms that employee engagement has a positive impact on the productivity of
employees in organizations. By the same idea, Mackay et al (2017) have confirmed
that they can predict the performance of their employees through their engagement.
This also means there is a linear regression relationship between the engagement
and efficiency of the employee. In it, the employee engagement will play a role as
an independent factor affecting the performance of employees.
Kwon et al (2018) supported these views when saying that engagement in
work will have a positive relationship with the effectiveness of organizations (high
performance, high customer loyalty, low turnover as well as low absenteeism rates).
Based on previous studies, Anitha (2014) discovered that employee performance
depends on the level of employee engagement. When an organization improves its
performance management, that organization will build and maintain a high level of
employee engagement. Since then, employees will do their best and use all of their
potential capabilities to perform their assigned tasks and will increase their
responsibilities. Therefore, employee engagement will help increase employee
performance. In addition, according to Dajani (2015), work efficiency management
is also important for creating trust between employees and employees. This will
increase employee engagement. This study also shows that employee engagement
has a positive impact on employee performance. Supporting this view, Kanten &
Sadullah (2012) note that many indicators of employee engagement are positively
Chapter 2: Literature Review
related to performance.
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Demerouti & Cropanzano (2010) also argue that engagement in work
benefits not only organizations but also employees because engaged workers will
show their work performance better. When comparing between engaged workers
and non-engaged workers, engaged workers always have a better level of work
performance. This engagement is measured by the emotions of employees
(happiness, joy and enthusiasm) (Bakker & Demerouti, 2007). On the other hand,
according to studies by Cropanzano & Wright (2001), happy employees are often
more sensitive to opportunities at work and help people more. At the same time,
they will be more confident and optimistic at work. Bakker & Bal (2010) show that
high-level teachers have received high marks from their supervisors. This implies
that co-workers will perform better jobs and are willing to travel far away when
required. Similarly, Salanova et al (2005) conducted a research on personal working
environments in Spanish restaurants and hotels. From the information provided by
342 employees about organizational resources, engagement and service climate as
well as the assessment of 1,140 customers on the performance of employees.
Research results have shown that organizational resources and job engagement will
be able to predict service climate that will reflect employee performance and
customer loyalty. In addition, Xanthopoulou et al (2009) showed that the level of
daily employee engagement would predict the organization's daily financial goals.
We have many foundations with the impacts of engagement to the
performance of our employees. Employees with a high level of engagement in the
workplace will focus on not only professional endeavors in job-related goals but
also perceptions and emotions to enhance their efforts of self (Ashforth &
Humphrey, 1995; Kahn, 1990). In contrast, employees with low engagement at
work will lead to robotic, passive and separate work (Goffman, 1961; Hochschild,
1983; Kahn, 1990).
In addition, employee engagement is their emotions and feelings into their
work and organization, their motivation and dedication to the best of their ability to
Chapter 2: Literature Review
help organizations and individuals succeed (Al Mehrzi & Singh, 2016; Ashley et
Page 165
al., 2011). Guest, (1997) argues that one of the core engagements is to build a work
environment that ensures employees are committed to the goals and values of the
organization, motivating them to contribute to successful organization. At the same
time, it also helps to increase the happiness sense for employees. When it comes to
happiness, Halbesleben et al (2014) discovered that employee engagement is a key
component of employee performance and happiness. Because they will show a
positive attitude and have a high level of energy, it will help lead them to do their
best. In this view, through meta-analysis, Christian et al (2011) has demonstrated
that engagement has a positive relationship with employee performance. In
addition, this engagement will help reduce a range of other issues such as turnover
or absence (Gupta & Sharma, 2016; Shuck et al., 2013).
Employees engagement to the company will help the employee feel they
belong to the company and will help them work towards the goals of the company
as well as fully support the policies and rules in the workplace. Many studies have
been conducted and proven that the employee engagement will affect their
performance (Meswantri & Ilyas, 2018; Sharman, 2016).
Based on the above reasons, the sixth hypothesis is proposed as following:
Hypothesis 6: The employee engagement has a positive impact on the employee
performance.
Table 2.7 Summary of Hypothesis
H1 The Employer Branding has a positive impact on the Employer Attractiveness.
H2 The Employer Branding has a positive impact on the Employee Engagement.
H3 The Employer Branding has a positive impact on the Employee Performance.
H4 The Employer Attractiveness has a positive impact on the Employee Engagement.
H5 The Employer Attractiveness has a positive impact on the Employee Performance.
Chapter 2: Literature Review
H6 The Employee Engagement has a positive impact on the Employee Performance.
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2.4 PROPOSED RESEARCH MODEL
Based on the above hypothesises, proposed reasearch model is as follows.
Independent variable: Employer branding.
Mediating variables: Employer Attractiveness (including the interesting
value, the social value, the economic value, the developmental value and the
application value) and employee engagement.
Dependent variable: Employee performance.
H2
Employee
Engagement H4
H1 Employer Employer H6 Branding Attractiveness
Employee H5
Performance
H3
Figure 2.6 Detailed Proposal research model
SUMMARY OF CHAPTER 2
Chapter 2: Literature Review
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Through literature review, the research has presented concepts of employer
branding, employer attractiveness, and employee engagement and employee
performance. Accordingly, employer branding is based on Tanwar & Prasad
(2017), employer attractiveness is based on Berthon et al (2005), employee
engagement is based on Schaufeli et al (2002) and employee performance is based
on Welbourne et al (1998). The main theories of the dissertation are based on the
following 7 theories: social exchange theory (Emerson, 1976), social identity theory
(Ashforth & Mael, 1989), person - organization fit theory (Kristof, 1996), employer
branding theory (Ambler & Barrow, 1996), employee engagement theory (Kahn,
1990), planned behavior theory (Azjen, 1980) and social cognitive theory (Bandura,
1977). In particular, the fundamental theory of the research model in this
dissertation is based on Bandura's theoretical framework from perception to attitude
and finally affecting behavior. This theoretical framework forms the basis for
forming relationships from employer branding to employer attractiveness; in turn,
affects employee engagement and employee performance. In addition, for each
theory, the dissertation also presents previous studies that have applied these
theories.
Another important content presented is the review of previous studies related
to the relationship between employer branding and employer attractiveness
(Bergstrom et al., 2002; Broek, 2015; Hendriks, 2016; Moroko & Uncles, 2008);
employer branding and employee engagement (Davies, 2008; Iyer & Israel, 2012;
Kahn, 1990; Tanwar & Prasad, 2017); employer branding and employee
performance (K. Backhaus & Tikoo, 2004; Biswas & Suar, 2016; Chhabra &
Sharma, 2014); employer attractiveness and employer engagement (Maceachern,
2003; Priyadarshini et al., 2016; Saks, 2006; Ugwu et al., 2014); employer
attractiveness and employee performance (Backhaus et al., 2002; Dabirian et al.,
2017; Pingle & Sharma, 2013; Pires, 2020); employee engagement and employee
performance (Ghuman, 2016; Luthans & Peterson, 2002b; Meswantri & Ilyas,
Chapter 2: Literature Review
2018; Robertson & Cooper, 2010; Thomas & Oldfather, 1995).
Page 168
Last but not least, chapter 2 gave the theoretical basis for building up 6 basic
Chapter 2: Literature Review
hypotheses of the dissertation and from that, proposing a research model.
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CHAPTER 3: METHODOLOGY
The main purpose of this chapter is to introduce the research method used
to design the concepts mentioned in the previous chapter and to discuss the
research methodology used to test the theoretical model. To achieve this goal, this
section is structured into the following:
(1) Research process design (qualitative and quantitative)
(2) Sampling (criteria and size) and data collection.
(3) Building the measurement scale and designing survey questionnaires.
3.1 RESEARCH DESIGN
The research process is through the basic steps in the following order:
(1) Problem statement.
(2) Research objectives:
(3) Reviewing previous theories and studies related to the relationship
between employer branding, employer attractiveness, employee engagement and
employee performance.
(4) Finding research gap and propose research hypotheses and build research
models.
(5) Selecting and adjusting the scale.
(6) Sampling and collecting data.
(7) Data analysis includes descriptive statistics, scale reliability, reflective
models and structural models.
(8) Discussing the research results.
Chapter 3: Methodology
(9) Proposal implication.
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Problem Statement
Research Objective
Literature review of Employer Branding,
Employer Attractiveness, Employee Engagement
and Employee Performance
Research Gap
Proposing Hypothesis
Suggesting research model
Choosing measurement
Data Collection
Descriptive statistics
Scale Validity Assessment
Structural model validity assessment
Discussing the result
Figure 3.1 Research procedure
Chapter 3: Methodology
Recommendation
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In particular, this dissertation uses the mixed method. The quantitative
method is main duty to occupy the content to analyze all data. The qualitative
method is used to develop the scale and explain the results.
Qualitative Qualitative QUANTITATIVE
Explanation Adjust scale Select data Data
analys
is Figure 3.2 General research process
3.2 SAMPLING AND DATA COLLECTION
3.2.1 Sampling
3.2.1.1 Criteria
Sample of this dissertation was selected as the senior employees working in
types of businesses in Vietnam. This ensures employees have enough time to think
about employer branding-related factors.
3.2.1.2 Sample size
Typically, Hair et al (2016) stated it is impossible to analyze a sample of
fewer than 50 observations and preferably 100 or more observations. As a rule, the
minimum number of observed samples must be equal to 5 times of the number of
observed variables. The acceptable sample level for sample size is 10:1 ratio. Some
researchers even propose at least 20 cases for each variable. This means that
researchers are always trying to achieve the highest number of cases per variable to
help minimize the over-fitting (deriving factors that are sample-specific with little
generalizability). To achieve this goal, researchers need to save on building
Chapter 3: Methodology
variables that are guided by concepts and practices. In the case of selecting a
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smaller sample size or a lower case-to-variable ratio, the researchers need a suitable
explanation.
In this dissertation, the author chooses the ratio between the number of
samples and the observed variable is 8:1. This ratio can ensure the minimum ratio
as prescribed while optimizing the time spent and the efficiency when collecting
samples for research.
On this basis, with the number of items (observed variables) of 114, the
minimum sample size to be collected is 114 x 8 = 912. In this dissertation, after
collecting and screening the returned tables satisfactory, the dissertation has 937
observations. The sample size met the criteria.
3.2.2 Data collection
The dissertation uses a non-probability data collection method because based
on time, limited cost and the research object of the dissertation, it is not necessary to
distinguish the subject of the survey (can be any employees who have worked in
organizations). Although this method makes the sample cannot be generalized to the
population, many researchers have argued that generalizability is not as important
as collecting data quickly and cheaply (Sekaran & Bougie, 2016). Therefore, the
method of collecting non-probability data is being used. For this non-probability
collection method, there are two main methods: convenience sampling and purpose
sampling. In this dissertation, non-probability data collection method is
convenience sampling. This method is conducted by collecting information from
member in the population that is ready to provide the most favorable way.
Convenience sampling is often used for the exploratory phase of a research project.
This is the best way to get basic information quickly and efficiently (Sekaran &
Bougie, 2016). In this dissertation, author will select respondents who fit the sample
Chapter 3: Methodology
criteria and are comfortable in conducting surveys and data collection.
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Specifically, the investigation and data collection process was conducted as
follows:
Step 1: Developing a questionnaire based on the contents of the official
scale, including the main parts: Introduction about the self and the research
objectives of the dissertation; Instructing the response form by circling on one of
the point options from Strongly Disagree (1 point) to Strongly Agree (5 points) on
the 5-point Likert scale; Part 1: For employees including employer branding
questions (A), employer attractiveness (B) and employee engagement (C). At the
same time, in this part 1, there are some surveys on demographic content (gender,
age, experience, income, hometown, qualification, etc); Part 2: For direct manager
of employees (already commented in part 1), evaluating the employee performance.
(For details of this questionnaire, refer to Appendix K)
Step 2: After completing the questionnaire, the expected list of company,
organizations and the number of respondents will conduct the survey (For details of
these company, refer to Appendix L).
Step 3: Conducting a survey is peformed through the following 3 steps:
(1) Asking for permission from company leaders to investigate.
(2) Contacting the department head of the survey respondents to guide and
organize a meeting to guide all staff and management staff how to do the survey.
(3) Asking the administrator to code each number on the questionnaire to
send the respondent to determine who the respondent is to evaluate the performance
of the job in part 2. The coding will help respondents are employees who do not
have to write their specific names to ensure objectivity and confidentiality in
conducting surveys. From there, the accuracy of the collection will be better.
Step 4: After coding, the head of the department will send the questionnaire
Chapter 3: Methodology
to the survey respondents and then collect answers.
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Step 5: After collecting, the Head of Department will evaluate in part 2
(employee performance) corresponding to each employee who performed the
survey in part 1 (based on the encrypted code, the survey table can be identified).
Step 6: After the managers has completed the evaluation of part 2 (employee
performance), the survey answer sheets will be recovered.
Step 7: Screening the questionnaires to select the satisfactory questionnaires
including: filling in information, answers without any abnormalities (for example,
typing all statements at 1 point level, alternately hit the score in the order of 1 → 5
or vice versa, between logically contradictory responses, etc).
Because the large number of items of factors leads to a large number of
survey questions, the collection of research data has ways to ensure the reliability
and accuracy of respondents' responses. First, the enterprises selected for the survey
are those that have a good relationship with the research team to increase their
willingness to support the survey. Next, before conducting the survey, the author
holds a meeting to guide in detail the meaning of each survey question as well as
how to answer, and the process of collecting the answer sheet. The meeting
component is the direct manager and the employees. Accordingly, employee will
examine the questions related to the three factors employer branding, employer
attractiveness and employee engagement. The employee performance factor will be
answered by the manager directly managing the employees to ensure objectivity.
On the other hand, in order to prevent employees from worrying about answering
questions related to the company they are working with, the questionnaires will be
encrypted and the employees do not need to write their names (Like anonymous
surveys). After the employee has finished responding, the questionnaires will be
transferred to their manager to answer the rest (employee performance section).
Before submitting the questionnaire, the managers will check again to make sure the
Chapter 3: Methodology
survey is filled out.
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3.3 SCALE MEASUREMENTS
Qualitative method is for adjusting the scale. Referring to the theoretical
basis and that scale of previous studies, the dissertation has built a preliminary
scale and used qualitative methods to adjust, complete and become the final scale.
Specifically, the dissertation carried out qualitative method with the purpose of:
(i) Examining the ability of applying a 5-level scale in measuring responses
to participant 's statements;
(ii) Checking the compliance level with the content of the built scale;
(iii) Adding new measurement variables to convey the meaning of the scale
to suit the research context in Vietnam.
The qualitative method was conducted with a small group of research
subjects and did not select probabilistic methods but with purpose so as to satisfy
some characteristics of the research crowd (Joseph F. Hair et al., 2006). Based on
the research issues and the research subjects, the dissertation selects interview
participants, which are researchers in human resource management and human
resources senior managers to get multi-dimensional, critical and complementary
views from theoretical and practical perspectives. The sample size for this
qualitative research activity is 4 experts who have qualification Ph.D, including an
expert in researching, an expert in marketing & Journal editor, an expert has
application experience in human resources (consultant) and 01 lecturer in human
resources. At the same time, two group discussions with employees who have
worked for 5 years or more to clarify and modify words in the questionnaire. (For
more details, refer to Appendix A).
In order to collect qualitative data, the dissertation used a collection tool:
interview based structured including open-ended questions to guide the discussion.
The discussion outline is divided into 3 parts with part one is general information,
part two is introduction and part three is the main questions with open-ended
Chapter 3: Methodology
questions. The content of these open questions relates to employer branding,
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employer attractiveness, employee engagement, employee performance, the
relationship between concepts and the interview questionnaire (For more details,
refer to Appendix B).
The dissertation used both collecting techniques, which were one-on-one
interview and group discussion, to collect data from the study subjects. A hand-to-
hand discussion technique is used when collecting data from researchers and
managers to clarify and deepen the problem. Group discussion technique is used
when collecting data from employees. Data in qualitative research during expert
interviews and focus group discussions are recorded in the minutes (presented in the
appendix). The data is read and analyzed to draw common points and suitable to the
context and research content to serve as a basis for supplementing and adjusting the
items in the research scale
The content of the discussions was synthesized, analyzed and used as a basis
for completing the interview questionnaire. Therefore, the qualitative research
Chapter 3: Methodology
method in this thesis can be summarized as follows:
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Table 3.1 Descriptive statistics Results
Contents No.
Step 1: Interview experts
1 Purpose Comment on the scale and add items appropriate to the
research context.
2 Process Review of theory and previous studies → Develop a draft scale
→ Interview experts → Receive comments and review with
theory → Discuss with instructors → Edit and complete the
scale.
3 Experts Lecturer, Ph.D., has experience in marketing research and
human resources.
4 Quantity 4 experts
5 Sampling Organize meetings and direct interviews (one by one).
Record the opinions of experts on the contents related to
concepts, scales, items and other relevant recommendations in
the minutes.
6 How to Synthesize and classify similar opinions as well as different
conduct opinions of experts.
Review previous theories and research.
Report and discuss with the supervisor.
Finalize the content that needs to be edited and added to the
scale.
7 Place Expert 1: Open University of Ho Chi Minh City
Expert 2: Online interview (Viber) and E-mail.
Expert 3: Coffee Shop
Expert 4: Open University of Ho Chi Minh City
Chapter 3: Methodology
8 Time 3 hours/expert.
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Step 2: Group Discussion
1 Purpose Comment on the words, sentences and expressions in each item
of the scales to match the qualification, perspective and reality
of employees in organizations.
2 Process The scale has been revised according to expert comments →
Organized group discussions → Recorded comments →
Discussed with supervisor → Edited and completed the scale.
3 Group At least 3 years of work experience.
characteristics Active and ready to share opinions.
Understand production and business activities at enterprises.
4 Quantity 2 groups.
5 Sampling Organize group discussions.
Record each member's comments on words, sentences and the
Chapter 3: Methodology
content of items in the minutes.
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6 How to Use the completed scale according to experts' comments to
conduct send groups to discuss and give additional comments on
sentences.
Organize 2 group discussions. Each group consists of 10
employees.
Send the scale sheet to all members of the groups before 1
week.
The structure of the discussion includes the following topics:
+ Present the purpose and main content of the discussion.
+ Briefly present the structure and main contents of the scale.
+ Group discussion: Invite each person to have their opinion
and interact with each other on the content of the opinions of
each scale. At the end of each scale, they will summarize and
summarize. Then move on to discuss another scale.
+ Record and synthesize all comments.
+ Discuss with the supervisor to finalize the words that need
to be adjusted according to the results of the group
discussion.
7 Place Group 1: IMEXPHARM corporation, No.4, street 30/4, ward 1,
Cao Lanh city, Dong Thap province.
Group 2: IMEXPHARM Representative office
in Ho Chi Minh city, 63B- 65B, Street 2, Lu Gia, Ward 15,
District 11, Ho Chi Minh city.
Chapter 3: Methodology
8 Time 4 hours/group.
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3.3.1 From literature
Based on the studies and scales of previous researchers as well as the
definitions of the concept employer branding, employer attractiveness, employee
engagement and employee performance mentioned in chapter 2, the dissertation
built the draft of the preliminary scale of the above concepts is as follows:
(The details of this interview record are presented in Appendix C)
3.3.2 Opinions of the expert interviews and groups discussions
After conducting direct interviews with 4 experts and discussion of 2 groups
of employees in enterprises on the above scales, the results are obtained as follows:
Expert 1
The expert 1 unifies all the definitions, scale (dimensions and items) of the
four factors: employer branding, employer attractiveness, employee engagement
and employee performance according to the draft table (presented in 3.4.1).
However, for a more complete content, the expert 1 has suggested adding the
following 13 comments:
For Employer branding scale:
- CSR: There is a need for additional organization legal compliance as this is
CSR related (opinion 1).
- Promotion: There is a need to add an element of equity in staff
development (opinion 2).
- Education:
+ There is a need to add annual short training courses to employee
(opinion 3).
+ Mentioning additional factors of training quality (opinion 4).
- Teamwork: Need to add teamwork spirit that is always recommended in the
Chapter 3: Methodology
organization (opinion 5).
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- Besides teamwork, you need to add a dimension "Supporting" (opinion 6).
For example:
+ Harmonious coordination between members in the organization
(opinion 7)
+ Assert that members of an organization are united (opinion 8).
For Employer attractiveness scale:
- Social value: Additional content, members of the organization are always
linked together (opinion 9)
- Development value: Need to add authorization activities for employees
(opinion 10).
- Application value: Need additional opportunities to share personal
experiences with colleagues (opinion 11).
- Safety value: More detailed occupational safety content is required at all
activities (opinion 12).
For Employee engagement scale:
- Vigor: Need to add employee content ready to face the challenges of the
job (opinion 13).
(For details of this interview record, refer to Appendix D)
Expert 2
The expert 2 unifies all the definitions, scale (dimensions and items) of the
four factors: employer branding, employer attractiveness, employee engagement
and employee performance according to the draft table (presented in 3.4.1).
However, for a more complete content, the expert 2 has suggested adding the
Chapter 3: Methodology
following 2 comments:
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For Employer branding scale:
- CSR: Adding protection of the environment is required as this content is
CSR related. (opinion 1).
- Education: Need additional content about the quality of training courses
(opinion 2)
(For details of this interview record, refer to Appendix E)
Expert 3
The expert 3 unifies all the definitions, scale (dimensions and items) of the
four factors: employer branding, employer attractiveness, employee engagement
and employee performance according to the draft table (presented in 3.4.1).
However, for a more complete content, the expert 3 has suggested adding the
following 8 comments:
For Employer branding scale:
- CSR: It is necessary to add customer benefits as one stakeholder in the CSR
(opinion 1).
- Promotion: There is a need to add an element of equity in staff
development (opinion 2).
- Education:
+ It is necessary to clarify the content of training programs must be
associated with the actual training needs of the staff (opinion 3).
+ It is necessary to add diversity in the types of training (opinion 4).
For Employer attractiveness scale:
- Social value: It is necessary to add the content that members of the
Chapter 3: Methodology
organization are always closely linked with other members (opinion 5).
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- Development value: It is necessary to add employee content that wants to
engage with the organization because of professional workplace experience
opportunities (opinion 6)
- Application value: It is necessary to add additional opportunities to share
employee experiences with everyone in the organization (opinion 7).
- Economic value: It is necessary to add additional content related to
allowances (opinion 8).
(For details of this interview record, refer to Appendix F)
Expert 4
The expert 4 unifies all the definitions, scale (dimensions and items) of the
four factors: employer branding, employer attractiveness, employee engagement
and employee performance according to the draft table (presented in 3.4.1).
However, to help scale more fully about the content, the expert 4 has suggested
adding the following 7 comments:
For Employer branding scale:
- Promotion: It is necessary for additional development orientation and
career path for employee (opinion 1).
- Education: Adding training programs needs to be based on the actual job
needs of the employee (opinion 2).
- Besides teamwork, it is necessary to add a dimension ‘Supporting’ (opinion 3).
For example:
+ My organization always has a harmonious coordination among group
members (opinion 4).
For Employer attractiveness scale:
- Social value: Suggest additional content: In the organization, members are
Chapter 3: Methodology
in close contact with each other (opinion 5)
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- Application value: Additional opportunities to share personal experiences
with colleagues should be provided (opinion 6).
- Economic value: It should be mentioned in addition to the high
organization allowances level (opinion 7).
(For details of this interview record, refer to Appendix G)
Group 1
The group 1 unifies all the definitions, scale (dimensions and items) of the
four factors: employer branding, employer attractiveness, employee engagement
and employee performance according to the draft table (presented in 3.4.1).
However, for a more complete content, the group 1 has suggested adding the
following 10 comments:
For Employer branding scale:
- CSR: It is necessary to comply with the employee's cultural principles both
at work and in life (opinion 1)
- Education:
+ It is necessary to organize high quality training courses (opinion 2).
+ It is necessary to add diversity in the types of training (opinion 3).
- Need to add the support of everyone each other (opinion 4). In which, write
in detail each member who always shares difficulties with colleagues (opinion 5).
At the same time, each member of the organization is seen as a unified block
(opinion 6).
For Employer attractiveness scale:
- Social value: Recommend additional engagement among the members
(opinion 7)
- Development value: Need to add authorization content to create
Chapter 3: Methodology
opportunities for staff training and development (opinion 8).
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- Application value: Adding value to this application value by sharing your
own experiences with colleagues (opinion 9).
- Safety value: Adding a psychological safety factor like stress, sexual
harassment, etc. (opinion 10).
(For details of this interview record, refer to Appendix H)
Group 2
The group 2 unifies all the definitions, scale (dimensions and items) of the
four factors employer branding, employer attractiveness, employee engagement and
employee performance according to the draft table (presented in 3.4.1). However,
for a more complete content, the group 2 has suggested to add the following 11
comments:
For Employer branding scale:
- CSR: Need to take care of the employee's material benefit because in order
to implement CSR, it is necessary to take care of the employee first. (opinion 1)
- Promotion: Need to add a variety of development positions in the
organization to create more opportunities for the employee. (opinion 2)
- Education:
+ Need to care about the quality of training (opinion 3)
+ Considering the diversity of training methods (opinion 4)
- Need to supplement the support of superiors towards subordinates and
between colleagues. (opinion 5 and the content of all members of the organization
are ready to support other members in work (opinion 6). At the same time, it should
be affirmed that everyone in the organization must be a unity (opinion 7).
For Employer attractiveness scale:
- Social value: Suggesting supplementing the strong bond between
Chapter 3: Methodology
colleagues in the company (opinion 8)
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- Application value: Supplementing the sharing of experiences in the
organization (opinion 9).
- Safety value: Adding things like working without too much stress (which
can cause illness), sexual harassment, etc. (opinion 10).
- Economic value: Adding the competitive allowances policies (opinion 11).
(For details of this interview record, refer to Appendix I)
Table 3.2 Summary of expert opinions and group discussion results
No. Resources Comments EB EA EE EP
I Literature reviews 89 41 15 16 17
(Original scale)
II Total of comments 31 19 51 1
13 8 4 1 - Expert 1 1
2 2 - - - Expert 2 2
8 4 4 - - Expert 3 3
Source: From Author
7 4 3 - - Expert 4 4
3.3.3 The complete scale
After recording the comments of 4 experts and 2 discussion groups, the
dissertation has synthesized and reviewed the appropriate ideas. From there,
combining these ideas to serve as a basis to build new items as well as new
dimensions such as Supporting (SUP) under employer branding. In which, details
are presented through the following scales:
(For details of this interview record, refer to Appendix J)
Based on the newly added scales detailed above, the dissertation has
developed the scales of the four factors: employer branding, employer
Chapter 3: Methodology
attractiveness, employee engagement and employee performance. In there, for
Page 187
employer branding there is an additional dimension that is Supporting (SUP). This
dimension shows the mutual support and difficulty sharing among the
organization's members in the spirit of solidarity. This new content is built which
based on the opinion of expert 1, expert 4 and Discussion of group 1, 2 “It is
recommended that besides teamwork, there should be one additional factor that is
mutual support in the organization”. At the same time, the employer branding scale
is added 17 items of 5/10 dimensions including Corporate social responsibility
(CSR), Promotion (PRO), Education (EDU), Teamwork (GRO), Supporting (SUP).
For the employer attractiveness scale, there are 7 items added to all dimensions
including Social value (SOC), Development (DEV), Application (APP), Safety
(SAF) and Economic (ECO). Next, for the employee engagement scale, comments
from qualitative research added only 1 opinion and were added to 1 item of the
Vigor (VIG) dimension. Finally, for the employee performance scale, the qualitative
research made no further suggestions. Therefore, this scale is kept unchanged from
the original scale. In summary, the total number of items of the 4 dimensions
including employer branding, employer attractiveness, employee engagement and
employee performance is 114. Of which, the original scale is 89 items and the
addition from qualitative research is 25 items. The number of detailed items of each
Chapter 3: Methodology
dimension is shown in Table 3.3.
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Table 3.3 Summary of qualitative method results
No. Dimensions
Original Scale
(Item quantity)
Qualitative method
(Item quantity)
Total
(Item quantity)
A Employer branding
41
17
58
1
CSR
4
5
9
2 WLSA
8
0
8
3
PRO
5
3
8
4
EDU
3
4
7
5 WLBE
7
0
7
6
TRA
3
0
3
7 WLTI
5
0
5
8 GRO
3
1
4
9
SUP
0
4
4
10 WLST
3
0
3
B Employer
15
7
22
attractiveness
1
SOC
5
1
6
2 DEV
4
2
6
3 APP
3
1
4
4
SAF
1
2
3
5
ECO
2
1
3
C Employee engagement
16
1
17
1 DED
6
0
6
2 VIG
5
1
6
3 ABS
5
0
5
D Employee performance
17
0
17
TEA
1
8
0
8
INO
2
6
0
6
JOB
3
3
0
3
TOTAL
89
25
114
Source: From Author
Chapter 3: Methodology
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3.3.4 Scale measurements
The dissertation will apply a five – point Likert scale from 1 point to 5
points, ranging form 1 (strongly disagree) to 5 (strongly agree). All the statements
are shown as follows:
3.3.4.1 Employer branding (58 items)
According to Tanwar and Prasad (2016), the employer branding has five-
dimensional structure including: training and development, ethics and corporate
social responsibility (CSR), work-life balance, healthy work atmosphere and
compensation and benefits. In particular, the element of compensation and benefits
refers to the aspect of ‘economic dimension’ and the element of healthy work
atmosphere refers to the aspect of ‘psychological dimension’. This shows that
employer branding will help meet the social needs of employees by providing
flexible work policies. In addition, the elements of training and development, ethics
and corporate social responsibility show that employer’s attitude is reaching both
employees and society. Scale for employer branding concept is based on Tanwar &
Chapter 3: Methodology
Prasad (2017) consisting of 10 dimensions, including 58 items as follows:
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1. Corporate social responsibility: CSR (9 items)
This factor reflects the organization's level of concern in the ethical and
social issues of both employees, society and in general. In particular, if ethics shows
organization attitude about employees and the legal process, CSR is considered the
impact of the organization on society with the purpose to identify and create
engagement with new customers (Tanwar and Prasad, 2016).
In addition, this factor also means that the organization has high ethical
standards and is concerned about environmental protection (Lievens, 2005 cited
from Turban et al., 1995). Besides, according to Chauhan and Mahajan (2013), this
factor also shows that employees always have the opportunity to become part of the
work in contributing to the company's core values.
No.
Items
Symbols
Authors
1 My organization always obeys the law.
CSR1 Qualitative research
My
organization
is
always
concerned
about
CSR2 Qualitative research
2
environmental protection.
My organization provides
insurance coverage
for
Tanwar and Prasad
CSR3
3
employees.
(2016)
Chauhan & Mahajan
4
Ethical organization with high moral standards.
CSR4
(2013)
My organization builds and requires employees to adhere
CSR5 Qualitative research
5
to the cultural principle of conduct in their work and life.
Tanwar and Prasad
6
Humanitarian organization gives back to the society.
CSR6
(2016)
My organization is always concerned about the benefit of
CSR7 Qualitative research
7
our customers.
My Organization offers the possibility to work in a well-
CSR8 Lievens (2005)
8
defined structure.
My organization is always concerned about the material
CSR9 Qualitative research
9
life of its employees.
Source: From Author
Chapter 3: Methodology
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2. Work-Life Balance Satisfaction: WLSA (8 items)
Besides, according to Lorys (2017), there are two concepts of work-life balance:
work-life balance effectiveness and work-life balance satisfaction. Accordingly,
work-life balance effectiveness implies that there is uniformity and excellent
performance in linking all responsibilities of each role (work and life) (Caslson et
al., 2009). Work-life balance satisfaction is how employees perceive an important
contribution to work and reward when they accomplish their tasks (Marks &
MacDermid, 1996; Rantanen et al., 2011). In other words, work-life balance
satisfaction is the awareness of each individual how to do the job and the content
they perform to achieve an overall balance (Lorys, 2017).
No.
Items
Symbols
Authors
I am happy with the fit between my personal life and
WLSA1 Lorys (2017)
1
work life.
2
I am happy with my work-life balance.
WLSA2 Lorys (2017)
I am satisfied with how much time I spend in both my
WLSA3 Lorys (2017)
3
work and personal life.
I am able to accomplish what is expected of me at work
WLSA4 Lorys (2017)
4
and in my personal life.
I am happy with the way I divide my attention between
WLSA5 Lorys (2017)
5
work and personal life.
I am happy with how I prioritize my work and personal
WLSA6 Lorys (2017)
6
life.
I manage demands between my work life and personal
WLSA7 Lorys (2017)
7
life.
I am able to balance the demands of my work and
WLSA8 Lorys (2017)
8
personal life.
Source: From Author
Chapter 3: Methodology
Page 192
3. Promotion: PRO (8 items) This factor reflects promotion opportunities that the company provides to
employees for their current and future positions (Tanwar and Prasad, 2016).
In addition, this factor also includes challenging and attractive jobs as well as
the opportunity to use your abilities and satisfy your career goals. (Lievens, 2005;
cited from Turban et al., 1995). In addition, according to Chauhan and Mahajan
(2013), this factor also shows that all employees in the organization are aware of
their career development in the organization.
No.
Items
Symbols
Authors
1 My Organization offers prospects for higher positions.
PRO1
Lievens (2005)
2 My Organization offers diverse career opportunities.
PRO2
Lievens (2005)
Promotion opportunities in my organization are fair for
Qualitative
3
PRO3
all.
research
The positions and opportunities for promotion greatly
Qualitative
4
PRO4
abound in my organization.
research
My organization communicates clear advancement path
Tanwar and
5
PRO5
for its employees.
Prasad (2016)
6 My Organization offers the possibility to build a career.
PRO6
Lievens (2005)
My organization has a professional development
Qualitative
7
orientation
for
its
employees
(besides position
PRO7
research
development).
Chauhan &
8
Good reference for your future career.
PRO8
Mahajan (2013)
Source: From Author
Chapter 3: Methodology
Page 193
4. Education: EDU (7 items)
This factor reflects the skills development activities that the company provides to
employees for their current and future positions (Tanwar and Prasad, 2016).
No.
Items
Symbols
Authors
My organization always organizes annual trainings for its
Qualitative
EDU1
1
employees.
research
My organization always organizes training programs with
Qualititative
EDU2
2
content close to the actual needs of employees.
research
My organization always organizes high quality training
Qualitative
EDU3
3
programs for employees.
research
My organization always organizes many forms of training
Qualitative
EDU4
4
(internal, external, on the job, etc.) for employees.
research
Tanwar and
5 My organization provides us training courses.
EDU5
Prasad (2016)
My organization
invests heavily
in
training and
Tanwar and
EDU6
6
development of its employees.
Prasad (2016)
My
organization
organizes
various
conferences,
Tanwar and
EDU7
7
workshops and training programs on regular basis.
Prasad (2016)
Source: From Author
Chapter 3: Methodology
Page 194
5. Behavior-based family interference with work: WLBE (7 items)
According to Carlso et al. (2000), three forms of work-family conflicts identified in
theory are time-based conflict, strain-based conflict and behavior-based conflict.
Behavior-based conflict occurs when a particular behavior required in one role is
incompatible with another (Greenhaus and Beutell, 1985).
No.
Items
Symbols
Authors
The behaviors that work for me at home do seem to be
Carlso et al
1
WLBE1
effective at work.
(2000)
Behavior that is effective and necessary for me at home
Carlso et al
2
WLBE2
would be effective at work.
(2000)
The problem-solving behavior that works for me at home
Carlso et al
3
WLBE3
does seem to be as useful at work.
(2000)
The behaviors I perform that make me effective at work
Carlso et al
4
WLBE4
help me to be a better parent and spouse.
(2000)
Behavior that is effective and necessary for me at work
Carlso et al
5
WLBE5
would be effective at home.
(2000)
The problem-solving behaviors I use in my job are
Carlso et al
6
WLBE6
effective in resolving problems at home.
(2000)
Based on feedback from co-workers and family/friends, I
7
effectively accomplish both my work and personal
WLBE7 Lorys (2017)
responsibilities.
Source: From Author
Chapter 3: Methodology
Page 195
6. Travel opportunities: TRA (3 items)
This factor indicates that the organization has opportunities to work for leisure as
well as an opportunity to experience an outside social life (Lievens, 2005; cited from
Turban et al., 1995).
No.
Items
Symbols
Authors
My organization offers the possibility to do a lot of
1
TRA1
Lievens (2005)
foreign assignments.
2 My organization offers the possibility to travel a lot.
TRA2
Lievens (2005)
3 My organization offers the possibility to see a lot of the world.
TRA3
Lievens (2005)
Source: From Author
7. Time-based work interference with family: WLTI (5 items)
According to Carlso et al. (2000), three forms of work-family conflicts
identified in theory are time-based conflict, strain-based conflict and behavior-based
conflict. In particular, the time-based conflict can occur when the time spent
contributed to one role makes it difficult to perform another role.
No.
Items
Symbols
Authors
The time I must not devote to my job keeps me from
Carlso et al
1
participating equally in household responsibilities and
WLTI1
(2000)
activities.
My work doesn’t keep me from my family activities more
Carlso et al
2
WLTI2
than I would like.
(2000)
I haven’t to miss family activities due to the amount of
Carlso et al
3
WLTI3
time I must spend on work responsibilities.
(2000)
The time I spend on family responsibilities often don’t
Carlso et al
4
WLTI4
interfere with my work responsibilities.
(2000)
The time I spend with my family often causes me to spend
Carlso et al
5
WLTI5
time in activities at work that could be helpful to my career.
(2000)
Source: From Author
Chapter 3: Methodology
Page 196
8. Teamwork: GRO (4 items)
This factor reflects the level of friendliness and stress-free in the work
environment as well as the teamwork spirit among employees. The atmosphere of
each organization is unique and can be used as an employee value proposition
(EVP) of the company to distinguish it from other companies (Tanwar and Prasad,
2016).
In addition, this factor can be understood that the organization has warm co-workers
who are people with social tendencies, warmth and friendliness (Lievens, 2005;
cited from Turban et al., 1995). Besides, according to Chauhan and Mahajan (2013),
this factor also presents an opportunity to have inter-departmental experiences with
each other.
No.
Items
Symbols
Authors
Qualitative
1
Teamwork is always encouraged in my organization.
GRO1
research
My Organization offers the possibility to work together
2
GRO2
Lievens (2005)
with different people.
My organization offers the possibility to enjoy a group
3
GRO3
Lievens (2005)
atmosphere.
Tanwar and
4 My organization offers opportunity to work in teams.
GRO4
Prasad (2016)
Source: From Author
Chapter 3: Methodology
Page 197
9. Supporting: SUP (4 items)
The mutual support and difficulty sharing among the organization's members in the
spirit of solidarity.
No.
Items
Symbols
Authors
My organization always has a harmonious coordination
Qualitative
1
SUP1
among group members.
research
Qualitative
2
Team members always share difficulties with each other.
SUP2
research
All members of the organization support each other's
Qualitative
3
SUP3
work.
research
Qualitative
4
The team members are always united.
SUP4
research
Source: From Author
10. Strain-based family interference with work: WLST (3 items)
According to Carlso et al. (2000), three forms of work-family conflicts
identified in theory are time-based conflict, strain-based conflict and behavior-based
conflict. The strain-based conflict suggests that strain experienced in one role re-
invades and impacts on taking on another role.
No.
Items
Symbols
Authors
Although I am often stressed from family responsibilities,
Carlso et al
1
WLST1
I have a hard time concentrating on my work.
(2000)
Tension and anxiety from my family life often don’t
Carlso et al
2
WLST2
weaken my ability to do my job.
(2000)
In spite of stress at home, I am not often preoccupied with
Carlso et al
3
WLST3
family matters at work.
(2000)
Source: From Author
Chapter 3: Methodology
Page 198
3.3.4.2 Employer Attractiveness (21 items)
According to Berthon et al., (2005), Employer Attractiveness is an
organization’s benefit realized by potential candidates as a special organization to
work in (interesting value, economic value, social value, developmental value and
application value).
Employer branding, originally developed by Ambler & Barrow (1996),
defines psychological, functional and economic dimensions. Berthon et al (2005),
based on this background, expanded the scale of employer attractiveness, in which,
the psychological benefits are separated into interest value factor and social value
factor. In addition, functional benefits have evolved into development value and
application value whereas economic benefits are shown through economic value.
According to Berthon et al (2005), employer attractiveness is measured by interest
value, social value, development value, application value and economic value.
(Arachchige & Robertson, 2013), in another study on employer attractiveness,
surveyed students and employees at enterprises in Sri Lankan; in particular, the
results showed the consistent formula between the two survey groups of students
and employees. Consequently, the author advanced in terms of Job structure, social
commitment, Social environment, Relationships, Personal growth, Organizational
Dynamism, Enjoyment, and Corporate environment. This research result shares the
similarity with the research results of Berthon et al.(2005): interest value (with the
content similar to that of dimension job structure and Enjoyment), social value (in
which, the content showed similar dimensions relationships, personal growth and
corporate environment), development value (similar in dimensions organizational
dynamism), application value (similar to social environment dimension) and
economic value (similar to social commitment dimension). Along with the research
on employer attractiveness scale, (Roy, 2008), when studying in the Indian context,
added three additional dimensions: ethical value, psychological value and career
opportunity. In short, the scale of employer attractiveness includes factor 1
Chapter 3: Methodology
(Application Value), factor 2 (Interest Value), factor 3 (Ethical Value), factor 4
Page 199
(Economic Value), factor 5 (Social Value), factor 6 (Psychological Value), factor 7
(Career Opportunities) and factor 8 (Development Value). In another study on
startups in Sweden, Gadibadi (2020) added two dimensions: entrepreneurial and
challenge; in which, ‘entrepreneurial’ shows the content related to development
opportunities through performance evaluation from different roles at work and
building knowledge. Besides, ‘challenge’ addresses challenges, attractive work,
high responsibility as well as authorization activities in the organization. In another
aspect, this study added safety value dimension through the process of qualitative
and quantitative research. This dimension shows how employees are attracted by
job security (Berthon et al., 2005). In support of this view, Łazorko (2019)
emphasized the role of job security as an important factor for communication to
attract employees. Herman & Gioia (2001) also argued that employer branding
standard is safety value, implying that safety value is one dimension of employer
attractiveness. In summary, 5 dimensions of employer attractiveness developed by
Berthon et al (2005) and safety value (as one added dimension) factor have been
widely used in the previous studies (Arachchige & Robertson, 2013; Biswas &
Suar, 2016; Ha & Luan, 2018; Kaur et al., 2015; Reis & Braga, 2016; Roy, 2008;
Sivertzen et al., 2013). Therefore, this study constructs the components of employer
attractiveness that are comprised of social value, development value, application
value, safety value and economic value.
Scale for employer attractiveness concept is based on Berthon et al (2005)
Chapter 3: Methodology
consisting of 5 dimensions, including 21 items as follows:
Page 200
1. Social value (6 items)
This factor reflects the extent to which an individual is attracted to the employer
through providing a fun, happy working environment, good working relationship and a
team atmosphere (Berthon et al., 2005).
Symbols
Authors
No.
Items
1
Colleagues in the company always get along with each
SOC1
Qualitative research
other.
Having a good relationship with your colleagues.
SOC2
Berthon et al (2005)
2
Supportive and encouraging colleagues.
SOC3
Berthon et al (2005)
3
Having a good relationship with your superiors.
SOC4
Berthon et al (2005)
4
Happy work environment.
SOC5
Berthon et al (2005)
5
A fun working environment.
SOC6
Berthon et al (2005)
6
Source: From Author
2. Developmental value (6 items)
This factor reflects the extent to which an individual is attracted to the employer
by providing recognition, confidence, engagement with professional experience, and a
foundation for future growth (Berthon et al., 2005).
No.
Items
Symbols
Authors
1
You feel the desire to stick with the organization because
DEV1
Qualitative research
of the opportunities that come from experience in a
professional workplace.
2
Feeling good about yourself as a result of working for a
DEV2
Berthon et al (2005)
particular organization.
3
Feeling more self-confident as a result of working for a
DEV3
Berthon et al (2005)
particular organization.
A springboard for future employment.
DEV4
Berthon et al (2005)
4
Gaining career-enhancing experience.
DEV5
Berthon et al (2005)
5
6 My organization always
implements decentralized
DEV6
Qualitative research
employee
Source: From Author
Chapter 3: Methodology
Page 201
3. Application value (4 items)
This factor reflects the extent to which an individual is attracted to the employer by
providing an opportunity for employees to apply what they learn to teach others in an
environment that is customer-oriented and humanitarian (Berthon et al., 2005).
Symbols
Authors
No.
Items
Opportunity to teach others what you have learned.
APP1
Berthon et al. (2005)
1
Opportunity to apply what was learned at a tertiary
APP2
Berthon et al. (2005)
2
institution.
3
You have the opportunity to share your real experiences
APP3
Qualitative research
with everyone in the organization.
4
Acceptance and belonging.
APP4
Berthon et al. (2005)
Source: From Author
4. Safety Value: SAF (3 items)
This factor reflects the extent to which an individual is attracted to job security
(Berthon et al., 2005).
Items
Symbols
Authors
No.
1
The organization I work with always ensures occupational
SAF1
Qualitative research
safety during work activities.
Job security within the organization.
SAF2
Berthon et al. (2005)
2
The organization I work with is always safe in the work
SAF3
Qualitative research
3
environment (without pressure, sexual harassment, etc.).
Source: From Author
5. Economic value (3 items)
This factor reflects the extent to which an individual is attracted to the employer by
providing a high average of salary, compensation package (Berthon et al., 2005).
Items
Symbols
Authors
No.
1
An above average basic salary.
ECO1
Berthon et al. (2005)
2
An attractive overall compensation package.
ECO2
Berthon et al. (2005)
3 My organization has good allowances for employees.
ECO3
Qualitative research
Source: From Author
Chapter 3: Methodology
Page 202
3.3.4.3 Employee engagement (18 items)
In addition, according to Al Mehrzi & Singh (2016), engagement is a
positive, meaningful and motivational attitude. Characteristics of this concept are
vigor, dedication and absorption; in which, (i) vigor as a high level of energy,
resilience and the desire to strive and never give up in the face of challenges; (ii)
dedication worth feeling, enthusiasm, value and challenge; (iii) absorption as the
property acquired during focusing for a certain task (Schaufeli et al., 2002).
Based on definition, employee engagement focuses on perception, emotion
and behavior factors (Saks, 2006). Furthermore, with the approach to human
resources and organizational behavior, employee engagement is employees' efforts
and commitment to the organization as well as their satisfaction with a high
motivation to optimize their capacity (Bridger, 2014). On the basis of the concepts
and definitions of employee engagement, Schaufeli et al (2002) demonstrated the
characteristics of employee engagement as vigor, dedication and absorption. In
particular, vigor exhibits high energy, resilience and the desire to strive and never to
give up to challenges whereas dedication reflects a sense of satisfaction,
enthusiasm, value and challenge, while absorption was considered as the property
acquired with concentration for a certain task. Schaufeli et al (2002) developed the
concept of employee engagement, quite similar to that of Saks (2006); in which,
vigor means employees’ perception while dedication is seen as emotion as well as
absorption as behavior. In addition, based on theoretical analysis, Schaufeli and
Bakker (2010) identified two factors related to employee happiness, including:
activation, divided from exhaustion to vigor, and identification, divided to the
degree of cynicism to dedication. Therefore, two levels of activation and
identification can be classified: exhaustion (low activation) and cynicism (low
identification) called burnout. In contrast, engagement status is classified by vigor
(high activation) and dedication (high identification). The third factor of employee
engagement is absorption as representing someone's high level of energy and
Chapter 3: Methodology
willingness to put the effort into one's work as well as being persistent in difficult
Page 203
situations. In short, it can be confirmed that employee engagement has three
dimensions: vigor, dedication and absorption.
Scale for employee engagement concept is based on Schaufeli et al (2002)
consisting of 18 items as follows:
1. Dedication: DED (7 items)
This factor reflects the ability to perceive significance, enthusiasm,
inspiration, pride, and challenge (Schaufeli et al., 2002).
No.
Items
Symbols
Authors
1
For me, the job is interested.
DED1
Qualitative research
2
To me, I am enthusiastic about my job.
DED2
Schaufeli et al. (2002)
3
To me, I am proud on the work that I do.
DED3
Schaufeli et al. (2002)
4
To me, my job inspires me.
DED4
Schaufeli et al. (2002)
5
To me, I find the work that I do full of meaning and
DED5
Schaufeli et al. (2002)
purpose.
6
I feel happy when I am working intensely.
DED6
Schaufeli et al. (2002)
7 When I get up in the morning, I feel like going to
DED7
Schaufeli et al. (2002)
work.
Source: From Author
Chapter 3: Methodology
Page 204
2. Vigor: VIG (6 items)
This factor reflects a high level of energy and mental resilience at work as well as
being willing to invest effort in work and persistent in facing difficulties (Schaufeli
et al., 2002).
No.
Items
Symbols
Authors
1
At my job, I am mentally.
VIG1
Schaufeli et al. (2002)
I am ready to face challenges at work.
VIG2
Qualitative research
2
At my work I always persevere, even when things do
VIG3
Schaufeli et al. (2002)
3
not go well.
4
I can continue working for very long periods at a
VIG4
Schaufeli et al. (2002)
time.
At my job, I am very resilient.
VIG5
Schaufeli et al. (2002)
5
At my job, I feel strong and vigorous.
VIG6
Schaufeli et al. (2002)
6
Source: From Author
3. Absorption: ABS (5 items)
This factor reflects the high level of concentration and deeply engrosses in
work. Therefore, employees feel that time passes quickly and easily to overcome
difficulties when encountering (Schaufeli et al., 2002).
Symbols
Authors
No.
Items
1 When I am working, I forget everything else around
ABS1
Schaufeli et al. (2002)
me.
It is difficult to detach myself from my job.
ABS2
Schaufeli et al. (2002)
2
Time flies when I am working.
ABS3
Schaufeli et al. (2002)
3
I am immersed in my work.
ABS4
Schaufeli et al. (2002)
4
I get carried away when I am working.
ABS5
Schaufeli et al. (2002)
5
Source: From Author
Chapter 3: Methodology
Page 205
3.3.4.4 Employee performance (17 items)
According to Stevens & Campion (1994), teamwork is a very important
element of an organization's effectiveness. Consequently, there are many
performance models that have incorporated teamwork into construct as an essential
component (Borman & Motowidlo, 1997). In addition, it has been theoretically
proven that teamwork enhances credibility and trustworthiness in an organization.
Specifically, the gainsharing plan and award based team will help encourage
cooperation among members (Welbourne & Mejia, 1995). In addition, the innovator
factor is considered as one of the important components in the employee
performance measurement model (Welbourne et al., 1998). Accordingly, a company
can only maintain its competitive advantage when their employes have to be
creative across the organization, not just in their job. In other words, employees
need to have a creative way not only to apply their creative skills in specific work,
but also to contribute effectively and adjust according to the overall interests of the
team (Van Maanen & Schein, 1977). The innovator role is essential in an
employee's job performance for small and large organizations (Gomez-Mejia &
Balkin, 1992). Finally, the role of jobs in performance evaluation is also important
(Welbourne et al., 1998). Accordingly, jodholder shows the perspective of
employee performance because the member's role is similar to organizational
citizenship behaviors (Organ, 1988). Therefore, there are many studies confirming
the role of jobs added to the performance evaluation model (Gerhart et al., 1995;
Milkovich & Newman, 1999). On the basis of the above foundation candles, this
dissertation chooses the employee performance factor scale of Welbourne et al
(1998), including 3 main factors: team, innovator and job. Scale for employee
performance concept is based on Welbourne et al (1998) consisting of 17 items as
Chapter 3: Methodology
follows:
Page 206
1. Teamwork: TEA (8 items)
Working with co-workers and team members towards success of the firm.
Going beyond the call of duty in one's concern for the firm.
Symbols
No.
Items
Authors
1 Working for the overall good of the company.
TEA1 Welboure et al. (1998)
Doing things to promote the company.
TEA2 Welboure et al. (1998)
2
TEA3 Welboure et al. (1998)
3
Making sure his/her work group succeed.
Helping so that the company is a good place to be.
TEA4 Welboure et al. (1998)
4
Seeking information from others in his/her work
TEA5 Welboure et al. (1998)
5
group.
6
Doing things that help others when it's not part of
TEA6 Welboure et al. (1998)
his/her job.
7 Working as part of a team or work group.
TEA7 Welboure et al. (1998)
8
Responding to the needs of others in his/her work
TEA8 Welboure et al (1998)
group.
Source: From Author
2. Innovator: INO (6 items)
Creativity and innovation in one's job and the organization as a whole.
Symbols
No.
Items
Authors
1 Working to implement new ideas
INO1 Welboure et al. (1998)
Finding improved ways to do things
INO2 Welboure et al. (1998)
2
Creating better processes and routines
INO3 Welboure et al. (1998)
3
INO4 Welboure et al. (1998)
4
Coming up with new ideas
Seeking out career opportunities
INO5 Welboure et al. (1998)
5
Developing skills needed for his/her future career
INO6 Welboure et al. (1998)
6
Source: From Author
Chapter 3: Methodology
Page 207
3. Job: JOB (3 items)
Doing things specifically related to one's job description.
No.
Items
Symbols
Authors
Quantity of work output
JOB1 Welboure et al. (1998)
1
JOB2 Welboure et al. (1998)
2
Quality of work output
Accuracy of work
JOB3 Welboure et al. (1998)
3
Source: From Author
3.4 DATA ANALYSIS TECHNIQUE
Quantitative method carried out these analyses such as the descriptive
statistical analysis, the reliability analysis of scales, exploratory factor analysis
(EFA) and structural equation model (SEM) to estimate the relationship between
concepts. Research using SPSS software to perform descriptive statistical analysis,
scale reliability analysis, discovery factor analysis and PLS – SEM software in
affirmative SEM model analysis. Specifically, quantitative analysis activities were
studied as follows:
(i) Analysis of reliability of scales: The dissertation carried out the reliability
test of the scales used in the study by the Cronbach’s Alpha coefficient. The
standards used in verifying the reliability of this scale are:
Corrected Item - Total Correlation coefficient of each observed variable in
the scale must be greater than or equal to 0.3 (Joseph F. Hair et al., 2006);
The Cronbach’s Alpha coefficient of the scale must be greater than 0.6
(Joseph F. Hair et al., 2006);
The value of Cronbach’s Alpha if the items are deleted (Cronbach's Alpha if
Item Deleted) of each observed variable must be smaller than the Cronbach’s Alpha
Chapter 3: Methodology
of the scale.
Page 208
The scale was concluded to achieve reliability when all three criteria are
achieved. In case of the first or third standard is not good, this observed variable is
rejected and the reliability analysis of the scale including the remaining observed
variables is analyzed.
(ii) Exploratory factor analysis (EFA):
After performing Cronbach's Alpha reliability analysis, the research
performed EFA discovery factor analysis to consider the relationship between all
observed variables in different factors, assessing the value of association capacitor
and discriminant value of the scale. The study uses Principal Axis Factoring
extraction method together with Promax rotation method because they reflect the
data structure more accurately than Principal Components extraction method and
Varimax rotation method (J. C. Anderson & Gerbing, 1988).
The dissertation uses the following evaluation criteria for exploratory factor
analysis:
KMO coefficient - an indicator that considers the suitability of factor
analysis - must reach a value in paragraph [0.5, 1.0] (Joseph F. Hair et al., 2006).
Barlett's test - to see whether or not there is a correlation between observed
variables in the factor - is statistically significant with Sig. <0.05 (Joseph F. Hair et
al., 2006).
Eigenvalue value - to determine the number of factors in EFA analysis - the
factor must have a value of 1 or more for that factor to be retained in the model
(Gerbing and Anderson, 1988).
Total Variance Explained - to consider the suitability of the model - must
reach a value of 50% or more (J. C. Anderson & Gerbing, 1988).
Factor loading shows the correlation level between observed variables and
factors. Many studies often use the 0.5 acceptance threshold when considering the
Chapter 3: Methodology
factor load factor of the observed variable in a factor. However, in the opinion of (J.
Page 209
Stevens, 2002), the larger the sample size is, the small loading factor is also
acceptable to conclude significant observed variables. Tabachnick et al (2007)
stated that with a minimum sample size of 300, a factor loading of 0.32 or higher
was considered to be significant or a standard value of factor loading for a sample
size of 350 and above is 0.3 (Joseph F. Hair et al., 2010). Because of the
dissertation ‘s sample size greater than 350, this dissertation chose to use the
standard value of the factor loading of 0.3 as suggested by Hair et al., (2010).
3.4.1 Descriptive statistics
Descriptive statistics are used to describe the basic characteristics of data.
Descriptive statistics provide simple summaries of samples and metrics to create the
basis of any quantitative analysis of the data. Summarizing a quantity of participant
characteristics (gender, age, seniority, income) often use statistical parameters
(frequency, percentage, variance, standard deviation). These data are presented in
graphs or in descriptions to make it easy to analyze and compare information with
each other.
3.4.2 Internal consistency reliability
Internal consistency reliability is often the first criterion to be evaluated,
where Cronbach Alpha is the first criterion to be tested. Cronbach Alpha uses the
variables of the observed variables to make estimates about reliability. However, the
reliability of internal consistency is often underestimated by the Cronbach's Alpha
test due to its susceptibility to the number of items to be measured so Cronbach's
alpha should be thought of as a reliable measurement. Due to constraints, different
internal consistency reliability measurements are more appropriate, the dissertation
chose to use aggregate reliability because it takes into account the outer loading
factors of the indicator variables.
The aggregate reliability in exploratory studies with values of 0.6 to 0.7 is
acceptable; however, in subsequent stages of the study, a value between 0.7 and 0.9
Chapter 3: Methodology
was considered satisfactory with the study. Moreover, values above 0.9, especially
Page 210
above 0.95, are undesirable and are not valid measurements of the structure because
they indicate that the same phenomenon in question is being measured by indicator
variables. Finally, the value of the aggregate reliability below 0.60 indicates a lack
of consistent internal reliability (Hair Jr et al., 2016).
3.4.3 Convergent validity
Convergent validity is a measure of positive correlation with alternatives
within the same structure. Regarding convergence evaluation convergence in
reflective structures, the team must also take into account external load factors and
AVE (average variance extracted). High external load factors will indicate related
indicators of similar nature and captured by the construction. Moreover, a common
name for reliability index is the size of the external load factors. Due to the fact that
the importance of the external load factor is still quite small, a general rule that
researchers should note is that the standardized external load factor must be at least
equal to or above 0.708.
(Hulland, 1999) states that researchers are instead of removing indicators
when the outer loading is less than 0.708, the research should examine the impact of
removing items related to the content validity of the work together with impact on
aggregate reliability. Typically, indicators that do not accept weaker standardized
outer loading factors (less than 0.708) in studies related to social science topics,
especially when new scales are introduced and used. The load variable should only
be tested from 0.40 to 0.70 to remove it from the scale if the removal of the
indicator results in an increase in aggregate reliability (or AVE) above the proposed
threshold. Moreover, indices with very low outer loading factors (less than 0.40) are
always excluded from the structural model (Hair et al., 2011).
A popular measurement used with the goal of finding and establishing
convergence validity at the construction level is average variance extracted (AVE);
AVE is equivalent to the communality of the related structures. Regarding the
Chapter 3: Methodology
logical aspect used to define the individual indicators, AVE values of 0.5 or higher
Page 211
indicating that on average, the structure explains more than 50% of the variance of
the indicators. In contrast, AVE less than 0.5 indicate that on average, the variance
of entries is still more than the variance explained by the structure.
3.4.4 Discriminant Validity
Discriminant Validity is a measurement using empirical standards to
distinguish it from other structures. Therefore, the discriminant validity setting
indicates that a structure is unique and not repeated by other structures in the model.
Specifically, the dissertation used Heterotrait - Monotrait (HTMT) criteria to
evaluate the discriminant validity in PLS-SEM. Henseler et al. (2015) proposed
evaluating HTMT ratio among the correlations. In particular, HTMT illustrates the
ratio between the relationships among the characteristics and the relationships
within the characteristics. In addition, an HTMT with a value higher than 0.90
indicates a lack of discriminatory validity. The values of the HTMT with a
threshold lower than 0.85 will meet the distinct validity of the structures.
3.4.5 Multi-collinear assessment
The high correlation between observed variables is called collinearity. The
high degree of collinearity between observed variables is important because it
affects the estimation of weights and statistical significance levels. A measurement
related to collinearity is the variance inflation factor (VIF). Very high collinearity is
indicated by VIF values of 5 or higher (Hair Jr et al., 2016). In the context of PLS-
SEM, a tolerance value higher than 0.2 or VIF less than 5 would indicate no multi-
collinearity phenomenon between the two variables.
3.4.6 Path coefficients of the structure model
After using the PLS-SEM algorithm method, hypothesis relationships
between structures are examined from structural model relationships (path
coefficients). The standardized values of path coefficients range from -1 to +1.
Chapter 3: Methodology
Specifically, the path coefficients close to +1 indicate a strong positive relationship
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(and the same case with negative values). Moreover, the closer the path coefficients
are to 0, the weaker the relationship.
Whether a coefficient is significant or not ultimately depends on its
standard error checked by the starting method. Using standard bootstrap errors helps
calculate p values for all structural path coefficients. In most researchers, the p
value is used to assess significance. Moreover, the p value is defined as the
probability of rejecting a null hypothesis. When assuming a 5% significance level,
the value of p must be less than 0.05 to conclude that the relationship under review
is significant at the 5% level. Correspondingly, Hair et al (2016) show that when
researchers are more strictly in testing their relationships, they set the significance
level at 1%. Therefore, the corresponding p value must be lower than 0.01 to
conclude the relationship significant.
3.4.7 Determination coefficient (R² value)
The determination coefficient (R² value) is a common measurement to
evaluate structural models. It denotes the predictive power of the model and is
calculated as the square correlation between a real value and a specific endogenous
structure. Because R² is both the actual and predicted value of the squared
correlation and also takes into account the estimation of the model predictive power
through its data estimation. Rigdon (2012) and Sarstedt et al (2014) propose that it
illustrates the measurement of predictive power in a sample. R² values range from 0
to 1; in particular, higher levels lead to higher levels of predictive accuracy.
Hair et al (2011) and Henseler et al (2009) stated in the study focusing on
marketing issues, the values of R² at 0.75; 0.50 or 0.25 for endogenous latent
variables are considered to be significant, moderate or weak respectively. However,
an R² value of 0.20 is considered high in industries (consumer behavior). On the
other hand, Hair et al (2016) reported that the adjusted determination coefficient
(Radj2) was used as a criterion to avoid deviations for complex models. In this
Chapter 3: Methodology
dissertation, the authors chose adjusted R2 to avoid the possibility of bias.
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3.4.8 Impact coefficient f²
In addition to evaluating the R² values of all endogenous structures, the
fluctuations of the R² values when a designated exogenous structure is omitted
from the model used to evaluate the structure that is neglected to have a significant
effect on endogenous structures. Cohen (2013) provided guidelines for evaluating ƒ²
as values at 0.02, 0.15 and 0.35, respectively, for the small, medium and large
effects of the exogenous latent variable respectively. Therefore, the effect size
values lower than 0.02 indicates no effect.
3.4.9 Blindfolding and predict relevance Q²
In addition to assessing the strength of R² values as a criterion of predictive
accuracy, researchers should also evaluate Stone-Geisser values from Q² (Geisser,
1974; Stone, 1974). This test is an indicator of the predictive power outside sample
of model or the predicted relevance. In the structural model, Hair et al (2016)
reported that values of Q² greater than zero for a specific endogenous reflective
potential variable show the relevant path model for the prediction of the path model
for a specific dependency structure.
The value of Q² is achieved by using the blindfold method for the specified
omitted distance. Henseler et al (2009) reported that blindfolding is a technique of
reusing a pattern that ignores every d data point in endogenous structure indexes
and estimates parameters with remaining data points again. The detection method is
often applied to endogenous structures that have reflective measurement model
Chapter 3: Methodology
characteristics as well as endogenous single-entry structures.
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SUMMARY OF CHAPTER 3
This chapter details the components of the scale of the four factors of the
research model including employer branding, employer attractiveness, employee
engagement and employee performance. In particular, employer branding scales are
developed based on previous scales of Tanwar & Prasad (2017), Chauhan &
Mahajan (2013), Lievens (2007), Lorys (2017), Carlson et al (2000) and through
qualitative research. Accordingly, the employer branding scale includes 10
dimensions with 58 items as follows: Corporate social responsibility: CSR (9
items), Work-Life Balance Satisfaction: WLSA (8 items), Promotion (8 items),
Education: EDU (7 items), Behavior-based family interference with work: WLBE
(7 items), Travel opportunities (3 items), Time-based work interference with family:
WLTI (5 items), Teamwork: GRO (4 items), Supporting: SUP (4 items) and Strain-
based family interference with work: WLST (3 items).
For employer attractiveness scales are developed based on Berthon et al
(2005) and through qualitative research. The final results are formed based on 5
dimensions with 21 items as follows: Social value: SOC (6 items), Developmental
value: DEV (5 items), Application value: APP (4 items), Safety Value: SAF (3
items) and Economic value: ECO (3 items). Next, the employee engagement scale
was used from Schaufeli et al (2002) and through qualitative research. This scale
consists of 3 dimensions with 18 items as follows: Dedication: DED (7 items),
Vigor: VIG (6 items) and Absorption: ABS (5 items). The final scale is employee
performance developed based on the (Welbourne et al., 1998) scale and combined
with several similarly significant dimensions (combined career and innovator into
one dimension called Innovator and combined the elements of team. and
organization into one dimension is called Teamwork). Finally, after shortening, the
employee performance scale has 3 dimensions with 17 items including: Teamwork:
Chapter 3: Methodology
TEA (8 items), Innovator: INO (6 items) and Job: JOB (3 items).
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The research method analyzed and selected in this dissertation is a mixed
method. In particular, the quantitative method is the dominant method and the
qualitative research method helps modify and develop the scale. The quantitative
research method goes through 3 main stages: scale validity assessment,
measurement model validity assessment and structural model assessment. In
particular, there is a detailed description of each step standard.
Finally, this chapter also discusses sampling methods that are non-
probability data collection methods, specifically convenience sampling. The ratio of
number of samples per observed variable is 7: 1. Survey subjects are employees
Chapter 3: Methodology
who have worked for the enterprise for at least 2 years.
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CHAPTER 4: RESULTS ANALYSIS
This chapter presents the research results in the research process of 4 main
contents: (1) Descriptive statistics, (2) Scale validity assessment including
Cronbach alpha and exploratory factors analysis (EFA) of each employer branding,
employer attractiveness, employee engagement and employee performance, (3)
Measurement model validity assessment of each employer branding, employer
attractiveness, employee engagement and employee performance, (4) Structural
model assessment.
In addition, another important content that discusses research results presents
the analysis and evaluation of scales as well as results of research hypotheses from
H1 to H6. In particular, analyzing the significance level, impact coefficient and
comparing this result with theory and previous studies as well as practical.
4.1 DESCRIPTIVE STATISTICS
4.1.1 Demographic
Table 4.1 Descriptive statistics Results
No.
Content
Frequency
Percent (%)
I
Gender
1 Male
471
50.3
2
Female
466
49.7
Total
937
100.0
II Married Status
1
Single
381
40.7
2 Married
556
59.3
Total
937
100.0
Chapter 4: Results Analysis
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Content
Frequency
Percent (%)
No.
III Age
From 18 to 30
1
491
52.4
From 31 to 40
2
349
37.2
From 40 to 50
3
83
8.9
From 50 to 60
4
14
1.5
Total
937
100.0
IV
Income
Less than 5 million VND/ month
1
98
10.5
From 5 to less than 10 million VND / month
2
473
50.5
From 10 to less than 20 million VND / month
3
307
32.8
Over 20 million VND/month
4
59
6.3
Total
937
100.0
V Qualification
Unskilled
1
27
2.9
Intermediate
2
180
19.2
Colleges
3
160
17.1
University
4
464
49.5
Graduate
5
106
11.3
Total
937
100.0
VI Home town
1
The Mekong River Delta
756
80.7
2
The Southeast
66
7.0
3
The Central Highlands
90
9.6
4
The Northern
25
2.7
Total
937
100.0
Chapter 4: Results Analysis
Page 218
Content
Frequency
Percent (%)
No.
VII
Job
Production/Technical/RD
1
347
37.0
Business
2
229
24.4
Back Office
3
361
38.5
Total
937
100.0
VIII Company
Private enterprise
1
42
4.5
2
115
12.3
One member limited liability companies
(100% government)
3
20
2.1
One member limited liability companies
(100% private)
4
Joint venture company
46
4.9
5 Multinational company
3
0.3
A limited liability company
6
105
11.2
Shareholding companies
7
484
51.7
8
Education
55
5.9
9
Healthcare
54
5.8
10 Others
13
1.4
Total
937
100.0
Source: From Author
The sample has almost gender ratio between male and female. In particular,
male of 471 accounting for 50.3% and female of 466 accounting for 49.7%. This
shows the gender balance in the survey samples. This proportion is quite
appropriate and representative of gender in research. Of these, 59.3% are married
Chapter 4: Results Analysis
and 40.7% are single. Thus, the majority of respondents have stabilized the family.
Page 219
Regarding the age distribution, the age of the survey samples is mainly
among young from 18 to 30 years old (accounting for 52.4%). Next is the age
group from 31 to 40 years old (accounting for 37.2%). The oldest proportion of
personnel aged over 50 years old (only 1.5%). Young employee group aged 40 and
under accounted for nearly 89.6% of the total sample. This is suitable with the trend
of young labor in Vietnam and is in line with the focus on young people to identify
their perceptions of employer branding and the factors associated with the business.
In terms of income, about half of the samples have income from 5 million to
10 million VND / month (accounting for 50.5%) because this is the average income
level in Vietnamese enterprises. This proves that the research sample is mainly
young employees who have not worked for a long time at the enterprise. Next is the
group with income from 10 million to 20 million dong / month, accounting for
32.8%. This group is either highly qualified or has a long seniority in the business.
As an employee, this income level is relatively high in Vietnam. In the research
sample, there are a few (accounting for 6.3%) with a high income of over 20 million
VND / month. The remaining group is of new employees at enterprises with
incomes below 5 million (accounting for 10.5%).
Regarding professional qualifications, the majority of respondents have
university degrees and account for 49.5%. Next is the intermediate and college
level, accounting for 19.2% and 17.1%, respectively. All 3 groups with intermediate
to university level accounted for 85.8% of the sample. This is in line with the
current labor structure of businesses. Graduate qualifications accounting for 11.3%
is a relatively high rate and shows that the trend of professional qualifications is
increasing in Vietnamese businesses. For the unskilled labor, the proportion
currently accounted for the least in the research group, accounting for only 2.9%.
For hometown, the respondents are mainly from The Mekong River Delta
region, accounting for 80.7%. The respondents from The Central Highlands with
Chapter 4: Results Analysis
9.6%. Finally, the respondents from The Northern region have at least 2.7% weight.
Page 220
For occupation, the research samples are evenly distributed at all working
positions in the enterprise including Production / Technical / RD, Business as well
as Back Office. In particular, respondents from the back office area accounted for
the highest proportion with 38.5%. Next is the respondents from Production /
Technical / RD area who also have high rate, accounting for nearly 37.0%. The
respondents in this area are similar in proportion to the respondents from the back
office area. Respondents from the business sector had the lowest proportion among
the 3 groups with 24.4%.
Finally, for the type of business that respondents are working with, the
shareholding company type is with the highest proportion of 51.7%. Next are the
two types of enterprises (one member limited liability companies) (100%
government) and Limited-liability Company with the proportion of 12.3% and
11.2%, respectively. Multinational companies have the least proportion (about
0.3%). The remaining types of businesses accounted for approximately 5% of the
proportion, including: Private enterprise (4.5%), Joint venture company (4.9%). In
addition, there are samples from other organizations: education (5.9%), healthcare
(5.8%) and others (1.4%).
4.1.2 Scale descriptive
4.1.2.1 Employer branding
CSR (Corporate social responsibility)
The observed variables of the CSR factor have the minimum value of 1 and
the maximum value of 5. This shows the quite diverse views of the respondents on
the contents of this factor. The mean value of all 9 observations has a value greater
than 4. This shows that the employee's perception is very good about CSR activities
at the enterprise they are working with. In other words, enterprises are currently
Chapter 4: Results Analysis
implementing CSR strategies quite well in their production and business activities.
Page 221
Items
Min Max Mean Std. Deviation
CSR1 My organization always obeys the law.
4.39
0.613
1
5
4.29
0.649
1
5
CSR2 My organization is always concerned
about environmental protection.
CSR3 My organization provides
insurance
1
4.37
0.604
5
coverage for employees.
1
5
4.29
0.645
CSR4
Ethical organization with high moral
standards.
1
5
4.23
0.642
CSR5 My organization builds and requires
employees
the cultural
to adhere to
principle of conduct in their work and
life.
1
5
4.19
0.691
CSR6
Humanitarian organization gives back to
the society.
5
CSR7 My organization is always concerned
1
4.27
0.648
about the benefit of our customers.
1
5
4.12
0.635
CSR 8 My organization offers the possibility to
work in a well-defined structure.
5
CSR9 My organization is always concerned
1
4.05
0.752
about the material life of its employees.
Source: From Author
In particular, the best content seen from employees about CSR is the
purchase of employee insurance (CSR 3) with a mean value of 4.37. In contrast, the
lowest recognized activity is taking care of the employees' material lives (CSR 9)
with a mean value of 4.05. This can also be explained because in Vietnam, when it
comes to CSR, most employees think about social and spiritual activities rather than
Chapter 4: Results Analysis
material.
Page 222
WLSA (Work-Life Balance Satisfaction)
Items
Min Max Mean
Std.
Deviation
WLSA1
1
5
3.90
0.717
I am happy with the fit between my personal
life and work life.
WLSA2
I am happy with my work-life balance.
3.92
0.713
1
5
WLSA3
1
5
3.86
0.778
I am satisfied with how much time I spend in
both my work and personal life.
WLSA4
1
5
3.80
0.704
I am able to accomplish what is expected of
me at work and in my personal life.
WLSA5
1
5
3.95
0.694
I am happy with the way I divide my
attention between work and personal life.
WLSA6
1
5
3.94
0.668
I am happy with how I prioritize my work
and personal life.
WLSA7
1
5
3.94
0.645
I manage demands between my work life
and personal life.
WLSA8
1
5
3.98
0.660
I am able to balance the demands of my
work and personal life.
Source: From Author
The observed variables of the WLSA factor have the minimum value of 1
and the maximum value of 5. This shows the quite diverse views of the respondents
about the contents of this factor. All observations have a mean value greater than 3
but less than 4. This proves that the satisfaction of the balance between life and
work has not reached a high level for the respondents. In which, the observation that
WLSA4 has the lowest mean value of 3.80 shows that the ability to define the
expectations of each employee in work and in life is not really satisfied. Likewise,
satisfaction with the use of time in work and in life is not really good (WLSA3). In
contrast, the other remaining factors of WLSA factor have better visibility with
mean values of 3.90 and above. In particular, the ability to balance each employee's
needs in work and life is best evaluated with WLSA8 having the highest mean value
Chapter 4: Results Analysis
of 3.98.
Page 223
PRO (Promotion)
Items
Min Max Mean
Std.
Deviation
PRO1
3.84
0.692
5
1
My organization offers prospects for higher
positions.
PRO2
3.76
0.706
5
1
My organization offers diverse career
opportunities.
PRO3
in
my
1
3.83
0.803
5
Promotion
opportunities
organization are fair for all.
PRO4
3.68
0.804
5
1
greatly
abound
for
in my
PRO5
5
clear
1
3.65
0.827
The positions and opportunities
promotion
organization.
My organization
communicates
advancement path for its employees.
PRO6
3.68
0.702
5
1
My organization offers the possibility to
build a career.
PRO7
3.83
0.753
5
1
My organization has a professional
development orientation for its employees
(besides position development).
1
PRO8
Good reference for your future career.
5
3.82
0.697
Source: From Author
The observed variables of the PRO factor have the minimum value of 1 and
the maximum value of 5. This shows the quite diverse opinion of the respondents
about the contents of this factor. The mean values of the variables observed in this
factor are rather good. The highest mean observation 3.84 is PRO1, showing that
the awareness of the organization providing employees with the potential for growth
in higher positions is most appreciated. Next are PRO3 and PRO7 with a value of
3.83, referring to the element of equity in employee development (PRO3) or expert-
oriented development in addition to management-oriented development (PRO7).
However, the clear communication activities for employee career paths have not
Chapter 4: Results Analysis
been appreciated by the respondents with a PRO5 mean value of only 3.65.
Page 224
EDU (Education)
Items
Min Max Mean
Std.
Deviation
EDU1
1
5
3.90
0.837
My organization always organizes much
annual training for its employees.
EDU2
1
5
3.96
0.783
My organization always organizes training
programs with content close to the actual
needs of employees.
EDU3
1
5
3.92
0.788
My organization always organizes high
quality training programs for employees.
EDU4
1
5
3.88
0.726
My organization always organizes many
forms of training (internal, external, on the
job, etc.) for employees.
EDU5
5
training
1
3.95
0.779
My organization provides us
courses.
EDU6
1
5
3.79
0.829
My organization invests heavily in training
and development of its employees.
EDU7
1
5
3.74
0.783
organizes
and
various
training
My
organization
conferences, workshops
programs on regular basis.
Source: From Author
The observed variables of the EDU factor have the minimum value of 1 and
the maximum value of 5. This shows the quite diverse views of the respondents on
the contents of this factor. Most mean values have values greater than 3.70 and less
than 4.0. This shows that the EDU factor is assessed at a moderate level. In which,
EDU2 has the highest mean value 3.96. This shows that the respondents want
training programs to be closely linked to the actual needs of the job. It will bring
better efficiency and applicability. At the same time, the lowest value observation of
3.74 is EDU7 which shows that the organizations have not received a wide variety
Chapter 4: Results Analysis
of seminars, conferences and training programs based on fundamentals.
Page 225
WLBE (Behavior-based family interference with work)
Items
Min Max Mean
Std.
Deviation
1
5
3.90
0.673
The behaviors that work for me at home do
seem to be effective at work.
WLBE2 Behavior that is effective and necessary for
1
3.90
0.655
5
me at home would be effective at work.
WLBE3
1
5
3.88
0.683
WLBE4
1
5
3.96
0.662
The problem-solving behaviors that work for
me at home does seem to be as useful at
work.
The behaviors I perform that make me
effective at work help me to be a better
parent and spouse.
5
WLBE5 Behavior that is effective and necessary for
1
3.90
0.649
me at work would be effective at home.
WLBE6
1
5
3.83
0.714
The problem-solving behaviors I use in my
job are effective in resolving problems at
home.
1
5
3.98
0.617
WLBE7 Based on feedback from co-workers and
family/friends, I effectively accomplish both
my work and personal responsibilities.
Source: From Author
WLBE1
The observed variables of the WLBE factor have the minimum value of 1
and the maximum value of 5. This shows the quite diverse views of the respondents
about the contents of this factor. The observed variables of this factor have 1 value
close to 4, indicating that the assessment level of the respondents is quite good. In
which, the most appreciated factor is WLBE7 with a mean value of 3.98. This result
shows that relying on feedback from colleagues, friends and family will help
employees better fulfill their responsibilities at work as well as in life. In contrast,
the WLBE3 observation has the lowest value among the observations of this factor
3.88. This result has shown that the effectiveness of problem-solving behaviors at
Chapter 4: Results Analysis
work will not be too effective for activities in life.
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TRA (Travel opportunities)
Items
Min Max Mean
Std.
Deviation
1
5
3.07
0.980
TRA1
My organization offers the possibility to do a
lot of foreign assignments.
1
5
3.48
0.931
TRA2
My organization offers the possibility to
travel a lot.
1
5
3.59
0.862
TRA3
My organization offers the possibility to see
a lot of the world.
Source: From Author
The observed variables of the TRA factor have the minimum value of 1 and
the maximum value of 5. This shows the diverse views of the respondents on the
contents of this factor. All 3 observations of the TRA factor are not high mean
values: 3.07 to 3.59. Of which, the lowest value TRA1 observation 3.07 indicates
that firms provide less opportunity for employees to perform overseas jobs because
the majority of Vietnamese businesses are domestically operated. Very few firms
have factories, branches or representative offices in foreign countries. Therefore, it
is rare to send employees to participate in overseas activities. In this factor, the best
mean observation is TRA3 (3.59), which shows that businesses are also trying to
provide employees with perceptions and perspectives on the outside world through
Chapter 4: Results Analysis
short-term business trips and tours.
Page 227
WLTI (Time-based work interference with family)
Items
Min Max Mean
Std.
Deviation
WLTI1
5
3.79
0.840
1
The time I must not devote to my job keeps
me from participating equally in household
responsibilities and activities.
5
3.85
0.842
1
WLTI2 My work doesn’t keep me from my family
activities more than I would like.
WLTI3
5
3.55
0.908
1
I haven’t to miss family activities due to the
amount of time I must spend on work
responsibilities.
WLTI4
1
5
4.01
0.654
The time I spend on family responsibilities
often don’t
interfere with my work
responsibilities.
WLTI5
1
5
4.00
0.631
The time I spend with my family often don’t
causes me not to spend time in activities at
work that could be helpful to my career.
Source: From Author
The observed variables of the WLTI factor have the minimum value of 1 and
the maximum value of 5. This shows the quite diverse views of the respondents on
the contents of this factor. This factor has mean values between observations that
vary compared to other factors of employer branding. In it, the smallest mean is
3.55 (WLTI3) and the highest is 4.01 (WLTI4). The lowest value WLTI3
observation indicates that sometimes employees cannot participate in activities at
home due to being affected by work. In contrast, the WLTI4 observation is of the
highest value showing that the time an employee does his family responsibilities
Chapter 4: Results Analysis
does not have much effect on job performance.
Page 228
GRO (Teamwork)
Items
Min Max Mean
Std.
Deviation
1
5
4.08
0.638
GRO1
Teamwork is always encouraged in my
organization.
1
5
3.91
0.671
GRO2
My organization offers the possibility to
work together with different people.
1
5
3.93
0.646
GRO3
My organization offers the possibility to
enjoy a group atmosphere.
1
5
4.05
0.626
GRO4
My organization offers opportunity to work
in teams.
Source: From Author
The observed variables of the GRO factor have the minimum value of 1 and
the maximum value of 5. This shows the diverse opinions of the respondents about
the contents of this factor. The observations of this factor have a fairly uniform
mean value and about 4.0 value. This shows that most respondents appreciated
teamwork spirit and the opportunity to work with different colleagues. In which,
respondents rated the most about the organization that always encourages its
members to perform teamwork spirit in the organization (GRO1 has a mean value
of 4.08). The lowest mean in the group of observations for this factor is GRO2 with
a value of 3.91. This result shows that the respondents only rated the organization's
Chapter 4: Results Analysis
ability to work with others was not high.
Page 229
SUP (Supporting)
Items
Min Max Mean
Std.
Deviation
SUP1
1
5
4.06
0.644
My organization always has a harmonious
coordination among group members.
SUP2
2
5
4.02
0.671
Team members always share difficulties with
each other.
SUP3
2
5
4.13
0.636
All members of the organization support each
other's work.
1
5
SUP4
The team members are always united.
4.11
0.655
Source: From Author
The observed variables of the SUP factor have the difference in the
minimum value and the maximum value. This shows the quite diverse views of
respondents on the contents of this factor. In which, SUP 1 and SUP3 have
minimum value of 1 and the maximum value is 5, SUP2 and SUP3 have minimum
value of 2 and the maximum value is 5. The two observations SUP2 and SUP3 have
more focus on assessment. All of these values are greater than 4.0. This proves that
the respondents appreciate the mutual support among members in the organization.
In particular, the observation with the largest mean value is SUP3 (4.13), showing
that the respondents appreciate that all members in the organization always support
their colleagues at work. In addition, sharing difficulties with others was the lowest
Chapter 4: Results Analysis
in the group of items (SUP2: 4.02).
Page 230
WLST (Strain-based family interference with work)
Items
Min Max Mean
Std.
Deviation
5
4.07
0.596
2
I have a hard
Although I am often stressed from family
time
responsibilities,
concentrating on my work.
WLST2
1
5
3.97
0.659
Tension and anxiety from my family life
often don’t weaken my ability to do my job.
WLST3
1
5
3.98
0.625
In spite of stress at home, I am not often
preoccupied with family matters at work.
Source: From Author
WLST1
The observed variables of the GRO factor have the minimum value of 1 and
the maximum value of 5. This shows the diverse opinion of the respondents about
the contents of this factor. The observations of this factor have a fairly uniform
mean value and about 4.0 value. In particular, the observation WLST1 with the
highest mean value is 4.07, showing that the respondents appreciate the employee,
despite being stressed out with responsibilities in the family but keeping the focus at
work. The remaining two observations, WLST2 and WLST3, have similar values of
3.97 and 3.98 respectively, showing that the control of stress occurring in the family
is does not affect work.
In summary, of the 10 factors of employer branding, the CSR factor group
has the highest mean value, the values are greater than 4.0. This result shows that
the respondents highly appreciate the activities related to corporate social
responsibility of the organizations. These activities are also being performed well
by businesses. Meanwhile, the TRA factor has the lowest value, the values are all
less than 4.0. In particular, in observations of this factor, TRA1 has only a mean
value of 3.07, the lowest value in all observations of employer branding. This shows
that the situation in Vietnamese enterprises has not focused on creating
opportunities for employees to experience working abroad. The remaining factors
have mean values in the range of 3.5 - 4.0. This shows that the respondents rated the
Chapter 4: Results Analysis
observations quite well.
Page 231
4.1.2.2 Employer attractiveness
SOC (Social value)
Items
Min Max Mean
Std.
Deviation
SOC1
4.11
0.664
1
5
Colleagues in the company always get along
with each other.
SOC2
relationship with your
1
4.01
0.653
5
Having a good
colleagues.
SOC3
Supportive and encouraging colleagues.
4.09
0.604
2
5
relationship with your
4.10
0.696
SOC4
1
5
Having a good
superiors.
SOC5
Happy work environment.
1
5
3.90
0.732
SOC6
A fun working environment.
1
5
4.04
0.654
Source: From Author
The observed variables of the SOC factor have the minimum value of 1 and
the maximum value of 5. This shows the diverse views of the respondents on the
contents of this factor. Most of the observed variables have values above 4.0. Only
one observable SOC5 has a value of 3.90. This shows that the happy working
environment is not highly unified as the rest of the observations because this
definition is quite broad and contains many different factors. Therefore, the
respondents did not have a high consensus when choosing their answers. In
contrast, the observed variable with the highest mean is 4.11 of SOC1. This result
shows that the employees in the organizations always feel connected with
Chapter 4: Results Analysis
colleagues around.
Page 232
DEV (Developmental value)
Items
Min Max Mean
Std.
Deviation
1
5
4.05
0.646
DEV1 You feel
the desire
to stick with
the
organization because of the opportunities that
come from experience
in a professional
workplace.
DEV2
4.09
0.658
1
5
Feeling good about yourself as a result of
working for a particular organization.
DEV3
4.07
0.644
1
5
Feeling more self-confident as a result of
working for a particular organization.
1
5
DEV4 A springboard for future employment.
3.96
0.668
1
5
DEV5 Gaining career-enhancing experience.
4.06
0.617
5
DEV6 My
organization
always
implements
1
3.95
0.638
decentralized employee
Source: From Author
The observed variables of the DEV factor have the minimum value of 1 and
the maximum value of 5. This shows the quite diverse views of the respondents on
the contents of this factor. These values have a mean mean value of 4.0. In which, 2
observed variables DEV4 and DEV6 have lower values than the remaining values
are 3.96 and 3.95 respectively. This shows that the view on building a foundation
for employee growth and decentralization for employees is not as common as other
observations. In which, the observed variable DEV2 has the highest value of 4.09.
This shows a positive feeling when the employees themselves are appreciated for
Chapter 4: Results Analysis
their performance.
Page 233
APP (Application value)
Items
Min Max Mean
Std.
Deviation
1
5
3.89
0.649
APP1
Opportunity to teach others what you have
learned.
1
5
3.87
0.643
APP2
Opportunity to apply what was learned at a
tertiary institution.
1
5
3.93
0.626
APP3
You have the opportunity to share your real
experiences with everyone in the organization.
1
5
APP4
Acceptance and belonging.
3.92
0.679
Source: From Author
The observed variables of the APP factor have the minimum value of 1 and
the maximum value of 5. This shows the diverse opinions of the respondents about
the contents of this factor. Mean values of observed variables of the APP factor are
not high. All observed variables are less than 4.0. In which, the observed variable
APP2 has the lowest mean value 3.87, showing the gap in the application of
university knowledge to real work. However, sharing practical experiences with
colleagues is most appreciated (APP3's mean value is 3.93). This shows that in
general the application of practical work experience will be more favorable than the
Chapter 4: Results Analysis
academic knowledge obtained from the university.
Page 234
SAF (Safety Value)
Items
Min Max Mean
Std.
Deviation
1
5
4.20
0.626
The organization I work with always ensures
occupational safety during work activities.
SAF2
Job security within the organization.
1
5
4.12
0.659
1
5
4.19
0.670
SAF3
The organization I work with is always safe in
the work environment (without pressure,
sexual harassment, etc.).
Source: From Author
SAF1
The observed variables of the SAF factor have the minimum value of 1 and
the maximum value of 5. This shows the quite diverse views of the respondents
about the contents of this factor. All 3 mean values of the observed variables all had
results above 4.10, quite high compared to the remaining employer attractiveness
factors. This demonstrates a high level of concern among respondents about safety
factors in all company activities. Among them, the most appreciated is the SAF1
observation with a mean value of 4.20. The variable SAF1 shows that ensuring
safety throughout the working process of employees is the key to success of every
business because this creates working peace of mind and psychological stability for
employees. In addition, of these variables, SAF2 has the lowest mean value of 4.12.
This shows that while security in the job is also very concerned, the level is slightly
Chapter 4: Results Analysis
lower than occupational safety.
Page 235
ECO (Economic value)
Items
Min Max Mean
Std.
Deviation
1
5
3.46
0.771
ECO2 An attractive overall compensation package.
1
5
3.59
0.797
ECO3 My organization has good allowances for
1
5
3.85
0.759
employees.
Source: From Author
ECO1 An above average basic salary.
The observed variables of the ECO factor have the minimum value of 1 and
the maximum value of 5. This shows that the respondents' opinion is diverse on the
contents of this factor. However, the mean values of the three observations of this
factor are not high and have values less than 4.0. This shows that the current salary
factor has not met employee's expectations because the mentality of the employee
always tends to want to receive a high salary. Meanwhile, when paying salaries,
businesses will have to base on many factors (business efficiency, budget,
performance of each employee and so on). Therefore, it is usually very rare for an
employee to feel satisfied with his or her salary. In which, the observed variable
ECO1 has the lowest mean value 3.46, showing that most respondents feel that the
salary received is not higher than the average salary for that position. However, with
the observed variable ECO3 with the largest mean value of 3.85, the respondents
also recognized that organizations have good remuneration policies for employees.
In summary, for employer atrractiveness, the factor with the highest mean
values is SAF (mean value higher than 4.0) and the factor with the lowest mean
values is ECO. This result shows that the safety factor in the working environment
is increasingly concerned by business leaders and highly appreciated by employees.
This is consistent with the trend of sustainable development in the current period. In
contrast, the economic factor has not yet appreciated from the employee because the
ability to meet the salary and bonus policies of the enterprises is less satisfying than
Chapter 4: Results Analysis
the infinite needs of the employee.
Page 236
4.1.2.3 Employee engagement
DED (Dedication)
Items
Min Max Mean
Std.
Deviation
DED1
For me, the job is interested.
3.91
0.661
1
5
DED2
To me, I am enthusiastic about my job.
3.94
0.667
1
5
DED3
To me, I am proud on the work that I do.
4.06
0.639
1
5
DED4
To me, my job inspires me.
3.94
0.614
1
5
DED5
4.12
0.645
1
5
To me, I find the work that I do full of
meaning and purpose.
DED6
I feel happy when I am working intensely.
3.99
0.668
1
5
5
DED7 When I get up in the morning, I feel like
1
3.90
0.623
going to work.
Source: From Author
The observed variables of the DED factor have the minimum value of 1 and
the maximum value of 5. This shows the quite diverse perspectives of respondents
on the contents of this factor. The mean values of this factor are around 4.0. In it, 2
observations with mean values are greater than 4.0, namely DED3 and DED5. The
remaining 5 observations have a mean value lower than 4.0. The observed variable
DED5 has the highest mean value of 4.12. This shows that the respondents clearly
understand the meaning and purpose of their work. Meanwhile, DED7 has the
lowest mean value of 3.90. This result implies that the satisfaction of waking up to
work in the morning is not really appreciated by the respondents because the
Chapter 4: Results Analysis
pressure at work is waiting.
Page 237
VIG (Vigor)
Items
Min Max Mean
Std.
Deviation
VIG1
At my job, I am mentally.
4.12
0.561
1
5
VIG2
I am ready to face challenges at work.
4.14
0.568
1
5
4.07
0.564
1
5
VIG3
At my work I always persevere, even when
things do not go well.
4.08
0.607
1
5
VIG4
I can continue working for very long periods
at a time.
1
5
VIG5
At my job, I am very resilient.
3.96
0.667
1
5
VIG6
At my job I feel strong and vigorous.
4.01
0.614
Source: From Author
The observed variables of the VIG factor have the minimum value of 1 and
the maximum value of 5. This shows the quite diverse views of the respondents on
the contents of this factor. These observed variables of this VIG factor have a quite
high mean value. Of which, there is only one observed variable VIG5 with a value
of nearly 4.0 which is 3.96. The rest of the other observed variables have values
greater than 4.0. In which, the observed variable VIG2 has the largest mean value of
4.14, showing the employee's spirit of facing challenges at work. In contrast, the
lowest mean value belongs to the observed variable VIG5 with a value of 3.96. This
shows that the excitement at work has not been appreciated by other items in the
Chapter 4: Results Analysis
VIG factor.
Page 238
ABS (Absorption)
Items
Min Max Mean
Std.
Deviation
3.79
0.720
1
5
around me.
ABS2
It is difficult to detach myself from my job.
3.75
0.736
1
5
ABS3
Time flies when I am working.
4.05
0.652
1
5
ABS4
I am immersed in my work.
3.81
0.693
1
5
ABS5
I get carried away when I am working.
4.09
0.609
1
5
Source: From Author
ABS1 When I am working, I forget everything else
The observed variables of the ABS factor have the smallest value of 1 and
the maximum value is 5. This shows the quite diverse views of the respondents on
the contents of this factor. The observed variables in this factor have a mean not as
high as other employee engagement factors. Among 5 observed variables of this
factor, there are only 2 factors with value greater than 4.0, respectively ABS3 (4.05)
and ABS5 (4.09). When working, the employee almost always forgets the passing
time or gets caught up in the work. In contrast, the observed variable with the
lowest mean is ABS2 (3.75), meaning that employees are highly inconsistent when
they think that it is difficult to separate them from their current job.
In summary, in employee engagement dimensions, the VIG factor has the
highest mean values, meaning that the passion was most agreed upon by
respondents. This factor helps increase employee's engagement with his business. In
contrast, the ABS factor with the lowest mean values implies that the observed
variables related to the attraction have not received high consensus from the
Chapter 4: Results Analysis
employee.
Page 239
4.1.2.4 Employee Performance
TEA (Teamwork)
Items
Min Max Mean
Std.
Deviation
TEA1 Working for the overall good of the company.
1
4.13
0.612
5
TEA2
Doing things to promote the company.
4.04
0.649
5
1
TEA3
Making sure his/her work group succeeds.
3.99
0.620
5
2
TEA4
5
1
4.04
0.650
Helping so that the company is a good place
to be.
TEA5
5
1
4.01
0.605
Seeking information from others in his/her
work group.
TEA6
5
2
4.10
0.593
Doing things that help others when it's not
part of his/her job.
TEA7 Working as part of a team or work group.
4.07
0.569
5
1
TEA8
5
1
3.91
0.653
Responding to the needs of others in his/her
work group.
Source: From Author
The observed variables of TEA factor have the minimum value of 1 and the
maximum value of 5. This shows the quite diverse viewpoints of respondents on the
contents of this factor. The mean values of this factor are around 4.0, showing that
the consensus level of the respondents is acceptable. In which, the observed variable
TEA8 has the lowest mean value of 3.91, showing that the response to the needs of
other colleagues in the group is not high. In contrast, the observed variable TEA1
has the highest mean value of 4.13. This result shows that the respondents
Chapter 4: Results Analysis
appreciate working for the general goals of the organization.
Page 240
INO (Innovator)
Items
Min Max Mean
Std.
Deviation
Working to implement new ideas
3.65
0.760
1
5
INO2
Finding improved ways to do things
3.83
0.746
1
5
INO3
Creating better processes and routines
3.69
0.783
1
5
INO4
Coming up with new ideas
3.78
0.749
1
5
INO5
Seeking out career opportunities
3.91
0.650
1
5
2
5
INO6
3.99
0.630
Developing skills needed for his/her future
career
Source: From Author
INO1
The observed variables of the factor INO have the smallest value of 1 and the
maximum value of 5. Only the observed variable INO6 has a mean value of 2. This
shows that the views are quite diverse by respondents about the contents of
observed variables from INO1 to INO5 whereas INO6 has a higher level of consent
than the other observed variables. However, in general, the mean values of 6
observed variables of INO are not high and less than 4.0. In which, INO1 has the
lowest mean value of 3.65, meaning that the implementation of new ideas has not
been appreciated by the employee. However, the skills development activities
required for each employee's future career needs are rated with the mean of the
Chapter 4: Results Analysis
observed variable INO6 of 3.99.
Page 241
JOB (Job)
Items
Min Max Mean
Std.
Deviation
JOB1
Quantity of work output
2
5
4.06
0.619
JOB2
Quality of work output
2
5
4.02
0.668
JOB3
Accuracy of work
2
5
3.91
0.713
Source: From Author
The observed variables of the INO factor mostly have the smallest value of 2
and the maximum value is 5. Compared to other factors, this is the only factor with
the minimum value of the observed variables of 2, showing that the concentration
and consistency on the content of this factor is high. In which, the observed variable
has the smallest mean value is JOB3 3.91, showing that job accuracy is often the
employee's weakest point in the business. The factor rated highest is the completion
of the workload of the employees, proved by the mean value of the observed
variable JOB1 with the highest index of 4.06.
In summary, the observed variables of employee performance factors have
the minimum value higher than the minimum value of the remaining factors. At the
same time, teamwork spirit is the most appreciated factor of employee performance.
In contrast, the innovator factor is the factor where the mean values are the lowest.
In other words, creativity and innovation of the employee in the enterprises have not
Chapter 4: Results Analysis
been appreciated by the responders who are directly managed.
Page 242
4.2 SCALE VALIDITY ASSESSMENT
4.2.1 Cronbach Alpha
4.2.1.1 Employer branding
CSR (Corporate social responsibility)
Table 4.2 Cronbach Alpha of CSR
Reliability Statistics
Cronbach's Alpha
N of Items
0.904
9
Source: From Author
Table 4.3 Scale validity result of CSR
Item-Total Statistics
Scale Mean
if Item Deleted
Scale Variance if
Item Deleted
Corrected Item-Total
Correlation
Cronbach's Alpha if
Item Deleted
CSR1
33.83
15.845
0.701
0.892
CSR2
33.93
15.662
0.692
0.892
CSR3
33.85
16.184
0.636
0.896
CSR4
33.93
15.613
0.708
0.891
CSR5
33.98
15.802
0.671
0.894
CSR6
34.03
15.447
0.684
0.893
CSR7
33.94
15.790
0.667
0.894
CSR8
34.09
15.804
0.680
0.893
CSR9
34.17
15.199
0.661
0.895
Source: From Author
Based on the above analysis results show that Cronbach Alpha index reaches
0,904 > 0,6, which satisfies the reliability of the scale (Joseph F. Hair et al., 2006).
Corrected Item-Total Correlation coefficients of all 9 items are greater than 0,3
(Joseph F. Hair et al., 2006). Furthermore, no Cronbach's Alpha if Item Deleted
value of these 9 items has a Cronbach's Alpha if Item Deleted value greater than the
original Cronbach Alpha value (0,904). This shows that all of these items CSR meet
Chapter 4: Results Analysis
the reliability of scale requirements.
Page 243
WLSA (Work-Life Balance Satisfaction)
Table 4.4 Cronbach Alpha of WLSA
Reliability Statistics
Cronbach's Alpha
N of Items
8
0.921
Source: From Author
Table 4.5 Scale validity result of WLSA
Item-Total Statistics
WLSA1
Scale Mean
if Item Deleted
27.38
Scale Variance if
Item Deleted
15.092
Corrected Item-Total
Correlation
0.807
Cronbach's Alpha if
Item Deleted
0.905
WLSA2
27.36
15.321
0.764
0.908
WLSA3
27.42
14.814
0.782
0.907
WLSA4
27.47
15.555
0.729
0.911
WLSA5
27.33
15.487
0.757
0.909
WLSA6
27.34
15.673
0.753
0.910
WLSA7
27.34
16.237
0.663
0.916
WLSA8
27.30
16.308
0.629
0.919
Source: From Author
Based on the above analysis results show that Cronbach Alpha index reaches
0.921 > 0.6, which satisfies the reliability of the scale (Joseph F. Hair et al., 2006).
Also, the Corrected Item-Total Correlation coefficients of all 8 items are greater
than 0.3 (Joseph F. Hair et al., 2006). Furthermore, no Cronbach's Alpha if Item
Deleted value of these 8 items has a Cronbach's Alpha if Item Deleted value greater
than the original Cronbach Alpha value (0,921). This shows that all of these items
Chapter 4: Results Analysis
WLSA meet the reliability of scale requirements.
Page 244
PRO (Promotion)
Table 4.6 Cronbach Alpha of PRO
Reliability Statistics
Cronbach's Alpha
N of Items
8
0.917
Source: From Author
Table 4.7 Scale validity result of PRO
Item-Total Statistics
Scale Mean
if Item Deleted
Scale Variance if
Item Deleted
Corrected Item-Total
Correlation
Cronbach's Alpha if
Item Deleted
PRO1
26.25
17.660
0.786
0.901
PRO2
26.32
17.510
0.796
0.900
PRO3
26.25
17.185
0.732
0.905
PRO4
26.40
17.110
0.744
0.904
PRO5
26.44
16.990
0.738
0.905
PRO6
26.40
18.047
0.699
0.908
PRO7
26.25
17.701
0.701
0.908
PRO8
26.26
18.542
0.613
0.914
Source: From Author
Based on the above analysis results show that Cronbach Alpha index reaches
0.917 > 0.6, which satisfies the reliability of the scale (Joseph F. Hair et al., 2006).
Also, the Corrected Item-Total Correlation coefficients of all 8 items are greater
than 0.3 (Hair et al., 2006). Furthermore, no Cronbach's Alpha if Item Deleted value
of these 8 items has a Cronbach's Alpha if Item Deleted value greater than the
original Cronbach Alpha value (0,917). This shows that all of these items PRO meet
Chapter 4: Results Analysis
the reliability of scale requirements.
Page 245
EDU (Education)
Table 4.8 Cronbach Alpha of PRO
Reliability Statistics
Cronbach's Alpha
N of Items
7
0.908
Source: From Author
Table 4.9 Scale validity result of EDU
Item-Total Statistics
Scale Mean
if Item Deleted
Scale Variance if
Item Deleted
Corrected Item-Total
Correlation
Cronbach's Alpha if
Item Deleted
EDU1
23.24
14.210
0.765
0.890
EDU2
23.17
14.603
0.755
0.891
EDU3
23.22
14.389
0.790
0.888
EDU4
23.26
15.184
0.711
0.896
EDU5
23.19
15.023
0.680
0.900
EDU6
23.34
14.463
0.727
0.895
EDU7
23.40
15.165
0.649
0.903
Source: From Author
Based on the above analysis results show that Cronbach Alpha index reaches
0.908 > 0.6, which satisfies the reliability of the scale (Joseph F. Hair et al., 2006).
Also, the Corrected Item-Total Correlation coefficients of all 7 items are greater
than 0.3 (Hair et al., 2006). Furthermore, no Cronbach's Alpha if Item Deleted value
of these 7 items has a Cronbach's Alpha if Item Deleted value greater than the
original Cronbach Alpha value (0,908). This shows that all of these items EDU
Chapter 4: Results Analysis
meet the reliability of scale requirements.
Page 246
WLBE (Behavior-based family interference with work)
Table 4.10 Cronbach Alpha of WLBE
Reliability Statistics
Cronbach's Alpha
N of Items
7
0.903
Source: From Author
Table 4.11 Scale validity result of WLBE
Item-Total Statistics
Scale Mean
if Item Deleted
Scale Variance if
Item Deleted
Corrected Item-Total
Correlation
Cronbach's Alpha if
Item Deleted
WLBE1
23.45
10.150
0.721
0.887
WLBE2
23.45
9.987
0.792
0.879
WLBE3
23.47
10.029
0.740
0.885
WLBE4
23.39
10.225
0.716
0.888
WLBE5
23.45
10.290
0.717
0.888
WLBE6
23.52
10.141
0.670
0.893
WLBE7
23.37
10.765
0.630
0.897
Source: From Author
Based on the above analysis results show that Cronbach Alpha index reaches
0.903 > 0.6, which satisfies the reliability of the scale (Hair et al., 2006). Also, the
Corrected Item-Total Correlation coefficients of all 7 items are greater than 0.3
(Hair et al., 2006). Furthermore, no Cronbach's Alpha if Item Deleted value of these
7 items has a Cronbach's Alpha if Item Deleted value greater than the original
Cronbach Alpha value (0.903). This shows that all of these items WLBE meet the
Chapter 4: Results Analysis
reliability of scale requirements.
Page 247
TRA (Travel opportunities)
Table 4.12 Cronbach Alpha of TRA
Reliability Statistics
Cronbach's Alpha
N of Items
3
0.810
Source: From Author
Table 4.13 Scale validity result of TRA
Item-Total Statistics
Scale Mean
if Item Deleted
Scale Variance if
Item Deleted
Corrected Item-Total
Correlation
Cronbach's Alpha if
Item Deleted
TRA1
7.07
2.638
0.626
0.779
TRA2
6.66
2.648
0.685
0.714
TRA3
6.55
2.876
0.675
0.729
Source: From Author
Based on the above analysis results show that Cronbach Alpha index reaches
0.810 > 0.6, which satisfies the reliability of the scale (Hair et al., 2006). Also, the
Corrected Item-Total Correlation coefficients of all 3 items are greater than 0.3
(Hair et al., 2006). Furthermore, no Cronbach's Alpha if Item Deleted value of these
3 items has a Cronbach's Alpha if Item Deleted value greater than the original
Cronbach Alpha value (0.810). This shows that all of these items TRA meet the
Chapter 4: Results Analysis
reliability of scale requirements.
Page 248
WLTI (Time-based work interference with family)
Table 4.14 Cronbach Alpha of WLTI
Reliability Statistics
Cronbach's Alpha
N of Items
5
0.855
Source: From Author
Table 4.15 Scale validity result of WLTI
Item-Total Statistics
Scale Mean
if Item Deleted
Scale Variance if
Item Deleted
Corrected Item-Total
Correlation
Cronbach's Alpha if
Item Deleted
WLTI1
15.41
5.868
0.767
0.797
WLTI2
15.35
5.947
0.739
0.805
WLTI3
15.64
5.950
0.659
0.831
WLTI4
15.19
7.126
0.613
0.840
WLTI5
15.20
7.252
0.601
0.843
Source: From Author
Based on the above analysis results show that Cronbach Alpha index reaches
0.855 > 0.6, which satisfies the reliability of the scale (Hair et al., 2006). Also, the
Corrected Item-Total Correlation coefficients of all 5 items are greater than 0.3
(Hair et al., 2006). Furthermore, no Cronbach's Alpha if Item Deleted value of these
5 items has a Cronbach's Alpha if Item Deleted value greater than the original
Cronbach Alpha value (0.855). This shows that all of these items WLTI meet the
Chapter 4: Results Analysis
reliability of scale requirements.
Page 249
GRO (Teamwork)
Table 4.16 Cronbach Alpha of GRO
Reliability Statistics
Cronbach's Alpha
N of Items
4
0.836
Source: From Author
Table 4.17 Scale validity result of GRO
Item-Total Statistics
Scale Mean
if Item Deleted
Scale Variance if
Item Deleted
Corrected Item-Total
Correlation
Cronbach's Alpha if
Item Deleted
GRO1
11.89
2.691
0.655
0.798
GRO2
12.06
2.565
0.676
0.789
GRO3
12.04
2.612
0.690
0.783
GRO4
11.92
2.736
0.648
0.801
Source: From Author
Based on the above analysis results show that Cronbach Alpha index reaches
0.836 > 0.6, which satisfies the reliability of the scale (Hair et al., 2006). Also, the
Corrected Item-Total Correlation coefficients of all 4 items are greater than 0.3
(Hair et al., 2006). Furthermore, no Cronbach's Alpha if Item Deleted value of these
4 items has a Cronbach's Alpha if Item Deleted value greater than the original
Cronbach Alpha value (0.836). This shows that all of these items GRO meet the
Chapter 4: Results Analysis
reliability of scale requirements.
Page 250
SUP (Supporting)
Table 4.18 Cronbach Alpha of SUP
Reliability Statistics
Cronbach's Alpha
N of Items
4
0.843
Source: From Author
Table 4.19 Scale validity result of SUP
Item-Total Statistics
Scale Mean
if Item Deleted
Scale Variance if
Item Deleted
Corrected Item-Total
Correlation
Cronbach's Alpha if
Item Deleted
SUP1
12.26
2.707
0.709
0.788
SUP2
12.30
2.680
0.680
0.801
SUP3
12.18
2.862
0.630
0.822
SUP4
12.21
2.699
0.694
0.794
Source: From Author
Based on the above analysis results show that Cronbach Alpha index reaches
0.843 > 0.6, which satisfies the reliability of the scale (Hair et al., 2006). Also, the
Corrected Item-Total Correlation coefficients of all 4 items are greater than 0.3
(Hair et al., 2006). Furthermore, no Cronbach's Alpha if Item Deleted value of these
4 items has a Cronbach's Alpha if Item Deleted value greater than the original
Cronbach Alpha value (0.843). This shows that all of these items SUP meet the
Chapter 4: Results Analysis
reliability of scale requirements.
Page 251
WLST (Strain-based family interference with work)
Table 4.20 Cronbach Alpha of WLST
Reliability Statistics
Cronbach's Alpha
N of Items
3
0.796
Source: From Author
Table 4.21 Scale validity result of WLST
Item-Total Statistics
Scale Mean
if Item Deleted
Scale Variance if
Item Deleted
Corrected Item-Total
Correlation
Cronbach's Alpha if
Item Deleted
WLST1
7.94
1.281
0.653
0.712
WLST2
8.04
1.164
0.647
0.717
WLST3
8.03
1.254
0.624
0.740
Source: From Author
Based on the above analysis results show that Cronbach Alpha index reaches
0.796 > 0.6, which satisfies the reliability of the scale (Hair et al., 2006). Also, the
Corrected Item-Total Correlation coefficients of all 3 items are greater than 0.3
(Hair et al., 2006). Furthermore, no Cronbach's Alpha if Item Deleted value of these
3 items has a Cronbach's Alpha if Item Deleted value greater than the original
Cronbach Alpha value (0.796). This shows that all of these items WLST meet the
Chapter 4: Results Analysis
reliability of scale requirements.
Page 252
4.2.1.2 Employer Attractiveness
SOC (Social value)
Table 4.22 Cronbach Alpha of SOC
Reliability Statistics
Cronbach's Alpha
N of Items
6
0.911
Source: From Author
Table 4.23 Scale validity result of SOC
Item-Total Statistics
Scale Mean
Scale Variance if
Corrected Item-Total
Cronbach's Alpha if
if Item Deleted
Item Deleted
Correlation
Item Deleted
SOC1
20.15
7.765
0.786
0.890
SOC2
20.25
7.882
0.766
0.893
SOC3
20.17
8.250
0.721
0.899
SOC4
20.16
7.608
0.788
0.889
SOC5
20.36
7.614
0.734
0.898
SOC6
20.21
8.021
0.720
0.899
Source: From Author
Based on the above analysis results show that Cronbach Alpha index reaches
0.911 > 0.6, which satisfies the reliability of the scale (Hair et al., 2006). Also, the
Corrected Item-Total Correlation coefficients of all 6 items are greater than 0.3
(Hair et al., 2006). Furthermore, no Cronbach's Alpha if Item Deleted value of these
6 items has a Cronbach's Alpha if Item Deleted value greater than the original
Cronbach Alpha value (0.911). This shows that all of these items SOC meet the
Chapter 4: Results Analysis
reliability of scale requirements.
Page 253
DEV (Developmental value)
Table 4.24 Cronbach Alpha of DEV
Reliability Statistics
Cronbach's Alpha
N of Items
6
0.902
Source: From Author
Table 4.25 Scale validity result of DEV
Item-Total Statistics
Scale Mean
if Item Deleted
Scale Variance if
Item Deleted
Corrected Item-Total
Correlation
Cronbach's Alpha if
Item Deleted
DEV1
20.12
6.979
0.782
0.877
DEV2
20.08
6.893
0.793
0.875
DEV3
20.10
7.050
0.761
0.880
DEV4
20.22
6.973
0.749
0.882
DEV5
20.11
7.249
0.733
0.885
DEV6
20.23
7.619
0.579
0.907
Source: From Author
Based on the above analysis results show that Cronbach Alpha index reaches
0.902 > 0.6, which satisfies the reliability of the scale (Hair et al., 2006). Also, the
Corrected Item-Total Correlation coefficients of all 6 items are greater than 0.3
(Hair et al., 2006). Out of 6 items, DEV6 if removed will help Cronbach Alpha
index of the scale increased from 0.902 to 0.907. However, this increase is not
significant (only increased by 0.05). In addition, the content of DEV6 is “My
organization always implements decentralized employee” in accordance with the
DEV factor, so the author decides keep this item in the scale. The other items have
Cronbach's Alpha value if Item Deleted value greater than the original Cronbach
Alpha value (0.902). This shows that all of these items DEV meet the reliability of
Chapter 4: Results Analysis
scale requirements.
Page 254
APP (Application value)
Table 4.26 Cronbach Alpha of APP
Reliability Statistics
Cronbach's Alpha
N of Items
4
0.832
Source: From Author
Table 4.27 Scale validity result of APP
Item-Total Statistics
Scale Mean
if Item Deleted
Scale Variance if
Item Deleted
Corrected Item-Total
Correlation
Cronbach's Alpha if
Item Deleted
APP1
11.72
2.604
0.702
0.770
APP2
11.74
2.820
0.584
0.821
APP3
11.67
2.649
0.714
0.765
APP4
11.69
2.610
0.649
0.794
Source: From Author
Based on the above analysis results show that Cronbach Alpha index reaches
0.832 > 0.6, which satisfies the reliability of the scale (Hair et al., 2006). Also, the
Corrected Item-Total Correlation coefficients of all 4 items are greater than 0.3
(Hair et al., 2006). Furthermore, no Cronbach's Alpha if Item Deleted value of these
4 items has a Cronbach's Alpha if Item Deleted value greater than the original
Cronbach Alpha value (0.832). This shows that all of these items APP meet the
Chapter 4: Results Analysis
reliability of scale requirements.
Page 255
SAF (Safety Value)
Table 4.28 Cronbach Alpha of SAF
Reliability Statistics
Cronbach's Alpha
N of Items
3
0.844
Source: From Author
Table 4.29 Scale validity result of SAF
Item-Total Statistics
Scale Mean
if Item Deleted
Scale Variance if
Item Deleted
Corrected Item-Total
Correlation
Cronbach's Alpha if
Item Deleted
SAF1
8.31
1.386
0.771
0.726
SAF2
8.39
1.400
0.691
0.800
SAF3
8.32
1.402
0.670
0.821
Source: From Author
Based on the above analysis results show that Cronbach Alpha index reaches
0.844 > 0.6, which satisfies the reliability of the scale (Hair et al., 2006). Also, the
Corrected Item-Total Correlation coefficients of all 3 items are greater than 0.3
(Hair et al., 2006). Furthermore, no Cronbach's Alpha if Item Deleted value of these
3 items has a Cronbach's Alpha if Item Deleted value greater than the original
Cronbach Alpha value (0.844). This shows that all of these items SAF meet the
Chapter 4: Results Analysis
reliability of scale requirements.
Page 256
ECO (Economic value)
Table 4.30 Cronbach Alpha of ECO
Reliability Statistics
Cronbach's Alpha
N of Items
3
0.849
Source: From Author
Table 4.31 Scale validity result of ECO
Item-Total Statistics
Scale Mean
if Item Deleted
Scale Variance if
Item Deleted
Corrected Item-Total
Correlation
Cronbach's Alpha if
Item Deleted
ECO1
7.44
2.031
0.700
0.806
ECO2
7.31
1.817
0.797
0.710
ECO3
7.05
2.123
0.662
0.841
Source: From Author
Based on the above analysis results show that Cronbach Alpha index reaches
0.849 > 0.6, which satisfies the reliability of the scale (Hair et al., 2006). Also, the
Corrected Item-Total Correlation coefficients of all 3 items are greater than 0.3
(Hair et al., 2006). Furthermore, no Cronbach's Alpha if Item Deleted value of these
3 items has a Cronbach's Alpha if Item Deleted value greater than the original
Cronbach Alpha value (0.849). This shows that all of these items ECO meet the
Chapter 4: Results Analysis
reliability of scale requirements.
Page 257
4.2.1.3 Employee engagement
DED (Dedication)
Table 4.32 Cronbach Alpha of DED
Reliability Statistics
Cronbach's Alpha
N of Items
7
0.917
Source: From Author
Table 4.33 Scale validity result of DED
Item-Total Statistics
Scale Mean
if Item Deleted
Scale Variance if
Item Deleted
Corrected Item-Total
Correlation
Cronbach's Alpha if
Item Deleted
DED1
23.94
9.842
0.805
0.898
DED2
23.92
9.784
0.813
0.897
DED3
23.79
10.113
0.762
0.902
DED4
23.91
10.300
0.747
0.904
DED5
23.73
10.223
0.722
0.906
DED6
23.87
10.226
0.690
0.910
DED7
23.96
10.527
0.669
0.912
Source: From Author
Based on the above analysis results show that Cronbach Alpha index reaches
0.917 > 0.6, which satisfies the reliability of the scale (Hair et al., 2006). Also, the
Corrected Item-Total Correlation coefficients of all 7 items are greater than 0.3
(Hair et al., 2006). Furthermore, no Cronbach's Alpha if Item Deleted value of these
7 items has a Cronbach's Alpha if Item Deleted value greater than the original
Cronbach Alpha value (0.917). This shows that all of these items DED meet the
Chapter 4: Results Analysis
reliability of scale requirements.
Page 258
VIG (Vigor)
Table 4.34 Cronbach Alpha of VIG
Reliability Statistics
Cronbach's Alpha
N of Items
6
0.900
Source: From Author
Table 4.35 Scale validity result of VIG
Item-Total Statistics
Scale Mean
if Item Deleted
Scale Variance if
Item Deleted
Corrected Item-Total
Correlation
Cronbach's Alpha if
Item Deleted
VIG1
20.26
6.086
0.786
0.874
VIG2
20.23
6.199
0.727
0.882
VIG3
20.31
6.320
0.684
0.888
VIG4
20.30
6.129
0.692
0.887
VIG5
20.41
5.789
0.730
0.882
VIG6
20.36
5.937
0.757
0.877
Source: From Author
Based on the above analysis results show that Cronbach Alpha index reaches
0.900 > 0.6, which satisfies the reliability of the scale (Hair et al., 2006). Also, the
Corrected Item-Total Correlation coefficients of all 6 items are greater than 0.3
(Hair et al., 2006). Furthermore, no Cronbach's Alpha if Item Deleted value of these
6 items has a Cronbach's Alpha if Item Deleted value greater than the original
Cronbach Alpha value (0.900). This shows that all of these items DED meet the
Chapter 4: Results Analysis
reliability of scale requirements.
Page 259
ABS (Absorption)
Table 4.36 Cronbach Alpha of ABS
Reliability Statistics
Cronbach's Alpha
N of Items
5
0.864
Source: From Author
Table 4.37 Scale validity result of ABS
Item-Total Statistics
Scale Mean
if Item Deleted
Scale Variance if
Item Deleted
Corrected Item-Total
Correlation
Cronbach's Alpha if
Item Deleted
ABS1
15.70
4.878
0.681
0.836
ABS2
15.74
4.788
0.693
0.834
ABS3
15.44
5.090
0.694
0.833
ABS4
15.68
4.929
0.699
0.831
ABS5
15.40
5.331
0.661
0.842
Source: From Author
Based on the above analysis results show that Cronbach Alpha index reaches
0.864 > 0.6, which satisfies the reliability of the scale (Hair et al., 2006). Also, the
Corrected Item-Total Correlation coefficients of all 5 items are greater than 0.3
(Hair et al., 2006). Furthermore, no Cronbach's Alpha if Item Deleted value of these
5 items has a Cronbach's Alpha if Item Deleted value greater than the original
Cronbach Alpha value (0.900). This shows that all of these items ABS meet the
Chapter 4: Results Analysis
reliability of scale requirements.
Page 260
4.2.1.4 Employee Performance
TEA (Teamwork)
Table 4.38 Cronbach Alpha of TEA
Reliability Statistics
Cronbach's Alpha
N of Items
8
0.902
Source: From Author
Table 4.39 Scale validity result of TEA
Item-Total Statistics
Scale Mean
if Item Deleted
Scale Variance if
Item Deleted
Corrected Item-Total
Correlation
Cronbach's Alpha if
Item Deleted
TEA1
28.15
11.157
0.741
0.885
TEA2
28.25
10.943
0.745
0.884
TEA3
28.30
11.137
0.735
0.885
TEA4
28.25
11.098
0.701
0.889
TEA5
28.28
11.465
0.667
0.892
TEA6
28.19
11.645
0.634
0.894
TEA7
28.21
11.651
0.665
0.892
TEA8
28.38
11.334
0.638
0.895
Source: From Author
Based on the above analysis results show that Cronbach Alpha index reaches
0.902 > 0.6, which satisfies the reliability of the scale (Hair et al., 2006). Also, the
Corrected Item-Total Correlation coefficients of all 8 items are greater than 0.3
(Joseph F. Hair et al., 2006). Furthermore, no Cronbach's Alpha if Item Deleted
value of these 8 items has a Cronbach's Alpha if Item Deleted value greater than the
original Cronbach Alpha value (0.902). This shows that all of these items TEA meet
Chapter 4: Results Analysis
the reliability of scale requirements.
Page 261
INO (Innovator)
Table 4.40 Cronbach Alpha of INO
Reliability Statistics
Cronbach's Alpha
N of Items
6
0.898
Source: From Author
Table 4.41 Scale validity result of INO
Item-Total Statistics
Scale Mean
if Item Deleted
Scale Variance if
Item Deleted
Corrected Item-Total
Correlation
Cronbach's Alpha if
Item Deleted
INO1
19.20
8.324
0.804
0.867
INO2
19.02
8.417
0.798
0.868
INO3
19.16
8.338
0.769
0.873
INO4
19.07
8.430
0.790
0.869
INO5
18.94
9.612
0.593
0.898
INO6
18.86
9.720
0.588
0.899
Source: From Author
Based on the above analysis results show that Cronbach Alpha index reaches
0.898 > 0.6, which satisfies the reliability of the scale (Hair et al., 2006). Also, the
Corrected Item-Total Correlation coefficients of all 6 items are greater than 0.3
(Hair et al., 2006). Furthermore, no Cronbach's Alpha if Item Deleted value of these
6 items has a Cronbach's Alpha if Item Deleted value greater than the original
Cronbach Alpha value (0.898). This shows that all of these items INO meet the
Chapter 4: Results Analysis
reliability of scale requirements.
Page 262
JOB (Job)
Table 4.42 Cronbach Alpha of JOB
Reliability Statistics
Cronbach's Alpha
N of Items
3
0.847
Source: From Author
Table 4.43 Scale validity result of JOB
Item-Total Statistics
JOB1
Scale Mean
if Item Deleted
7.93
Scale Variance if
Item Deleted
1.595
Corrected Item-Total
Correlation
0.700
Cronbach's Alpha if
Item Deleted
0.803
JOB2
7.96
1.411
0.767
0.735
JOB3
8.08
1.406
0.685
0.820
Source: From Author
Based on the above analysis results show that Cronbach Alpha index reaches
0.847 > 0.6, which satisfies the reliability of the scale (Joseph F. Hair et al., 2006).
Also, the Corrected Item-Total Correlation coefficients of all 3 items are greater
than 0.3 (Hair et al., 2006). Furthermore, no Cronbach's Alpha if Item Deleted value
of these 3 items has a Cronbach's Alpha if Item Deleted value greater than the
original Cronbach Alpha value (0.847). This shows that all of these items JOB meet
the reliability of scale requirements.
4.2.2 Explore Factor Analysis (EFA)
4.2.2.1 Employer branding
Table 4.44 KMO and Bartlett’s test of Employer Branding
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy
Approx. Chi-Square
0.963
35871.806
Bartlett's Test of Sphericity
df
Sig.
1653
0.000
Source: From Author
Chapter 4: Results Analysis
Page 263
Table 4.45 Total variance explained of Employer Branding
Total Variance Explained
Initial Eigenvalues
Extraction Sums of Squared
Rotation Sums of Squared
Loadings
Loadings
Total
% of
Cumulative
Total
% of
Cumulative
Total
% of
Cumulative
t
n
e
n
o
p
m
o
C
Variance
%
Variance
%
Variance
%
1
21.027
36.253
36.253
21.027
36.253
36.253
5.595
9.647
9.647
2
3.824
6.594
42.847
3.824
6.594
42.847
5.362
9.246
18.892
3
2.892
4.986
47.833
2.892
4.986
47.833
5.194
8.955
27.848
4
2.227
3.839
51.672
2.227
3.839
51.672
4.547
7.839
35.687
5
1.989
3.429
55.100
1.989
3.429
55.100
4.546
7.838
43.524
6
1.426
2.458
57.559
1.426
2.458
57.559
3.216
5.544
49.069
7
1.393
2.402
59.961
1.393
2.402
59.961
2.998
5.168
54.237
8
1.230
2.121
62.082
1.230
2.121
62.082
2.431
4.191
58.428
9
1.144
1.973
64.055
1.144
1.973
64.055
2.230
3.845
62.273
10
1.097
1.891
65.946
1.097
1.891
65.946
2.130
3.672
65.946
11
0.883
1.523
67.469
12
0.798
1.375
68.844
13
0.763
1.316
70.160
14
0.736
1.270
71.429
15
0.687
1.185
72.614
16
0.673
1.160
73.774
17
0.646
1.114
74.888
18
0.603
1.040
75.928
19
0.597
1.030
76.958
20
0.594
1.024
77.982
21
0.548
0.944
78.926
22
0.536
0.925
79.851
23
0.511
0.882
80.733
24
0.503
0.866
81.599
25
0.485
0.836
82.435
26
0.470
0.810
83.246
27
0.453
0.781
84.026
28
0.432
0.745
84.771
29
0.422
0.727
85.498
Chapter 4: Results Analysis
Page 264
Total Variance Explained
Initial Eigenvalues
Extraction Sums of Squared
Rotation Sums of Squared
Loadings
Loadings
Total
% of
Cumulative
Total
% of
Cumulative
Total
% of
Cumulative
t
n
e
n
o
p
m
o
C
Variance
%
Variance
%
Variance
%
0.714
86.213
30
0.414
0.705
86.918
31
0.409
0.684
87.601
32
0.397
0.677
88.278
33
0.392
0.653
88.932
34
0.379
0.642
89.573
35
0.372
0.631
90.204
36
0.366
0.624
90.828
37
0.362
0.596
91.424
38
0.346
0.577
92.002
39
0.335
0.548
92.550
40
0.318
0.526
93.076
41
0.305
0.510
93.587
42
0.296
0.508
94.094
43
0.294
0.505
94.599
44
0.293
0.488
95.086
45
0.283
0.466
95.552
46
0.270
0.455
96.007
47
0.264
0.447
96.455
48
0.259
0.446
96.901
49
0.259
0.434
97.335
50
0.251
0.400
97.735
51
0.232
0.376
98.111
52
0.218
0.370
98.481
53
0.214
0.357
98.837
54
0.207
0.319
99.156
55
0.185
0.307
99.463
56
0.178
0.283
99.746
57
0.164
0.254
100.000
58
0.147
Extraction Method: Principal Component Analysis
Source: From Author
Chapter 4: Results Analysis
Page 265
Table 4.46 Rotated component matrix of Employer Branding
Rotated Component Matrix
Component
1
2
3
4
5
6
7
8
9
10
CSR2
0.732
CSR1
0.730
CSR4
0.699
CSR6
0.697
CSR7
0.686
CSR3
0.670
CSR5
0.668
CSR8
0.608
CSR9
0.566
PRO1
0.720
PRO2
0.707
PRO6
0.673
PRO4
0.652
PRO3
0.651
PRO5
0.648
PRO7
0.578
PRO8
0.564
WLSA1
0.729
WLSA2
0.717
WLSA4
0.704
WLSA3
0.691
WLSA5
0.663
WLSA6
0.661
WLSA7
0.658
WLSA8
0.573
EDU1
0.804
EDU2
0.778
EDU3
0.741
EDU4
0.702
Chapter 4: Results Analysis
Page 266
Rotated Component Matrix
Component
1
2
3
4
5
6
7
8
9
10
EDU5
0.685
EDU6
0.584
EDU7
0.543
WLBE2
0.780
WLBE1
0.780
WLBE3
0.763
WLBE4
0.684
WLBE5
0.650
WLBE6
0.584
WLBE7
0.535
WLTI1
0.729
WLTI2
0.716
WLTI3
0.657
WLTI4
0.635
WLTI5
0.575
SUP4
0.772
SUP2
0.764
SUP1
0.749
SUP3
0.655
GRO2
0.680
GRO1
0.658
GRO3
0.636
GRO4
0.623
TRA1
0.715
TRA3
0.707
TRA2
0.700
WLST1
0.717
WLST2
0.705
WLST3
0.675
a. Rotation converged in 8 iterations.
Source: From Author
Chapter 4: Results Analysis
Page 267
The analysis results above, KMO index reached 0.963, ranging from [0.5 -
1]. This shows that the scale is suitable. In addition, the significant in Bartlett's
Test has a value of 0.000 (<0.05), which is a standard fit (Hair et al., 2016). This
proves that this scale is in accordance with the explore factor analysis (EFA)
criteria. The eigenvalue of the employer-branding factor is 1.097 (J. C. Anderson &
Gerbing, 1988). This result also shows that the number of factors is 10 including the
following factors: CSR (9 items), PRO (8 items), WLSA (8 items), EDU (7 items),
WLBE (7 items), WLTI (5 items), SUP (3 items), GRO (4 items), TRA (3 items)
and WLST (3 items). Moreover, the Total Variance Explained index reaches
65.946% (> 50%), meeting the required standard (Gerbing and Anderson, 1988).
Finally, Factor loading shows the correlation level between observed variables and
factors. Most of items reach value more than 0.5. This shows that the relationship
between all observed variables in different factors, the value of association
capacitor and discriminant value of the scale achieved the criteria requirement.
4.2.2.2 Employer Attractiveness
Table 4.47 KMO and Bartlett’s test of Employer Attractiveness
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy
0.948
Approx. Chi-Square
13762.320
Bartlett's Test of Sphericity
df
231
Sig.
0.000
Source: From Author
Chapter 4: Results Analysis
Page 268
Table 4.48 Total variance explained of Employer Attractiveness
Total Variance Explained
Initial Eigenvalues
Extraction Sums of Squared
Rotation Sums of Squared
Loadings
Loadings
Total
% of
Cumulative
Total
% of
Cumulative
Total
% of
Cumulative
t
n
e
n
o
p
m
o
C
Variance
%
Variance
%
Variance
%
10.683
48.560
48.560
10.683
48.560
48.560
4.274
19.430
19.430
1
1.536
6.980
55.540
3.807
17.303
36.732
2
1.536
6.980
55.540
1.325
6.021
61.561
2.791
12.686
49.418
3
1.325
6.021
61.561
1.181
5.366
66.928
2.468
11.219
60.638
4
1.181
5.366
66.928
1.024
4.655
71.583
2.408
10.945
71.583
5
1.024
4.655
71.583
6
0.641
2.912
74.495
7
0.623
2.831
77.327
8
0.536
2.438
79.765
9
0.496
2.253
82.018
10
0.450
2.045
84.063
11
0.421
1.911
85.975
12
0.380
1.726
87.701
13
0.359
1.632
89.333
14
0.328
1.491
90.824
15
0.309
1.407
92.231
16
0.281
1.277
93.508
17
0.277
1.257
94.765
18
0.262
1.191
95.957
19
0.237
1.075
97.032
20
0.232
1.056
98.088
21
0.214
0.973
99.061
0.939
100.000
22
0.206
Extraction Method: Principal Component Analysis
Source: From Author
Chapter 4: Results Analysis
Page 269
Table 4.49 Rotated component matrix of Employer attractiveness
Rotated Component Matrix
Component
1
2
3
4
5
SOC1
0.795
SOC2
0.768
SOC3
0.734
SOC4
0.728
SOC5
0.709
SOC6
0.700
DEV1
0.771
DEV2
0.755
DEV3
0.744
DEV4
0.660
DEV5
0.568
DEV6
0.562
APP1
0.833
APP2
0.729
APP3
0.715
APP4
0.565
SAF1
0.819
SAF2
0.735
SAF3
0.727
ECO1
0.838
ECO2
0.832
ECO3
0.653
a. Rotation converged in 6 iterations
Source: From Author
The analysis results above, KMO index reached 0.948, ranging from [0.5 -
1]. This shows that the scale is suitable. In addition, the significant in Bartlett's Test
Chapter 4: Results Analysis
has a value of 0.000 (<0.05), which is a standard fit (Hair et al., 2016). This proves
Page 270
that this scale is in accordance with the explore factor analysis (EFA) criteria. The
eigenvalue of the employer attractiveness factor is 1.024 (J. C. Anderson &
Gerbing, 1988). This result also shows that the number of factors is 5 including the
following factors: SOC (6 items), DEV (6 items), APP (4 items), SAF (3 items) and
ECO (3 items). Moreover, the Total Variance Explained index reaches 71.583% (>
50%), meeting the required standard (Gerbing and Anderson, 1988). Finally, Factor
loading shows the correlation level between observed variables and factors. Most of
items reach value more than 0.5. This shows that the relationship between all
observed variables in different factors, the value of association capacitor and
discriminant value of the scale achieved the criteria requirement.
4.2.2.3 Employee Engagement
Table 4.50 KMO and Bartlett’s test of Employee Engagement
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy
0.953
Approx. Chi-Square
11405.189
Bartlett's Test of Sphericity
df
153
Sig.
0.000
Source: From Author
Chapter 4: Results Analysis
Page 271
Table 4.51 Total variance explained of Employee Engagement
Total Variance Explained
Initial Eigenvalues
Extraction Sums of Squared
Rotation Sums of Squared
Loadings
Loadings
Total
% of
Cumulative
Total
% of
Cumulative
Total
% of
Cumulative
t
n
e
n
o
p
m
o
C
Variance
%
Variance
%
Variance
%
9.643
53.570
53.570
53.570
53.570
9.643
4.448
24.711
24.711
1
1.340
7.445
61.015
4.267
23.708
48.419
2
1.340
7.445
61.015
1.085
6.028
67.043
3.352
18.624
67.043
3
1.085
6.028
67.043
4
0.717
3.982
71.025
5
0.601
3.339
74.364
6
0.551
3.060
77.424
7
0.489
2.719
80.143
8
0.483
2.681
82.824
9
0.440
2.446
85.270
10
0.408
2.269
87.539
11
0.370
2.057
89.595
12
0.341
1.896
91.491
13
0.299
1.658
93.150
14
0.291
1.618
94.768
15
0.271
1.503
96.271
16
0.240
1.335
97.606
17
0.228
1.267
98.872
18
0.203
1.128
100.000
Extraction Method: Principal Component Analysis
Source: From Author
Chapter 4: Results Analysis
Page 272
Table 4.52 Rotated component matrix of Employee Engagement
Rotated Component Matrix
Component
1
0.802
2
3
DED1
0.784
DED2
0.707
DED3
0.704
DED4
0.698
DED5
0.616
DED6
0.559
DED7
0.801
VIG1
0.741
VIG2
0.709
VIG3
0.705
VIG4
0.703
VIG5
0.697
VIG6
0.777
ABS1
0.688
ABS2
0.688
ABS3
0.682
ABS4
0.679
ABS5
a. Rotation converged in 7 iterations
Source: From Author
The analysis results above, KMO index reached 0.953, ranging from [0.5 -
1]. This shows that the scale is suitable. In addition, the significant in Bartlett's Test
has a value of 0.000 (<0.05), which is a standard fit) (Hair et al., 2016). This proves
that this scale is in accordance with the explore factor analysis (EFA) criteria. The
eigenvalue of the employer-branding factor is 1.085 (J. C. Anderson & Gerbing,
1988). This result also shows that the number of factors is 3 including the following
factors: DED (7 items), VIG (6 items) and ABS (5 items). Moreover, the Total
Variance Explained index reaches 67.043% (> 50%), meeting the required standard
(Gerbing and Anderson, 1988). Finally, Factor loading shows the correlation level
between observed variables and factors. Most of items reach value more than 0.5.
Chapter 4: Results Analysis
This shows that the relationship between all observed variables in different factors,
Page 273
the value of association capacitor and discriminant value of the scale achieved the
criteria requirement.
4.2.2.4 Employee Performance
Table 4.53 KMO and Bartlett’s test of Employee Performance
KMO and Bartlett's Test
Kaiser-Meyer-Olkin Measure of Sampling Adequacy
0.931
Approx. Chi-Square
9973.712
df
136
Bartlett's Test of Sphericity
Sig.
0.000
Source: From Author
Table 4.54 Total variance explained of Employee Performance
Total Variance Explained
Initial Eigenvalues
Total
% of
Cumulative
Extraction Sums of Squared
Loadings
% of
Total
Cumulative
Rotation Sums of Squared
Loadings
% of
Total
Cumulative
Variance
%
Variance
%
Variance
%
t
n
e
n
o
p
m
o
C
8.255
48.561
48.561
48.561
48.561
8.255
4.746
27.917
27.917
1
1.627
9.571
58.132
3.918
23.047
50.964
9.571
58.132
1.627
2
1.233
7.253
65.385
2.451
14.421
65.385
7.253
65.385
1.233
3
4.995
70.380
0.849
4
4.334
74.714
0.737
5
3.807
78.521
0.647
6
3.463
81.985
0.589
7
2.456
84.441
0.418
8
2.299
86.741
0.391
9
2.159
88.899
0.367
10
1.964
90.864
0.334
11
1.835
92.698
0.312
12
1.764
94.462
0.300
13
1.571
96.033
0.267
14
1.491
97.524
0.253
15
1.429
98.953
0.243
16
0.178
1.047
100.000
17
Extraction Method: Principal Component Analysis
Source: From Author
Chapter 4: Results Analysis
Page 274
Table 4.55 Rotated component matrix of Employee Performance
Rotated Component Matrix
Component
2
3
1
TEA2
0.749
TEA1
0.747
TEA3
0.724
TEA4
0.709
TEA5
0.705
TEA6
0.700
TEA7
0.694
TEA8
0.656
INO1
0.835
INO2
0.830
INO3
0.824
INO4
0.814
INO5
0.545
INO6
0.525
JOB1
0.833
JOB2
0.813
JOB3
0.753
a. Rotation converged in 5 iterations
Source: From Author
In the analysis results above, KMO index reached 0.931, ranging from [0.5 -
1]. This shows that the scale is suitable. In addition, the significant in Bartlett's Test
has a value of 0.000 (<0.05), which is a standard fit (Hair et al., 2016). This proves
that this scale is in accordance with the explore factor analysis (EFA) criteria. The
eigenvalue of the employer-branding factor is 1.233 (J. C. Anderson & Gerbing,
1988). This result also shows that the number of factors is 3 including the following
factors: TEA (8 items), INO (6 items) and JOB (3 items). Moreover, the Total
Chapter 4: Results Analysis
Variance Explained index reaches 65.385% (> 50%), meeting the required standard
Page 275
(Gerbing and Anderson, 1988). Finally, Factor loading shows the correlation level
between observed variables and factors. Most of items reach value more than 0.5.
This shows that the relationship between all observed variables in different factors,
the value of association capacitor and discriminant value of the scale achieved the
criteria requirement.
4.3 MEASUREMENT MODEL VALIDITY ASSESSMENT
4.3.1 Employer Branding
Employer branding includes 10 latent variables (CSR, PRO, WLSA, EDU,
WLBE, WLTI, SUP, GRO, TRA and WLST). For this model, we need to estimate
the relationship between the latent variable and its observed variables (outer
loadings). According to the table 4.56 below, all outer loadings of the concepts
CSR, PRO, WLSA, EDU, WLBE, WLTI, SUP, GRO, TRA and WLST are higher
than the allowed value of 0.708. The observed variable PRO8 has the lowest
variable reliability of 0.491 = 0.7012 (external load factor 0.701), while the TRA2
variable has the highest reliability of 0.774 = 0.8802 (external load factor is 0.880).
Although PRO8 has an outer loading value of less than 0.708 (the value is 0.701),
according to Hair and et al. (2016), the value of 0.700 is considered close to 0.708;
therefore, in most cases, it should be accepted to use calculation. Therefore, all
observed variables for the 10 variables (reflective constructs) are greater than the
minimum allowed values for the external load factor.
The internal consistency reliability of the latent variables is assessed through
the Composite Reliability (CR). Table 4.56 shows that all CR values are greater
than 0.7. From this, the latent variables have achieved the internal consistent
reliability. In addition, the AVE variance values of the study variables are > 0.5
(CSR = 0.568, PRO = 0.635, WLSA = 0.645, EDU = 0.647, WLBE = 0.633, WLTI
= 0.639, SUP = 0.680, GRO = 0.671, TRA = 0.727 and WLST = 0.712). Therefore,
Chapter 4: Results Analysis
these 10 research variables have high convergence.
Page 276
Table 4.56 Outer loading and the internal consistency reliability of Employer
Branding
CSR WLSA PRO EDU WLBE TRA WLTI GRO
SUP WLST
Items
0.767
0.757
CSR2
0.709
CSR3
0.780
CSR4
0.748
CSR5
0.756
CSR6
0.740
CSR7
0.765
CSR8
0.756
CSR9
0.859
WLSA1
0.824
WLSA2
0.841
WLSA3
0.796
WLSA4
0.823
WLSA5
0.820
WLSA6
0.738
WLSA7
0.713
WLSA8
PRO1
0.848
PRO2
0.856
PRO3
0.799
PRO4
0.811
PRO5
0.803
PRO6
0.775
PRO7
0.774
PRO8
0.701
EDU1
0.826
EDU2
0.822
EDU3
0.855
EDU4
0.790
EDU5
0.768
Chapter 4: Results Analysis
CSR1
Page 277
Items
CSR WLSA PRO EDU WLBE TRA WLTI GRO
SUP WLST
0.815
EDU6
0.748
0.793
EDU7
WLBE1
0.853
WLBE2
0.812
WLBE3
0.800
WLBE4
0.802
WLBE5
0.768
WLBE6
0.734
WLBE7
0.806
TRA1
0.880
TRA2
0.870
TRA3
0.857
WLTI1
0.839
WLTI2
0.778
WLTI3
0.759
WLTI4
0.757
WLTI5
0.806
GRO1
0.827
GRO2
0.840
GRO3
0.803
GRO4
0.851
SUP1
0.814
SUP2
0.804
SUP3
0.829
SUP4
0.853
WLST1
0.847
WLST2
0.831
WLST3
0.905
0.935
0.933
0.927
0.923
0.889
0.898
0.891
0.895
0.881
Composite
Reliability
(CR)
AVE
0.568
0.645
0.635
0.647
0.633
0.727
0.639
0.671
0.680
0.712
Source: From Author
Chapter 4: Results Analysis
Page 278
Finally, the study examines the discriminant value among the latent variables
in the study. Table 4.57 shows the HTMT (heterotrait – monotrait) for all pairs of
variables studied in a matrix. This shows that all values of HTMT are much
smaller than 0.85. In addition, the low and high limit of the 95% confidence interval
(the difference between the calibration and cumulative) of all groups of research
variables does not contain the number 1 (Table 4.58). This proves that the
structures measuring the employer branding gain discriminatory value.
Table 4.57 HTMT of Employer Branding
CSR WLSA PRO EDU WLBE TRA WLTI GRO SUP WLST
CSR
WLSA
0.598
PRO
0.582
0.613
EDU
0.570
0.461
0.751
WLBE
0.575
0.707
0.617
0.490
TRA
0.432
0.513
0.694
0.643
0.462
WLTI
0.533
0.701
0.573
0.431
0.601
0.491
GRO
0.606
0.597
0.710
0.586
0.566
0.506
0.528
SUP
0.489
0.482
0.608
0.438
0.458
0.389
0.508
0.677
WLST
0.609
0.609
0.538
0.451
0.612
0.416
0.639
0.521
0.473
Source: From Author
Table 4.58 HTMT Ratio of Employer Branding
Original Sample (O) Sample Mean (M)
Bias
2,5%
97,5%
EB → CSR
0.772
0.772
0.000
0.746
0.801
EB →WLSA
0.809
0.809
0.000
0.782
0.834
EB →PRO
0.842
0.842
0.000
0.813
0.862
EB →EDU
0.732
0.733
0.001
0.694
0.763
EB →WLBE
0.770
0.769
-0.001
0.725
0.803
EB →TRA
0.637
0.638
0.001
0.591
0.677
EB →WLTI
0.722
0.721
0.000
0.674
0.758
EB →GRO
0.737
0.737
0.000
0.697
0.771
EB →SUP
0.633
0.633
0.000
0.585
0.671
EB → WLST
0.658
0.658
0.000
0.613
0.696
Source: From Author
Chapter 4: Results Analysis
Page 279
The scale of employer branding includes 10 latent variables CSR, PRO,
WLSA, EDU, WLBE, WLTI, SUP, GRO, TRA and WLST. All groups of
variables achieved internal consistency reliable values, convergent validity and
discriminant validity.
4.3.2 Employer Attractiveness
Employer attractiveness includes 5 latent variables (SOC, DEV, APP, SAF
and ECO). For this model, we need to estimate the relationship between the latent
variable and its observed variables (outer loadings). According to Table 4.59
below, all outer loadings of the concepts SOC, DEV, APP, SAF and ECO are
higher than the allowed value of 0.708. The observed variable DEV6 has the lowest
variable reliability of 0.473 = 0.6882 (external load factor 0.688) while the ECO2
variable has the highest reliability of 0.834 = 0.9132 (external load factor is 0.913).
Therefore, all observed variables for the 5 variables (reflective constructs) are
greater than the minimum allowed values for the external load factor.
Although DEV6 has an outer loading value of less than 0.708, the content of
DEV6 “My organization always implements Decentralized employee” is very
necessary in the Developmental value of Employer attractiveness scale because
empowering employees is an important factor to create opportunities for employees
to experience work and development. In addition, according to Hair and et al.
(2016), cases with the outer loading from 0.4 to 0.7, when removed, the content
value should be considered. Therefore, the author decided to retain DEV6 to ensure
the content value of this factor.
The internal consistency reliability of the latent variables is assessed through
the Composite Reliability (CR). Table 4.59 shows that all CR values are greater
than 0.7. From this, we conclude that the latent variables have achieved the internal
consistent reliability. In addition, the AVE variance values of the study variables are
> 0.5 (SOC = 0.694, DEV = 0.674, APP = 0.666, SAF = 0.764 and ECO = 0.767).
Chapter 4: Results Analysis
Therefore, all 10 research variables have high convergence.
Page 280
Table 4.59 Outer loading and the internal consistency reliability of Employer
Attractiveness
SOC
DEV
APP
SAF
ECO
Items
SOC1
0.857
SOC2
0.845
SOC3
0.809
SOC4
0.860
SOC5
0.819
SOC6
0.805
DEV1
0.857
DEV2
0.867
DEV3
0.841
DEV4
0.835
DEV5
0.824
DEV6
0.688
APP1
0.829
APP2
0.746
APP3
0.856
APP4
0.830
SAF1
0.901
SAF2
0.867
SAF3
0.853
ECO1
0.851
ECO2
0.913
ECO3
0.862
0.931
0.925
0.889
0.906
0.908
Composite
Reliability (CR)
AVE
0.694
0.674
0.666
0.764
0.767
Source: From Author
Chapter 4: Results Analysis
Page 281
Finally, the study examines the discriminant value among the latent variables
in the study. Table 4.60 shows the HTMT (heterotrait – monotrait) for all pairs of
variables studied in a matrix. This shows that all values of HTMT are much
smaller than 0.85. In addition, the low and high limit of the 95% confidence interval
(the difference between the calibration and cumulative) of all groups of research
variables does not contain the number 1 (Table 4.61). This proves that the
structures that measure the employer branding gain discriminatory value.
Table 4.60 HTMT of Employer Attractiveness
SOC
DEV
APP
SAF
ECO
SOC
DEV
0.759
APP
0.654
0.773
SAF
0.687
0.701
0.611
ECO
0.605
0.707
0.586
0.594
Source: From Author
Table 4.61 HTMT Ratio of Employer Attractiveness
Original Sample (O) Sample Mean (M)
Bias
2,5%
97,5%
EA → SOC
0.867
0.867
0.000
0.846
0.885
EA → DEV
0.908
0.908
0.000
0.895
0.921
EA → APP
0.790
0.790
0.000
0.755
0.823
EA → SAF
0.765
0.765
0.001
0.727
0.800
EA → ECO
0.735
0.734
-0.001
0.697
0.768
Source: From Author
Thus, the scale of employer attractiveness includes 5 latent variables SOC,
DEV, APP, SAF and ECO. All groups of variables achieved internal consistency
Chapter 4: Results Analysis
reliable values, convergent validity and discriminant validity.
Page 282
4.3.3 Employee Engagement
Employee engagement includes 3 latent variables (DED, VIG and ABS).
For this model, we need to estimate the relationship between the latent variable
and its observed variables (outer loadings). According to Table 4.62 below, all
outer loadings of the concepts DED, VIG and ABS are higher than the allowed
value of 0.708. The observed variable DED7 has the lowest variable reliability of
0,573 = 0.7572 (external load factor 0.757), while the DED2 variable has the
highest reliability of 0.759 = 0.8712 (external load factor is 0.871). Therefore, all
observed variables for the 3 variables (reflective constructs) are greater than the
minimum allowed values for the external load factor.
The internal consistency reliability of the latent variables is assessed through
the Composite Reliability (CR). Table 4.62 shows that all CR values are greater
than 0.7. From this, we conclude that the latent variables have achieved the internal
consistent reliability. In addition, the AVE variance values of the study variables are
> 0.5 (DED = 0.668, VIG = 0.669 and ABS =0.649). Therefore, all 10 research
Chapter 4: Results Analysis
variables have high convergence.
Page 283
Table 4.62 Outer loading and the internal consistency reliability of Employee
Engagement
VIG
ABS
Items
DED
DED1
0.865
DED2
0.871
DED3
0.830
DED4
0.819
DED5
0.799
DED6
0.774
DED7
0.757
VIG1
0.859
VIG2
0.817
VIG3
0.781
VIG4
0.787
VIG5
0.819
VIG6
0.841
ABS1
0.796
ABS2
0.811
ABS3
0.817
ABS4
0.814
0.791
0.902
ABS5
Composite Reliability (CR)
0.934
0.924
AVE
0.668
0.669
0.649
Source: From Author
Finally, the study examines the discriminant value among the latent variables
in the study. Table 4.63 shows the HTMT (heterotrait – monotrait) for all pairs of
variables studied in a matrix. This shows that all values of HTMT are much smaller
than 0.85. In addition, the low and high limit of the 95% confidence interval (the
Chapter 4: Results Analysis
difference between calibration and cumulative) of all groups of research variables
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does not contain the number 1 (Table 4.64). This proves that the structures that
measure the employer branding gain discriminatory value.
Table 4.63 HTMT of Employee Engagement
DED
VIG
ABS
DED
0.805
VIG
ABS
0.816
0.737
Source: From Author
Table 4.64 HTMT Ratio of Employee Engagement
Original Sample (O) Sample Mean (M)
Bias
2,5%
97,5%
EE → DED
0.933
0.933
0.000
0.917
0.943
EE → VIG
0.889
0.889
0.000
0.864
0.907
EE → ABS
0.861
0.861
0.000
0.837
0.883
Source: From Author
The scale of employee engagement includes 3 latent variables DED, VIG
and ABS. All groups of variables achieved internal consistency reliable values,
convergent validity and discriminant validity.
4.3.4 Employee Performance
Employer performance includes 3 latent variables (TEA, INO and JOB). For
this model, we need to estimate the relationship between the latent variable and its
observed variables (outer loadings). According to Table 4.65 below, all outer
loadings of the concepts DED, VIG and ABS are higher than the allowed value of
0.708. The observed variable DED7 has the lowest variable reliability of 0.573 =
0.7572 (external load factor 0.757), while the DED2 variable has the highest
Chapter 4: Results Analysis
reliability of 0.759 = 0.8712 (external load factor is 0.871). Therefore, all observed
Page 285
variables for the 3 variables (reflective constructs) are greater than the minimum
allowed values for the external load factor.
The internal consistency reliability of the latent variables is assessed
through the Composite Reliability (CR). Table 4.65 shows that all CR values are
greater than 0.7. From this, we conclude that the latent variables have achieved the
internal consistent reliability. In addition, the AVE variance values of the study
variables are> 0.5 (TEA = 0.594, INO = 0.663 and JOB = 0.768). Therefore, all 10
research variables have high convergence.
Table 4.65 Outer loading and the internal consistency reliability of Employee
Performance
INO
JOB
TEA
Items
0.814
TEA1
0.812
TEA2
0.807
TEA3
0.782
TEA4
0.752
TEA5
0.719
TEA6
0.749
TEA7
0.725
TEA8
0.872
INO1
0.866
INO2
0.846
INO3
0.863
INO4
0.712
INO5
0.706
INO6
0.861
JOB1
0.906
JOB2
0.862
JOB3
0.909
Composite Reliability (CR)
0.921
0.921
0.768
0.594
0.663
AVE
Source: From Author
Chapter 4: Results Analysis
Page 286
Finally, the study examines the discriminant value among the latent variables
in the study. Table 4.66 shows the HTMT (heterotrait – monotrait) for all pairs of
variables studied in a matrix. This shows that all values of HTMT are much
smaller than 0.85. In addition, the low and high limit of the 95% confidence interval
(the difference between the calibration and cumulative) of all groups of research
variables does not contain the number 1 (Table 4.67). This proves that the
structures that measure the employer branding gain discriminatory value.
Table 4.66 HTMT of Employee Performance
TEA
INO
JOB
TEA
INO
0.712
JOB
0.650
0.649
Source: From Author
Table 4.67 HTMT Ratio of Employee Performance
Original Sample (O) Sample Mean (M)
Bias
2,5%
97,5%
EP → TEA
0.907
0.906
-0.001
0.89
0.921
EP → INO
0.873
0.873
0.000
0.852
0.891
EP → JOB
0.757
0.756
-0.001
0.721
0.787
Source: From Author
Thus, the scale of Employee performance includes 3 latent variables TEA,
INO and JOB. All groups of variables achieved internal consistency reliable values,
Chapter 4: Results Analysis
convergent validity and discriminant validity.
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4.4 STRUCTURAL MODEL ASSESSMENT
4.4.1 Multi-collinear assessment
According to Table 4.68, we have the VIF values of all endogenous
variables (shown in the column) and the corresponding exogenous variables (shown
in the row). Specifically, the study will evaluate the following set (forecast) of the
research variable on multi-collinearity.
According to the results of the study, the VIF values are all less than 5 so the
collinearity between predictive variables does not occur in the research model.
Table 4.68 VIF value in research model
ABS APP CSR DED DEV ECO EDU EE
EP
EA
EB GRO INO
1
2.9
EE
1
1
EP
1
1
3.7
4.7
EA
1
1
1
3.7
4.0
1
1
EB
JOB PRO SAF SOC SUP TEA TRA VIG WLBE WLSA WLST WLTI
1
EE
1
EP
1
1
1
EA
1
1
1
1
1
1
EB
1
Source: From Author
Chapter 4: Results Analysis
Page 288
4.4.2 Determination coefficient (R² value)
The most commonly used measurement index to evaluate a structural model
is the determination coefficient (R2 value). The higher the R2 value is, the more
accurate the forecast level is. Similarly, multiple regression, adjusted R2 values
(R2adj) are used as standard to avoid deviations for complex models.
Table 4.69 Determination coefficient R2 adjusted
R2 adjusted
R2
Employee Engagement
0.660
0.659
Employee Performance
0.103
0.100
Employer Attractiveness
0.733
0.733
Source: From Author
According to Table 4.69, we have the R2 and R2adjusted coefficients of
Employer Attractiveness (0.733/0.733) at a significant level, Employee Engagement
(0.665/0.660) at average level and Employee Performance (0.100 / 0.1103) at weak
level. However, an R2 value of 0.20 is considered high in areas such as consumer
behavior (Hair et al., 2016). Therefore, the relationships in the research model have
a consistent level of interpretation of employer attractiveness and employee
engagement.
4.4.3 Impact coefficient f²
In addition to assessing the R2 and R2adjusted coefficients of all endogenous
variables, the change in R2 values when a specific exogenous variable is omitted
from the model used to evaluate whether the variable is omitted or whether there is
significant impact on an endogenous variable. This measurement is called the
impact factor (f2 coefficient).
According to Table 4.70, in the relationship between Employer branding,
Chapter 4: Results Analysis
Employer Attractiveness, Employee Engagement with Employee performance, the
Page 289
impact coefficient f2 evaluates the contribution of exogenous variables Employer
branding, Employer Attractiveness, and Employee Engagement to the R2 value of
Endogenous variables of Employee performance is small. Meanwhile, the impact
coefficient f2 evaluates the contribution of exogenous variables Employer branding
to the R2 value of endogenous variables Employer Attractiveness or of Employer
Attractiveness to Employee Engagement is large.
Table 4.70 Impact coefficient f²
ABS APP CSR DED DEV ECO EDU
EE
EP EA EB GRO INO
EE
2.858
6.746
0
3.202
EP
1.657
4.688 1.174
0.244 0.022
EA
1.472
1.157
0.062
0
2.746
1.187
EB
JOB PRO SAF SOC SUP TEA TRA VIG WLBE WLSA WLST WLTI
3.753
EE
EP 1.341
4.615
1.408 3.029
EA
2.435
0.667
0.685
1.452
1.891
0.765
1.086
EB
Source: From Author
4.4.4 Blindfolding and predict relevance Q²
In addition to assessing the importance of R2 values as a criterion for
predictive accuracy, the researchers also tested Q2 values. In the structural model,
the Q2 value is greater than 0 for a particular endogenous variable that results in the
Chapter 4: Results Analysis
predictive relation of the path model to this specific dependent variable.
Page 290
Table 4.71 presents a summary of all result of the blindfolding. This shows
that the Q2 value of 3 endogenous variables is higher than 0. Specifically,
Employer Attractiveness has the highest Q2 value (0.331), followed by Employee
Engagement (0.332) and finally Employee Performance (0.046). The results
indicate that the model's predictive relationship with endogenous variables.
Table 4.71 Q2 value
SSO
SSE
Q² (=1-SSE/SSO)
Employee Engagement
16,866.000
11,324.780
0.329
Employee Performance
15,929.000
15,189.205
0.046
Employer Attractiveness
20,614.000
13,788.268
0.331
Employer Branding
54,346.000
54,346.000
Source: From Author
4.4.5 Path coefficients of the structure model & Hypothesis Testing
The results of Table 4.72 describe the relationship between the research
variables and the test of research hypotheses. Employer branding has a strong
positive impact on Employer attractiveness (β = 0.856) with 99% confidence, the
hypothesis H1 is accepted. In addition, Employer branding also has an average
positive impact on Employee Engagement (β = 0.282) with 99% confidence, the
hypothesis H2 is accepted. However, because the value of p = 0.810 (> 0.05), it
shows that the relationship between Employer Branding and Employee Performance
is not statistically significant. In other words, Employer Branding has no impact on
employee performance. Hypothesis H3 is rejected.
The employer attractiveness has an average positive impact on Employee
Engagement (β = 0.558) with 99% confidence. Hypothesis H4 is accepted. At the
Chapter 4: Results Analysis
same time, employer attractiveness also has an average positive impact on
Page 291
Employee Performance (β = 0.300) with 99% confidence. Hypothesis H5 is also
accepted.
Finally, with p = 0.884 (> 0.05), hypothesis H6 is rejected. In other words,
the relationship between Employee Engagement and Employee Performance is not
statistically significant and Employee Engagement has no impact on Employee
Performance.
Table 4.72 Hypothesis testing result
Original
Sample (O)
Sample
Mean (M)
T Statistics
(|O/STDEV|)
P
Values
Standard
Deviation
(STDEV)
Employer Branding →
0.856
0.856
0.011
80.060
0.000
Employer Attractiveness
(H1)
Employer Branding →
0.282
0.285
0.046
6.125
0.000
Employee Engagement
(H2)
0.016
0.016
0.066
0.241
0.810
Employer Branding →
Employee Performance
(H3)
0.558
0.554
0.048
11.643
0.000
Employer Attractiveness
→ Employee Engagement
(H4)
0.300
0.298
0.070
4.315
0.000
Employer Attractiveness
→ Employee Performance
(H5)
0.009
0.010
0.059
0.145
0.884
Employee Engagement →
Employee Performance
(H6)
Source: From Author
Chapter 4: Results Analysis
Page 292
Source: From Author
Chapter 4: Results Analysis
Figure 4.1 The PLS-SEM research model (Standardize)
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4.5 RESULT DISCUSSION
4.5.1 Discussion the results of the research Scale
4.5.1.1 Employer Branding
The employer branding scale is based on the definition of Tanwar and Prasad
(2016). Accordingly, the employer branding has five-dimensional structure
including: training and development, ethics and corporate social responsibility
(CSR), work-life balance, healthy work atmosphere and compensation and benefits.
Based on this definition, the dissertation has developed employer branding scale
based on the scales of the authors Tanwar & Prasad (2017), Chauhan & Mahajan
(2013), Lievens (2007), Lorys (2017), Carlson et al (2000) and through qualitative
research.
In particular, the scale of Tanwar & Prasad (2017) is used to measure the
factors CSR, PRO, EDU and GRO. Chauhan & Mahajan (2013) scales were used to
measure CSR and PRO factors. Lievens (2007) scale is used to measure CSR, PRO,
TRA, GRO. Lorys (2017) scale is used to measure WLSA and WLBE factors.
Carlson et al (2000) scale was used to measure WLBE, WLTI and WLST.
All items in the 10 factors have achieved standard Cronbach alpha and EFA.
Therefore, it can be asserted that all 10 factors have reached the reliability of
employer branding scale.
Chapter 4: Results Analysis
Specifically, there are 10 components with 58 items presented in Table 4.73.
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Table 4.73 The Employer Branding scale
No.
Items
Code
1. Corporate social responsibility: CSR (9 items)
1 My organization always obeys the law.
CSR1
2 My organization is always concerned about environmental protection.
CSR2
3 My organization provides insurance coverage for employees.
CSR3
4 Ethical organization with high moral standards.
CSR4
5 My organization builds and requires employees to adhere to the cultural
CSR5
principle of conduct in their work and life.
6 Humanitarian organization gives back to the society.
CSR6
7 My organization is always concerned about the benefit of our customers.
CSR7
8 My Organization offers the possibility to work in a well-defined structure.
CSR8
9 My organization is always concerned about the material life of its employees.
CSR9
2. Work-Life Balance Satisfaction: WLSA (8 items)
1
I am happy with the fit between my personal life and work life.
WLSA1
2
I am happy with my work-life balance.
WLSA2
3
I am satisfied with how much time I spend in both my work and personal life. WLSA3
4
I am able to accomplish what is expected of me at work and in my personal life. WLSA4
5
I am happy with the way I divide my attention between work and personal life. WLSA5
6
I am happy with how I prioritize my work and personal life.
WLSA6
7
I manage demands between my work life and personal life.
WLSA7
8
I am able to balance the demands of my work and personal life.
WLSA8
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Page 295
No.
Items
Code
3. Promotion (8 items)
1 My organization offers prospects for higher positions.
PRO1
2 My organization offers diverse career opportunities.
PRO2
3 Promotion opportunities in my organization are fair for all.
PRO3
PRO4
4 The positions and opportunities for promotion greatly abound in my
organization.
5 My organization communicates clear advancement path for its employees.
PRO5
6 My organization offers the possibility to build a career.
PRO6
7 My organization has a professional development orientation for its employees
PRO7
(besides position development).
8 Good reference for your future career.
PRO8
4. Education: EDU (7 items)
1 My organization always organizes much annual training for its employees.
EDU1
2 My organization always organizes training programs with content close to the
EDU2
actual needs of employees.
3 My organization always organizes high quality training programs for
EDU3
employees.
4 My organization always organizes many forms of training (internal, external, on
EDU4
the job, etc.) for employees.
5 My organization provides us training courses.
EDU5
6 My organization invests heavily in training and development of its employees.
EDU6
7 My organization organizes various conferences, workshops and training
EDU7
programs on regular basis.
Chapter 4: Results Analysis
Page 296
No.
Items
Code
5. Behavior-based family interference with work: WLBE (7 items)
1 The behaviors that work for me at home do seem to be effective at work.
WLBE1
2 Behavior that is effective and necessary for me at home would be effective at
WLBE2
work.
3 The problem-solving behavior that work for me at home does seem to be as
WLBE3
useful at work.
4 The behaviors I perform that make me effective at work help me to be a better
WLBE4
parent and spouse
5 Behavior that is effective and necessary for me at work would be effective at
WLBE5
home.
6 The problem-solving behaviors I use in my job are effective in resolving
WLBE6
problems at home
7 Based on feedback from co-workers and family/friends, I effectively
WLBE7
accomplish both my work and personal responsibilities.
6. Travel opportunities (3 items)
1 My organization offers the possibility to do a lot of foreign assignments.
TRA1
2 My organization offers the possibility to travel a lot.
TRA2
3 My organization offers the possibility to see a lot of the world.
TRA3
7. Time-based work interference with family: WLTI (5 items)
1 The time I must not devote to my job keeps me from participating equally in
WLTI1
household responsibilities and activities.
2 My work doesn’t keep me from my family activities more than I would like.
WLTI2
3
WLTI3
I do not miss family activities due to the amount of time I must spend on work
responsibilities.
4 The time I spend on family responsibilities often don’t interfere with my work
WLTI4
responsibilities.
5 The time I spend with my family often don’t causes me not to spend time in
WLTI5
activities at work that could be helpful to my career.
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Page 297
Items
No.
Code
8. Teamwork: GRO (4 items)
1 Teamwork is always encouraged in my organization.
GRO1
2 My Organization offers the possibility to work together with different people.
GRO2
GRO3
3 My organization offers the possibility to enjoy a group atmosphere.
GRO4
4 My organization offers opportunity to work in teams.
9. Supporting: SUP (4 items)
1 My organization always has a harmonious coordination among group members.
SUP1
SUP2
2 Team members always share difficulties with each other.
SUP3
3 All members of the organization support each other's work.
SUP4
4 The team members are always united.
10. Strain-based family interference with work: WLST (3 items)
1 Although I am often stressed from family responsibilities, I have a hard time
WLST1
concentrating on my work.
2 Tension and anxiety from my family life often don’t weaken my ability to do
WLST2
my job.
3
WLST3
In spite of stress at home, I am not often preoccupied with family matters at
work.
Source: From Author
Chapter 4: Results Analysis
Page 298
4.5.1.2 Employer Attractiveness
Employer branding scale is based on the definition of Berthon et al (2005).
According to Berthon et al (2005). Employer Attractiveness is an organization's
benefit realized by potential candidates as a special organization to work in
(interesting value, economic value, social value, developmental value and
application value).
Based on this definition, the dissertation has developed employer
attractiveness scale based on Berthon et al (2005) and through qualitative research.
In particular, Berthon et al. (2005) used: economic value (ECO), social value
(SOC), developmental value (DEV) and application value (APP) values.
Particularly, interesting value (according to Table 4.74 below) is not used in this
dissertation because the scale content is not appropriate in the context of businesses
in Vietnam.
1 Working in an exciting environment.
2
Innovative employer – novel work practices/forward-thinking.
3
The organization both values and makes use of your creativity.
4
The organization produces high-quality products and services.
5
The organization produces innovative products and services.
Source: From Author
Table 4.74 Items of the interesting value
In addition, Employer Attractiveness scale added an important factor in the
current period in Vietnamese businesses that is safety factor. Safety value scale is
based on qualitative research and separates 1 item from ECO by Berthon et al
Chapter 4: Results Analysis
(2005) that is “Job security within the organization”.
Page 299
Berthon et al (2005) scale is used to measure all 5 factors SOC, DEV, APP,
SAF and ECO. Qualitative research is used to supplement these 5 factors to make
the employer attractiveness scale more meaningful.
All items in the 5 factors have achieved standard Cronbach alpha and EFA.
Therefore, it can be asserted that all 5 factors have reached the reliability of
employer attractiveness scale.
In summary, the employer attractiveness consists of 5 factors with 21 items
as shown in Table 4.75 below:
Table 4.75 The Employer Attractiveness scale
No.
Items
Code
1. Social value (6 items)
1 Colleagues in the company always get along with each other.
SOC1
2 Having a good relationship with your colleagues.
SOC2
3 Supportive and encouraging colleagues.
SOC3
4 Having a good relationship with your superiors.
SOC4
5 Happy work environment.
SOC5
6 A fun working environment.
SOC6
2. Developmental value (5 items)
1 You feel the desire to stick with the organization because of the
DEV1
opportunities that come from experience in a professional workplace.
2 Feeling good about yourself as a result of working for a particular
DEV2
organization.
3 Feeling more self-confident as a result of working for a particular
DEV3
organization.
4 A springboard for future employment.
DEV4
5 Gaining career-enhancing experience.
DEV5
6 My organization always implements decentralized employee
DEV6
Chapter 4: Results Analysis
Page 300
Items
No.
Code
3. Application value (4 items)
1 Opportunity to teach others what you have learned.
APP1
APP2
2 Opportunity to apply what was learned at a tertiary institution.
3 You have the opportunity to share your real experiences with everyone in the
APP3
organization.
APP4
4 Acceptance and belonging.
4. Safety Value: SAF (3 items)
1 The organization I work with always ensures occupational safety during
SAF1
work activities.
SAF2
2 Job security within the organization.
SAF3
3 The organization I work with is always safe in the work environment
(without pressure, sexual harassment, etc.).
5. Economic value (3 items)
ECO1
1 An above average basic salary.
ECO2
2 An attractive overall compensation package.
ECO3
3 My organization has good allowances for employees.
Source: From Author
4.5.1.3 Employee Engagement
Employee engagement scale is based on the definition of Schaufeli et al
(2002), based on 3 factors of vigor, dedication and absorption of employee, is
mostly appropriate and comprehensive.
Based on this definition, the dissertation has developed employee
engagement scale based on Schaufeli et al (2002) and through qualitative research.
In particular, the scale of Schaufeli et al (2002) is used in all three factors including
the following three factors of employee: dedication (DED), vigor (VIG) and
absorption (ABS). Particularly, qualitative research is used to supplement two
Chapter 4: Results Analysis
factors: DED (e.g. DED1) and VIG (e.g. VIG2).
Page 301
All items in the 3 factors have achieved standard Cronbach alpha and EFA.
Therefore, it can be asserted that all 3 factors have reached the reliability of
employee engagement scale.
In summary, the employee engagement consists of 3 fators with 18 items are
shown in the Table 4.76 below:
Table 4.76 Employee Engagement scale
No.
Items
Code
1. Dedication: DED (7 items)
1 For me, the job is interesting.
DED1
2 To me, I am enthusiastic about my job.
DED2
3 To me, I am proud on the work that I do.
DED3
4 To me, my job inspires me.
DED4
5 To me, I find the work that I do full of meaning and purpose.
DED5
6
I feel happy when I am working intensely.
DED6
7 When I get up in the morning, I feel like going to work.
DED7
2. Vigor: VIG (6 items)
1 At my job, I am mentally.
VIG1
2
I am ready to face challenges at work.
VIG2
3 At my work I always persevere, even when things do not go well.
VIG3
4
I can continue working for very long periods at a time.
VIG4
5 At my job, I am very resilient.
VIG5
6 At my job I feel strong and vigorous.
VIG6
3. Absorption: ABS (5 items)
1 When I am working, I forget everything else around me.
ABS1
2
It is difficult to detach myself from my job.
ABS2
3 Time flies when I am working.
ABS3
4
I am immersed in my work.
ABS4
5
I get carried away when I am working.
ABS5
Source: From Author
Chapter 4: Results Analysis
Page 302
4.5.1.4 Employee Performance
The employee performance scale is based on the definition of Welbourne et
al (1998). Employee performance measurements were examined: job, career,
innovator, team and organization. However, in order to match the survey of
employees who are employees in Vietnamese companies, the dissertation has
combined the scales of 2 factors with the same meaning nature into one factor.
Specifically, combining career and innovator into a factor called Innovator. At the
same time, combining the elements of team and organization into one element is
called Teamwork.
All items in the 3 factors have achieved standard Cronbach alpha and EFA.
Therefore, it can be proven that all 3 factors have reached the reliability of
employee performance scale.
Specifically, there are 3 components Teamwork (TEA), Innovator (INO) and
Chapter 4: Results Analysis
Job (JOB) with 17 items shown in Table 4.77.
Page 303
Table 4.77 The Employee Performance scale
No.
Items
Code
1. Teamwork: TEA (8 items)
1 Working for the overall good of the company.
TEA1
2 Doing things to promote the company.
TEA2
3
Making sure his/her work group succeeds.
TEA3
4 Helping so that the company is a good place to be.
TEA4
5 Seeking information from others in his/her work group.
TEA5
6 Doing things that help others when it's not part of his/her job.
TEA6
7 Working as part of a team or work group.
TEA7
8 Responding to the needs of others in his/her work group.
TEA8
2. Innovator: INO (6 items)
1 Working to implement new ideas
INO1
2 Finding improved ways to do things.
INO2
3 Creating better processes and routines.
INO3
4 Coming up with new ideas.
INO4
5 Seeking out career opportunities
INO5
6 Developing skills needed for his/her future career.
INO6
3. Job: JOB (3 items)
1
Quantity of work output.
JOB1
2 Quality of work output
JOB2
3 Accuracy of work.
JOB3
Source: From Author
Chapter 4: Results Analysis
Page 304
4.5.2 Discussion research model and hypothesis
4.5.2.1 Relationship between Employer branding and Employer attractiveness
(H1)
According to the analysis results, Employer branding has a positive impact
on Employer attractiveness with impact coefficient ß = 0.856 (significance level p-
value = 0.000). This means that hypothesis H1 is accepted. An impact factor of
0.856 shows that Employer branding has a very strong and significant impact on the
employer attractiveness and this is the strongest impact in the relationship of the
research model. At the same time, this impact is significant to 1% (p - value = 0.000
<0.001). This can be proven that Employer branding and Employer attractiveness
are positively related and statistically significant.
The research results of this relationship supply to the theory of employer
branding. This is an important new finding of the dissertation because most
researchers have historically independently studied the concepts of employer
branding and employer attractiveness. At the same time, not many studies have
found a relationship between these two concepts. Accordingly, employer branding
(EB) is a package of functional, economic and spoken benefits that the company
provides to employees and helps define the characteristics of employment of this
company to another company (Ambler & Barrow, 1996). Employer attractiveness is
an organization’s benefit realized by potential candidates as a special organization
to work in (Berthon et al., 2005). In other words, employer branding is just the
benefits a business offers its employees while employer attractiveness is the benefits
of the business that employees realize from the business.
This fits perfectly with the theory of planned behavior (Ajzen, 1985) and the
social cognitive theory (Bandura, 1977, 1986) to explain the cause-and-effect
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relationship of an employee. Firstly, the company needs to build activities on the
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interests of the business to influence employee awareness (corresponding to
employer branding). When employees have gained awareness of these benefits
(corresponding employer attractiveness). It will affect their attitudes and
behaviors. In other words, the employer branding will have a positive effect on the
employer attractiveness. This clearly proves that the research results on this
relationship are completely consistent with the theory of Ajzen (1985) and Bandura
(1977, 1986).
Compared to previous studies, the finding of a positive effect of employer
branding on employer attractiveness is perfectly appropriate. Firstly, many studies
have confirmed that the concepts of employer branding and employer attractiveness
to be completely independent of each other (Bakanauskienė et al., 2011; Broek,
2015; Hendriks, 2016; Moroko & Uncles, 2008). In particular, employer branding
focuses on communicating the benefits of the business to candidates (both internal
and external) so as to help create awareness of these benefits in each candidate. This
is similar to the employer branding positively impacting the employer attractiveness
of this dissertation. The employer attractiveness itself focuses on tactics that attract
employees. In addition, according to (Theurer et al., 2018), employer branding is
the first step of branding value chain models. This step includes: (i) Developing an
Employer Value Proposition (EVP) that includes branding key messages; (ii)
External marketing those values to the target groups; (iii) Internal marketing for
internal employees to build engagement in the workplace based on business values
and goals (Backhaus & Tikoo, 2004; Edwards, 2010). This first step that helped
form an organizational awareness. Since then, it helps to provide solutions for
employees to understand the benefits of employer brand (Highhouse et al., 1999;
Lievens & Highhouse, 2003).
For practical implications, this result is entirely suitable for human resource
development activities in enterprises. Currently, businesses in Vietnam are
increasingly interested in branding employers for their organizations through a
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series of activities, like developing CSR strategies in enterprises, clearly
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establishing the career path, strengthening training and development activities,
building a friendly working environment, helping to balance work and life as well
as providing travel and experience opportunities and so on (Employer branding).
These activities have created internal employees as well as potential candidates with
good and impressive awareness about the enterprise (Employer Attractiveness).
Anphabe organization has established the award ‘The best place to work’ to honor
the enterprises with the best employer brand in Vietnam which voted by the
employees. The annual voting results have one thing in common: the businesses
with the most employer branding activities are the ones with the most employee
ratings or in other words, the most employer attractiveness. This clearly
demonstrates that employer branding has a positive effect on employer
attractiveness. In other words, the results of this research are consistent with reality.
4.5.2.2 Relationship between Employer branding and Employee engagement
(H2)
According to the analysis results, Employer branding has a positive impact
on Employee engagement with impact coefficient ß = 0.282 (significance level p-
value = 0.000). This means that hypothesis H2 is accepted. An impact factor of
0.282 shows that Employer branding has an average and significant impact on the
employer employee engagement. This is the weakest impact in the relationship of
the research model. At the same time, this impact is significant to 1% (p - value =
0.000 <0.001). This can be proven that Employer branding and Employee
Engagement are positively related and statistically significant.
This accepted hypothesis adds to the general theory of employer branding as
the second new point of the dissertation. When researching employer branding,
researchers focused heavily on the relationship between employer branding
affecting potential candidates (Berthon et al., 2005; Kheswa, 2015; Sengupta et al.,
2015). Researches on internal employees focus on such aspects as satisfaction and
Chapter 4: Results Analysis
loyalty (Davies, 2008; Tanwar & Prasad, 2017), Motivation (Heilmann et al., 2013).
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Little research is performed on the relationship between employer branding and
employee engagement. Therefore, this research result will make an important
contribution to the overall theoretical framework of employer branding.
Theoretically, this research result is entirely consistent with the theory that
has been formed before. First, according to Person-Organization (P-O) fit theory
(Kristof, 1996), P-O fit will be provided by two pairs: needs - supplies and demands
- abilities (Edwards, 1991). From the perspective of the needs - supplies, P - O fit
will happen when the organization satisfies the individual 's needs, desires and
preferences. On the contrary, the views of demands - abilities suggest that P-O fit
will happen when an individual is able to meet the needs of the organization. To
achieve high levels of PO through hiring and socializing, one important issue is to
maintain a flexible workplaces and commitment to the organization in difficult
situations. According to this theory, an enterprise with diverse and effective
employer branding activities will help satisfy employee needs. From there, on the
other hand, the employee will give back to the business with its commitment to the
organization. When this state is reached, it is considered to achieve P-O fit. This
proves that employer branding has a positive impact on employee engagement in
accordance with Person-Organization fit theory. In addition, according to
Organization identity theory (Ashforth & Mael, 1989), an individual can self-
concept, including personal identities with specific characteristics (bodily attributes,
abilities, said traits, interests). Each individual in the organization often asks himself
who he is in that organization. Therefore, when a business implements an employer
branding, it helps create a friendly environment and employees feel like they fit in
with a group of colleagues and feel like they belong to the organization. This will
help increase their engagement with the business. In other words, Organization
identity theory supports this result. Finally, the results of the relationship between
employer branding and employee engagement are also consistent with employer
branding theory (Ambler & Barrow, 1996). This theory affects the relationship
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between employees and organizations. Under the traditional concept of said contract
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between workers and companies, workers will promise loyalty to the company in
exchange for job security (Hendry & Jenkins, 1997).
On the other hand, employer branding has a positive impact on employee
engagement in accordance with some previous research findings. Numerous studies
have demonstrated that factors of employer branding (training and development,
reputation, organization culture and ethics and corporate social responsibility, work-
life balance and diversity) have an impact on job satisfaction (Tanwar & Prasad,
2017). It is employee satisfaction job that will help them increase engagement in a
company. Similarly, (Burawat, 2015) showed that a positive impact of employer
brand awareness on employee engagement, the positive impact of employer brand
awareness on employee expectations as well as the positive impact of employee
expectations on their engagement. In addition, the research shows that employers'
brands have an indirect impact on employee engagement through expectations. In
the same opinion, many researchers have pointed out that factors, like Organization
communication, support and trust, have a positive impact on employee engagement.
(Davies, 2008; Iyer & Israel, 2012). The results of the positive relationship between
employer branding and employee engagement are supported by previous research
results.
For practical activities, this result is appropriate. Employee engagement
depends on employer branding activities at every business. If businesses perform
well and effectively, this activity will help employees feel the benefits and values
that they are receiving and stick to the organization for a long term. For example, if
a business always creates conditions for employees to develop and promote in their
career, they will feel respected and concerned. From there, there will be more
motivation for working and sticking in the organization. Some businesses like
Unilever (Vietnam) always focus in training and coaching for employees so as to
reduce the rate of job vacancies at their company. On the other hand, some state-
owned enterprises, despite not-high income, give employees plenty of time to
Chapter 4: Results Analysis
balance work and life, take care of their families and their children. This has a
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positive impact on employee engagement at the enterprise. Like other businesses,
organizations choose the solution that creates many opportunities for employees to
travel in many places by increasing annual leave, organizing team-building,
organizing meetings, workshops at remote places to employee have many
experiment contributed to improve employee engagement with the organization. In
summary, the research results of this relationship are completely consistent with the
reality and current trends in businesses not only in Vietnam but also in the world.
4.5.2.3 Relationship between Employer branding and Employee performance
(H3)
From the analysis results, Employer branding has not a positive impact on
Employer attractiveness with significance level p-value = 0.810 (> 0.05). This
means that hypothesis H3 is not accepted. There is no statistically significant
relationship between Employer branding and Employer attractiveness.
The findings of this hypothesis will complement and strengthen the theory
about the relationship between employer branding and employee performance with
a number of early studies investigating whether employer branding affects
employee performance (Chaudhary & Sharma, 2012; Gapp & Merrilees, 2006;
Zafar & Siddiqui, 2019).
Theoretically, almost all existing employer branding theories suggest that
employer performance will be improved with increasing employees' enhanced
identification, commitment, and engagement through employer branding (Backhaus
& Tikoo, 2004; Barrow & Mosley, 2011). On the other hand, according to Theory
of planned behavior first developed by (Ajzen, 1985) and The social cognitive
theory by (Bandura, 1977, 1986), the theoretical framework was built according to
logic from perception (corresponding employer attractiveness) to attitude
(corresponding to employee engagement). This leaves an impact on employee
performance. Because employer branding is only the activities of a construction
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company to achieve employee's perceived values (corresponding to employer
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attractiveness), employer branding cannot affect employees' performance
immediately through other intermediaries such as employer attractiveness or
employee engagement. Therefore, this hypothesis is rejected but theoretically
consistent with the reasons mentioned above.
Although this hypothesis has been rejected, compared with previous studies,
this result is consistent with the following reasons. First, according to Buyanjargal
& Bor, (2017), the relationship between employer branding on employee
performance is more indirect than direct. The impact of employer branding on
employee performance is done through an intermediary factor such as satisfaction,
identification and commitment. From there, these intermediaries will have a
positive impact on employee work efforts, behaviors, and overall performance.
Buyanjargal & Bor, (2017) have demonstrated that the hypothesis of employer
branding's impact on employee performance is not supported and is not statistically
significant. Instead, employer branding has to go through organizational
identification and commitment to influence employee performance. In this same
view, Meenakshi and Revathy (2020) found that factors (social, economical,
development and reputation) would have a positive impact on employee attitude in
an organization. From there, it will further affect satisfaction, retention and
productivity within the organization. This means that employer branding will not
directly affect employee performance, but through a number of intermediaries.
Moreover, according to Zafar & Siddiqui (2019), when studying the impact of job
satisfaction factors at banks and training institutes including promotions, increment
and bonuses, supervisor's 'support, career development and advancement
opportunities and working conditions to job performance and employee retention,
their results are similar to the results in this dissertation. Factors (career
development, compensations and promotions) do not have a statistically significant
effect on employee performance in both units (bank and education institutions). In
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summary, that the rejection of the hypothesis regarding employer branding's impact
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on employee performance is supported proves the suitable and reliable information
of this research result.
Practically, the results that reject the relationship between employer
branding and employee performance; in other words, employer branding that has no
direct impact on employee performance are appropriate. First, in practice, when
companies build a series of activities that improve the quality of the employer
brand, it is only the first step in the process. This step concerns the company's own
activities, not really affecting the motivation or efficiency of employees. Employee
only really feels satisfied and their performance will be affected when they feel the
meaningful and attractive values that the company provides them (employer
attractiveness). Secondly, when a company implements a employer branding, it is
unlikely that it will create employer attractiveness values that require a period of
time or latency so that employees can feel and believe in those values of the
company. Especially, these values must match their current needs. For example, the
company is trying to build a travel and experience program for employees. If most
employees do not have travel and experience needs, it is unlikely that the company
will make a good impression in their perception. Finally, employer branding is a
long-term and strategic activity. Therefore, in a short period of time, it is very
difficult to immediately affect the efficiency of employee performance, but it needs
a process long enough for the employee to feel through the employer attractiveness
factor. In a nutshell, practically, employer branding does not have a direct and
immediate impact on employee performance.
4.5.2.4 Relationship between Employer attractiveness and Employee
engagement (H4)
According to the analysis results, Employer attractiveness has a positive
impact on Employee engagement with impact coefficient ß = 0.558 (significance
level p-value = 0.000). This means that hypothesis H4 is accepted. Impact factor of
Chapter 4: Results Analysis
0.558 shows that Employer branding has a quite strong with significant impact on
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the employer employee engagement. This is the second strong impact in the
relationship of the research model. At the same time, this impact is significant to
1% (p - value = 0.000 <0.001). This can be proven that Employer attractiveness
and Employee Engagement are positively related and statistically significant.
Research results on the relationship between employer attractiveness and
employee engagement have added to the theoretical system of employer
attractiveness. This is a new finding compared to previous studies because the
previous employer attractiveness researchers focused on attracting potential
candidates (Ha & Luan, 2018; Sivertzen et al., 2013). Therefore, the results show
that employer attractiveness has a positive impact on employee engagement, which
has opened up a new research direction of employer attractiveness.
Theoretically, the results of this research are consistent with the current
theories related to the relationship between employer attractiveness and employee
engagement. First, according to social exchange theory (Emerson, 1976), an
employee's behavior occurs when receiving an exchange as a reward. When an
employee receives a reward, they will return it in a positive way. In other words,
social exchange theory can be a reference framework for carrying out the transfer of
valuables (resources) through the social process that it focuses on. This resource
will only be moved when the value is tied to it. Based on this theory, it is clear that
the positive effect of employer attractiveness on employee engagement is the social
exchange between the company and the employee. In particular, the company
provides values (society, application, development, safety and economy) to
employees; in return, the employee will act positively to the company by
engagement. The research results of this relationship are completely consistent with
social exchange theory. In Person-Organization (PO) fit theory (Kristof, 1996),
there will be a harmony between companies and employees in one direction that
will provide what they have to meet the needs of left side. In this study, the
company will provide employees with financial values (economy, physical and
Chapter 4: Results Analysis
psychology as safety) or opportunities like development and application. In
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contrast, employees will provide the company with its engagement, helping the
company stabilize the human resources to develop business operations. This
research result is similar to that of Person-Organization (P-O) fit framework.
According to the planned behavior theory first developed by (Ajzen, 1985) and
social cognitive theory developed by (Bandura, 1977, 1986), when employees were
aware of the values of the company, it would affect their attitude. This is similar to
the results of the study, in which the employer attractiveness (the employee's
perception) will have a positive impact on employee engagement (the employee's
positive attitude). Therefore, it can be concluded that the research results of
employer branding and employee engagement relationships are completely
consistent with the above theories.
When compared to previous studies, Maceachern (2003) studied the impact
of positive coaching on employee engagement. The results of this study have shown
that: if an enterprise has positive coaching, it will have a positive impact on
employee engagement. Related to this study by Maceachern (2003), the positive
coaching factor is similar to the development value of Employer attractiveness. This
can be interpreted as the result of employer attractiveness with a positive impact on
employee engagement in accordance with the findings of Maceachern (2003). In
another study, Heger (2007) showed a link between Employment Value Proposition
(EVP) and employee engagement. The results of Heger (2007) show that EVP has a
positive impact on employee engagement. In particular, EVP is defined as the
values or benefits that the company provides to employees. This definition is
similar to employer attractiveness. This implies that the employer attractiveness
result positively affecting employee engagement is consistent with the results of
Heger (2007). In addition, according to Ugwu et al (2014), organizational trust and
empowerment has an impact on employee engagement. This result is similar to the
impact of employer attractiveness on employee engagement. Employer
attractiveness elements include the empowerment element (in the development
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value) as well as the organizational trust that has a similar concept to the employer
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attractiveness. Therefore, this research result is completely consistent with previous
studies.
In practice, the results show that employer attractiveness has a positive
impact on employee engagement. Firstly, the social value of this factor helps to
provide a friendly working environment; good relationship between colleagues,
between superior and subordinate with each other will surely help employees feel
secure in their work and long-term commitment to the business. In many surveys of
the Vietnamwork organization, the biggest cause for employees to leave the
company is due to the relationship with the manager and the working environment.
The results of this study are completely practical. Moreover, the value of
development and application is also an important factor to help employees to see a
future direction for their work. At the same time, creating conditions to experience,
learn and be empowered to practice skills as well as apply the knowledge learned at
work are the great values that employees expect. Therefore, the more this factor
increases, the more likely it is for employees to stay at the company. In addition,
another very important factor is employee safety both physically and
psychologically. When the working environment is safe, employees tend to want to
work with the company long-term. Last but not least, the final value of employer
attractiveness is the economic value that is very important in employee engagement
due to the fact that Vietnamese business companies with competitive income and
benefits often have very low turnover rates. In a nutshell, that employer
attractiveness positively influences employee engagement is completely consistent
with reality.
4.5.2.5 Relationship between Employer attractiveness and Employee
performance (H5)
According to the analysis results, Employer attractiveness has a positive
impact on Employee performance with impact coefficient ß = 0.300 (significance
Chapter 4: Results Analysis
level p-value = 0.000). This means that hypothesis H5 is accepted. An impact factor
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of 0.282 shows that Employer branding has an average and significant impact on
the employer employee engagement and this is the weak impact in the relationship
of the research model. At the same time, this impact is significant to 1% (p - value
= 0.000 <0.001). This can be proven that Employer attractiveness and Employee
Engagement are positively related and statistically significant.
The results of this research add a new research direction of employer
attractiveness because previous studies mainly focused on attracting potential
candidates, more inclined to recruit candidates. Specifically, the previous employer
attractiveness researchers focused on potentially potential candidates (Ha & Luan,
2018; Sivertzen et al., 2013) or employer attractiveness scale (Berthon et al., 2005).
Therefore, the results of research on the relationship between employer
attractiveness and employee performance can be considered as a new direction.
Theoretically, this result is consistent with the theory concerned. Similar to
the results and analysis presented above of H4, according to social exchange theory
(Emerson, 1976), there is a social exchange between the company and the
employee. If the company provides employees with appropriate values and benefits,
the employee will also provide the employee with his or her values. As a result of
this relationship, the employee responds to the values the company provides for
itself (society, application, development, safety and economy), which is
performance. Therefore, when compared to social exchange theory, the research
results of this relationship are completely appropriate. In addition, Person-
Organization (PO) fit theory (Kristof, 1996) has shown that there is a harmony
between the company and the employee by providing each other with the benefits
and values that each side wishes to receive. In particular, the company will provide
employees with financial values (economy, physical and psychology as safety) or
opportunities like development and application. In contrast, employees will provide
the company with their performance. And the optimal relevance is that both satisfy
each other's needs through the values mentioned above. Therefore, there is a
Chapter 4: Results Analysis
positive relationship between employer attractiveness and employee performance
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that is completely consistent with Person-Organization (PO) fit theory. Moreover,
according to social cognitive theory developed by (Bandura, 1977, 1986), in this
model of the social cognitive theory, there are 3 main factors: behavior, cognitive
and other personal factors and external environment. Each of these factors will
impact each other bidirectional. In other words, the employee's cognitive (the
employer attractiveness) will have a direct impact on behavior (in this research
result is employee performance). Therefore, the positive effect of employer
attractiveness on employee performance is entirely consistent with the content of
social cognitive theory.
Compared to previous studies, this is a new research direction as not many
studies on this relationship for reference are presented. However, relevant or similar
studies all support this research. The study of Dabirian et al (2017) when analyzing
nearly 15,000 IT employee reviews identified 8 values for IT employee evaluation.
From there, proposing appropriate solutions so that IT company leaders can use the
employer brand effectively to attract and retain talent; thereby, improving the
competitiveness of human resources or in other words will increase the efficiency of
employees. In another study, Slåtten et al (2019) found the role of organizational
attractiveness significant frontline employees' perception of their internal market-
oriented culture as well as their turnover rate, engagement and service quality in
hospitals. According to the results of this study, organizational attractiveness has a
positive impact on the service quality of nurses provided to patients. This shows
that this research result is quite similar to that of Slåtten et al (2019). Pires (2020)
studied Employer attractiveness and its impact on individual work performance
moderated by national culture in multinational companies. With regression models,
several employer attractiveness dimensions (economic and application value) have a
positive relationship with employee performance. The results of the positive
relationship between employer attractiveness and employee performance are quite
Chapter 4: Results Analysis
appropriate.
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Practically, the positive effect of employer attractiveness on employee
performance is relevant in practice. Firstly, factors related to social work
environment (SOC): the supportive relationship, collaboration between
colleagues, the smooth coordination between superiors and subordinates, and
friendliness in public work and so on will make employee psychology more
comfortable and think more positively, increasing work motivation and positive
impact on their work efficiency. In addition, when there is mutual support between
colleagues, the work will go more smoothly and quickly, gathering collective
strength will help the work efficiency will be better. Secondly, when the company
focuses on employee development (DEV), it will help employees improve their
competencies and will also solve problems that occur effectively. Third, when the
company has an application value (APP), employees will be able to apply the
knowledge they have learned in their real work, improving the efficiency of that
work by being performed methodically and professionally. Moreover, other
colleagues also share new knowledge and have the opportunity to improve their
work. This will contribute to improving the overall work efficiency of everyone.
Fourth, safety factor (SAF) will contribute greatly to employee performance. When
employees feel safe at work, they will create peace of mind and psychological
stability. From there, they will focus all their resources on the job. This will
certainly help increase work efficiency. The ultimate value is economic (ECO), in
practice it is clearly demonstrated that when the company provides a competitive
salary and benefit, the employee will have an impact on employee motivation,
helping employees focus entirely on the work and improve work efficiency greatly.
In a nutshell, the results show that employer attractiveness has a positive impact on
employee performance that is completely consistent with the activities that occur in
Chapter 4: Results Analysis
enterprise practices.
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4.5.2.6 Relationship between Employee engagement and Employee
performance (H6)
According to the analysis results, Employee engagement has not a positive
impact on Employee performance with significance level p-value = 0,884 (> 0.05).
This means that hypothesis H6 is not accepted. This suggests no statistically
significant relationship between Employer branding and Employer attractiveness.
Theoretically, the results of this research are not fit as the theoretical
frameworks previously provided. Accordingly, employee engagement theory has
helped build a solid foundation on the positive impact of employee engagement on
employee performance through a variety of empirical studies (Arrowsmith &
Parker, 2013; Shuck & Herd, 2012). Therefore, this result can help to provide a
different direction of employee engagement theory, contributing to the addition and
completion of this theoretical system.
Comparing this result to previous studies, this hypothesis is controversial by
the previous researchers although the results reject. However, there have been many
previous studies with similar results and support for this result. Halbesleben &
Wheeler (2008), when studying 587 employees in the United States, showed that
work engagement had significant semi- partial correlation with employee. This
proves that work engagement has a very small and negligible impact on employee
performance. Another study by Medlin & Green (2009) explored the relationship
between goal setting, work engagement, optimism and individual performance of
full-time and part-time employees at the Southern United States has produced goal
setting had a positive impact on work engagement, and work engagement had a
positive impact on workplace optimism which eventually impacted positively on
performance. This shows that employee engagement only indirectly affects
Chapter 4: Results Analysis
employee performance, not directly. Many researchers believe that the relationship
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between employee engagement and employee performance is not clear and simple;
rather, complex in different contexts and mechanisms (Chughtai & Buckley, 2011;
Demerouti & Cropanzano, 2010). This is also confirmed recently by Emmauel's
latest study (2019) about the relationship between employee engagement and
employee performance, conducted from the 485 academic employees of Makerere
University in Kampala (Uganda). Research results show that Employee engagement
and job performance are not significantly related. This means that employee
engagement has no impact on employee performance. Based on the above research
results, it shows that engagement depends on different circumstances and
circumstances.
In addition, according to Zondo (2020) when studying the labor productivity of
organizations in South Africa also found that employee engagement is not capable
of improving labor productivity in these organizations. In other words, employee
engagement has no impact on employee performance.
In practice, the results of this hypothesis are entirely possible. Theoretically,
it can be assumed that employee engagement can positively impact employee
performance. However, in practice this is not certain because of the following
reasons:
Firstly, the fact that an employee is associated with an organization only
shows that they are psychologically willing to stay with the company for a long
time and cannot recognize that this attachment will help the employee's work
efficiency. Performance in reality must depend on many different factors including
key factors such as knowledge, skills, working environment, the support of
management and so on. If an employee is only engaged without the above factors,
however how much this level of engagement is, it does not guarantee that employee
performance will be improved. Therefore, employee engagement does not have a
Chapter 4: Results Analysis
clear relationship or impact on employee performance.
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Secondly, the nature of engagement also takes place quite complicatedly in
reality at the business. Cases, or engagement, are essentially not motivating work
and contribute enthusiastically to the business. These personnel are called HR
managers or ‘office zombies’. That is, they only come to the company to work for
their presence without their wishes and in fact do not work well at the company.
This object not only stagnates his own work but also affects the work psychology of
colleagues. According to the survey results of Anphabe, an organization that
specializes in surveying and consulting the ‘best place to work in Vietnam’
program, up to 25% of employees are expected to stay and work for the company
without making any effort to do. The percentage of zombies surveyed in the world
in some countries with the following rates: Latin America (40%), Africa (33%),
Europe (33%), Asia (23%) and average in the world is 26%. With the above survey
data, it is clear that coherence and efficiency in some cases are completely
unrelated. In other words, employee engagement has no impact on employee
performance.
Finally, some areas (public administration, government, education, health
and so on), due to the labor management mechanism, are towards supporting
employees to stabilize their work for a lifetime. Therefore, they will be assured to
enjoy the cohesion and long-term working for the unit without being under pressure
of performance. As a result, many newspapers have reported that a number of
employees just come into the organization to be present and get paid without the
motivation to work effectively.
Therefore, it can be asserted that the research results of this hypothesis are
Chapter 4: Results Analysis
completely based on the reality of enterprises.
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SUMMARY CHAPTER 4
This chapter has analyzed the research results including descriptive
statistics; scale validity assessment including Cronbach alpha and explore factors
analysis (EFA) of each dimensions; measurement model validity assessment of each
dimensions and structural model assessment. For descriptive statistics, the sample
size of the 937 observations was analyzed and detailed statistics on demographic
factors (gender, married status, age, Income, qualification, home town, job and
company). In addition, the scale validity assessment results of all 4 dimensions
(employer branding, employer attractiveness, employee engagement and employee
performance), all meet both cronbach alpha criteria and EFA results.
For the measurement model validity assessment results of all four (employer
branding, employer attractiveness, employee engagement and employee
performance) factors all met standards including convergent validity (outer loading
and average variance extracted (AVE), internal consistency reliability and
discriminant validity). This result proves that the scales are satisfactory.
For structural model assessment, multi-collinear assessment, determination
coefficient (R2 value), impact coefficient (f2), blindfolding and predict relevance
Q2 achieve all criteria. In particular, the results of testing hypotheses had 4 accepted
hypotheses including H1, H2, H3 and H4 and 2 rejected hypotheses including H3
and H6. This means that employer branding has a positive impact on employer
attractiveness and employee engagement. In addition, employer attractiveness has a
positive impact on employee engagement and employee performance. Meanwhile,
employer branding has no impact on employee performance as well as employee
Chapter 4: Results Analysis
engagement has no impact on employee performance.
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CHAPTER 5: CONCLUSION & POLICY IMPLICATIONS
This chapter focuses on presenting briefly the main contents and results
achieved in the dissertation. The first is the summary of the research results of the
entire thesis. Next, this chapter will present the most outstanding new findings that
the research results have achieved and contributed to the general theory system of
employer branding. In addition, this chapter deals with the managerial policy
implications from the research results. Last but not least, this chapter presents the
limitations of the dissertation as well as proposes future research directions.
5.1 CONCLUSION
The dissertation “Researching the relationship between employer branding,
employer attractiveness, employee engagement and employee performance in
Vietnam” with the goals of developing and confirming the employer branding and
employer attractiveness scales as well as testing the relationship among employer
branding, employer attractiveness and engagement as well as current employee
performance. The theoretical model consists of 6 hypotheses testing the relationship
between the studied variables.
To accomplish the above research objectives, the dissertation has
implemented the research and development process and confirmed the scales with
qualitative research and quantitative survey. The period of testing model and
research hypotheses implies qualitative research, preliminary and formal
quantitative research. Qualitative research was conducted through group discussions
and in-depth interviews to adjust the scale. The official quantitative research was
conducted through a survey of 937 employees with 2 years or more working
experience at companies operating in Vietnam, using Cronbach's alpha test and
EFA discovery factor analysis to test determine the reliability and value of the scale.
The formal study uses partial partial squares path analysis (PLS-SEM) to test
hypotheses. The results of the study have achieved the research objectives and
Chapter 5: Conclusion & Policy Implications
answered the research questions as below:
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(1) Thesis has developed and confirmed ten components of employer
branding including: Corporate social responsibility: CSR (9 items), Work-Life
Balance Satisfaction: WLSA (8 items), Promotion: PRO (8 items), Education: EDU
(7 items), Behavior-based family interference with work: WLBE (7 items), Travel
opportunities: TRA (3 items), Time-based work interference with family: WLTI (5
items), Teamwork: GRO ( 4 items), Supporting: SUP (4 items), Strain-based family
interference with work: WLST (3 items).
(2) The dissertation has developed and confirmed five components of
Employer attractiveness including: Social value: SOC (6 items), Developmental
value: DEV (5 items), Application value: APP (4 items), Safety Value: SAF (3
items) and Economic value (3 items). In particular, SAF is a supplementary
developed factor in the scale.
(3) The dissertation identified three components of Employee engagement
including: Dedication: DED (7 items), Vigor: VIG (6 items) and Absorption: ABS
(5 items).
(4) The dissertation identified three components of Employee performance
including: Teamwork: TEA (8 items), Innovator: INO (6 items) and Job: JOB (3
items)
(5) Regarding the relationship between structures and concepts in the
research model, employer branding positively impacts employer attractiveness with
99% confidence (H1), employer branding positively impacts employee engagement
with 99% confidence ((H2), employer branding has no impact on employee
performance (H3), employer attractiveness positively affects employee engagement
with 99% confidence (H4), employer attractiveness positively affects employee
performance with 99% confidence (H5) and employee engagement has no impact
on employee performance (H6).
5.2 NEW FINDINGS
Chapter 5: Conclusion & Policy Implications
Theoretically, the dissertation has found 6 important new points as follows:
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Firstly, the dissertation clarifies the concept and finds the relationship
between employer branding and employer attractiveness. This is a very new and
interesting discovery in the study of employer branding theory. These two concepts
are very confusing with limited researches on the relationship between these two
factors, this study has demonstrated the positive impact of employer branding on
employer attractiveness with a high coefficient of impact by developing the
employer branding scale and employer attractiveness as well as using the SEM
method. The result of 0.856 and 99% significance level is supported by the theory
of planned behavior Ajzen (1985) and the social cognitive theory (Bandura, 1977,
1986). Based on this theory, the employer branding will perform activities to build
good values of the business to attract and retain employees. These businesses'
activities have a positive impact and help build employees with a clear awareness of
these values. In summary, derived from a solid theoretical background and tested by
SEM method with a large number of samples (937 observed variables), the
relationship between employer branding and employer attractiveness is better
illustrated, contributing to the system of arguments in this theoretical stream.
Secondly, the dissertation explores the positive impact of employer branding
on employee engagement. Because most of the previous researches focused on the
relationship of employer branding with potential candidates like attractiveness,
awareness of potential candidates, etc. and very little research on employer
branding's impact to the current employees of the company, this first study to
explore the relationship between these two factors and to open a new direction for
future research. The results bring a new feature in the employer branding theories
and contribute a further theoretical basis for further researchers to explore the
impact of employer branding on employee engagement. In particular, the employer
branding scale includes 10 dimensions: CSR, the balance between work and life or
travel opportunities so as to open up many directions that can enhance employee
engagement in organizations. In summary, these findings not only open up a new
Chapter 5: Conclusion & Policy Implications
direction in employer branding relationships affecting current employees, but also
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expand the various employer-branding factors that impact on employee
engagement.
Thirdly, the dissertation explores the positive impact of employer
attractiveness on employee engagement. Similar to the employer branding factor, in
previous studies, the employer attractiveness largely focused on influencing
potential candidates and mainly focused on attracting external candidates or a single
factor: CSR (Ferreira & Oliveira, 2014), the employment value proposition (EVP)
(Heger, 2007), positive coaching (Maceachern, 2003), impact on engagement, not
employer attractiveness impacts the overall and comprehensive as the results of this
study. Moreover, the original definition of employer attractiveness also contains a
focus on potential candidates rather than internal candidates (Berthon et al., 2005).
Therefore, when analyzing and proving the impact of employer attractiveness on
employee engagement will help open up a whole new research direction and
contribute to the general theoretical system of employer attractiveness. At the same
time, it also adds to employee engagement an important prefix besides traditional
prefixes. This will support both theoretical and practical support for businesses in
building employee awareness of their corporate image as well as solutions to retain
their talents.
Fourthly, in addition to find the relationship between employer attractiveness
and employee engagement, this dissertation also discovered an important new point
that employer attractiveness has a positive impact on employee performance.
Although the employee performance factor is studied a lot, it is mainly due to other
prefixes that affect the employer attractiveness prefix. Previous studies on employer
attractiveness’ impact on employee performance are primarily a part of employer
attractiveness such as corporate social performance (Backhaus et al., 2002), learning
and development (Pingle & Sharma, 2013) and so on. Therefore, this research result
shows the overall and comprehensive impact of employer attractiveness on
Chapter 5: Conclusion & Policy Implications
employee performance. From this, it opens up a new direction for researchers on the
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relationship between these two factors as well as adding to the employer branding's
theoretical system related to the employer attractiveness factor.
Fifthly, the dissertation has built a new employer branding scale on the basis
of integrating the previous scales of authors Tanwar & Prasad (2017), Chauhan &
Mahajan (2013), Lievens (2007), Lorys (2017), Carlson et al (2000) through
qualitative research. In particular, the employer branding scale has added a lot of
factors related to work and life balance. Specifically, factors related to this content
accounted for 4/6 factors in this scale including: Work-Life Balance Satisfaction
(WLSA), Behavior-based family interference with work (WLBE), Time-based work
interference with family (WLTI) and Strain-based family interference with work
(WLST). These factors are very comprehensive for the balance between work and
life (satisfaction, behavioral balance, time and stress). This is a new discovery of the
structure of employer branding scales. In addition, the combination of 10 factors
includes: Corporate social responsibility (CSR), Promotion (PRO), Work-Life
Balance Satisfaction (WLSA), Education (EDU), Behavior-based family
interference with work (WLBE), Travel opportunities (TRA), Time-based work
interference with family (WLTI), Teamwork (GRO), Supporting (SUP), and Strain-
based family interference with work (WLST) have created a new scale for employer
branding. Through reliability tests of scales, these factors are proved to be reliable
enough to represent measurement for this concept. Therefore, the creation of this
new scale will help complement the system of employer branding concept as well as
support the following researchers to have more references when measuring this
concept.
Finally, the dissertation develops an employer attractiveness scale with a
new factor: safety value. This is a very important factor for employees in the current
period when the physical and psychological safety issues are increasingly concerned
and valued. With 3 items including: “The organization I work with always ensures
occupational safety during work activities”, “Job security within the organization”
Chapter 5: Conclusion & Policy Implications
and “The organization I work with is always safe in the work environment (without
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pressure, sexual harassment, etc.)”, the scale covers all aspects of safety value in
the working environment. Through testing the scale, the safety value completely
meets the standards to become a factor in the employer attractiveness scale.
Practically, this scale is suitable for the current trend of applying sustainable
development strategies of businesses in Vietnam.
In practical terms, the above findings help to add factors that influence
employee engagement and performance in organizations (balance of work and life
or the opportunity to travel and experience and so on). At the same time, the results
of this study also show how businesses employers can plan and perform employer-
branding activities to help create positive, positive perceptions of employees as well
as potential employer attractiveness.
5.3 MANAGERIAL POLICY IMPLICATIONS
Based on the research results of the dissertation, the author makes the
following recommendations on management policies:
Firstly, many factors build a strong employer brand for the organization,
beyond few traditional factors (salary, bonus or welfare). Therefore, managers need
to be deeply concerned about all the factors affecting employer branding in order to
build the most effective way. Factors of employer branding can be summarized as
follows:
Group of factors related to work-life balance (WLB): According to the
research results, this group of factors have a strong impact and account for a high
proportion in the employer branding of the business. This group accounts for 40%
of the factors that influence the success of a employer branding strategy (4 out of 10
components that make up an employer branding) include: Work-Life Balance
Satisfaction (WLSA), Behavior-based family interference with work (WLBE),
Time-based work interference with family (WLTI) and Strain-based family
interference with work (WLST). Therefore, managers need to pay attention to
Chapter 5: Conclusion & Policy Implications
creating and creating a working environment so that employees can feel the balance
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between work in the business and family life. In particular, three important areas to
focus on are: balance of time, behavior and stress. In terms of time, administrators
need to create conditions for employees to work scientifically and not regularly
work overtime to avoid disrupting family activities. In addition, if possible, give
them some extra days off (not in accordance with the law) so they can spend more
time engaging in activities that engage with their families. In terms of behavior,
managers need to build the company's core values and cultural principles so that
they are not only relevant and effective in their work but also in their daily lives.
This will enable employees to use these behaviors in both cases most effectively.
For feelings of stress, managers should have training programs or counseling for
employees to know how to effectively control emotions. Employees should not be
affected by family emotions or stresses affecting the work of the company and vice
versa. Lastly, managers need to regularly have programs to assess and survey
employee satisfaction with the balance between work and their families. Similarly,
Anphabe organization in Vietnam has a survey program “The best place to work” to
assess employee satisfaction with the company for further solutions to build an
attractive and better working environment.
Group of development factors including Promotion (PRO) and Education
(EDU): These factors create excitement and motivation for employees. Therefore,
administrators need to develop a clear and attractive career development plan for
their organization. In particular, providing employees with opportunities to
experience and diverse jobs. There should be a clear career path so that every
employee can see and be aware of their promotion path at the company. Since then,
employees can feel when working well and effectively, there will be many
development opportunities. In addition, to support employees to be able to work
effectively, the company needs to organize many internal and external training
courses with diverse content and format. The number, frequency of implementation
Chapter 5: Conclusion & Policy Implications
and program quality should be of interest to managers. This is the key to provide
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employees with the opportunity to improve their competency for a positive
contribution to the overall efficiency of the company.
Group of social factors, including corporate social responsibility (CSR),
Teamwork (GRO) and Supporting (SUP), helps create peace of mind and friendly
for employees in the company. Therefore, managers pay attention to build a healthy
and humane working environment for improved employee engagement with the
business. In particular, managers need to perform well activities related to corporate
social responsibility (CSR) such as compliance with applicable laws, good
protection of the living environment, building codes of conduct and ethics and
doing business at the enterprise in the spirit of respect for ethics and humanity,
customer respect as well as orienting and encouraging teamwork in the enterprise.
Accordingly, administrators need to create favorable conditions for departments to
work together through projects and work as well as motivate members of the
company to participate in these team-work activities. At the same time, building a
new harmonious relationship between the members of the organization in order to
encourage mutual assistance and support between superiors and subordinates as
well as between peers.
Travel opportunities (TRA) factor: The results of this study show the need
for experience and travel increasingly essential for employees of all types of
businesses. Therefore, managers should create conditions for employees to
experience business trips in remote locations far from the employee's residence or
provide extra days off and encourage employees to travel on their own to explore
and learn more in new lands. This will help employees feel inspired at work and
learn new things like culture, customs, food and so on. Employees have more social
knowledge and more activated at work. From this, the company's image becomes
more positive in employee awareness.
Secondly, based on the research results proving the positive impact of
Chapter 5: Conclusion & Policy Implications
employer branding on employer attractiveness, it is not a random that employees
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have an awareness of the attractive values of the employer thanks to the employer
branding activities. Therefore, managers need to develop a long-term strategy for
employer branding activities so that they can create awareness in the minds of
current employees as well as potential candidates. These activities need to be
carefully investigated for all aspects (work-life balance, training and development,
social factors, friendly working environment and travel opportunities) to select the
most appropriate activities for each business for the best of employee awareness. In
short, managers need to focus on building employer-branding activities appropriate
for their business to create a positive impression on current employees as well as
potential candidates.
Thirdly, research results show that employer branding has a positive effect
on employee engagement both directly and indirectly (through the employer
attractiveness factor). However, in terms of impact coefficient, when employer
branding directly affects, employee engagement level is not strong (impact factor is
only 0.282) whereas, through employer attractiveness, the impact on employee
engagement is stronger (impact factor is only 0.558). This shows that employer
branding will impact employee engagement more strongly if through employer
attractiveness. In other words, it is not enough for an enterprise to conduct
employer-branding activities only, which requires these activities to be truly
effective in enhancing employee awareness through the employer attractiveness.
Based on this principle, managers need to control the quality and effectiveness of
employer branding activities, rather than the number of activities. If organizing
employer branding activities is ceased without a higher level than employees who
feel these values, the impact on employee engagement is reduced by nearly 50%.
Therefore, it is important to keep in mind that corporate executives must organize
both activities in parallel: building employer branding activities but also holding
employee surveys (3600 feedback, via Google form, private hire consultants) and
assess their perceptions of corporate brands to adjust accordingly. This is to ensure
Chapter 5: Conclusion & Policy Implications
efficiency in the goal of employee engagement improvement.
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Fourthly, research results indicate that employer branding has no impact on
employee performance but employer attractiveness. This can also be explained in a
similar way to the part affecting the engagement employee because only the
employer attracts the employer attractiveness to a positive reaction by working
efficiency. Therefore, managers who wish to leverage employer branding must find
a way to make employees aware of the values of the business, rather doing
employer-branding activities. At the same time, after surveying employees,
managers should evaluate and invite consultants to select the activities most
meaningful and valuable to employees based on their own characteristics, not the
same organization for all activities. Depending on the employer brand image
positioning of each company, there will be different strategies and tactics. For
example, if an enterprise chooses its employee brand image as a desire to learn and
develop, it may focus on activities related to training and development. Conversely,
if a manager chooses to position your brand as an employee with a happy and
comfortable life, he can focus on activities that create a balance between work and
life. In summary, through the research results, managers need to pay attention to
selecting employer branding activities to suit employees' impression and awareness
of the business and thereby to enhance employee impact on its performance. Also
note that simply stopping the employer branding organization without conducting
employee awareness surveys and assessments is not effective.
Fifthly, despite common logical analysis, it may be positively impact their
performance when employees engage with the business. However, according to the
results of this research, the relationship between these two factors is completely
unclear and certain. In other words, connecting with the enterprise does not
guarantee that the employee will have a good working efficiency. The results of this
study will signal caution for managers in evaluating this pair of causal factors.
Managers need to be calm when evaluating performance through their outward
appearance, listing as: having a long service life, not showing intention to quit or
Chapter 5: Conclusion & Policy Implications
always comply with the general provisions of company. Without careful evaluation,
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it is easy to confuse an employee showing their commitment to the employee's
performance and actual performance. This has been warned by many professional
human resources consulting organizations about the phenomenon of ‘office
zombies’ that have taken place more increasingly in Vietnam and around the world.
Therefore, managers need to be very wary of the 7 types of “office zombies”
pointed out by consultancy units (Anphabe, 2018) as follows: (i) Always seem busy
but always do less important things; (ii) Always ‘right’ because there is always
reason to blame and blame others; (iii) Refusing to listen and learn because you
think you know everything and are too good; (iv) Always saying "Yes" to
managers’ requests but don't really understand, don't care and don't ask why?; (v)
Quietly not developing employees and unwilling to share, providing information
and opportunities to help others succeed; (vi) No agreement or opinion despite
being outside the support but in the heart of opposition or resistance; (vii) Better
said than done. Common KPIs are chosen and often producing unclear results.
Therefore, it is recommended that managers should be cautious in using
employee engagement factors to predict employee performance. At the same time, it
is necessary to analyze more closely about the engagement factors to determine
whether falling into the case of "office zombies" or not.
5.4 LIMITATION & FUTURE RESEARCH
5.4.1 Limitation
The dissertation has the following limitations:
Firstly, the study focused only on the relationship between 4 factors:
employer branding, employer attractiveness, employee engagement and employee
performance. While other important factors of employer branding (employment
value proposition (EVP), Brand equity, brand personal, corporation reputation and
so on) that can affect employee engagement and employee performance.
Chapter 5: Conclusion & Policy Implications
Alternatively, employer branding may affect other employee-related factors.
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However, in this study, there are no conditions to mention: employee commitment,
psychological contract, motivation, etc.
Secondly, the study also only took data at the same time but to obtain
comparative data among different times. This also limits the overall time-
consuming of the research results.
Thirdly, the data is mainly collected from enterprises in some big cities in the
South of Vietnam without covering the whole country so it will affect the overall
sample. In Vietnam, depending on the different regions, employees have different
personalities and perceptions about the attractive values of enterprises.
Fourthly, the sampling method of the study is a non-probability method so it
influences the accuracy and the quality of the sample as well as the overall
representation ability of the sample is not high.
Finally, the type of organization for this study is primarily corporative.
Therefore, it does not cover all types of organizations in society (socio-political
organizations, state management agencies, non-profit organizations, associations,
clubs and so on).
5.4.2 Future research
From the limitations mentioned above, further research directions are
proposed as follows:
Firstly, it is possible to further investigate the relationship between other
employer branding factors: employment value proposition (EVP), employer brand
equity, employer brand awareness, positive coaching, corporation reputation and so
on for employee engagement and employee performance. Further clarification of
these relationships will fully complement the employer branding's impact on
employees in organizations. In addition, researchers can also extend the impact of a
group of employer branding factors on other employee aspects (employee loyalty,
Chapter 5: Conclusion & Policy Implications
employee commitment, employee motivation and so on).
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Secondly, the next sample can expand the survey scope for employees of all
provinces in Vietnam to be more comprehensive. At the same time, the target
participants may expand to other types of organizations (government agencies,
socio-political organizations, professional associations, universities and high
schools and so on). These research directions will help generalize the theory of
employer branding across all organizations.
Finally, the sampling method may range to probabilistic sampling and carry
out sampling at different times of the employee for objectively and adequately
measuring employee awareness towards attractive values of the organization they
are working with. This research will enable researchers to compare employee
cognitive shifts and measure employer branding relationships with employees over
Chapter 5: Conclusion & Policy Implications
time series.
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LIST OF THE ARTICLES RELATED TO THE THESIS
Ha, N. M., Luan, N. V., & Trung, N. M. (2021). Employer attractiveness:
Measurement scale development and validation. ECONOMICS AND
BUSINESS ADMINISTRATION, 11(1), 3-18.
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Employee Performance: An Exploratory Study. Journal of System and
Management Sciences, 11(1), 97-123.
NGUYEN, H. M., & NGUYEN, L. V. (2021). Employer Branding, Scale
Development and Validation: From the Context of Vietnam. The Journal of
Asian Finance, Economics, and Business, 8(5), 189-201.
LIST OF THE ARTICLES PUBLISHED
IN THE THESIS RESEARCH PERIOD
Ha, N. M., & Luan, N. V. (2018). THE EFFECT OF EMPLOYERS'ATTRACTION
AND SOCIAL MEDIA ON JOB APPLICATION ATTENTION OF
SENIOR STUDENTS AT PHARMACEUTICAL UNIVERSITIES IN
VIETNAM. International Journal of Business & Society, 19(2), 473-491.
NGUYEN, H. M., NGUYEN, C., NGO, T. T., & NGUYEN, L. V. (2019). The
effects of job crafting on work engagement and work performance: A study
of vietnamese commercial banks. The Journal of Asian Finance, Economics,
List of the articles related to the thesis
and Business, 6(2), 189-201.
Page A-1
APPENDIX A:
THE EXPERTS AND GROUP LIST
A. EXPERTS LIST:
1 Expert 1
Qualification Doctor of Economic
Degree Ph.D
Academic level Associate Professor
Position Principal
2 Expert 2
Name Ngo Viet Liem
Qualification Doctor of Marketing
Degree Ph.D
Academic level Associate Professor
Position Co-Guest Editor of special issues an international
Journal
3 Expert 3
Qualification Doctor of Business Administration
Appendix A
Degree Ph.D
Page A-2
Academic level -
Position Senior lecturer
4 Expert 4
Qualification Doctor of Business Administration
Degree Ph.D
Academic level -
Position Lecturer
B. GROUPS CHARATERISTICS:
Group 1 Group 2 Group
10 10 Member quantity
Gender
Male 5 6
Female 5 4
Qualifications
Unskilled - 1
Intermediate/ Colleges 1 5
University 8 3
Graduate 1 1
Levels
Appendix A
Staff 5 5
Page A-3
Team leader 4 3
Manager 1 2
Married Status
Single 7 5
Married 3 5
Job
Production/Technical/RD 3 5
Business 3 3
Appendix A
Back Office 4 2
Page A-4
APPENDIX B:
THE INTERVIEW PROTOCOL SAMPLE
1. General information:
1.1 Date: …………………………………………………
1.2 Place: ………………………………………………..
1.3 Type: ………………………………………………
1.4 Interviewer: ………………………………………….
1.5 Interviewee: ………………………………………….
2. Introduction:
My name is Nguyen Vinh Luan and I am a graduate student in Business Administration Faculty of Open University of Ho Chi
Minh City. Currently, I am doing a research thesis on the relationship between employer branding, employer attractiveness, employee
engagement and employee performance. My main analytical method is expected to be PLS-SEM and the data will be collected by
questionnaire survey method with 5-level likert scale.
With the above goal, I have relied on previous studies and scales to design the scale of the four concepts above (employer
branding, employer attractiveness, employee engagement and employee performance) to perform data collection and measurement. In
order to make the scale accurate, general and relevant to the context in Vietnam, I would like to interview you as an expert in this field
to help improve the scale before proceeding survey.
We hope to receive the help of you.
Appendix B
Thank you so much!
Page A-5
3. Questions:
Question 1:
Would you like tell if the definition of employer branding and scale inheritance of Tanwar and Prasad (2016) is appropriate
and reliable?
3.1 Employer branding: (41 items)
Denifition: According to Tanwar and Prasad (2016), the employer branding has five-dimensional structure that includes
elements such as training and development, ethics and corporate social responsibility (CSR), work-life balance, healthy work
atmosphere and compensation and benefits. In particular, the element of compensation and benefits refers to the aspect of "economic
dimension" and the element of healthy work atmosphere refers to the aspect of "psychological dimension". This shows that employer
branding will help meet the social needs of employees by providing flexible work policies. In addition, the elements of training and
development, ethics and corporate social responsibility show that employer’s attitude is reaching both employees and society.
Answer 1:
……………………………………….……………………………………….……………………………………….……………
………………………….……………………………………….……………………………………….…………………………………
Appendix B
…….……………………………………….……………………………………….……………………………………….……………...
Page A-6
Question 2:
Could you please comment on each item of the 9 dimensions of employer branding as detailed below?
Scale for employer branding concept is based on Tanwar and Prasad (2016) consisting of 9 dimensions, including 41 items as
follows:
No. Items Authors Answers the question 2
1. Corporate social responsibility (4 items): CSR
This factor reflects the organization's level of concern in the ethical and social issues of both employees, society and in general. In
particular, if ethics shows organization attitude about employees and the legal process, CSR is considered the impact of the
organization on society with the purpose to identify and create engagement with new customers (Tanwar and Prasad, 2016).
In addition, this factor also means that the organization has high ethical standards and is concerned about environmental protection
(Lievens, 2005 cited from Turban et al, 1995). Besides, according to Chauhan and Mahajan (2013), this factor also shows that
employees always have the opportunity to become part of the work in contributing to the company's core values.
1 Tanwar and Prasad (2016) ……………………………………………………… My organisation provides insurance coverage for
employees and dependents.
Appendix B
………………………………………………………
Page A-7
2 Humanitarian organisation gives back to the society. Tanwar and Prasad (2016) ………………………………………………………
………………………………………………………
3 Ethical organization with high moral standards Chauhan & Mahajan (2013) ………………………………………………………
………………………………………………………
4 My Organization offers the possibility to work in a Lievens (2005) ………………………………………………………
well-defined structure. ………………………………………………………
2. Work-Life Balance Satisfaction (8 items): WLSA
Besides, according to Lorys (2017), there are two concepts of work-life balance: work-life balance effectiveness and work-life
balance satisfaction. Accordingly, work-life balance effectiveness implies that there is uniformity and excellent performance in
linking all responsibilities of each role (work and life) (Caslson et al, 2009). Work-life balance satisfaction is how employees
perceive an important contribution to work and reward when they accomplish their tasks (Marks & MacDermid, 1996; Rantanen et
al., 2011). In other words, work-life balance satisfaction is the awareness of each individual how to do the job and the content they
perform to achieve an overall balance (Lorys, 2017).
Appendix B
1 Lorys (2017) ……………………………………………………… I am happy with the fit between my personal life and
work life.
Page A-8
………………………………………………………
2 I am happy with my work-life balance. Lorys (2017) ………………………………………………………
………………………………………………………
3 Lorys (2017) ……………………………………………………… I am satisfied with how much time I spend in both my
work and personal life.
………………………………………………………
4 Lorys (2017) ……………………………………………………… I am able to accomplish what is expected of me at
work and in my personal life.
………………………………………………………
5 Lorys (2017) ……………………………………………………… I am happy with the way I divide my attention between
work and personal life.
………………………………………………………
6 Lorys (2017) ……………………………………………………… I am happy with how I prioritize my work and personal
life.
Appendix B
………………………………………………………
Page A-9
7 Lorys (2017) ……………………………………………………… I manage demands between my work life and personal
life.
………………………………………………………
8 Lorys (2017) ……………………………………………………… I am able to balance the demands of my work and
personal life.
………………………………………………………
3. Promotion (5 items): → Dựa nhiều vào Lievens
This factor reflects promotion opportunities that the company provides to employees for their current and future positions (Tanwar
and Prasad, 2016).
In addition, this factor also includes challenging and attractive jobs as well as the opportunity to use your abilities and satisfy your
career goals. (Lievens, 2005 cited from Turban et al, 1995). In addition, according to Chauhan and Mahajan (2013), this factor also
shows that all employees in the organization are aware of their career development in the organization.
1 My organisation communicates clear advancement Tanwar and Prasad (2016) ………………………………………………………
path for its employees. ………………………………………………………
Appendix B
2 My Organization offers prospects for higher positions. Lievens (2005) ………………………………………………………
Page A-10
………………………………………………………
3 My Organization offers diverse career opportunities. Lievens (2005) ………………………………………………………
………………………………………………………
4 My Organization offers the possibility to build a Lievens (2005) ………………………………………………………
career. ………………………………………………………
5 Good reference for your future career. Chauhan & Mahajan (2013) ………………………………………………………
………………………………………………………
4. Education: EDU (3 items)
This factor reflects the skills development activities that the company provides to employees for their current and future positions
(Tanwar and Prasad, 2016).
1 My organisation provides us training courses. Tanwar and Prasad (2016) ………………………………………………………
Appendix B
………………………………………………………
Page A-11
2 My organisation invests heavily in training and Tanwar and Prasad (2016) ………………………………………………………
development of its employees. ………………………………………………………
3 My organisation organises various conferences, Tanwar and Prasad (2016) ………………………………………………………
workshops and training programmes on regular basis. ………………………………………………………
5. Behavior-based family interference with work: WLBE (7 items)
According to Carlso et al (2000), three forms of work-family conflicts have been identified in theory including time-based conflict,
strain-based conflict and behavior-based conflict. Behavior-based conflict occurs when a particular behavior required in one role is
incompatible with another (Greenhaus & Beutell, 1985).
1 Carlso et al (2000) ………………………………………………………
The behaviors that work for me at home do seem to be
effective at work.
………………………………………………………
2 Carlso et al (2000) ……………………………………………………… Behavior that is effective and necessary for me at
home would be effective at work.
Appendix B
………………………………………………………
Page A-12
3 Carlso et al (2000) ………………………………………………………
The problem-solving behavior that work for me at
home does seem to be as useful at work.
………………………………………………………
4 Carlso et al (2000) ……………………………………………………… The behaviors I perform that make me effective at
work help me to be a better parent and spouse.
………………………………………………………
5 Carlso et al (2000) ………………………………………………………
Behavior that is effective and necessary for me at work
would be effective at home.
………………………………………………………
6 Carlso et al (2000) ………………………………………………………
The problem-solving behaviors I use in my job are
effective in resolving problems at home.
………………………………………………………
on feedback co-workers from 7 Lorys (2017) ………………………………………………………
Appendix B
Based
and
family/friends, I effectively accomplish both my work
and personal responsibilities. ………………………………………………………
Page A-13
6. Travel opportunities (3 items):
This factor indicates that the organization has opportunities to work for leisure as well as an opportunity to experience an outside
social life (Lievens, 2005 cited from Turban et al, 1995).
1 My Organization offers the possibility to do a lot of Lievens (2005) ………………………………………………………
foreign assignments. ………………………………………………………
2 My organization offers the possibility to travel a lot. Lievens (2005) ………………………………………………………
………………………………………………………
3 My Organization offers the possibility to see a lot of Lievens (2005) ………………………………………………………
the world. ………………………………………………………
7. Time-based work interference with family: WLTI (5 items)
According to Carlso et al (2000), three forms of work-family conflicts have been identified in theory including time-based conflict,
strain-based conflict and behavior-based conflict. In particular, the time-based conflict can occur when the time spent contributing to
Appendix B
one role makes it difficult to perform another role.
Page A-14
1 Carlso et al (2000) ………………………………………………………
The time I must not devote to my job keeps me from
participating equally in household responsibilities and
activities. ………………………………………………………
2 Carlso et al (2000) ………………………………………………………
My work doesn’t keep me from my family activities
more than I would like.
………………………………………………………
3 Carlso et al (2000) ……………………………………………………… I haven’t to miss family activities due to the amount of
time I must spend on work responsibilities.
………………………………………………………
4 Carlso et al (2000) ……………………………………………………… The time I spend on family responsibilities often don’t
interfere with my work responsibilities.
………………………………………………………
5 Carlso et al (2000) ………………………………………………………
Appendix B
The time I spend with my family often don’t causes me
not to spend time in activities at work that could be
helpful to my career. ………………………………………………………
Page A-15
8. Teamwork: GRO (3 items)
This factor reflects the level of friendliness and stress-free in the work environment as well as the teamwork spirit among employees.
The atmosphere of each organization is unique and can be used as an employee value proposition (EVP) of the company to
distinguish it from other companies (Tanwar and Prasad, 2016).
In addition, this factor can be understood that the organization has warm co-wokers who are people with social tendencies, warmth
and friendliness (Lievens, 2005 cited from Turban et al, 1995). Besides, according to Chauhan and Mahajan (2013), this factor also
presents an opportunity to have inter-departmental experiences with each other.
1 My organisation offers opportunity to work in teams. Tanwar and Prasad (2016) ………………………………………………………
………………………………………………………
2 My Organization offers the possibility to work together Lievens (2005) ………………………………………………………
with different people. ………………………………………………………
3 My organization offers the possibility to enjoy a group Lievens (2005) ………………………………………………………
Appendix B
atmosphere. ………………………………………………………
Page A-16
9. Strain-based family interference with work: WLST (3 items)
According to Carlso et al (2000), three forms of work-family conflicts have been identified in theory including time-based conflict,
strain-based conflict and behavior-based conflict. The strain-based conflict suggests that strain experienced in one role re-invades
and impacts on taking on another role.
I am often stressed from Carlso et al (2000) 1 ………………………………………………………
Although
family
responsibilities, I have a hard time concentrating on
my work. ………………………………………………………
Carlso et al (2000) 2 ……………………………………………………… Tension and anxiety from my family life often don’t
weaken my ability to do my job.
………………………………………………………
Carlso et al (2000) 3 ………………………………………………………
In spite of stress at home, I am not often preoccupied
with family matters at work.
Appendix B
………………………………………………………
Page A-17
Question 3:
Could you please provide another opinion on the scale of employer branding detailed above?
Answer 3:
……………………………………….……………………………………….……………………………………….……………
………………………….……………………………………….……………………………………….…………………………………
…….……………………………………….……………………………………….……………………………………….…………...…
3.2 Employer Atractiveness: (15 items)
Question 4:
Would you like tell if the definition of employer attractiveness and scale inheritance of Berthon et al (2005) is appropriate and
reliable?
Denifition:
According to Berthon et al (2005), Employer Attractiveness is an organization’s benefit realized by potential candidates as a
special ogranization to work in such as interesting value, economic value, social value, developmental value and application value.
Answer 4:
……………………………………….……………………………………….……………………………………….……………
………………………….……………………………………….……………………………………….…………………………………
Appendix B
…….……………………………………….……………………………………….……………………………………….……………...
Page A-18
Question 5:
Could you please comment on each item of the 5 dimensions of employer attractiveness as detailed below?
Scale for employee engagement concept is based on Berthon et al (2005) consisting of 5 dimensions, including 15 items as
follows:
No. Items Authors Answers the question 5
1. Social value (5 items):
This factor reflects the extent to which an individual is attracted to the employer through providing a fun, happy working
environment, good working relationship and a team atmosphere (Berthon et al, 2005).
1 Having a good relationship with your colleagues. Berthon et al (2005) ………………………………………………………
………………………………………………………
2 Supportive and encouraging colleagues. Berthon et al (2005) ………………………………………………………
………………………………………………………
3 Having a good relationship with your superiors. Berthon et al (2005) ………………………………………………………
Appendix B
………………………………………………………
Page A-19
4 Happy work environment. Berthon et al (2005) ………………………………………………………
………………………………………………………
5 A fun working environment. Berthon et al (2005) ………………………………………………………
………………………………………………………
2. Developmental value (4 items):
This factor reflects the extent to which an individual is attracted to the employer by providing recognition, confidence, engagement
with professional experience, and a foundation for future growth (Berthon et al, 2005).
1 Feeling good about yourself as a result of working for a Berthon et al (2005) ………………………………………………………
particular organization. ………………………………………………………
2 Feeling more self-confident as a result of working for a Berthon et al (2005) ………………………………………………………
particular organization. ………………………………………………………
Appendix B
3 A springboard for future employment. Berthon et al (2005) ………………………………………………………
Page A-20
………………………………………………………
4 Gaining career-enhancing experience. Berthon et al (2005) ………………………………………………………
………………………………………………………
3. Application value (3 items):
This factor reflects the extent to which an individual is attracted to the employer by providing an opportunity for employees to apply
what they learn to teach others in an environment that is customer-oriented and humanitarian (Berthon et al, 2005).
1 Opportunity to teach others what you have learned. Berthon et al (2005) ………………………………………………………
………………………………………………………
2 Opportunity to apply what was learned at a tertiary Berthon et al (2005) ………………………………………………………
institution. ………………………………………………………
3 Acceptance and belonging. Berthon et al (2005) ………………………………………………………
Appendix B
………………………………………………………
Page A-21
4. Safety Value: SAF (1 items)
This factor reflects the extent to which an individual is attracted to job security (Berthon et al, 2005).
1 Job security within the organization. Berthon et al (2005) ………………………………………………………
………………………………………………………
5. Economic value (2 items):
This factor reflects the extent to which an individual is attracted to the employer by providing an high average of salary,
compensation package (Berthon et al, 2005).
1 An above average basic salary. Berthon et al (2005) ………………………………………………………
………………………………………………………
2 An attractive overall compensation package. Berthon et al (2005) ………………………………………………………
Appendix B
………………………………………………………
Page A-22
Question 6:
Could you please provide another opinion on the scale of employer attractivenss detailed above?
Answer 6:
……………………………………….……………………………………….……………………………………….……………
………………………….……………………………………….……………………………………….…………………………………
…….……………………………………….……………………………………….……………………………………….……………...
3.3 Employee engagement: (16 items)
Question 7:
Would you like tell if the definition of employee engagement and scale inheritance of Schaufeli et al (2002) is appropriate and
reliable?
Denifition:
In addition, according to Al Mehrzi and Singh (2016), engagement is a positive, meaningful and motivational attitude.
Characteristics of this concept are vigor, dedication and absorption; in which, (i) vigor as a high level of energy, resilience and the
desire to strive and never give up in the face of challenges; (ii) dedication worth feeling, enthusiasm, value and challenge; (iii)
absorption as the property acquired during focusing for a certain task (Schaufeli et al, 2002).
Answer 7:
……………………………………….………………………………………….………………………………………….………………
………………………….………………………………………….………………………………………….……………………………
Appendix B
……………………………………….………………………………………….………………………………………….………………
Page A-23
Question 8:
Could you please comment on each item of the 5 dimensions of employee engagement as detailed below?
Scale for employee engagement concept is based on Schaufeli et al (2002) consisting of 3 dimensions, including 16 items as
follows:
No. Items Authors Answers question 8
Dedication: DED (6 items)
This factor reflects the ability to perceive significance, enthusiasm, inspiration, pride, and challenge (Schaufeli et al, 2002).
1 Schaufeli et al (2002) ……………………………………………………… To me, I am enthusiastic about my job.
………………………………………………………
2 To me, I am proud on the work that I do. Schaufeli et al (2002) ………………………………………………………
………………………………………………………
3 Schaufeli et al (2002) ……………………………………………………… To me, my job inspires me.
Appendix B
………………………………………………………
Page A-24
4 To me, I find the work that I do full of meaning and Schaufeli et al (2002) ………………………………………………………
purpose. ………………………………………………………
5 I feel happy when I am working intensely. Schaufeli et al (2002) ………………………………………………………
………………………………………………………
6 When I get up in the morning, I feel like going to work. Schaufeli et al (2002) ………………………………………………………
………………………………………………………
Vigor: VIG (5 items)
This factor reflects a high level of energy and mental resilience at work. At the same time, willing to invest effort in work and be
persistent even when facing difficulties (Schaufeli et al, 2002).
1 At my job, I am mentally. Schaufeli et al (2002) ………………………………………………………
………………………………………………………
Appendix B
2 At my work I always persevere, even when things do not Schaufeli et al (2002) ………………………………………………………
Page A-25
go well. ………………………………………………………
3 I can continue working for very long periods at a time. Schaufeli et al (2002) ………………………………………………………
………………………………………………………
4 At my job, I am very resilient. Schaufeli et al (2002) ………………………………………………………
………………………………………………………
5 Schaufeli et al (2002) ……………………………………………………… At my job I feel strong and vigorous.
………………………………………………………
Absorption: ABS (5 items)
This factor reflects the high level of concentration and deeply engrosses in work. Therefore, employees feel that time passes quickly
and easily to overcome difficulties when encountering (Schaufeli et al, 2002).
1 ……………………………………………………… When I am working, I forget everything else around me. Schaufeli et al (2002)
Appendix B
………………………………………………………
Page A-26
2 Schaufeli et al (2002) ……………………………………………………… It is difficult to detach myself from my job.
………………………………………………………
3 Schaufeli et al (2002) ……………………………………………………… Time flies when I am working.
………………………………………………………
4 I am immersed in my work. Schaufeli et al (2002) ………………………………………………………
………………………………………………………
5 Schaufeli et al (2002) ……………………………………………………… I get carried away when I am working.
Appendix B
………………………………………………………
Page A-27
Question 9:
Could you please provide another opinion on the scale of employee engagement detailed above?
Answer 9:
……………………………………….……………………………………….……………………………………….……………
………………………….……………………………………….……………………………………….…………………………………
…….……………………………………….……………………………………….……………………………………….……………...
3.4 Employee performance: (17 items)
Question 10:
Would you like tell if the definition of employee performance and scale inheritance of Welboure et al (1998) is appropriate and
reliable?
Denifition:
According to Welboure et al (1998), employee performance measures were examined: job, career, innovator, team and
organization.
Answer 10:
……………………………………….……………………………………….……………………………………….……………
………………………….……………………………………….……………………………………….…………………………………
Appendix B
…….……………………………………….……………………………………….……………………………………….……………...
Page A-28
Question 11:
Could you please comment on each item of the 3 dimensions of employee performance as detailed below?
Scale for employee performance concept is based on Welboure et al (1998) of 3 dimensions, including 17 items as follows:
Authors Answers the question 11 No. Items
Teamwork: TEA (8 items)
Working witb co-workers and team members, toward success of the firm. Going above the call of duty in one's concern for the firm.
1 Working for the overall good of the company. Welboure et al (1998) ………………………………………………………
………………………………………………………
2 Doing things to promote tbe company. Welboure et al (1998) ………………………………………………………
………………………………………………………
3 Welboure et al (1998) ……………………………………………………… Making sure his/ber work group succeeds.
………………………………………………………
Appendix B
4 Helping so that the company is a good place to be. Welboure et al (1998) ………………………………………………………
Page A-29
………………………………………………………
5 Seeking information from others in his/ber work group. Welboure et al (1998) ………………………………………………………
………………………………………………………
6 Doing things that help others when it's not part of Welboure et al (1998) ………………………………………………………
his/ber job. ………………………………………………………
7 Working as part of a team or work group. Welboure et al (1998) ………………………………………………………
………………………………………………………
8 Responding to the needs of others in his/her work Welboure et al (1998) ………………………………………………………
group. ………………………………………………………
Innovator: INO (6 items)
Appendix B
Creativity and innovation in one's job and the organization as a whole
Page A-30
1 Welboure et al (1998) ……………………………………………………… Working to implement new ideas
………………………………………………………
2 Finding improved ways to do things. Welboure et al (1998) ………………………………………………………
………………………………………………………
3 Welboure et al (1998) ……………………………………………………… Creating better processes and routines.
………………………………………………………
4 Welboure et al (1998) ……………………………………………………… Coming up with new ideas.
………………………………………………………
5 Seeking out career opportunities Welboure et al (1998) ………………………………………………………
………………………………………………………
Appendix B
6 Developing skills needed for his/her future career. Welboure et al (1998) ………………………………………………………
Page A-31
………………………………………………………
Job: JOB (3 items)
Doing things specifically related to one's job description.
1 Welboure et al (1998) ……………………………………………………… Quantity of work output.
………………………………………………………
2 Welboure et al (1998) ……………………………………………………… Quality of work output
………………………………………………………
3 Welboure et al (1998) ……………………………………………………… Accuracy of work.
Appendix B
………………………………………………………
Page A-32
Question 12:
Could you please provide another opinion on the scale of employee performance detailed above?
Answer 12:
……………………………………….……………………………………….……………………………………….……………
………………………….……………………………………….……………………………………….…………………………………
…….……………………………………….……………………………………….……………………………………….……………...
Thank you for your supporting!
Appendix B
*** THE END ***
Page A-33
APPENDIX C:
THE ORGINAL SCALE
1. Employer branding scale: (41 items)
Denifition:
According to Tanwar and Prasad (2016), the employer branding has five-
dimensional structure that includes elements such as training and development,
ethics and corporate social responsibility (CSR), work-life balance, healthy work
atmosphere and compensation and benefits. In particular, the element of
compensation and benefits refers to the aspect of "economic dimension" and the
element of healthy work atmosphere refers to the aspect of "psychological
dimension". This shows that employer branding will help meet the social needs of
employees by providing flexible work policies. In addition, the elements of training
and development, ethics and corporate social responsibility show that employer’s
attitude is reaching both employees and society.
Scale for employer branding concept is based on Tanwar and Prasad (2016)
consisting of 9 dimensions, including 41 items as follows:
No. Items Authors
1. Corporate social responsibility CSR (4 items): This factor reflects the
organization's level of concern in the ethical and social issues of both employees,
society and in general. In particular, if ethics shows organization attitude about
employees and the legal process, CSR is considered the impact of the organization on
society with the purpose to identify and create engagement with new customers
(Tanwar and Prasad, 2016).
Appendix C
In addition, this factor also means that the organization has high ethical standards and
Page A-34
is concerned about environmental protection (Lievens, 2005 cited from Turban et al,
1995). Besides, according to Chauhan and Mahajan (2013), this factor also shows that
employees always have the opportunity to become part of the work in contributing to
the company's core values.
1 My organisation provides insurance coverage for Tanwar and Prasad (2016)
employees and dependents.
2 Humanitarian organisation gives back to the Tanwar and Prasad (2016)
society.
3 Ethical organization with high moral standards Chauhan & Mahajan (2013)
4 My Organization offers the possibility to work in Lievens (2005)
a well-defined structure.
2. Work-Life Balance Satisfaction WLSA (8 items): Besides, according to Lorys
(2017), there are two concepts of work-life balance: work-life balance effectiveness
and work-life balance satisfaction. Accordingly, work-life balance effectiveness
implies that there is uniformity and excellent performance in linking all responsibilities
of each role (work and life) (Caslson et al, 2009). Work-life balance satisfaction is how
employees perceive an important contribution to work and reward when they
accomplish their tasks (Marks & MacDermid, 1996; Rantanen et al., 2011). In other
words, work-life balance satisfaction is the awareness of each individual how to do the
job and the content they perform to achieve an overall balance (Lorys, 2017).
1 I am happy with the fit between my personal life Lorys (2017)
and work life.
2 I am happy with my work-life balance. Lorys (2017)
3 I am satisfied with how much time I spend in Lorys (2017)
both my work and personal life.
4 I am able to accomplish what is expected of me Lorys (2017)
at work and in my personal life.
5 I am happy with the way I divide my attention Lorys (2017)
Appendix C
between work and personal life.
Page A-35
6 I am happy with how I prioritize my work and Lorys (2017)
personal life.
7 I manage demands between my work life and Lorys (2017)
personal life.
8 I am able to balance the demands of my work and Lorys (2017)
personal life.
3. Promotion PRO (5 items): This factor reflects promotion opportunities that the
company provides to employees for their current and future positions (Tanwar and
Prasad, 2016).
In addition, this factor also includes challenging and attractive jobs as well as the
opportunity to use your abilities and satisfy your career goals. (Lievens, 2005 cited
from Turban et al, 1995). In addition, according to Chauhan and Mahajan (2013), this
factor also shows that all employees in the organization are aware of their career
development in the organization.
1 My organisation communicates clear Tanwar and Prasad (2016)
advancement path for its employees.
2 My Organization offers prospects for higher Lievens (2005)
positions.
3 My Organization offers diverse career Lievens (2005)
opportunities.
4 My Organization offers the possibility to build a Lievens (2005)
career.
5 Good reference for your future career. Chauhan & Mahajan (2013)
4. Education EDU (3 items): This factor reflects the skills development activities that
the company provides to employees for their current and future positions (Tanwar and
Prasad, 2016).
Appendix C
1 My organisation provides us training courses. Tanwar and Prasad (2016)
Page A-36
2 My organisation invests heavily in training and Tanwar and Prasad (2016)
development of its employees.
3 My organisation organises various conferences, Tanwar and Prasad (2016)
workshops and training programmes on regular
basis.
5. Behavior-based family interference with work WLBE (7 items): According to
Carlso et al (2000), three forms of work-family conflicts have been identified in theory
including time-based conflict, strain-based conflict and behavior-based conflict.
Behavior-based conflict occurs when a particular behavior required in one role is
incompatible with another (Greenhaus & Beutell, 1985).
1 The behaviors that work for me at home do seem Carlso et al (2000)
to be effective at work.
2 Behavior that is effective and necessary for me at Carlso et al (2000)
home would be effective at work.
3 The problem-solving behavior that work for me Carlso et al (2000)
at home does seem to be as useful at work.
4 The behaviors I perform that make me effective Carlso et al (2000)
at work help me to be a better parent and spouse.
5 Behavior that is effective and necessary for me at Carlso et al (2000)
work would be effective at home.
6 The problem-solving behaviors I use in my job Carlso et al (2000)
are effective in resolving problems at home.
7 Based on feedback from co-workers and Lorys (2017)
family/friends, I effectively accomplish both my
work and personal responsibilities.
6. Travel opportunities TRA (3 items): This factor indicates that the organization has
opportunities to work for leisure as well as an opportunity to experience an outside
Appendix C
social life (Lievens, 2005 cited from Turban et al, 1995).
Page A-37
1 My Organization offers the possibility to do a lot Lievens (2005)
of foreign assignments.
2 My organization offers the possibility to travel a Lievens (2005)
lot.
3 My Organization offers the possibility to see a lot Lievens (2005)
of the world.
7. Time-based work interference with family WLTI (5 items): According to Carlso
et al (2000), three forms of work-family conflicts have been identified in theory
including time-based conflict, strain-based conflict and behavior-based conflict. In
particular, the time-based conflict can occur when the time spent contributing to one
role makes it difficult to perform another role.
1 The time I must not devote to my job keeps me Carlso et al (2000)
from participating equally in household
responsibilities and activities.
2 My work doesn’t keep me from my family Carlso et al (2000)
activities more than I would like.
3 I haven’t to miss family activities due to the Carlso et al (2000)
amount of time I must spend on work
responsibilities.
4 The time I spend on family responsibilities often Carlso et al (2000)
don’t interfere with my work responsibilities.
5 The time I spend with my family often don’t Carlso et al (2000)
causes me not to spend time in activities at work
that could be helpful to my career.
8. Teamwork GRO (3 items): This factor reflects the level of friendliness and stress-
free in the work environment as well as the teamwork spirit among employees. The
atmosphere of each organization is unique and can be used as an employee value
Appendix C
proposition (EVP) of the company to distinguish it from other companies (Tanwar and
Page A-38
Prasad, 2016).
In addition, this factor can be understood that the organization has warm co-wokers
who are people with social tendencies, warmth and friendliness (Lievens, 2005 cited
from Turban et al, 1995). Besides, according to Chauhan and Mahajan (2013), this
factor also presents an opportunity to have inter-departmental experiences with each
other.
1 My organisation offers opportunity to work in Tanwar and Prasad (2016)
teams.
2 My Organization offers the possibility to work Lievens (2005)
together with different people.
3 My organization offers the possibility to enjoy a Lievens (2005)
group atmosphere.
9. Strain-based family interference with work WLST (3 items): According to
Carlso et al (2000), three forms of work-family conflicts have been identified in theory
including time-based conflict, strain-based conflict and behavior-based conflict. The
strain-based conflict suggests that strain experienced in one role re-invades and impacts
on taking on another role.
1 Although I am often stressed from family Carlso et al (2000)
responsibilities, I have a hard time concentrating
on my work.
2 Tension and anxiety from my family life often Carlso et al (2000)
don’t weaken my ability to do my job.
3 In spite of stress at home, I am not often Carlso et al (2000)
Appendix C
preoccupied with family matters at work.
Page A-39
2. Employer attractiveness: (15 items)
Denifition:
According to Berthon et al (2005), Employer Attractiveness is an
organization’s benefit realized by potential candidates as a special ogranization to
work in such as interesting value, economic value, social value, developmental
value and application value.
Scale for employee engagement concept is based on Berthon et al (2005)
consisting of 5 dimensions, including 15 items as follows:
No. Items Authors
1. Social value (5 items): This factor reflects the extent to which an individual is
attracted to the employer through providing a fun, happy working environment, good
working relationship and a team atmosphere (Berthon et al, 2005).
1 Having a good relationship with your colleagues. Berthon et al (2005)
2 Supportive and encouraging colleagues. Berthon et al (2005)
3 Having a good relationship with your superiors. Berthon et al (2005)
4 Happy work environment. Berthon et al (2005)
5 A fun working environment. Berthon et al (2005)
2. Developmental value (4 items): This factor reflects the extent to which an
individual is attracted to the employer by providing recognition, confidence,
engagement with professional experience, and a foundation for future growth (Berthon
et al, 2005).
1 Feeling good about yourself as a result of working for a Berthon et al (2005)
Appendix C
particular organization.
Page A-40
2 Feeling more self-confident as a result of working for a Berthon et al (2005)
particular organization.
3 A springboard for future employment. Berthon et al (2005)
4 Gaining career-enhancing experience. Berthon et al (2005)
3. Application value (3 items): This factor reflects the extent to which an individual is
attracted to the employer by providing an opportunity for employees to apply what they
learn to teach others in an environment that is customer-oriented and humanitarian
(Berthon et al, 2005).
1 Opportunity to teach others what you have learned. Berthon et al (2005)
2 Opportunity to apply what was learned at a tertiary Berthon et al (2005)
institution.
3 Acceptance and belonging. Berthon et al (2005)
4. Safety Value SAF (1 items): This factor reflects the extent to which an individual is
attracted to job security (Berthon et al, 2005).
1 Job security within the organization. Berthon et al (2005)
Sự an toàn trong công việc luôn được bảo đảm trong tổ
chức tôi làm việc.
5. Economic value (2 items): This factor reflects the extent to which an individual is
attracted to the employer by providing an high average of salary, compensation
package (Berthon et al, 2005).
1 An above average basic salary. Berthon et al (2005)
Appendix C
2 An attractive overall compensation package. Berthon et al (2005)
Page A-41
3. Employee engagement scale: (16 items)
Denifition:
In addition, according to Al Mehrzi and Singh (2016), engagement is a
positive, meaningful and motivational attitude. Characteristics of this concept are
vigor, dedication and absorption; in which, (i) vigor as a high level of energy,
resilience and the desire to strive and never give up in the face of challenges; (ii)
dedication worth feeling, enthusiasm, value and challenge; (iii) absorption as the
property acquired during focusing for a certain task (Schaufeli et al, 2002).
Scale for employee engagement concept is based on Schaufeli et al (2002)
consisting of 3 dimensions, including 16 items as follows:
No. Items Authors
1. Dedication DED (6 items): This factor reflects the ability to perceive significance,
enthusiasm, inspiration, pride, and challenge (Schaufeli et al, 2002).
1 To me, I am enthusiastic about my job. Schaufeli et al (2002)
2 To me, I am proud on the work that I do. Schaufeli et al (2002)
3 To me, my job inspires me. Schaufeli et al (2002)
4 To me, I find the work that I do full of meaning and Schaufeli et al (2002)
purpose.
5 I feel happy when I am working intensely. Schaufeli et al (2002)
6 When I get up in the morning, I feel like going to work. Schaufeli et al (2002)
2. Vigor: VIG (5 items): This factor reflects a high level of energy and mental
resilience at work. At the same time, willing to invest effort in work and be persistent
even when facing difficulties (Schaufeli et al, 2002).
Appendix C
1 At my job, I am mentally. Schaufeli et al (2002)
Page A-42
2 At my work I always persevere, even when things do Schaufeli et al (2002)
not go well.
3 I can continue working for very long periods at a time. Schaufeli et al (2002)
4 At my job, I am very resilient. Schaufeli et al (2002)
5 At my job I feel strong and vigorous. Schaufeli et al (2002)
3. Absorption: ABS (5 items): This factor reflects the high level of concentration and
deeply engrosses in work. Therefore, employees feel that time passes quickly and
easily to overcome difficulties when encountering (Schaufeli et al, 2002).
1 When I am working, I forget everything else around Schaufeli et al (2002)
me.
2 It is difficult to detach myself from my job. Schaufeli et al (2002)
3 Time flies when I am working. Schaufeli et al (2002)
4 I am immersed in my work. Schaufeli et al (2002)
5 I get carried away when I am working. Schaufeli et al (2002)
4. Employee performance: (17 items)
Denifition:
According to Welboure et al (1998), employee performance measures were
examined: job, career, innovator, team and organization.
Scale for employee performance concept is based on Welboure et al (1998)
consisting of of 3 dimensions, including 17 items as follows:
No. Items Authors
1. Teamwork TEA (8 items): Working witb co-workers and team members, toward
success of the firm. Going above the call of duty in one's concern for the firm.
1 Working for the overall good of the company. Welboure et al
Appendix C
(1998)
Page A-43
2 Doing things to promote tbe company. Welboure et al
(1998)
3 Welboure et al Making sure his/ber work group succeeds.
(1998)
4 Helping so that the company is a good place to be. Welboure et al
(1998)
5 Seeking information from others in his/ber work Welboure et al
group. (1998)
6 Doing things that help others when it's not part of Welboure et al
his/ber job. (1998)
7 Working as part of a team or work group. Welboure et al
(1998)
8 Responding to the needs of others in his/her work Welboure et al
group. (1998)
2. Innovator INO (6 items): Creativity and innovation in one's job and the
organization as a whole
1 Working to implement new ideas. Welboure et al
(1998)
2 Finding improved ways to do things. Welboure et al
(1998)
3 Welboure et al Creating better processes and routines.
(1998)
4 Welboure et al Coming up with new ideas.
(1998)
5 Seeking out career opportunities. Welboure et al
(1998)
6 Developing skills needed for his/her future career. Welboure et al
Appendix C
(1998)
Page A-44
3. Job JOB (3 items): Doing things specifically related to one's job description.
Welboure et al 1 Quantity of work output.
(1998)
Welboure et al 2 Quality of work output.
(1998)
Welboure et al 3 Accuracy of work.
Appendix C
(1998)
Page A-45
APPENDIX D:
THE EXPERT 1 INTERVIEW RECORD
1. General information:
1.1 Date: 7/8/2019
1.2 Place: Open University of Ho Chi Minh City (97, Vo Van Tan, Ward 6, District 3, HCMC)
1.3 Type: One-on-one interview.
1.4 Interviewer: Nguyen Vinh Luan
1.5 Interviewee: Expert 1
2. Introduction:
My name is Nguyen Vinh Luan and I am a graduate student in Business Administration Faculty of Open University
of Ho Chi Minh City. Currently, I am doing a research thesis on the relationship between employer branding, employer
attractiveness, employee engagement and employee performance. My main analytical method is expected to be PLS-SEM and
the data will be collected by questionnaire survey method with 5-level likert scale.
With the above goal, I have relied on previous studies and scales to design the scale of the four concepts above
(employer branding, employer attractiveness, employee engagement and employee performance) to perform data collection
and measurement. In order to make the scale accurate, general and relevant to the context in Vietnam, I would like to
interview you as an expert in this field to help improve the scale before proceeding survey.
We hope to receive the help of you.
Appendix D
Thank you so much!
Page A-46
3. Questions:
Question 1:
Would you like tell if the definition of employer branding and scale inheritance of Tanwar and Prasad (2016) is
appropriate and reliable?
3.1 Employer branding: (41 items)
Denifition: According to Tanwar and Prasad (2016), the employer branding has five-dimensional structure that
includes elements such as training and development, ethics and corporate social responsibility (CSR), work-life balance,
healthy work atmosphere and compensation and benefits. In particular, the element of compensation and benefits refers to the
aspect of "economic dimension" and the element of healthy work atmosphere refers to the aspect of "psychological
dimension". This shows that employer branding will help meet the social needs of employees by providing flexible work
policies. In addition, the elements of training and development, ethics and corporate social responsibility show that
employer’s attitude is reaching both employees and society.
Answer 1:
Definition and scale of employer branding by Tanwar and Prasad (2016) is consistent with the research context of the
Appendix D
thesis.
Page A-47
Question 2:
Could you please comment on each item of the 9 dimensions of employer branding as detailed below?
Scale for employer branding concept is based on Tanwar and Prasad (2016) consisting of 9 dimensions, including 41
items as follows:
No. Items Authors Answers the question 2
1. Corporate social responsibility (4 items): CSR
This factor reflects the organization's level of concern in the ethical and social issues of both employees, society and in general. In
particular, if ethics shows organization attitude about employees and the legal process, CSR is considered the impact of the
organization on society with the purpose to identify and create engagement with new customers (Tanwar and Prasad, 2016).
In addition, this factor also means that the organization has high ethical standards and is concerned about environmental protection
(Lievens, 2005 cited from Turban et al, 1995). Besides, according to Chauhan and Mahajan (2013), this factor also shows that
employees always have the opportunity to become part of the work in contributing to the company's core values.
1 Tanwar and Prasad (2016) Reasonable My organisation provides insurance coverage for
employees and dependents.
Appendix D
2 Humanitarian organisation gives back to the society. Tanwar and Prasad (2016) Reasonable
Page A-48
3 Ethical organization with high moral standards Chauhan & Mahajan (2013) Reasonable
4 My Organization offers the possibility to work in a Lievens (2005) Reasonable
well-defined structure.
2. Work-Life Balance Satisfaction (8 items): WLSA
Besides, according to Lorys (2017), there are two concepts of work-life balance: work-life balance effectiveness and work-life
balance satisfaction. Accordingly, work-life balance effectiveness implies that there is uniformity and excellent performance in
linking all responsibilities of each role (work and life) (Caslson et al, 2009). Work-life balance satisfaction is how employees
perceive an important contribution to work and reward when they accomplish their tasks (Marks & MacDermid, 1996; Rantanen et
al., 2011). In other words, work-life balance satisfaction is the awareness of each individual how to do the job and the content they
perform to achieve an overall balance (Lorys, 2017).
1 Lorys (2017) Reasonable I am happy with the fit between my personal life and
work life.
2 I am happy with my work-life balance. Lorys (2017) Reasonable
3 Lorys (2017) Reasonable I am satisfied with how much time I spend in both my
work and personal life.
Appendix D
4 Lorys (2017) Reasonable I am able to accomplish what is expected of me at
work and in my personal life.
Page A-49
5 Lorys (2017) Reasonable I am happy with the way I divide my attention between
work and personal life.
6 Lorys (2017) Reasonable I am happy with how I prioritize my work and personal
life.
7 Lorys (2017) Reasonable I manage demands between my work life and personal
life.
8 Lorys (2017) Reasonable I am able to balance the demands of my work and
personal life.
3. Promotion (5 items): → Dựa nhiều vào Lievens
This factor reflects promotion opportunities that the company provides to employees for their current and future positions (Tanwar
and Prasad, 2016).
In addition, this factor also includes challenging and attractive jobs as well as the opportunity to use your abilities and satisfy your
career goals. (Lievens, 2005 cited from Turban et al, 1995). In addition, according to Chauhan and Mahajan (2013), this factor also
shows that all employees in the organization are aware of their career development in the organization.
1 My organisation communicates clear advancement Tanwar and Prasad (2016) Reasonable
path for its employees.
Appendix D
2 My Organization offers prospects for higher positions. Lievens (2005) Reasonable
Page A-50
3 My Organization offers diverse career opportunities. Lievens (2005) Reasonable
4 My Organization offers the possibility to build a Lievens (2005) Reasonable
career.
5 Good reference for your future career. Chauhan & Mahajan (2013) Reasonable
4. Education: EDU (3 items)
This factor reflects the skills development activities that the company provides to employees for their current and future positions
(Tanwar and Prasad, 2016).
1 My organisation provides us training courses. Tanwar and Prasad (2016) Reasonable
2 My organisation invests heavily in training and Tanwar and Prasad (2016) Reasonable
development of its employees.
3 My organisation organises various conferences, Tanwar and Prasad (2016) Reasonable
workshops and training programmes on regular basis.
5. Behavior-based family interference with work: WLBE (7 items)
Appendix D
According to Carlso et al (2000), three forms of work-family conflicts have been identified in theory including time-based conflict,
Page A-51
strain-based conflict and behavior-based conflict. Behavior-based conflict occurs when a particular behavior required in one role is
incompatible with another (Greenhaus & Beutell, 1985).
1 Carlso et al (2000) Reasonable
The behaviors that work for me at home do seem to be
effective at work.
2 Carlso et al (2000) Reasonable Behavior that is effective and necessary for me at
home would be effective at work.
3 Carlso et al (2000) Reasonable
The problem-solving behavior that work for me at
home does seem to be as useful at work.
4 Carlso et al (2000) Reasonable The behaviors I perform that make me effective at
work help me to be a better parent and spouse.
5 Carlso et al (2000) Reasonable
Behavior that is effective and necessary for me at work
would be effective at home.
6 Carlso et al (2000) Reasonable
The problem-solving behaviors I use in my job are
effective in resolving problems at home.
on feedback co-workers from 7 Lorys (2017) Reasonable
Appendix D
and
Based
family/friends, I effectively accomplish both my work
and personal responsibilities.
Page A-52
6. Travel opportunities (3 items):
This factor indicates that the organization has opportunities to work for leisure as well as an opportunity to experience an outside
social life (Lievens, 2005 cited from Turban et al, 1995).
1 My Organization offers the possibility to do a lot of Lievens (2005) Reasonable
foreign assignments.
2 My organization offers the possibility to travel a lot. Reasonable Lievens (2005)
3 My Organization offers the possibility to see a lot of Lievens (2005) Reasonable
the world.
7. Time-based work interference with family: WLTI (5 items)
According to Carlso et al (2000), three forms of work-family conflicts have been identified in theory including time-based conflict,
strain-based conflict and behavior-based conflict. In particular, the time-based conflict can occur when the time spent contributing to
one role makes it difficult to perform another role.
1 Carlso et al (2000) Reasonable
Appendix D
The time I must not devote to my job keeps me from
participating equally in household responsibilities and
activities.
Page A-53
2 Carlso et al (2000) Reasonable
My work doesn’t keep me from my family activities
more than I would like.
3 Carlso et al (2000) Reasonable I haven’t to miss family activities due to the amount of
time I must spend on work responsibilities.
4 Carlso et al (2000) Reasonable The time I spend on family responsibilities often don’t
interfere with my work responsibilities.
5 Carlso et al (2000) Reasonable
The time I spend with my family often don’t causes me
not to spend time in activities at work that could be
helpful to my career.
8. Teamwork: GRO (3 items)
This factor reflects the level of friendliness and stress-free in the work environment as well as the teamwork spirit among employees.
The atmosphere of each organization is unique and can be used as an employee value proposition (EVP) of the company to
distinguish it from other companies (Tanwar and Prasad, 2016).
In addition, this factor can be understood that the organization has warm co-wokers who are people with social tendencies, warmth
and friendliness (Lievens, 2005 cited from Turban et al, 1995). Besides, according to Chauhan and Mahajan (2013), this factor also
presents an opportunity to have inter-departmental experiences with each other.
1 My organisation offers opportunity to work in teams. Tanwar and Prasad (2016) Reasonable
Appendix D
2 My Organization offers the possibility to work together Lievens (2005) Reasonable
Page A-54
with different people.
3 My organization offers the possibility to enjoy a group Lievens (2005) Reasonable
atmosphere.
9. Strain-based family interference with work: WLST (3 items)
According to Carlso et al (2000), three forms of work-family conflicts have been identified in theory including time-based conflict,
strain-based conflict and behavior-based conflict. The strain-based conflict suggests that strain experienced in one role re-invades
and impacts on taking on another role.
I am often stressed from Carlso et al (2000) Reasonable 1
Although
family
responsibilities, I have a hard time concentrating on
my work.
Carlso et al (2000) Reasonable 2 Tension and anxiety from my family life often don’t
weaken my ability to do my job.
Carlso et al (2000) Reasonable 3
Appendix D
In spite of stress at home, I am not often preoccupied
with family matters at work.
Page A-55
Question 3:
Could you please provide another opinion on the scale of employer branding detailed above?
Answer 3:
In addition to the above agreed opinions, I have some additional comments as follows:
• For Employer branding scale:
- CSR: There is a need for additional organization legal compliance as this is CSR related (1).
- Promotion: There is a need to add an element of equity in staff development (2).
- Education:
+ Need to add annual short training courses to employee (3).
+ Mention additional factors of training quality (4).
- Teamwork: Need to add teamwork spirit which is always recommended in the organization (5).
- Besides teamwork, you need to add a dimension "Supporting" (6).
For example:
+ Harmonious coordination between members in the organization (7)
Appendix D
+ Assert that members of an organization are united (8).
Page A-56
3.2 Employer Atractiveness: (15 items)
Question 4:
Would you like tell if the definition of employer attractiveness and scale inheritance of Berthon et al (2005) is
appropriate and reliable?
Denifition:
According to Berthon et al (2005), Employer Attractiveness is an organization’s benefit realized by potential candidates as
a special ogranization to work in such as interesting value, economic value, social value, developmental value and application
value.
Answer 4:
Definition and scale of employer attractives by Berthon et al (2005) is consistent with the research context of the
Appendix D
thesis.
Page A-57
Question 5:
Could you please comment on each item of the 5 dimensions of employer attractiveness as detailed below?
Scale for employee engagement concept is based on Berthon et al (2005) consisting of 5 dimensions, including 15
items as follows:
No. Items Authors Answers the question 5
1. Social value (5 items):
This factor reflects the extent to which an individual is attracted to the employer through providing a fun, happy working
environment, good working relationship and a team atmosphere (Berthon et al, 2005).
Having a good relationship with your colleagues. Berthon et al (2005) 1 Reasonable
Supportive and encouraging colleagues. Berthon et al (2005) 2 Reasonable
Having a good relationship with your superiors. Berthon et al (2005) 3 Reasonable
Happy work environment. Berthon et al (2005) 4 Reasonable
Appendix D
A fun working environment. Berthon et al (2005) 5 Reasonable
Page A-58
2. Developmental value (4 items):
This factor reflects the extent to which an individual is attracted to the employer by providing recognition, confidence, engagement
with professional experience, and a foundation for future growth (Berthon et al, 2005).
1 Feeling good about yourself as a result of working for a Reasonable Berthon et al (2005)
particular organization.
2 Feeling more self-confident as a result of working for a Reasonable Berthon et al (2005)
particular organization.
3 A springboard for future employment. Reasonable Berthon et al (2005)
4 Gaining career-enhancing experience. Reasonable Berthon et al (2005)
3. Application value (3 items):
This factor reflects the extent to which an individual is attracted to the employer by providing an opportunity for employees to apply
what they learn to teach others in an environment that is customer-oriented and humanitarian (Berthon et al, 2005).
1 Opportunity to teach others what you have learned. Berthon et al (2005) Reasonable
2 Opportunity to apply what was learned at a tertiary Berthon et al (2005) Reasonable
Appendix D
institution.
Page A-59
3 Acceptance and belonging. Berthon et al (2005) Reasonable
4. Safety Value: SAF (1 items)
This factor reflects the extent to which an individual is attracted to job security (Berthon et al, 2005).
1 Job security within the organization. Berthon et al (2005) Reasonable
5. Economic value (2 items):
This factor reflects the extent to which an individual is attracted to the employer by providing an high average of salary,
compensation package (Berthon et al, 2005).
An above average basic salary. Reasonable 1 Berthon et al (2005)
Appendix D
An attractive overall compensation package. Berthon et al (2005) Reasonable 2
Page A-60
Question 6:
Could you please provide another opinion on the scale of employer attractivenss detailed above?
Answer 6:
• For Employer attractiveness scale:
- Social value: Additional content, members of the organization are always linked together (9)
- Development value: Need to add authorization activities for employees (10).
- Application value: Need additional opportunities to share personal experiences with colleagues (11).
- Safety value: More detailed occupational safety content is required at all activities (12).
3.3 Employee engagement: (16 items)
Question 7:
Would you like tell if the definition of employee engagement and scale inheritance of Schaufeli et al (2002) is
appropriate and reliable?
Denifition:
In addition, according to Al Mehrzi and Singh (2016), engagement is a positive, meaningful and motivational attitude.
Characteristics of this concept are vigor, dedication and absorption; in which, (i) vigor as a high level of energy, resilience
and the desire to strive and never give up in the face of challenges; (ii) dedication worth feeling, enthusiasm, value and
Appendix D
challenge; (iii) absorption as the property acquired during focusing for a certain task (Schaufeli et al, 2002).
Page A-61
Answer 7:
Definition and scale of employee engagement by Schaufeli et al (2002) is consistent with the research context of the
thesis.
Question 8:
Could you please comment on each item of the 5 dimensions of employee engagement as detailed below?
Scale for employee engagement concept is based on Schaufeli et al (2002) consisting of 3 dimensions, including 16
items as follows:
No. Items Authors Answers the question 8
Dedication: DED (6 items)
This factor reflects the ability to perceive significance, enthusiasm, inspiration, pride, and challenge (Schaufeli et al, 2002).
1 Reasonable Schaufeli et al (2002) To me, I am enthusiastic about my job.
2 To me, I am proud on the work that I do. Reasonable Schaufeli et al (2002)
Appendix D
3 Reasonable Schaufeli et al (2002) To me, my job inspires me.
Page A-62
4 To me, I find the work that I do full of meaning and Reasonable Schaufeli et al (2002)
purpose.
5 I feel happy when I am working intensely. Reasonable Schaufeli et al (2002)
6 When I get up in the morning, I feel like going to work. Schaufeli et al (2002) Reasonable
Vigor: VIG (5 items)
This factor reflects a high level of energy and mental resilience at work. At the same time, willing to invest effort in work and be
persistent even when facing difficulties (Schaufeli et al, 2002).
1 At my job, I am mentally. Schaufeli et al (2002) Reasonable
2 At my work I always persevere, even when things do not Schaufeli et al (2002) Reasonable
go well.
3 I can continue working for very long periods at a time. Schaufeli et al (2002) Reasonable
4 At my job, I am very resilient. Schaufeli et al (2002) Reasonable
Appendix D
5 Reasonable Schaufeli et al (2002) At my job I feel strong and vigorous.
Page A-63
Absorption: ABS (5 items)
This factor reflects the high level of concentration and deeply engrosses in work. Therefore, employees feel that time passes quickly
and easily to overcome difficulties when encountering (Schaufeli et al, 2002).
1 Reasonable When I am working, I forget everything else around me. Schaufeli et al (2002)
2 Reasonable Schaufeli et al (2002) It is difficult to detach myself from my job.
3 Reasonable Schaufeli et al (2002) Time flies when I am working.
4 I am immersed in my work. Reasonable Schaufeli et al (2002)
5 Reasonable Schaufeli et al (2002) I get carried away when I am working.
Question 9:
Could you please provide another opinion on the scale of employee engagement detailed above?
Answer 9:
• For Employee engagement scale:
Appendix D
- Vigor: Need to add employee content ready to face the challenges of the job (13).
Page A-64
3.4 Employee performance: (17 items)
Question 10:
Would you like tell if the definition of employee performance and scale inheritance of Welboure et al (1998) is
appropriate and reliable?
Denifition:
According to Welboure et al (1998), employee performance measures were examined: job, career, innovator, team and
organization.
Answer 10:
Definition and scale of employee performance by Welboure et al (1998) is consistent with the research context of the
Appendix D
thesis.
Page A-65
Question 11:
Could you please comment on each item of the 3 dimensions of employee performance as detailed below?
Scale for employee performance concept is based on Welboure et al (1998) of 3 dimensions, including 17 items as
follows:
Authors Answers the question 11 No. Items
Teamwork: TEA (8 items)
Working witb co-workers and team members, toward success of the firm. Going above the call of duty in one's concern for the firm.
1 Working for the overall good of the company. Welboure et al (1998) Reasonable
2 Doing things to promote tbe company. Welboure et al (1998) Reasonable
3 Welboure et al (1998) Reasonable Making sure his/ber work group succeeds.
4 Helping so that the company is a good place to be. Welboure et al (1998) Reasonable
5 Seeking information from others in his/ber work group. Welboure et al (1998) Reasonable
6 Doing things that help others when it's not part of Welboure et al (1998) Reasonable
Appendix D
his/ber job.
Page A-66
7 Working as part of a team or work group. Welboure et al (1998) Reasonable
8 Responding to the needs of others in his/her work Welboure et al (1998) Reasonable
group.
Innovator: INO (6 items)
Creativity and innovation in one's job and the organization as a whole
1 Welboure et al (1998) Reasonable Working to implement new ideas
2 Finding improved ways to do things. Welboure et al (1998) Reasonable
3 Welboure et al (1998) Reasonable Creating better processes and routines.
4 Welboure et al (1998) Reasonable Coming up with new ideas.
5 Seeking out career opportunities Welboure et al (1998) Reasonable
6 Developing skills needed for his/her future career. Welboure et al (1998) Reasonable
Job: JOB (3 items)
Appendix D
Doing things specifically related to one's job description.
Page A-67
Welboure et al (1998) Reasonable 1 Quantity of work output.
Welboure et al (1998) Reasonable 2 Quality of work output
Welboure et al (1998) Reasonable 3 Accuracy of work.
Question 12:
Could you please provide another opinion on the scale of employee performance detailed above?
Answer 12:
No, I have no other opinion.
Appendix D
*** THE END ***
Page A-68
APPENDIX E:
THE EXPERT 2 INTERVIEW RECORD
1. General information:
3.5 Date: 10/8/2019
3.6 Place: Online
3.7 Type: Telephone and E-mail internet interview.
3.8 Interviewer: Nguyen Vinh Luan
3.9 Interviewee: Expert 2
2. Introduction:
My name is Nguyen Vinh Luan and I am a graduate student in Business Administration Faculty of Open University
of Ho Chi Minh City. Currently, I am doing a research thesis on the relationship between employer branding, employer
attractiveness, employee engagement and employee performance. My main analytical method is expected to be PLS-SEM and
the data will be collected by questionnaire survey method with 5-level likert scale.
With the above goal, I have relied on previous studies and scales to design the scale of the four concepts above
(employer branding, employer attractiveness, employee engagement and employee performance) to perform data collection
and measurement. In order to make the scale accurate, general and relevant to the context in Vietnam, I would like to
interview you as an expert in this field to help improve the scale before proceeding survey.
We hope to receive the help of you.
Appendix E
Thank you so much!
Page A-69
3. Questions:
Question 1:
Would you like tell if the definition of employer branding and scale inheritance of Tanwar and Prasad (2016) is
appropriate and reliable?
3.1 Employer branding: (41 items)
Denifition: According to Tanwar and Prasad (2016), the employer branding has five-dimensional structure that
includes elements such as training and development, ethics and corporate social responsibility (CSR), work-life balance,
healthy work atmosphere and compensation and benefits. In particular, the element of compensation and benefits refers to the
aspect of "economic dimension" and the element of healthy work atmosphere refers to the aspect of "psychological
dimension". This shows that employer branding will help meet the social needs of employees by providing flexible work
policies. In addition, the elements of training and development, ethics and corporate social responsibility show that
employer’s attitude is reaching both employees and society.
Answer 1:
Definition and scale of employer branding by Tanwar and Prasad (2016) is consistent with the research context of the
Appendix E
thesis.
Page A-70
Question 2:
Could you please comment on each item of the 9 dimensions of employer branding as detailed below?
Scale for employer branding concept is based on Tanwar and Prasad (2016) consisting of 9 dimensions, including 41
items as follows:
No. Items Authors Answers the question 2
1. Corporate social responsibility (4 items): CSR
This factor reflects the organization's level of concern in the ethical and social issues of both employees, society and in general. In
particular, if ethics shows organization attitude about employees and the legal process, CSR is considered the impact of the
organization on society with the purpose to identify and create engagement with new customers (Tanwar and Prasad, 2016).
In addition, this factor also means that the organization has high ethical standards and is concerned about environmental protection
(Lievens, 2005 cited from Turban et al, 1995). Besides, according to Chauhan and Mahajan (2013), this factor also shows that
employees always have the opportunity to become part of the work in contributing to the company's core values.
1 Tanwar and Prasad (2016) Reasonable My organisation provides insurance coverage for
employees and dependents.
Appendix E
2 Humanitarian organisation gives back to the society. Tanwar and Prasad (2016) Reasonable
Page A-71
3 Ethical organization with high moral standards Chauhan & Mahajan (2013) Reasonable
4 My Organization offers the possibility to work in a Lievens (2005) Reasonable
well-defined structure.
2. Work-Life Balance Satisfaction (8 items): WLSA
Besides, according to Lorys (2017), there are two concepts of work-life balance: work-life balance effectiveness and work-life
balance satisfaction. Accordingly, work-life balance effectiveness implies that there is uniformity and excellent performance in
linking all responsibilities of each role (work and life) (Caslson et al, 2009). Work-life balance satisfaction is how employees
perceive an important contribution to work and reward when they accomplish their tasks (Marks & MacDermid, 1996; Rantanen et
al., 2011). In other words, work-life balance satisfaction is the awareness of each individual how to do the job and the content they
perform to achieve an overall balance (Lorys, 2017).
1 Lorys (2017) Reasonable I am happy with the fit between my personal life and
work life.
2 I am happy with my work-life balance. Lorys (2017) Reasonable
3 Lorys (2017) Reasonable I am satisfied with how much time I spend in both my
work and personal life.
Appendix E
4 Lorys (2017) Reasonable I am able to accomplish what is expected of me at
work and in my personal life.
Page A-72
5 Lorys (2017) Reasonable I am happy with the way I divide my attention between
work and personal life.
6 Lorys (2017) Reasonable I am happy with how I prioritize my work and personal
life.
7 Lorys (2017) Reasonable I manage demands between my work life and personal
life.
8 Lorys (2017) Reasonable I am able to balance the demands of my work and
personal life.
3. Promotion (5 items): → Dựa nhiều vào Lievens
This factor reflects promotion opportunities that the company provides to employees for their current and future positions (Tanwar
and Prasad, 2016).
In addition, this factor also includes challenging and attractive jobs as well as the opportunity to use your abilities and satisfy your
career goals. (Lievens, 2005 cited from Turban et al, 1995). In addition, according to Chauhan and Mahajan (2013), this factor also
shows that all employees in the organization are aware of their career development in the organization.
1 My organisation communicates clear advancement Tanwar and Prasad (2016) Reasonable
path for its employees.
Appendix E
2 My Organization offers prospects for higher positions. Lievens (2005) Reasonable
Page A-73
3 My Organization offers diverse career opportunities. Lievens (2005) Reasonable
4 My Organization offers the possibility to build a Lievens (2005) Reasonable
career.
5 Good reference for your future career. Chauhan & Mahajan (2013) Reasonable
4. Education: EDU (3 items)
This factor reflects the skills development activities that the company provides to employees for their current and future positions
(Tanwar and Prasad, 2016).
1 My organisation provides us training courses. Tanwar and Prasad (2016) Reasonable
2 My organisation invests heavily in training and Tanwar and Prasad (2016) Reasonable
development of its employees.
3 My organisation organises various conferences, Tanwar and Prasad (2016) Reasonable
workshops and training programmes on regular basis.
5. Behavior-based family interference with work: WLBE (7 items)
Appendix E
According to Carlso et al (2000), three forms of work-family conflicts have been identified in theory including time-based conflict,
Page A-74
strain-based conflict and behavior-based conflict. Behavior-based conflict occurs when a particular behavior required in one role is
incompatible with another (Greenhaus & Beutell, 1985).
1 Carlso et al (2000) Reasonable
The behaviors that work for me at home do seem to be
effective at work.
2 Carlso et al (2000) Reasonable Behavior that is effective and necessary for me at
home would be effective at work.
3 Carlso et al (2000) Reasonable
The problem-solving behavior that work for me at
home does seem to be as useful at work.
4 Carlso et al (2000) Reasonable The behaviors I perform that make me effective at
work help me to be a better parent and spouse.
5 Carlso et al (2000) Reasonable
Behavior that is effective and necessary for me at work
would be effective at home.
6 Carlso et al (2000) Reasonable
The problem-solving behaviors I use in my job are
effective in resolving problems at home.
on feedback co-workers from 7 Lorys (2017) Reasonable
Appendix E
and
Based
family/friends, I effectively accomplish both my work
and personal responsibilities.
Page A-75
6. Travel opportunities (3 items):
This factor indicates that the organization has opportunities to work for leisure as well as an opportunity to experience an outside
social life (Lievens, 2005 cited from Turban et al, 1995).
1 My Organization offers the possibility to do a lot of Lievens (2005) Reasonable
foreign assignments.
2 My organization offers the possibility to travel a lot. Reasonable Lievens (2005)
3 My Organization offers the possibility to see a lot of Lievens (2005) Reasonable
the world.
7. Time-based work interference with family: WLTI (5 items)
According to Carlso et al (2000), three forms of work-family conflicts have been identified in theory including time-based conflict,
strain-based conflict and behavior-based conflict. In particular, the time-based conflict can occur when the time spent contributing to
one role makes it difficult to perform another role.
1 Carlso et al (2000) Reasonable
Appendix E
The time I must not devote to my job keeps me from
participating equally in household responsibilities and
activities.
Page A-76
2 Carlso et al (2000) Reasonable
My work doesn’t keep me from my family activities
more than I would like.
3 Carlso et al (2000) Reasonable I haven’t to miss family activities due to the amount of
time I must spend on work responsibilities.
4 Carlso et al (2000) Reasonable The time I spend on family responsibilities often don’t
interfere with my work responsibilities.
5 Carlso et al (2000) Reasonable
The time I spend with my family often don’t causes me
not to spend time in activities at work that could be
helpful to my career.
8. Teamwork: GRO (3 items)
This factor reflects the level of friendliness and stress-free in the work environment as well as the teamwork spirit among employees.
The atmosphere of each organization is unique and can be used as an employee value proposition (EVP) of the company to
distinguish it from other companies (Tanwar and Prasad, 2016).
In addition, this factor can be understood that the organization has warm co-wokers who are people with social tendencies, warmth
and friendliness (Lievens, 2005 cited from Turban et al, 1995). Besides, according to Chauhan and Mahajan (2013), this factor also
presents an opportunity to have inter-departmental experiences with each other.
1 My organisation offers opportunity to work in teams. Tanwar and Prasad (2016) Reasonable
Appendix E
2 My Organization offers the possibility to work together Lievens (2005) Reasonable
Page A-77
with different people.
3 My organization offers the possibility to enjoy a group Lievens (2005) Reasonable
atmosphere.
9. Strain-based family interference with work: WLST (3 items)
According to Carlso et al (2000), three forms of work-family conflicts have been identified in theory including time-based conflict,
strain-based conflict and behavior-based conflict. The strain-based conflict suggests that strain experienced in one role re-invades
and impacts on taking on another role.
I am often stressed from Carlso et al (2000) Reasonable 1
Although
family
responsibilities, I have a hard time concentrating on
my work.
Carlso et al (2000) Reasonable 2 Tension and anxiety from my family life often don’t
weaken my ability to do my job.
Carlso et al (2000) Reasonable 3
Appendix E
In spite of stress at home, I am not often preoccupied
with family matters at work.
Page A-78
Question 3:
Could you please provide another opinion on the scale of employer branding detailed above?
Answer 3:
In addition to the above agreed opinions, I have some additional comments as follows:
• For Employer branding scale:
- CSR: Adding protection of the environment is required as this content is CSR related. (1).
- Education: Need additional content about the quality of training courses (2)
3.2 Employer Atractiveness: (15 items)
Question 4:
Would you like tell if the definition of employer attractiveness and scale inheritance of Berthon et al (2005) is
appropriate and reliable?
Denifition:
According to Berthon et al (2005), Employer Attractiveness is an organization’s benefit realized by potential candidates as
a special ogranization to work in such as interesting value, economic value, social value, developmental value and application
Appendix E
value.
Page A-79
Answer 4:
Definition and scale of employer attractives by Berthon et al (2005) is consistent with the research context of the
thesis.
Question 5:
Could you please comment on each item of the 5 dimensions of employer attractiveness as detailed below?
Scale for employee engagement concept is based on Berthon et al (2005) consisting of 5 dimensions, including 15
items as follows:
No. Items Authors Answers the question 5
1. Social value (5 items):
This factor reflects the extent to which an individual is attracted to the employer through providing a fun, happy working
environment, good working relationship and a team atmosphere (Berthon et al, 2005).
1 Having a good relationship with your colleagues. Berthon et al (2005) Reasonable
2 Supportive and encouraging colleagues. Berthon et al (2005) Reasonable
3 Having a good relationship with your superiors. Berthon et al (2005) Reasonable
Appendix E
4 Happy work environment. Berthon et al (2005) Reasonable
Page A-80
5 A fun working environment. Berthon et al (2005) Reasonable
2. Developmental value (4 items):
This factor reflects the extent to which an individual is attracted to the employer by providing recognition, confidence, engagement
with professional experience, and a foundation for future growth (Berthon et al, 2005).
1 Feeling good about yourself as a result of working for a Reasonable Berthon et al (2005)
particular organization.
2 Feeling more self-confident as a result of working for a Reasonable Berthon et al (2005)
particular organization.
3 A springboard for future employment. Reasonable Berthon et al (2005)
4 Gaining career-enhancing experience. Reasonable Berthon et al (2005)
3. Application value (3 items):
This factor reflects the extent to which an individual is attracted to the employer by providing an opportunity for employees to apply
what they learn to teach others in an environment that is customer-oriented and humanitarian (Berthon et al, 2005).
1 Opportunity to teach others what you have learned. Berthon et al (2005) Reasonable
Appendix E
2 Opportunity to apply what was learned at a tertiary Berthon et al (2005) Reasonable
Page A-81
institution.
3 Acceptance and belonging. Berthon et al (2005) Reasonable
4. Safety Value: SAF (1 items)
This factor reflects the extent to which an individual is attracted to job security (Berthon et al, 2005).
1 Job security within the organization. Berthon et al (2005) Reasonable
5. Economic value (2 items):
This factor reflects the extent to which an individual is attracted to the employer by providing an high average of salary,
compensation package (Berthon et al, 2005).
An above average basic salary. Reasonable 1 Berthon et al (2005)
Appendix E
An attractive overall compensation package. Berthon et al (2005) Reasonable 2
Page A-82
Question 6:
Could you please provide another opinion on the scale of employer attractivenss detailed above?
Answer 6:
No, I have no other opinion.
3.3 Employee engagement: (16 items)
Question 7:
Would you like tell if the definition of employee engagement and scale inheritance of Schaufeli et al (2002) is
appropriate and reliable?
Denifition:
In addition, according to Al Mehrzi and Singh (2016), engagement is a positive, meaningful and motivational attitude.
Characteristics of this concept are vigor, dedication and absorption; in which, (i) vigor as a high level of energy, resilience
and the desire to strive and never give up in the face of challenges; (ii) dedication worth feeling, enthusiasm, value and
challenge; (iii) absorption as the property acquired during focusing for a certain task (Schaufeli et al, 2002).
Answer 7:
Definition and scale of employee engagement by Schaufeli et al (2002) is consistent with the research context of the
Appendix E
thesis.
Page A-83
Question 8:
Could you please comment on each item of the 5 dimensions of employee engagement as detailed below?
Scale for employee engagement concept is based on Schaufeli et al (2002) consisting of 3 dimensions, including 16
items as follows:
No. Items Authors Answers the question 8
Dedication: DED (6 items)
This factor reflects the ability to perceive significance, enthusiasm, inspiration, pride, and challenge (Schaufeli et al, 2002).
1 Reasonable Schaufeli et al (2002) To me, I am enthusiastic about my job.
2 To me, I am proud on the work that I do. Reasonable Schaufeli et al (2002)
3 Reasonable Schaufeli et al (2002) To me, my job inspires me.
4 To me, I find the work that I do full of meaning and Reasonable Schaufeli et al (2002)
purpose.
5 I feel happy when I am working intensely. Reasonable Schaufeli et al (2002)
Appendix E
6 When I get up in the morning, I feel like going to work. Schaufeli et al (2002) Reasonable
Page A-84
Vigor: VIG (5 items)
This factor reflects a high level of energy and mental resilience at work. At the same time, willing to invest effort in work and be
persistent even when facing difficulties (Schaufeli et al, 2002).
1 At my job, I am mentally. Schaufeli et al (2002) Reasonable
2 At my work I always persevere, even when things do not Schaufeli et al (2002) Reasonable
go well.
3 I can continue working for very long periods at a time. Schaufeli et al (2002) Reasonable
4 At my job, I am very resilient. Schaufeli et al (2002) Reasonable
5 Reasonable Schaufeli et al (2002) At my job I feel strong and vigorous.
Absorption: ABS (5 items)
This factor reflects the high level of concentration and deeply engrosses in work. Therefore, employees feel that time passes quickly
and easily to overcome difficulties when encountering (Schaufeli et al, 2002).
Appendix E
1 Reasonable When I am working, I forget everything else around me. Schaufeli et al (2002)
Page A-85
Reasonable 2 Schaufeli et al (2002) It is difficult to detach myself from my job.
Reasonable 3 Schaufeli et al (2002) Time flies when I am working.
I am immersed in my work. Reasonable 4 Schaufeli et al (2002)
Reasonable 5 Schaufeli et al (2002) I get carried away when I am working.
Question 9:
Could you please provide another opinion on the scale of employee engagement detailed above?
Answer 9:
No, I have no other opinion.
3.4 Employee performance: (17 items)
Question 10:
Would you like tell if the definition of employee performance and scale inheritance of Welboure et al (1998) is
appropriate and reliable?
Denifition:
According to Welboure et al (1998), employee performance measures were examined: job, career, innovator, team and
Appendix E
organization.
Page A-86
Answer 10:
Definition and scale of employee performance by Welboure et al (1998) is consistent with the research context of the
thesis.
Question 11:
Could you please comment on each item of the 3 dimensions of employee performance as detailed below?
Scale for employee performance concept is based on Welboure et al (1998) of 3 dimensions, including 17 items as
follows:
No. Items Authors Answers the question 11
Teamwork: TEA (8 items)
Working witb co-workers and team members, toward success of the firm. Going above the call of duty in one's concern for the firm.
1 Working for the overall good of the company. Welboure et al (1998) Reasonable
2 Doing things to promote tbe company. Welboure et al (1998) Reasonable
3 Welboure et al (1998) Reasonable Making sure his/ber work group succeeds.
Appendix E
4 Helping so that the company is a good place to be. Welboure et al (1998) Reasonable
Page A-87
5 Seeking information from others in his/ber work group. Welboure et al (1998) Reasonable
6 Doing things that help others when it's not part of Welboure et al (1998) Reasonable
his/ber job.
7 Working as part of a team or work group. Welboure et al (1998) Reasonable
8 Responding to the needs of others in his/her work Welboure et al (1998) Reasonable
group.
Innovator: INO (6 items)
Creativity and innovation in one's job and the organization as a whole
1 Welboure et al (1998) Reasonable Working to implement new ideas
2 Finding improved ways to do things. Welboure et al (1998) Reasonable
3 Welboure et al (1998) Reasonable Creating better processes and routines.
4 Welboure et al (1998) Reasonable Coming up with new ideas.
Appendix E
5 Seeking out career opportunities Welboure et al (1998) Reasonable
Page A-88
6 Developing skills needed for his/her future career. Welboure et al (1998) Reasonable
Job: JOB (3 items)
Doing things specifically related to one's job description.
Welboure et al (1998) Reasonable 1 Quantity of work output.
Welboure et al (1998) Reasonable 2 Quality of work output
Welboure et al (1998) Reasonable 3 Accuracy of work.
Question 12:
Could you please provide another opinion on the scale of employee performance detailed above?
Answer 12:
No, I have no other opinion.
Appendix E
*** THE END ***
Page A-89
APPENDIX F:
THE EXPERT 3 INTERVIEW RECORD
1. General information:
1.1 Date: 8/8/2019
1.2 Place: Su Van Hanh, ward 2, district 10, Ho Chi Minh city.
1.3 Type: One-on-one interview.
1.4 Interviewer: Nguyen Vinh Luan
1.5 Interviewee: Expert 3
2. Introduction:
My name is Nguyen Vinh Luan and I am a graduate student in Business Administration Faculty of Open University
of Ho Chi Minh City. Currently, I am doing a research thesis on the relationship between employer branding, employer
attractiveness, employee engagement and employee performance. My main analytical method is expected to be PLS-SEM and
the data will be collected by questionnaire survey method with 5-level likert scale.
With the above goal, I have relied on previous studies and scales to design the scale of the four concepts above
(employer branding, employer attractiveness, employee engagement and employee performance) to perform data collection
and measurement. In order to make the scale accurate, general and relevant to the context in Vietnam, I would like to
interview you as an expert in this field to help improve the scale before proceeding survey.
We hope to receive the help of you.
Appendix F
Thank you so much!
Page A-90
3. Questions:
Question 1:
Would you like tell if the definition of employer branding and scale inheritance of Tanwar and Prasad (2016) is
appropriate and reliable?
3.1 Employer branding: (41 items)
Denifition: According to Tanwar and Prasad (2016), the employer branding has five-dimensional structure that
includes elements such as training and development, ethics and corporate social responsibility (CSR), work-life balance,
healthy work atmosphere and compensation and benefits. In particular, the element of compensation and benefits refers to the
aspect of "economic dimension" and the element of healthy work atmosphere refers to the aspect of "psychological
dimension". This shows that employer branding will help meet the social needs of employees by providing flexible work
policies. In addition, the elements of training and development, ethics and corporate social responsibility show that
employer’s attitude is reaching both employees and society.
Answer 1:
Definition and scale of employer branding by Tanwar and Prasad (2016) is consistent with the research context of the
Appendix F
thesis.
Page A-91
Question 2:
Could you please comment on each item of the 9 dimensions of employer branding as detailed below?
Scale for employer branding concept is based on Tanwar and Prasad (2016) consisting of 9 dimensions, including 41
items as follows:
No. Items Authors Answers the question 2
1. Corporate social responsibility (4 items): CSR
This factor reflects the organization's level of concern in the ethical and social issues of both employees, society and in general. In
particular, if ethics shows organization attitude about employees and the legal process, CSR is considered the impact of the
organization on society with the purpose to identify and create engagement with new customers (Tanwar and Prasad, 2016).
In addition, this factor also means that the organization has high ethical standards and is concerned about environmental protection
(Lievens, 2005 cited from Turban et al, 1995). Besides, according to Chauhan and Mahajan (2013), this factor also shows that
employees always have the opportunity to become part of the work in contributing to the company's core values.
1 Tanwar and Prasad (2016) Reasonable My organisation provides insurance coverage for
employees and dependents.
Appendix F
2 Humanitarian organisation gives back to the society. Tanwar and Prasad (2016) Reasonable
Page A-92
3 Ethical organization with high moral standards Chauhan & Mahajan (2013) Reasonable
4 My Organization offers the possibility to work in a Lievens (2005) Reasonable
well-defined structure.
2. Work-Life Balance Satisfaction (8 items): WLSA
Besides, according to Lorys (2017), there are two concepts of work-life balance: work-life balance effectiveness and work-life
balance satisfaction. Accordingly, work-life balance effectiveness implies that there is uniformity and excellent performance in
linking all responsibilities of each role (work and life) (Caslson et al, 2009). Work-life balance satisfaction is how employees
perceive an important contribution to work and reward when they accomplish their tasks (Marks & MacDermid, 1996; Rantanen et
al., 2011). In other words, work-life balance satisfaction is the awareness of each individual how to do the job and the content they
perform to achieve an overall balance (Lorys, 2017).
1 Lorys (2017) Reasonable I am happy with the fit between my personal life and
work life.
2 I am happy with my work-life balance. Lorys (2017) Reasonable
3 Lorys (2017) Reasonable I am satisfied with how much time I spend in both my
work and personal life.
Appendix F
4 Lorys (2017) Reasonable I am able to accomplish what is expected of me at
work and in my personal life.
Page A-93
5 Lorys (2017) Reasonable I am happy with the way I divide my attention between
work and personal life.
6 Lorys (2017) Reasonable I am happy with how I prioritize my work and personal
life.
7 Lorys (2017) Reasonable I manage demands between my work life and personal
life.
8 Lorys (2017) Reasonable I am able to balance the demands of my work and
personal life.
3. Promotion (5 items): → Dựa nhiều vào Lievens
This factor reflects promotion opportunities that the company provides to employees for their current and future positions (Tanwar
and Prasad, 2016).
In addition, this factor also includes challenging and attractive jobs as well as the opportunity to use your abilities and satisfy your
career goals. (Lievens, 2005 cited from Turban et al, 1995). In addition, according to Chauhan and Mahajan (2013), this factor also
shows that all employees in the organization are aware of their career development in the organization.
1 My organisation communicates clear advancement Tanwar and Prasad (2016) Reasonable
path for its employees.
Appendix F
2 My Organization offers prospects for higher positions. Lievens (2005) Reasonable
Page A-94
3 My Organization offers diverse career opportunities. Lievens (2005) Reasonable
4 My Organization offers the possibility to build a Lievens (2005) Reasonable
career.
5 Good reference for your future career. Chauhan & Mahajan (2013) Reasonable
4. Education: EDU (3 items)
This factor reflects the skills development activities that the company provides to employees for their current and future positions
(Tanwar and Prasad, 2016).
1 My organisation provides us training courses. Tanwar and Prasad (2016) Reasonable
2 My organisation invests heavily in training and Tanwar and Prasad (2016) Reasonable
development of its employees.
3 My organisation organises various conferences, Tanwar and Prasad (2016) Reasonable
workshops and training programmes on regular basis.
5. Behavior-based family interference with work: WLBE (7 items)
Appendix F
According to Carlso et al (2000), three forms of work-family conflicts have been identified in theory including time-based conflict,
Page A-95
strain-based conflict and behavior-based conflict. Behavior-based conflict occurs when a particular behavior required in one role is
incompatible with another (Greenhaus & Beutell, 1985).
1 Carlso et al (2000) Reasonable
The behaviors that work for me at home do seem to be
effective at work.
2 Carlso et al (2000) Reasonable Behavior that is effective and necessary for me at
home would be effective at work.
3 Carlso et al (2000) Reasonable
The problem-solving behavior that work for me at
home does seem to be as useful at work.
4 Carlso et al (2000) Reasonable The behaviors I perform that make me effective at
work help me to be a better parent and spouse.
5 Carlso et al (2000) Reasonable
Behavior that is effective and necessary for me at work
would be effective at home.
6 Carlso et al (2000) Reasonable
The problem-solving behaviors I use in my job are
effective in resolving problems at home.
on feedback co-workers from 7 Lorys (2017) Reasonable
Appendix F
and
Based
family/friends, I effectively accomplish both my work
and personal responsibilities.
Page A-96
6. Travel opportunities (3 items):
This factor indicates that the organization has opportunities to work for leisure as well as an opportunity to experience an outside
social life (Lievens, 2005 cited from Turban et al, 1995).
1 My Organization offers the possibility to do a lot of Lievens (2005) Reasonable
foreign assignments.
2 My organization offers the possibility to travel a lot. Reasonable Lievens (2005)
3 My Organization offers the possibility to see a lot of Lievens (2005) Reasonable
the world.
7. Time-based work interference with family: WLTI (5 items)
According to Carlso et al (2000), three forms of work-family conflicts have been identified in theory including time-based conflict,
strain-based conflict and behavior-based conflict. In particular, the time-based conflict can occur when the time spent contributing to
one role makes it difficult to perform another role.
1 Carlso et al (2000) Reasonable
Appendix F
The time I must not devote to my job keeps me from
participating equally in household responsibilities and
activities.
Page A-97
2 Carlso et al (2000) Reasonable
My work doesn’t keep me from my family activities
more than I would like.
3 Carlso et al (2000) Reasonable I haven’t to miss family activities due to the amount of
time I must spend on work responsibilities.
4 Carlso et al (2000) Reasonable The time I spend on family responsibilities often don’t
interfere with my work responsibilities.
5 Carlso et al (2000) Reasonable
The time I spend with my family often don’t causes me
not to spend time in activities at work that could be
helpful to my career.
8. Teamwork: GRO (3 items)
This factor reflects the level of friendliness and stress-free in the work environment as well as the teamwork spirit among employees.
The atmosphere of each organization is unique and can be used as an employee value proposition (EVP) of the company to
distinguish it from other companies (Tanwar and Prasad, 2016).
In addition, this factor can be understood that the organization has warm co-wokers who are people with social tendencies, warmth
and friendliness (Lievens, 2005 cited from Turban et al, 1995). Besides, according to Chauhan and Mahajan (2013), this factor also
presents an opportunity to have inter-departmental experiences with each other.
1 My organisation offers opportunity to work in teams. Tanwar and Prasad (2016) Reasonable
Appendix F
2 My Organization offers the possibility to work together Lievens (2005) Reasonable
Page A-98
with different people.
3 My organization offers the possibility to enjoy a group Lievens (2005) Reasonable
atmosphere.
9. Strain-based family interference with work: WLST (3 items)
According to Carlso et al (2000), three forms of work-family conflicts have been identified in theory including time-based conflict,
strain-based conflict and behavior-based conflict. The strain-based conflict suggests that strain experienced in one role re-invades
and impacts on taking on another role.
I am often stressed from Carlso et al (2000) Reasonable 1
Although
family
responsibilities, I have a hard time concentrating on
my work.
Carlso et al (2000) Reasonable 2 Tension and anxiety from my family life often don’t
weaken my ability to do my job.
Carlso et al (2000) Reasonable 3
Appendix F
In spite of stress at home, I am not often preoccupied
with family matters at work.
Page A-99
Question 3:
Could you please provide another opinion on the scale of employer branding detailed above?
Answer 3:
In addition to the above agreed opinions, I have some additional comments as follows:
• For Employer branding scale:
- CSR: Need to add customer benefits because this is also one of the stakeholder in the CSR (1).
- Promotion: There is a need to add an element of equity in staff development (2).
- Education:
+ It is necessary to clarify the content of training programs must be associated with the actual training needs of
the staff (3).
+ It is necessary to add diversity in the types of training (4).
3.2 Employer Atractiveness: (15 items)
Question 4:
Would you like tell if the definition of employer attractiveness and scale inheritance of Berthon et al (2005) is
Appendix F
appropriate and reliable?
Page A-100
Denifition:
According to Berthon et al (2005), Employer Attractiveness is an organization’s benefit realized by potential candidates as
a special ogranization to work in such as interesting value, economic value, social value, developmental value and application
value.
Answer 4:
Definition and scale of employer attractives by Berthon et al (2005) is consistent with the research context of the
thesis.
Question 5:
Could you please comment on each item of the 5 dimensions of employer attractiveness as detailed below?
Scale for employee engagement concept is based on Berthon et al (2005) consisting of 5 dimensions, including 15
items as follows:
No. Items Authors Answers the question 5
1. Social value (5 items):
This factor reflects the extent to which an individual is attracted to the employer through providing a fun, happy working
environment, good working relationship and a team atmosphere (Berthon et al, 2005).
Appendix F
1 Having a good relationship with your colleagues. Berthon et al (2005) Reasonable
Page A-101
2 Supportive and encouraging colleagues. Berthon et al (2005) Reasonable
3 Having a good relationship with your superiors. Berthon et al (2005) Reasonable
4 Happy work environment. Berthon et al (2005) Reasonable
5 A fun working environment. Berthon et al (2005) Reasonable
2. Developmental value (4 items):
This factor reflects the extent to which an individual is attracted to the employer by providing recognition, confidence, engagement
with professional experience, and a foundation for future growth (Berthon et al, 2005).
1 Feeling good about yourself as a result of working for a Reasonable Berthon et al (2005)
particular organization.
2 Feeling more self-confident as a result of working for a Reasonable Berthon et al (2005)
particular organization.
3 A springboard for future employment. Reasonable Berthon et al (2005)
Appendix F
4 Gaining career-enhancing experience. Reasonable Berthon et al (2005)
Page A-102
3. Application value (3 items):
This factor reflects the extent to which an individual is attracted to the employer by providing an opportunity for employees to apply
what they learn to teach others in an environment that is customer-oriented and humanitarian (Berthon et al, 2005).
1 Opportunity to teach others what you have learned. Berthon et al (2005) Reasonable
2 Opportunity to apply what was learned at a tertiary Berthon et al (2005) Reasonable
institution.
3 Acceptance and belonging. Berthon et al (2005) Reasonable
4. Safety Value: SAF (1 items)
This factor reflects the extent to which an individual is attracted to job security (Berthon et al, 2005).
1 Job security within the organization. Berthon et al (2005) Reasonable
5. Economic value (2 items):
This factor reflects the extent to which an individual is attracted to the employer by providing an high average of salary,
compensation package (Berthon et al, 2005).
Appendix F
1 An above average basic salary. Reasonable Berthon et al (2005)
Page A-103
2 An attractive overall compensation package. Berthon et al (2005) Reasonable
Question 6:
Could you please provide another opinion on the scale of employer attractivenss detailed above?
Answer 6:
In addition to the above agreed opinions, I have some additional comments as follows:
• For Employer attractiveness scale:
- Social value: It is necessary to add content that members of the organization are always closely linked with other
members (5).
- Development value: Need to add employee content that wants to engage with the organization because of
professional workplace experience opportunities (6)
- Application value: Need to add additional opportunities to share employee experiences with everyone in the
organization (7).
Appendix F
- Economic value: Need to add additional content related to allowances (8).
Page A-104
3.3 Employee engagement: (16 items)
Question 7:
Would you like tell if the definition of employee engagement and scale inheritance of Schaufeli et al (2002) is
appropriate and reliable?
Denifition:
In addition, according to Al Mehrzi and Singh (2016), engagement is a positive, meaningful and motivational attitude.
Characteristics of this concept are vigor, dedication and absorption; in which, (i) vigor as a high level of energy, resilience
and the desire to strive and never give up in the face of challenges; (ii) dedication worth feeling, enthusiasm, value and
challenge; (iii) absorption as the property acquired during focusing for a certain task (Schaufeli et al, 2002).
Answer 7:
Definition and scale of employee engagement by Schaufeli et al (2002) is consistent with the research context of the
Appendix F
thesis.
Page A-105
Question 8:
Could you please comment on each item of the 5 dimensions of employee engagement as detailed below?
Scale for employee engagement concept is based on Schaufeli et al (2002) consisting of 3 dimensions, including 16
items as follows:
No. Items Authors Answers the question 8
Dedication: DED (6 items)
This factor reflects the ability to perceive significance, enthusiasm, inspiration, pride, and challenge (Schaufeli et al, 2002).
1 Reasonable Schaufeli et al (2002) To me, I am enthusiastic about my job.
2 To me, I am proud on the work that I do. Reasonable Schaufeli et al (2002)
3 Reasonable Schaufeli et al (2002) To me, my job inspires me.
4 To me, I find the work that I do full of meaning and Reasonable Schaufeli et al (2002)
purpose.
5 I feel happy when I am working intensely. Reasonable Schaufeli et al (2002)
Appendix F
6 When I get up in the morning, I feel like going to work. Schaufeli et al (2002) Reasonable
Page A-106
Vigor: VIG (5 items)
This factor reflects a high level of energy and mental resilience at work. At the same time, willing to invest effort in work and be
persistent even when facing difficulties (Schaufeli et al, 2002).
1 At my job, I am mentally. Schaufeli et al (2002) Reasonable
2 At my work I always persevere, even when things do not Schaufeli et al (2002) Reasonable
go well.
3 I can continue working for very long periods at a time. Schaufeli et al (2002) Reasonable
4 At my job, I am very resilient. Schaufeli et al (2002) Reasonable
5 Reasonable Schaufeli et al (2002) At my job I feel strong and vigorous.
Absorption: ABS (5 items)
This factor reflects the high level of concentration and deeply engrosses in work. Therefore, employees feel that time passes quickly
and easily to overcome difficulties when encountering (Schaufeli et al, 2002).
Appendix F
1 Reasonable When I am working, I forget everything else around me. Schaufeli et al (2002)
Page A-107
2 Reasonable Schaufeli et al (2002) It is difficult to detach myself from my job.
3 Reasonable Schaufeli et al (2002) Time flies when I am working.
4 I am immersed in my work. Reasonable Schaufeli et al (2002)
5 Reasonable Schaufeli et al (2002) I get carried away when I am working.
Question 9:
Could you please provide another opinion on the scale of employee engagement detailed above?
Answer 9:
No, I have no other opinion.
3.4 Employee performance: (17 items)
Question 10:
Would you like tell if the definition of employee performance and scale inheritance of Welboure et al (1998) is
appropriate and reliable?
Denifition:
According to Welboure et al (1998), employee performance measures were examined: job, career, innovator, team and
Appendix F
organization.
Page A-108
Answer 10:
Definition and scale of employee performance by Welboure et al (1998) is consistent with the research context of the
thesis.
Question 11:
Could you please comment on each item of the 3 dimensions of employee performance as detailed below?
Scale for employee performance concept is based on Welboure et al (1998) of 3 dimensions, including 17 items as
follows:
No. Items Authors Answers the question 11
Teamwork: TEA (8 items)
Working witb co-workers and team members, toward success of the firm. Going above the call of duty in one's concern for the firm.
1 Working for the overall good of the company. Welboure et al (1998) Reasonable
2 Doing things to promote tbe company. Welboure et al (1998) Reasonable
3 Welboure et al (1998) Reasonable Making sure his/ber work group succeeds.
Appendix F
4 Helping so that the company is a good place to be. Welboure et al (1998) Reasonable
Page A-109
5 Seeking information from others in his/ber work group. Welboure et al (1998) Reasonable
6 Doing things that help others when it's not part of Welboure et al (1998) Reasonable
his/ber job.
7 Working as part of a team or work group. Welboure et al (1998) Reasonable
8 Responding to the needs of others in his/her work Welboure et al (1998) Reasonable
group.
Innovator: INO (6 items)
Creativity and innovation in one's job and the organization as a whole
1 Welboure et al (1998) Reasonable Working to implement new ideas
2 Finding improved ways to do things. Welboure et al (1998) Reasonable
3 Welboure et al (1998) Reasonable Creating better processes and routines.
4 Welboure et al (1998) Reasonable Coming up with new ideas.
Appendix F
5 Seeking out career opportunities Welboure et al (1998) Reasonable
Page A-110
6 Developing skills needed for his/her future career. Welboure et al (1998) Reasonable
Job: JOB (3 items)
Doing things specifically related to one's job description.
Welboure et al (1998) Reasonable 1 Quantity of work output.
Welboure et al (1998) Reasonable 2 Quality of work output
Welboure et al (1998) Reasonable 3 Accuracy of work.
Question 12:
Could you please provide another opinion on the scale of employee performance detailed above?
Answer 12:
No, I have no other opinion.
Appendix F
*** THE END ***
Page A-111
APPENDIX G:
THE EXPERT 4 INTERVIEW RECORD
1. General information:
1.1 Date: 15/8/2019.
1.2 Place: Open University of Ho Chi Minh City (97, Vo Van Tan, Ward 6, District 3, HCMC).
1.3 Type: One-on-one interview.
1.4 Interviewer: Nguyen Vinh Luan.
1.5 Interviewee: Expert 4
2. Introduction:
My name is Nguyen Vinh Luan and I am a graduate student in Business Administration Faculty of Open University
of Ho Chi Minh City. Currently, I am doing a research thesis on the relationship between employer branding, employer
attractiveness, employee engagement and employee performance. My main analytical method is expected to be PLS-SEM and
the data will be collected by questionnaire survey method with 5-level likert scale.
With the above goal, I have relied on previous studies and scales to design the scale of the four concepts above
(employer branding, employer attractiveness, employee engagement and employee performance) to perform data collection
and measurement. In order to make the scale accurate, general and relevant to the context in Vietnam, I would like to
interview you as an expert in this field to help improve the scale before proceeding survey.
We hope to receive the help of you.
Appendix G
Thank you so much!
Page A-112
3. Questions:
Question 1:
Would you like tell if the definition of employer branding and scale inheritance of Tanwar and Prasad (2016) is
appropriate and reliable?
3.1 Employer branding: (41 items)
Denifition: According to Tanwar and Prasad (2016), the employer branding has five-dimensional structure that
includes elements such as training and development, ethics and corporate social responsibility (CSR), work-life balance,
healthy work atmosphere and compensation and benefits. In particular, the element of compensation and benefits refers to the
aspect of "economic dimension" and the element of healthy work atmosphere refers to the aspect of "psychological
dimension". This shows that employer branding will help meet the social needs of employees by providing flexible work
policies. In addition, the elements of training and development, ethics and corporate social responsibility show that
employer’s attitude is reaching both employees and society.
Answer 1:
Definition and scale of employer branding by Tanwar and Prasad (2016) is consistent with the research context of the
Appendix G
thesis.
Page A-113
Question 2:
Could you please comment on each item of the 9 dimensions of employer branding as detailed below?
Scale for employer branding concept is based on Tanwar and Prasad (2016) consisting of 9 dimensions, including 41
items as follows:
No. Items Authors Answers the question 2
1. Corporate social responsibility (4 items): CSR
This factor reflects the organization's level of concern in the ethical and social issues of both employees, society and in general. In
particular, if ethics shows organization attitude about employees and the legal process, CSR is considered the impact of the
organization on society with the purpose to identify and create engagement with new customers (Tanwar and Prasad, 2016).
In addition, this factor also means that the organization has high ethical standards and is concerned about environmental protection
(Lievens, 2005 cited from Turban et al, 1995). Besides, according to Chauhan and Mahajan (2013), this factor also shows that
employees always have the opportunity to become part of the work in contributing to the company's core values.
1 Tanwar and Prasad (2016) Reasonable My organisation provides insurance coverage for
employees and dependents.
Appendix G
2 Humanitarian organisation gives back to the society. Tanwar and Prasad (2016) Reasonable
Page A-114
3 Ethical organization with high moral standards Chauhan & Mahajan (2013) Reasonable
4 My Organization offers the possibility to work in a Lievens (2005) Reasonable
well-defined structure.
2. Work-Life Balance Satisfaction (8 items): WLSA
Besides, according to Lorys (2017), there are two concepts of work-life balance: work-life balance effectiveness and work-life
balance satisfaction. Accordingly, work-life balance effectiveness implies that there is uniformity and excellent performance in
linking all responsibilities of each role (work and life) (Caslson et al, 2009). Work-life balance satisfaction is how employees
perceive an important contribution to work and reward when they accomplish their tasks (Marks & MacDermid, 1996; Rantanen et
al., 2011). In other words, work-life balance satisfaction is the awareness of each individual how to do the job and the content they
perform to achieve an overall balance (Lorys, 2017).
1 Lorys (2017) Reasonable I am happy with the fit between my personal life and
work life.
2 I am happy with my work-life balance. Lorys (2017) Reasonable
3 Lorys (2017) Reasonable I am satisfied with how much time I spend in both my
work and personal life.
Appendix G
4 Lorys (2017) Reasonable I am able to accomplish what is expected of me at
work and in my personal life.
Page A-115
5 Lorys (2017) Reasonable I am happy with the way I divide my attention between
work and personal life.
6 Lorys (2017) Reasonable I am happy with how I prioritize my work and personal
life.
7 Lorys (2017) Reasonable I manage demands between my work life and personal
life.
8 Lorys (2017) Reasonable I am able to balance the demands of my work and
personal life.
3. Promotion (5 items): → Dựa nhiều vào Lievens
This factor reflects promotion opportunities that the company provides to employees for their current and future positions (Tanwar
and Prasad, 2016).
In addition, this factor also includes challenging and attractive jobs as well as the opportunity to use your abilities and satisfy your
career goals. (Lievens, 2005 cited from Turban et al, 1995). In addition, according to Chauhan and Mahajan (2013), this factor also
shows that all employees in the organization are aware of their career development in the organization.
1 My organisation communicates clear advancement Tanwar and Prasad (2016) Reasonable
path for its employees.
Appendix G
2 My Organization offers prospects for higher positions. Lievens (2005) Reasonable
Page A-116
3 My Organization offers diverse career opportunities. Lievens (2005) Reasonable
4 My Organization offers the possibility to build a Lievens (2005) Reasonable
career.
5 Good reference for your future career. Chauhan & Mahajan (2013) Reasonable
4. Education: EDU (3 items)
This factor reflects the skills development activities that the company provides to employees for their current and future positions
(Tanwar and Prasad, 2016).
1 My organisation provides us training courses. Tanwar and Prasad (2016) Reasonable
2 My organisation invests heavily in training and Tanwar and Prasad (2016) Reasonable
development of its employees.
3 My organisation organises various conferences, Tanwar and Prasad (2016) Reasonable
workshops and training programmes on regular basis.
5. Behavior-based family interference with work: WLBE (7 items)
Appendix G
According to Carlso et al (2000), three forms of work-family conflicts have been identified in theory including time-based conflict,
Page A-117
strain-based conflict and behavior-based conflict. Behavior-based conflict occurs when a particular behavior required in one role is
incompatible with another (Greenhaus & Beutell, 1985).
1 Carlso et al (2000) Reasonable
The behaviors that work for me at home do seem to be
effective at work.
2 Carlso et al (2000) Reasonable Behavior that is effective and necessary for me at
home would be effective at work.
3 Carlso et al (2000) Reasonable
The problem-solving behavior that work for me at
home does seem to be as useful at work.
4 Carlso et al (2000) Reasonable The behaviors I perform that make me effective at
work help me to be a better parent and spouse.
5 Carlso et al (2000) Reasonable
Behavior that is effective and necessary for me at work
would be effective at home.
6 Carlso et al (2000) Reasonable
The problem-solving behaviors I use in my job are
effective in resolving problems at home.
on feedback co-workers from 7 Lorys (2017) Reasonable
Appendix G
and
Based
family/friends, I effectively accomplish both my work
and personal responsibilities.
Page A-118
6. Travel opportunities (3 items):
This factor indicates that the organization has opportunities to work for leisure as well as an opportunity to experience an outside
social life (Lievens, 2005 cited from Turban et al, 1995).
1 My Organization offers the possibility to do a lot of Lievens (2005) Reasonable
foreign assignments.
2 My organization offers the possibility to travel a lot. Reasonable Lievens (2005)
3 My Organization offers the possibility to see a lot of Lievens (2005) Reasonable
the world.
7. Time-based work interference with family: WLTI (5 items)
According to Carlso et al (2000), three forms of work-family conflicts have been identified in theory including time-based conflict,
strain-based conflict and behavior-based conflict. In particular, the time-based conflict can occur when the time spent contributing to
one role makes it difficult to perform another role.
1 Carlso et al (2000) Reasonable
Appendix G
The time I must not devote to my job keeps me from
participating equally in household responsibilities and
activities.
Page A-119
2 Carlso et al (2000) Reasonable
My work doesn’t keep me from my family activities
more than I would like.
3 Carlso et al (2000) Reasonable I haven’t to miss family activities due to the amount of
time I must spend on work responsibilities.
4 Carlso et al (2000) Reasonable The time I spend on family responsibilities often don’t
interfere with my work responsibilities.
5 Carlso et al (2000) Reasonable
The time I spend with my family often don’t causes me
not to spend time in activities at work that could be
helpful to my career.
8. Teamwork: GRO (3 items)
This factor reflects the level of friendliness and stress-free in the work environment as well as the teamwork spirit among employees.
The atmosphere of each organization is unique and can be used as an employee value proposition (EVP) of the company to
distinguish it from other companies (Tanwar and Prasad, 2016).
In addition, this factor can be understood that the organization has warm co-wokers who are people with social tendencies, warmth
and friendliness (Lievens, 2005 cited from Turban et al, 1995). Besides, according to Chauhan and Mahajan (2013), this factor also
presents an opportunity to have inter-departmental experiences with each other.
1 My organisation offers opportunity to work in teams. Tanwar and Prasad (2016) Reasonable
Appendix G
2 My Organization offers the possibility to work together Lievens (2005) Reasonable
Page A-120
with different people.
3 My organization offers the possibility to enjoy a group Lievens (2005) Reasonable
atmosphere.
9. Strain-based family interference with work: WLST (3 items)
According to Carlso et al (2000), three forms of work-family conflicts have been identified in theory including time-based conflict,
strain-based conflict and behavior-based conflict. The strain-based conflict suggests that strain experienced in one role re-invades
and impacts on taking on another role.
I am often stressed from Carlso et al (2000) Reasonable 1
Although
family
responsibilities, I have a hard time concentrating on
my work.
Carlso et al (2000) Reasonable 2 Tension and anxiety from my family life often don’t
weaken my ability to do my job.
Carlso et al (2000) Reasonable 3
Appendix G
In spite of stress at home, I am not often preoccupied
with family matters at work.
Page A-121
Question 3:
Could you please provide another opinion on the scale of employer branding detailed above?
Answer 3:
In addition to the above agreed opinions, I have some additional comments as follows:
• For Employer branding scale:
- Promotion: Need additional development orientation and career path for employee (1).
- Education: Adding training programs need to be based on the actual job needs of the employee (2).
- Besides teamwork, you need to add a dimension "Supporting" (3).
For example:
+ My organization always has a harmonious coordination among group members (4)
3.2 Employer Atractiveness: (15 items)
Question 4:
Would you like tell if the definition of employer attractiveness and scale inheritance of Berthon et al (2005) is
appropriate and reliable?
Denifition:
According to Berthon et al (2005), Employer Attractiveness is an organization’s benefit realized by potential candidates as
a special ogranization to work in such as interesting value, economic value, social value, developmental value and application
Appendix G
value.
Page A-122
Answer 4:
Definition and scale of employer attractives by Berthon et al (2005) is consistent with the research context of the
thesis.
Question 5:
Could you please comment on each item of the 5 dimensions of employer attractiveness as detailed below?
Scale for employee engagement concept is based on Berthon et al (2005) consisting of 5 dimensions, including 15
items as follows:
No. Items Authors Answers the question 5
1. Social value (5 items):
This factor reflects the extent to which an individual is attracted to the employer through providing a fun, happy working
environment, good working relationship and a team atmosphere (Berthon et al, 2005).
1 Having a good relationship with your colleagues. Berthon et al (2005) Reasonable
2 Supportive and encouraging colleagues. Berthon et al (2005) Reasonable
3 Having a good relationship with your superiors. Berthon et al (2005) Reasonable
Appendix G
4 Happy work environment. Berthon et al (2005) Reasonable
Page A-123
5 A fun working environment. Berthon et al (2005) Reasonable
2. Developmental value (4 items):
This factor reflects the extent to which an individual is attracted to the employer by providing recognition, confidence, engagement
with professional experience, and a foundation for future growth (Berthon et al, 2005).
1 Feeling good about yourself as a result of working for a Reasonable Berthon et al (2005)
particular organization.
2 Feeling more self-confident as a result of working for a Reasonable Berthon et al (2005)
particular organization.
3 A springboard for future employment. Reasonable Berthon et al (2005)
4 Gaining career-enhancing experience. Reasonable Berthon et al (2005)
3. Application value (3 items):
This factor reflects the extent to which an individual is attracted to the employer by providing an opportunity for employees to apply
what they learn to teach others in an environment that is customer-oriented and humanitarian (Berthon et al, 2005).
1 Opportunity to teach others what you have learned. Berthon et al (2005) Reasonable
Appendix G
2 Opportunity to apply what was learned at a tertiary Berthon et al (2005) Reasonable
Page A-124
institution.
3 Acceptance and belonging. Berthon et al (2005) Reasonable
4. Safety Value: SAF (1 items)
This factor reflects the extent to which an individual is attracted to job security (Berthon et al, 2005).
1 Job security within the organization. Berthon et al (2005) Reasonable
5. Economic value (2 items):
This factor reflects the extent to which an individual is attracted to the employer by providing an high average of salary,
compensation package (Berthon et al, 2005).
An above average basic salary. Reasonable 1 Berthon et al (2005)
Appendix G
An attractive overall compensation package. Berthon et al (2005) Reasonable 2
Page A-125
Question 6:
Could you please provide another opinion on the scale of employer attractivenss detailed above?
Answer 6:
• For Employer attractiveness scale:
- Social value: Suggest additional content: In the organization, members are in close contact with each other
(5)
- Application value: Additional opportunities to share personal experiences with colleagues should be provided
(6).
- Economic value: It should be mentioned in addition to the high organization allowances level (7).
3.3 Employee engagement: (16 items)
Question 7:
Would you like tell if the definition of employee engagement and scale inheritance of Schaufeli et al (2002) is
appropriate and reliable?
Denifition:
In addition, according to Al Mehrzi and Singh (2016), engagement is a positive, meaningful and motivational attitude.
Appendix G
Characteristics of this concept are vigor, dedication and absorption; in which, (i) vigor as a high level of energy, resilience
Page A-126
and the desire to strive and never give up in the face of challenges; (ii) dedication worth feeling, enthusiasm, value and
challenge; (iii) absorption as the property acquired during focusing for a certain task (Schaufeli et al, 2002).
Answer 7:
Definition and scale of employee engagement by Schaufeli et al (2002) is consistent with the research context of the
thesis.
Question 8:
Could you please comment on each item of the 5 dimensions of employee engagement as detailed below?
Scale for employee engagement concept is based on Schaufeli et al (2002) consisting of 3 dimensions, including 16
items as follows:
No. Items Authors Answers the question 8
Dedication: DED (6 items)
This factor reflects the ability to perceive significance, enthusiasm, inspiration, pride, and challenge (Schaufeli et al, 2002).
1 Reasonable Schaufeli et al (2002) To me, I am enthusiastic about my job.
Appendix G
2 To me, I am proud on the work that I do. Reasonable Schaufeli et al (2002)
Page A-127
3 Reasonable Schaufeli et al (2002) To me, my job inspires me.
4 To me, I find the work that I do full of meaning and Reasonable Schaufeli et al (2002)
purpose.
5 I feel happy when I am working intensely. Reasonable Schaufeli et al (2002)
6 When I get up in the morning, I feel like going to work. Schaufeli et al (2002) Reasonable
Vigor: VIG (5 items)
This factor reflects a high level of energy and mental resilience at work. At the same time, willing to invest effort in work and be
persistent even when facing difficulties (Schaufeli et al, 2002).
1 At my job, I am mentally. Schaufeli et al (2002) Reasonable
2 At my work I always persevere, even when things do not Schaufeli et al (2002) Reasonable
go well.
3 I can continue working for very long periods at a time. Schaufeli et al (2002) Reasonable
Appendix G
4 At my job, I am very resilient. Schaufeli et al (2002) Reasonable
Page A-128
Reasonable 5 Schaufeli et al (2002) At my job I feel strong and vigorous.
Absorption: ABS (5 items)
This factor reflects the high level of concentration and deeply engrosses in work. Therefore, employees feel that time passes quickly
and easily to overcome difficulties when encountering (Schaufeli et al, 2002).
Reasonable 1 When I am working, I forget everything else around me. Schaufeli et al (2002)
Reasonable 2 Schaufeli et al (2002) It is difficult to detach myself from my job.
Reasonable 3 Schaufeli et al (2002) Time flies when I am working.
I am immersed in my work. Reasonable 4 Schaufeli et al (2002)
Appendix G
Reasonable 5 Schaufeli et al (2002) I get carried away when I am working.
Page A-129
Question 9:
Could you please provide another opinion on the scale of employee engagement detailed above?
Answer 9:
• For Employee engagement scale:
- Vigor: Need to add employee content ready to face the challenges of the job (13).
3.4 Employee performance: (17 items)
Question 10:
Would you like tell if the definition of employee performance and scale inheritance of Welboure et al (1998) is
appropriate and reliable?
Denifition:
According to Welboure et al (1998), employee performance measures were examined: job, career, innovator, team and
organization.
Answer 10:
Definition and scale of employee performance by Welboure et al (1998) is consistent with the research context of the
Appendix G
thesis.
Page A-130
Question 11:
Could you please comment on each item of the 3 dimensions of employee performance as detailed below?
Scale for employee performance concept is based on Welboure et al (1998) of 3 dimensions, including 17 items as
follows:
Authors Answers the question 11 No. Items
Teamwork: TEA (8 items)
Working witb co-workers and team members, toward success of the firm. Going above the call of duty in one's concern for the firm.
1 Working for the overall good of the company. Welboure et al (1998) Reasonable
2 Doing things to promote tbe company. Welboure et al (1998) Reasonable
3 Welboure et al (1998) Reasonable Making sure his/ber work group succeeds.
4 Helping so that the company is a good place to be. Welboure et al (1998) Reasonable
5 Seeking information from others in his/ber work group. Welboure et al (1998) Reasonable
6 Doing things that help others when it's not part of Welboure et al (1998) Reasonable
Appendix G
his/ber job.
Page A-131
7 Working as part of a team or work group. Welboure et al (1998) Reasonable
8 Responding to the needs of others in his/her work Welboure et al (1998) Reasonable
group.
Innovator: INO (6 items)
Creativity and innovation in one's job and the organization as a whole
1 Welboure et al (1998) Reasonable Working to implement new ideas
2 Finding improved ways to do things. Welboure et al (1998) Reasonable
3 Welboure et al (1998) Reasonable Creating better processes and routines.
4 Welboure et al (1998) Reasonable Coming up with new ideas.
5 Seeking out career opportunities Welboure et al (1998) Reasonable
6 Developing skills needed for his/her future career. Welboure et al (1998) Reasonable
Job: JOB (3 items)
Appendix G
Doing things specifically related to one's job description.
Page A-132
Welboure et al (1998) Reasonable 1 Quantity of work output.
Welboure et al (1998) Reasonable 2 Quality of work output
Welboure et al (1998) Reasonable 3 Accuracy of work.
Question 12:
Could you please provide another opinion on the scale of employee performance detailed above?
Answer 12:
No, I have no other opinion.
Appendix G
*** THE END ***
Page A-133
APPENDIX H:
THE GROUP 1 INTERVIEW RECORD
1. General information:
1.1 Date: 18/8/2019.
1.2 Place: IMEXPHARM corporation, No.4, street 30/4, ward 1, Cao Lanh city, Dong Thap province.
1.3 Type: Focus group (researcher interviews participants).
1.4 Interviewer: Nguyen Vinh Luan.
1.5 Interviewee group: 10 members (5 males and 5 females).
2. Introduction:
My name is Nguyen Vinh Luan and I am a graduate student in Business Administration Faculty of Open University
of Ho Chi Minh City. Currently, I am doing a research thesis on the relationship between employer branding, employer
attractiveness, employee engagement and employee performance. My main analytical method is expected to be PLS-SEM and
the data will be collected by questionnaire survey method with 5-level likert scale.
With the above goal, I have relied on previous studies and scales to design the scale of the four concepts above
(employer branding, employer attractiveness, employee engagement and employee performance) to perform data collection
and measurement. In order to make the scale accurate, general and relevant to the context in Vietnam, I would like to
interview you as an expert in this field to help improve the scale before proceeding survey.
We hope to receive the help of you.
Appendix H
Thank you so much!
Page A-134
3. Questions:
Question 1:
Would you like tell if the definition of employer branding and scale inheritance of Tanwar and Prasad (2016) is
appropriate and reliable?
3.1 Employer branding: (41 items)
Denifition: According to Tanwar and Prasad (2016), the employer branding has five-dimensional structure that
includes elements such as training and development, ethics and corporate social responsibility (CSR), work-life balance,
healthy work atmosphere and compensation and benefits. In particular, the element of compensation and benefits refers to the
aspect of "economic dimension" and the element of healthy work atmosphere refers to the aspect of "psychological
dimension". This shows that employer branding will help meet the social needs of employees by providing flexible work
policies. In addition, the elements of training and development, ethics and corporate social responsibility show that
employer’s attitude is reaching both employees and society.
Answer 1:
Definition and scale of employer branding by Tanwar and Prasad (2016) is consistent with the research context of the
Appendix H
thesis.
Page A-135
Question 2:
Could you please comment on each item of the 9 dimensions of employer branding as detailed below?
Scale for employer branding concept is based on Tanwar and Prasad (2016) consisting of 9 dimensions, including 41
items as follows:
No. Items Authors Answers the question 2
1. Corporate social responsibility (4 items): CSR
This factor reflects the organization's level of concern in the ethical and social issues of both employees, society and in general. In
particular, if ethics shows organization attitude about employees and the legal process, CSR is considered the impact of the
organization on society with the purpose to identify and create engagement with new customers (Tanwar and Prasad, 2016).
In addition, this factor also means that the organization has high ethical standards and is concerned about environmental protection
(Lievens, 2005 cited from Turban et al, 1995). Besides, according to Chauhan and Mahajan (2013), this factor also shows that
employees always have the opportunity to become part of the work in contributing to the company's core values.
1 Tanwar and Prasad (2016) Reasonable My organisation provides insurance coverage for
employees and dependents.
Appendix H
2 Humanitarian organisation gives back to the society. Tanwar and Prasad (2016) Reasonable
Page A-136
3 Ethical organization with high moral standards Chauhan & Mahajan (2013) Reasonable
4 My Organization offers the possibility to work in a Lievens (2005) Reasonable
well-defined structure.
2. Work-Life Balance Satisfaction (8 items): WLSA
Besides, according to Lorys (2017), there are two concepts of work-life balance: work-life balance effectiveness and work-life
balance satisfaction. Accordingly, work-life balance effectiveness implies that there is uniformity and excellent performance in
linking all responsibilities of each role (work and life) (Caslson et al, 2009). Work-life balance satisfaction is how employees
perceive an important contribution to work and reward when they accomplish their tasks (Marks & MacDermid, 1996; Rantanen et
al., 2011). In other words, work-life balance satisfaction is the awareness of each individual how to do the job and the content they
perform to achieve an overall balance (Lorys, 2017).
1 Lorys (2017) Reasonable I am happy with the fit between my personal life and
work life.
2 I am happy with my work-life balance. Lorys (2017) Reasonable
3 Lorys (2017) Reasonable I am satisfied with how much time I spend in both my
work and personal life.
Appendix H
4 Lorys (2017) Reasonable I am able to accomplish what is expected of me at
work and in my personal life.
Page A-137
5 Lorys (2017) Reasonable I am happy with the way I divide my attention between
work and personal life.
6 Lorys (2017) Reasonable I am happy with how I prioritize my work and personal
life.
7 Lorys (2017) Reasonable I manage demands between my work life and personal
life.
8 Lorys (2017) Reasonable I am able to balance the demands of my work and
personal life.
3. Promotion (5 items): → Dựa nhiều vào Lievens
This factor reflects promotion opportunities that the company provides to employees for their current and future positions (Tanwar
and Prasad, 2016).
In addition, this factor also includes challenging and attractive jobs as well as the opportunity to use your abilities and satisfy your
career goals. (Lievens, 2005 cited from Turban et al, 1995). In addition, according to Chauhan and Mahajan (2013), this factor also
shows that all employees in the organization are aware of their career development in the organization.
1 My organisation communicates clear advancement Tanwar and Prasad (2016) Reasonable
path for its employees.
Appendix H
2 My Organization offers prospects for higher positions. Lievens (2005) Reasonable
Page A-138
3 My Organization offers diverse career opportunities. Lievens (2005) Reasonable
4 My Organization offers the possibility to build a Lievens (2005) Reasonable
career.
5 Good reference for your future career. Chauhan & Mahajan (2013) Reasonable
4. Education: EDU (3 items)
This factor reflects the skills development activities that the company provides to employees for their current and future positions
(Tanwar and Prasad, 2016).
1 My organisation provides us training courses. Tanwar and Prasad (2016) Reasonable
2 My organisation invests heavily in training and Tanwar and Prasad (2016) Reasonable
development of its employees.
3 My organisation organises various conferences, Tanwar and Prasad (2016) Reasonable
workshops and training programmes on regular basis.
5. Behavior-based family interference with work: WLBE (7 items)
Appendix H
According to Carlso et al (2000), three forms of work-family conflicts have been identified in theory including time-based conflict,
Page A-139
strain-based conflict and behavior-based conflict. Behavior-based conflict occurs when a particular behavior required in one role is
incompatible with another (Greenhaus & Beutell, 1985).
1 Carlso et al (2000) Reasonable
The behaviors that work for me at home do seem to be
effective at work.
2 Carlso et al (2000) Reasonable Behavior that is effective and necessary for me at
home would be effective at work.
3 Carlso et al (2000) Reasonable
The problem-solving behavior that work for me at
home does seem to be as useful at work.
4 Carlso et al (2000) Reasonable The behaviors I perform that make me effective at
work help me to be a better parent and spouse.
5 Carlso et al (2000) Reasonable
Behavior that is effective and necessary for me at work
would be effective at home.
6 Carlso et al (2000) Reasonable
The problem-solving behaviors I use in my job are
effective in resolving problems at home.
on feedback co-workers from 7 Lorys (2017) Reasonable
Appendix H
and
Based
family/friends, I effectively accomplish both my work
and personal responsibilities.
Page A-140
6. Travel opportunities (3 items):
This factor indicates that the organization has opportunities to work for leisure as well as an opportunity to experience an outside
social life (Lievens, 2005 cited from Turban et al, 1995).
1 My Organization offers the possibility to do a lot of Lievens (2005) Reasonable
foreign assignments.
2 My organization offers the possibility to travel a lot. Reasonable Lievens (2005)
3 My Organization offers the possibility to see a lot of Lievens (2005) Reasonable
the world.
7. Time-based work interference with family: WLTI (5 items)
According to Carlso et al (2000), three forms of work-family conflicts have been identified in theory including time-based conflict,
strain-based conflict and behavior-based conflict. In particular, the time-based conflict can occur when the time spent contributing to
one role makes it difficult to perform another role.
1 Carlso et al (2000) Reasonable
Appendix H
The time I must not devote to my job keeps me from
participating equally in household responsibilities and
activities.
Page A-141
2 Carlso et al (2000) Reasonable
My work doesn’t keep me from my family activities
more than I would like.
3 Carlso et al (2000) Reasonable I haven’t to miss family activities due to the amount of
time I must spend on work responsibilities.
4 Carlso et al (2000) Reasonable The time I spend on family responsibilities often don’t
interfere with my work responsibilities.
5 Carlso et al (2000) Reasonable
The time I spend with my family often don’t causes me
not to spend time in activities at work that could be
helpful to my career.
8. Teamwork: GRO (3 items)
This factor reflects the level of friendliness and stress-free in the work environment as well as the teamwork spirit among employees.
The atmosphere of each organization is unique and can be used as an employee value proposition (EVP) of the company to
distinguish it from other companies (Tanwar and Prasad, 2016).
In addition, this factor can be understood that the organization has warm co-wokers who are people with social tendencies, warmth
and friendliness (Lievens, 2005 cited from Turban et al, 1995). Besides, according to Chauhan and Mahajan (2013), this factor also
presents an opportunity to have inter-departmental experiences with each other.
1 My organisation offers opportunity to work in teams. Tanwar and Prasad (2016) Reasonable
Appendix H
2 My Organization offers the possibility to work together Lievens (2005) Reasonable
Page A-142
with different people.
3 My organization offers the possibility to enjoy a group Lievens (2005) Reasonable
atmosphere.
9. Strain-based family interference with work: WLST (3 items)
According to Carlso et al (2000), three forms of work-family conflicts have been identified in theory including time-based conflict,
strain-based conflict and behavior-based conflict. The strain-based conflict suggests that strain experienced in one role re-invades
and impacts on taking on another role.
1 I am often stressed from Carlso et al (2000) Reasonable
Although
family
responsibilities, I have a hard time concentrating on
my work.
2 Carlso et al (2000) Reasonable Tension and anxiety from my family life often don’t
weaken my ability to do my job.
3 Carlso et al (2000) Reasonable
In spite of stress at home, I am not often preoccupied
with family matters at work.
Question 3:
Appendix H
Could you please provide another opinion on the scale of employer branding detailed above?
Page A-143
Answer 3:
In addition to the above agreed opinions, we have some additional comments as follows:
• For Employer branding scale:
- CSR: It is necessary to comply with the employee's cultural principles both at work and in life (1)
- Education:
+ It is necessary to organize high quality training courses (2).
+ It is necessary to add diversity in the types of training (3).
- Need to add a content about the support of everyone each other (4). In which, write in detail each member
who always shares difficulties with colleagues (5). At the same time, each member of the organization is seen as
a unified block (6).
3.2 Employer Atractiveness: (15 items)
Question 4:
Would you like tell if the definition of employer attractiveness and scale inheritance of Berthon et al (2005) is
appropriate and reliable?
Denifition:
According to Berthon et al (2005), Employer Attractiveness is an organization’s benefit realized by potential candidates as
a special ogranization to work in such as interesting value, economic value, social value, developmental value and application
Appendix H
value.
Page A-144
Answer 4:
Definition and scale of employer attractives by Berthon et al (2005) is consistent with the research context of the
thesis.
Question 5:
Could you please comment on each item of the 5 dimensions of employer attractiveness as detailed below?
Scale for employee engagement concept is based on Berthon et al (2005) consisting of 5 dimensions, including 15
items as follows:
No. Items Authors Answers the question 5
1. Social value (5 items):
This factor reflects the extent to which an individual is attracted to the employer through providing a fun, happy working
environment, good working relationship and a team atmosphere (Berthon et al, 2005).
1 Having a good relationship with your colleagues. Berthon et al (2005) Reasonable
2 Supportive and encouraging colleagues. Berthon et al (2005) Reasonable
3 Having a good relationship with your superiors. Berthon et al (2005) Reasonable
Appendix H
4 Happy work environment. Berthon et al (2005) Reasonable
Page A-145
5 A fun working environment. Berthon et al (2005) Reasonable
2. Developmental value (4 items):
This factor reflects the extent to which an individual is attracted to the employer by providing recognition, confidence, engagement
with professional experience, and a foundation for future growth (Berthon et al, 2005).
1 Feeling good about yourself as a result of working for a Reasonable Berthon et al (2005)
particular organization.
2 Feeling more self-confident as a result of working for a Reasonable Berthon et al (2005)
particular organization.
3 A springboard for future employment. Reasonable Berthon et al (2005)
4 Gaining career-enhancing experience. Reasonable Berthon et al (2005)
3. Application value (3 items):
This factor reflects the extent to which an individual is attracted to the employer by providing an opportunity for employees to apply
what they learn to teach others in an environment that is customer-oriented and humanitarian (Berthon et al, 2005).
1 Opportunity to teach others what you have learned. Berthon et al (2005) Reasonable
Appendix H
2 Opportunity to apply what was learned at a tertiary Berthon et al (2005) Reasonable
Page A-146
institution.
3 Acceptance and belonging. Berthon et al (2005) Reasonable
4. Safety Value: SAF (1 items)
This factor reflects the extent to which an individual is attracted to job security (Berthon et al, 2005).
1 Job security within the organization. Berthon et al (2005) Reasonable
5. Economic value (2 items):
This factor reflects the extent to which an individual is attracted to the employer by providing an high average of salary,
compensation package (Berthon et al, 2005).
An above average basic salary. Reasonable 1 Berthon et al (2005)
Appendix H
An attractive overall compensation package. Berthon et al (2005) Reasonable 2
Page A-147
Question 6:
Could you please provide another opinion on the scale of employer attractivenss detailed above?
Answer 6:
In addition to the above agreed opinions, we have some additional comments as follows:
• For Employer attractiveness scale:
- Social value: Recommend additional engagement among the members (7)
- Development value: Need to add authorization content to create opportunities for staff training and
development (8).
- Application value: Add value to this application value by sharing your own experiences with colleagues (9).
- Safety value: Add a psychological safety factor like stress, sexual harassment, etc. (10).
3.3 Employee engagement: (16 items)
Question 7:
Would you like tell if the definition of employee engagement and scale inheritance of Schaufeli et al (2002) is
appropriate and reliable?
Denifition:
In addition, according to Al Mehrzi and Singh (2016), engagement is a positive, meaningful and motivational attitude.
Appendix H
Characteristics of this concept are vigor, dedication and absorption; in which, (i) vigor as a high level of energy, resilience
Page A-148
and the desire to strive and never give up in the face of challenges; (ii) dedication worth feeling, enthusiasm, value and
challenge; (iii) absorption as the property acquired during focusing for a certain task (Schaufeli et al, 2002).
Answer 7:
Definition and scale of employee engagement by Schaufeli et al (2002) is consistent with the research context of the
thesis.
Question 8:
Could you please comment on each item of the 5 dimensions of employee engagement as detailed below?
Scale for employee engagement concept is based on Schaufeli et al (2002) consisting of 3 dimensions, including 16
items as follows:
No. Items Authors Answers the question 8
Dedication: DED (6 items)
This factor reflects the ability to perceive significance, enthusiasm, inspiration, pride, and challenge (Schaufeli et al, 2002).
1 Reasonable Schaufeli et al (2002) To me, I am enthusiastic about my job.
Appendix H
2 To me, I am proud on the work that I do. Reasonable Schaufeli et al (2002)
Page A-149
3 Reasonable Schaufeli et al (2002) To me, my job inspires me.
4 To me, I find the work that I do full of meaning and Reasonable Schaufeli et al (2002)
purpose.
5 I feel happy when I am working intensely. Reasonable Schaufeli et al (2002)
6 When I get up in the morning, I feel like going to work. Schaufeli et al (2002) Reasonable
Vigor: VIG (5 items)
This factor reflects a high level of energy and mental resilience at work. At the same time, willing to invest effort in work and be
persistent even when facing difficulties (Schaufeli et al, 2002).
1 At my job, I am mentally. Schaufeli et al (2002) Reasonable
2 At my work I always persevere, even when things do not Schaufeli et al (2002) Reasonable
go well.
3 I can continue working for very long periods at a time. Schaufeli et al (2002) Reasonable
Appendix H
4 At my job, I am very resilient. Schaufeli et al (2002) Reasonable
Page A-150
Reasonable 5 Schaufeli et al (2002) At my job I feel strong and vigorous.
Absorption: ABS (5 items)
This factor reflects the high level of concentration and deeply engrosses in work. Therefore, employees feel that time passes quickly
and easily to overcome difficulties when encountering (Schaufeli et al, 2002).
Reasonable 1 When I am working, I forget everything else around me. Schaufeli et al (2002)
Reasonable 2 Schaufeli et al (2002) It is difficult to detach myself from my job.
Reasonable 3 Schaufeli et al (2002) Time flies when I am working.
I am immersed in my work. Reasonable 4 Schaufeli et al (2002)
Reasonable 5 Schaufeli et al (2002) I get carried away when I am working.
Question 9:
Could you please provide another opinion on the scale of employee engagement detailed above?
Answer 9:
Appendix H
No, we have no other opinion.
Page A-151
3.4 Employee performance: (17 items)
Question 10:
Would you like tell if the definition of employee performance and scale inheritance of Welboure et al (1998) is
appropriate and reliable?
Denifition:
According to Welboure et al (1998), employee performance measures were examined: job, career, innovator, team and
organization.
Answer 10:
Definition and scale of employee performance by Welboure et al (1998) is consistent with the research context of the
thesis.
Question 11:
Could you please comment on each item of the 3 dimensions of employee performance as detailed below?
Scale for employee performance concept is based on Welboure et al (1998) of 3 dimensions, including 17 items as
follows:
No. Items Authors Answers the question 11
Teamwork: TEA (8 items)
Appendix H
Working witb co-workers and team members, toward success of the firm. Going above the call of duty in one's concern for the firm.
Page A-152
Working for the overall good of the company. Welboure et al (1998) 1 Reasonable
Doing things to promote tbe company. Welboure et al (1998) 2 Reasonable
Welboure et al (1998) 3 Reasonable Making sure his/ber work group succeeds.
Helping so that the company is a good place to be. Welboure et al (1998) 4 Reasonable
Seeking information from others in his/ber work group. Welboure et al (1998) 5 Reasonable
Doing things that help others when it's not part of Welboure et al (1998) 6 Reasonable
his/ber job.
Working as part of a team or work group. Welboure et al (1998) 7 Reasonable
Responding to the needs of others in his/her work Welboure et al (1998) 8 Reasonable
group.
Innovator: INO (6 items)
Creativity and innovation in one's job and the organization as a whole
Appendix H
1 Welboure et al (1998) Reasonable Working to implement new ideas
Page A-153
Finding improved ways to do things. Welboure et al (1998) Reasonable 2
Welboure et al (1998) Reasonable 3 Creating better processes and routines.
Welboure et al (1998) Reasonable 4 Coming up with new ideas.
Seeking out career opportunities Welboure et al (1998) Reasonable 5
Developing skills needed for his/her future career. Welboure et al (1998) Reasonable 6
Job: JOB (3 items)
Doing things specifically related to one's job description.
Welboure et al (1998) Reasonable 1 Quantity of work output.
Welboure et al (1998) Reasonable 2 Quality of work output
Appendix H
Welboure et al (1998) Reasonable 3 Accuracy of work.
Page A-154
Question 12:
Could you please provide another opinion on the scale of employee performance detailed above?
Answer 12:
No, we have no other opinion.
Appendix H
*** THE END ***
Page A-155
APPENDIX I:
THE GROUP 2 INTERVIEW RECORD
1. General information:
1.1 Date: 20/8/2019.
1.2 Place: 63B- 65B, Street 2, Lu Gia, Ward 15, District 11, Ho Chi Minh city.
1.3 Type: Focus group (researcher interviews participants).
1.4 Interviewer: Nguyen Vinh Luan.
1.5 Interviewee group: 10 members (6 males and 4 females).
2. Introduction:
My name is Nguyen Vinh Luan and I am a graduate student in Business Administration Faculty of Open University
of Ho Chi Minh City. Currently, I am doing a research thesis on the relationship between employer branding, employer
attractiveness, employee engagement and employee performance. My main analytical method is expected to be PLS-SEM and
the data will be collected by questionnaire survey method with 5-level likert scale.
With the above goal, I have relied on previous studies and scales to design the scale of the four concepts above
(employer branding, employer attractiveness, employee engagement and employee performance) to perform data collection
and measurement. In order to make the scale accurate, general and relevant to the context in Vietnam, I would like to
interview you as an expert in this field to help improve the scale before proceeding survey.
We hope to receive the help of you.
Appendix I
Thank you so much!
Page A-156
3. Questions:
Question 1:
Would you like tell if the definition of employer branding and scale inheritance of Tanwar and Prasad (2016) is
appropriate and reliable?
3.1 Employer branding: (41 items)
Denifition: According to Tanwar and Prasad (2016), the employer branding has five-dimensional structure that
includes elements such as training and development, ethics and corporate social responsibility (CSR), work-life balance,
healthy work atmosphere and compensation and benefits. In particular, the element of compensation and benefits refers to the
aspect of "economic dimension" and the element of healthy work atmosphere refers to the aspect of "psychological
dimension". This shows that employer branding will help meet the social needs of employees by providing flexible work
policies. In addition, the elements of training and development, ethics and corporate social responsibility show that
employer’s attitude is reaching both employees and society.
Answer 1:
Definition and scale of employer branding by Tanwar and Prasad (2016) is consistent with the research context of the
Appendix I
thesis.
Page A-157
Question 2:
Could you please comment on each item of the 9 dimensions of employer branding as detailed below?
Scale for employer branding concept is based on Tanwar and Prasad (2016) consisting of 9 dimensions, including 41
items as follows:
No. Items Authors Answers the question 2
1. Corporate social responsibility (4 items): CSR
This factor reflects the organization's level of concern in the ethical and social issues of both employees, society and in general. In
particular, if ethics shows organization attitude about employees and the legal process, CSR is considered the impact of the
organization on society with the purpose to identify and create engagement with new customers (Tanwar and Prasad, 2016).
In addition, this factor also means that the organization has high ethical standards and is concerned about environmental protection
(Lievens, 2005 cited from Turban et al, 1995). Besides, according to Chauhan and Mahajan (2013), this factor also shows that
employees always have the opportunity to become part of the work in contributing to the company's core values.
1 Tanwar and Prasad (2016) Reasonable My organisation provides insurance coverage for
employees and dependents.
Appendix I
2 Humanitarian organisation gives back to the society. Tanwar and Prasad (2016) Reasonable
Page A-158
3 Ethical organization with high moral standards Chauhan & Mahajan (2013) Reasonable
4 My Organization offers the possibility to work in a Lievens (2005) Reasonable
well-defined structure.
2. Work-Life Balance Satisfaction (8 items): WLSA
Besides, according to Lorys (2017), there are two concepts of work-life balance: work-life balance effectiveness and work-life
balance satisfaction. Accordingly, work-life balance effectiveness implies that there is uniformity and excellent performance in
linking all responsibilities of each role (work and life) (Caslson et al, 2009). Work-life balance satisfaction is how employees
perceive an important contribution to work and reward when they accomplish their tasks (Marks & MacDermid, 1996; Rantanen et
al., 2011). In other words, work-life balance satisfaction is the awareness of each individual how to do the job and the content they
perform to achieve an overall balance (Lorys, 2017).
1 Lorys (2017) Reasonable I am happy with the fit between my personal life and
work life.
2 I am happy with my work-life balance. Lorys (2017) Reasonable
3 Lorys (2017) Reasonable I am satisfied with how much time I spend in both my
work and personal life.
Appendix I
4 Lorys (2017) Reasonable I am able to accomplish what is expected of me at
work and in my personal life.
Page A-159
5 Lorys (2017) Reasonable I am happy with the way I divide my attention between
work and personal life.
6 Lorys (2017) Reasonable I am happy with how I prioritize my work and personal
life.
7 Lorys (2017) Reasonable I manage demands between my work life and personal
life.
8 Lorys (2017) Reasonable I am able to balance the demands of my work and
personal life.
3. Promotion (5 items): → Dựa nhiều vào Lievens
This factor reflects promotion opportunities that the company provides to employees for their current and future positions (Tanwar
and Prasad, 2016).
In addition, this factor also includes challenging and attractive jobs as well as the opportunity to use your abilities and satisfy your
career goals. (Lievens, 2005 cited from Turban et al, 1995). In addition, according to Chauhan and Mahajan (2013), this factor also
shows that all employees in the organization are aware of their career development in the organization.
1 My organisation communicates clear advancement Tanwar and Prasad (2016) Reasonable
path for its employees.
Appendix I
2 My Organization offers prospects for higher positions. Lievens (2005) Reasonable
Page A-160
3 My Organization offers diverse career opportunities. Lievens (2005) Reasonable
4 My Organization offers the possibility to build a Lievens (2005) Reasonable
career.
5 Good reference for your future career. Chauhan & Mahajan (2013) Reasonable
4. Education: EDU (3 items)
This factor reflects the skills development activities that the company provides to employees for their current and future positions
(Tanwar and Prasad, 2016).
1 My organisation provides us training courses. Tanwar and Prasad (2016) Reasonable
2 My organisation invests heavily in training and Tanwar and Prasad (2016) Reasonable
development of its employees.
3 My organisation organises various conferences, Tanwar and Prasad (2016) Reasonable
workshops and training programmes on regular basis.
5. Behavior-based family interference with work: WLBE (7 items)
Appendix I
According to Carlso et al (2000), three forms of work-family conflicts have been identified in theory including time-based conflict,
Page A-161
strain-based conflict and behavior-based conflict. Behavior-based conflict occurs when a particular behavior required in one role is
incompatible with another (Greenhaus & Beutell, 1985).
1 Carlso et al (2000) Reasonable
The behaviors that work for me at home do seem to be
effective at work.
2 Carlso et al (2000) Reasonable Behavior that is effective and necessary for me at
home would be effective at work.
3 Carlso et al (2000) Reasonable
The problem-solving behavior that work for me at
home does seem to be as useful at work.
4 Carlso et al (2000) Reasonable The behaviors I perform that make me effective at
work help me to be a better parent and spouse.
5 Carlso et al (2000) Reasonable
Behavior that is effective and necessary for me at work
would be effective at home.
6 Carlso et al (2000) Reasonable
The problem-solving behaviors I use in my job are
effective in resolving problems at home.
on feedback co-workers from 7 Lorys (2017) Reasonable
Appendix I
and
Based
family/friends, I effectively accomplish both my work
and personal responsibilities.
Page A-162
6. Travel opportunities (3 items):
This factor indicates that the organization has opportunities to work for leisure as well as an opportunity to experience an outside
social life (Lievens, 2005 cited from Turban et al, 1995).
1 My Organization offers the possibility to do a lot of Lievens (2005) Reasonable
foreign assignments.
2 My organization offers the possibility to travel a lot. Reasonable Lievens (2005)
3 My Organization offers the possibility to see a lot of Lievens (2005) Reasonable
the world.
7. Time-based work interference with family: WLTI (5 items)
According to Carlso et al (2000), three forms of work-family conflicts have been identified in theory including time-based conflict,
strain-based conflict and behavior-based conflict. In particular, the time-based conflict can occur when the time spent contributing to
one role makes it difficult to perform another role.
1 Carlso et al (2000) Reasonable
Appendix I
The time I must not devote to my job keeps me from
participating equally in household responsibilities and
activities.
Page A-163
2 Carlso et al (2000) Reasonable
My work doesn’t keep me from my family activities
more than I would like.
3 Carlso et al (2000) Reasonable I haven’t to miss family activities due to the amount of
time I must spend on work responsibilities.
4 Carlso et al (2000) Reasonable The time I spend on family responsibilities often don’t
interfere with my work responsibilities.
5 Carlso et al (2000) Reasonable
The time I spend with my family often don’t causes me
not to spend time in activities at work that could be
helpful to my career.
8. Teamwork: GRO (3 items)
This factor reflects the level of friendliness and stress-free in the work environment as well as the teamwork spirit among employees.
The atmosphere of each organization is unique and can be used as an employee value proposition (EVP) of the company to
distinguish it from other companies (Tanwar and Prasad, 2016).
In addition, this factor can be understood that the organization has warm co-wokers who are people with social tendencies, warmth
and friendliness (Lievens, 2005 cited from Turban et al, 1995). Besides, according to Chauhan and Mahajan (2013), this factor also
presents an opportunity to have inter-departmental experiences with each other.
1 My organisation offers opportunity to work in teams. Tanwar and Prasad (2016) Reasonable
Appendix I
2 My Organization offers the possibility to work together Lievens (2005) Reasonable
Page A-164
with different people.
3 My organization offers the possibility to enjoy a group Lievens (2005) Reasonable
atmosphere.
9. Strain-based family interference with work: WLST (3 items)
According to Carlso et al (2000), three forms of work-family conflicts have been identified in theory including time-based conflict,
strain-based conflict and behavior-based conflict. The strain-based conflict suggests that strain experienced in one role re-invades
and impacts on taking on another role.
I am often stressed from Carlso et al (2000) Reasonable 1
Although
family
responsibilities, I have a hard time concentrating on
my work.
Carlso et al (2000) Reasonable 2 Tension and anxiety from my family life often don’t
weaken my ability to do my job.
Carlso et al (2000) Reasonable 3
Appendix I
In spite of stress at home, I am not often preoccupied
with family matters at work.
Page A-165
Question 3:
Could you please provide another opinion on the scale of employer branding detailed above?
Answer 3:
In addition to the above agreed opinions, we have some additional comments as follows:
• For Employer branding scale:
- CSR: Need to take care of the employee's material benefit because in order to implement CSR, it is necessary
to take care of the employee first. (1)
- Promotion: Need to add a variety of development positions in the organization to create more opportunities
for the employee. (2)
- Education:
+ Need to care about the quality of training (3)
+ Consider the diversity of training methods (4)
- Need to supplement the support of superiors towards subordinates and between colleagues. (5) In it, Need to
add content all members of the organization are ready to support other members in work (6). At the same time,
Appendix I
it should be affirmed that everyone in the organization must be a unity (7).
Page A-166
3.2 Employer Atractiveness: (15 items)
Question 4:
Would you like tell if the definition of employer attractiveness and scale inheritance of Berthon et al (2005) is
appropriate and reliable?
Denifition:
According to Berthon et al (2005), Employer Attractiveness is an organization’s benefit realized by potential candidates as
a special ogranization to work in such as interesting value, economic value, social value, developmental value and application
value.
Answer 4:
Definition and scale of employer attractives by Berthon et al (2005) is consistent with the research context of the
Appendix I
thesis.
Page A-167
Question 5:
Could you please comment on each item of the 5 dimensions of employer attractiveness as detailed below?
Scale for employee engagement concept is based on Berthon et al (2005) consisting of 5 dimensions, including 15
items as follows:
No. Items Authors Answers the question 5
1. Social value (5 items):
This factor reflects the extent to which an individual is attracted to the employer through providing a fun, happy working
environment, good working relationship and a team atmosphere (Berthon et al, 2005).
Having a good relationship with your colleagues. Berthon et al (2005) 1 Reasonable
Supportive and encouraging colleagues. Berthon et al (2005) 2 Reasonable
Having a good relationship with your superiors. Berthon et al (2005) 3 Reasonable
Happy work environment. Berthon et al (2005) 4 Reasonable
Appendix I
A fun working environment. Berthon et al (2005) 5 Reasonable
Page A-168
2. Developmental value (4 items):
This factor reflects the extent to which an individual is attracted to the employer by providing recognition, confidence, engagement
with professional experience, and a foundation for future growth (Berthon et al, 2005).
1 Feeling good about yourself as a result of working for a Reasonable Berthon et al (2005)
particular organization.
2 Feeling more self-confident as a result of working for a Reasonable Berthon et al (2005)
particular organization.
3 A springboard for future employment. Reasonable Berthon et al (2005)
4 Gaining career-enhancing experience. Reasonable Berthon et al (2005)
3. Application value (3 items):
This factor reflects the extent to which an individual is attracted to the employer by providing an opportunity for employees to apply
what they learn to teach others in an environment that is customer-oriented and humanitarian (Berthon et al, 2005).
1 Opportunity to teach others what you have learned. Berthon et al (2005) Reasonable
2 Opportunity to apply what was learned at a tertiary Berthon et al (2005) Reasonable
Appendix I
institution.
Page A-169
3 Acceptance and belonging. Berthon et al (2005) Reasonable
4. Safety Value: SAF (1 items)
This factor reflects the extent to which an individual is attracted to job security (Berthon et al, 2005).
1 Job security within the organization. Berthon et al (2005) Reasonable
5. Economic value (2 items):
This factor reflects the extent to which an individual is attracted to the employer by providing an high average of salary,
compensation package (Berthon et al, 2005).
An above average basic salary. Reasonable 1 Berthon et al (2005)
Appendix I
An attractive overall compensation package. Berthon et al (2005) Reasonable 2
Page A-170
Question 6:
Could you please provide another opinion on the scale of employer attractivenss detailed above?
Answer 6:
In addition to the above agreed opinions, we have some additional comments as follows:
• For Employer attractiveness scale:
- Social value: Suggest to supplement the strong bond between colleagues in the company (8)
- Application value: Supplement the sharing of experiences in the organization (9).
- Safety value: Adding things like working without too much stress (which can cause illness), sexual
harassment, etc. (10).
- Economic value: Add a competitive allowances policies (11).
3.3 Employee engagement: (16 items)
Question 7:
Would you like tell if the definition of employee engagement and scale inheritance of Schaufeli et al (2002) is
appropriate and reliable?
Denifition:
In addition, according to Al Mehrzi and Singh (2016), engagement is a positive, meaningful and motivational attitude.
Appendix I
Characteristics of this concept are vigor, dedication and absorption; in which, (i) vigor as a high level of energy, resilience
Page A-171
and the desire to strive and never give up in the face of challenges; (ii) dedication worth feeling, enthusiasm, value and
challenge; (iii) absorption as the property acquired during focusing for a certain task (Schaufeli et al, 2002).
Answer 7:
Definition and scale of employee engagement by Schaufeli et al (2002) is consistent with the research context of the
thesis.
Question 8:
Could you please comment on each item of the 5 dimensions of employee engagement as detailed below?
Scale for employee engagement concept is based on Schaufeli et al (2002) consisting of 3 dimensions, including 16
items as follows:
No. Items Authors Answers the question 8
Dedication: DED (6 items)
This factor reflects the ability to perceive significance, enthusiasm, inspiration, pride, and challenge (Schaufeli et al, 2002).
1 Reasonable Schaufeli et al (2002) To me, I am enthusiastic about my job.
Appendix I
2 To me, I am proud on the work that I do. Reasonable Schaufeli et al (2002)
Page A-172
3 Reasonable Schaufeli et al (2002) To me, my job inspires me.
4 To me, I find the work that I do full of meaning and Reasonable Schaufeli et al (2002)
purpose.
5 I feel happy when I am working intensely. Reasonable Schaufeli et al (2002)
6 When I get up in the morning, I feel like going to work. Schaufeli et al (2002) Reasonable
Vigor: VIG (5 items)
This factor reflects a high level of energy and mental resilience at work. At the same time, willing to invest effort in work and be
persistent even when facing difficulties (Schaufeli et al, 2002).
1 At my job, I am mentally. Schaufeli et al (2002) Reasonable
2 At my work I always persevere, even when things do not Schaufeli et al (2002) Reasonable
go well.
3 I can continue working for very long periods at a time. Schaufeli et al (2002) Reasonable
Appendix I
4 At my job, I am very resilient. Schaufeli et al (2002) Reasonable
Page A-173
5 Reasonable Schaufeli et al (2002) At my job I feel strong and vigorous.
Absorption: ABS (5 items)
This factor reflects the high level of concentration and deeply engrosses in work. Therefore, employees feel that time passes quickly
and easily to overcome difficulties when encountering (Schaufeli et al, 2002).
1 Reasonable When I am working, I forget everything else around me. Schaufeli et al (2002)
2 Reasonable Schaufeli et al (2002) It is difficult to detach myself from my job.
3 Reasonable Schaufeli et al (2002) Time flies when I am working.
4 I am immersed in my work. Reasonable Schaufeli et al (2002)
5 Reasonable Schaufeli et al (2002) I get carried away when I am working.
Question 9:
Could you please provide another opinion on the scale of employee engagement detailed above?
Answer 9:
Appendix I
No, we have no other opinion.
Page A-174
3.4 Employee performance: (17 items)
Question 10:
Would you like tell if the definition of employee performance and scale inheritance of Welboure et al (1998) is
appropriate and reliable?
Denifition:
According to Welboure et al (1998), employee performance measures were examined: job, career, innovator, team and
organization.
Answer 10:
Definition and scale of employee performance by Welboure et al (1998) is consistent with the research context of the
thesis.
Question 11:
Could you please comment on each item of the 3 dimensions of employee performance as detailed below?
Scale for employee performance concept is based on Welboure et al (1998) of 3 dimensions, including 17 items as
follows:
Authors Answers the question 11 No. Items
Teamwork: TEA (8 items)
Appendix I
Working witb co-workers and team members, toward success of the firm. Going above the call of duty in one's concern for the firm.
Page A-175
Working for the overall good of the company. Welboure et al (1998) 1 Reasonable
Doing things to promote tbe company. Welboure et al (1998) 2 Reasonable
Welboure et al (1998) 3 Reasonable Making sure his/ber work group succeeds.
Helping so that the company is a good place to be. Welboure et al (1998) 4 Reasonable
Seeking information from others in his/ber work group. Welboure et al (1998) 5 Reasonable
Doing things that help others when it's not part of Welboure et al (1998) 6 Reasonable
his/ber job.
Working as part of a team or work group. Welboure et al (1998) 7 Reasonable
Responding to the needs of others in his/her work Welboure et al (1998) 8 Reasonable
group.
Innovator: INO (6 items)
Creativity and innovation in one's job and the organization as a whole
Appendix I
1 Welboure et al (1998) Reasonable Working to implement new ideas
Page A-176
Finding improved ways to do things. Welboure et al (1998) Reasonable 2
Welboure et al (1998) Reasonable 3 Creating better processes and routines.
Welboure et al (1998) Reasonable 4 Coming up with new ideas.
Seeking out career opportunities Welboure et al (1998) Reasonable 5
Developing skills needed for his/her future career. Welboure et al (1998) Reasonable 6
Job: JOB (3 items)
Doing things specifically related to one's job description.
Welboure et al (1998) Reasonable 1 Quantity of work output.
Welboure et al (1998) Reasonable 2 Quality of work output
Appendix I
Welboure et al (1998) Reasonable 3 Accuracy of work.
Page A-177
Question 12:
Could you please provide another opinion on the scale of employee performance detailed above?
Answer 12:
No, we have no other opinion.
Appendix I
*** THE END ***
Page A-178
APPENDIX J:THE SCALE AFTER QUANLITATVE RESEARCH
1. Employer branding scale
Expert opinions and group No. Items Authors discussion results
1. Corporate social responsibility (9 items): CSR
1 My organisation provides Tanwar and
insurance coverage for Prasad (2016) Unchanged
employees and dependents.
2 Humanitarian organisation Tanwar and Unchanged
gives back to the society. Prasad (2016)
3 Ethical organization with Chauhan &
high moral standards Mahajan Unchanged
(2013)
4 My Organization offers the Lievens Unchanged
possibility to work in a well- (2005)
defined structure.
5 My organization always Expert 1: There is a need for
obeys the law. additional organization legal
compliance as this is CSR
related.
6 My organization is always Expert 2: Additional protection of
concerned about the environment is required as
environmental protection. this content is CSR related.
7 My organization builds and Discussion of group 1: It is
requires employees to necessary to comply with the
Appendix J
adhere to the cultural employee's cultural principles
Page A-179
principle of conduct in their both at work and in life.
work and life.
8 My organization is always Expert 3: Need to add customer
concerned about the benefit rights guarantee because this is
of our customers. also a stakeholder in CSR.
9 My organization is always Discussion of group 2: Need to
concerned about the take care of the employee's
material life of its material life because in order to
employees. implement CSR, it is necessary to
take care of the employee first.
2. Work-Life Balance Satisfaction (8 items): WLSA
1 I am happy with the fit Lorys (2017)
between my personal life Unchanged
and work life.
2 I am happy with my work- Lorys (2017) Unchanged
life balance.
3 I am satisfied with how Lorys (2017)
much time I spend in both Unchanged
my work and personal life.
4 I am able to accomplish Lorys (2017) Unchanged
what is expected of me at
work and in my personal
life.
5 I am happy with the way I Lorys (2017)
divide my attention between Unchanged
Appendix J
work and personal life.
Page A-180
6 I am happy with how I Lorys (2017) Unchanged
prioritize my work and
personal life.
7 I manage demands between Lorys (2017)
my work life and personal Unchanged
life.
8 I am able to balance the Lorys (2017) Unchanged
demands of my work and
personal life.
3. Promotion (8 items):
1 My organisation Tanwar and
communicates clear Prasad (2016) Unchanged advancement path for its
employees.
2 My Organization offers Lievens Unchanged
prospects for higher (2005)
positions.
3 My Organization offers Lievens Unchanged diverse career opportunities. (2005)
4 My Organization offers the Lievens Unchanged
possibility to build a career. (2005)
5 Good reference for your Chauhan &
future career. Mahajan Unchanged
(2013)
6 Promotion opportunities in Expert 1 and expert 3: The need
my organization are fair for for additional fair in employee
Appendix J
all. development in the organization.
Page A-181
7 The positions and Discussion of group 2: Need to
opportunities for promotion add a variety of development
greatly abound in my positions in the organization to
organization. create more opportunities for the
employee
8 My organization has a Expert 4: Need additional
professional development development orientation and
orientation for its employees career path for employee.
(besides position
development).
4. Education: EDU (7 items)
1 My organisation provides us Tanwar and Unchanged training courses. Prasad (2016)
2 My organisation invests Tanwar and Unchanged
heavily in training and Prasad (2016)
development of its
employees.
3 My organisation organises Tanwar and
various conferences, Prasad (2016)
workshops and training Unchanged
programmes on regular
basis.
4 My organization always Expert 1: Need to add annual
organizes many annual short training courses to
trainings for its employees. employee
5 My organization always Expert 3, expert 4 and Discussion
organizes training programs of group 1: Need additional
with content close to the training content must be
Appendix J
actual needs of employees. associated with the actual needs
Page A-182
of the employee's work.
6 My organization always Expert 1, expert 2 and Discussion
organizes high quality of group 1, 2: Need additional
training programs for content about the quality of
employees. training courses
7 My organization always Expert 3 and Discussion of group
organizes many forms of 1, 2: Need additional content
training (internal, external, about the diversity of training
on the job, etc.) for forms.
employees.
5. Behavior-based family interference with work: WLBE (7 items)
1 The behaviors that work for Carlso et al
me at home do seem to be (2000) Unchanged
effective at work.
2 Behavior that is effective Carlso et al Unchanged
and necessary for me at (2000)
home would be effective at
work.
3 The problem-solving Carlso et al
behavior that work for me at (2000) Unchanged home does seem to be as
useful at work.
4 The behaviors I perform that Carlso et al Unchanged
make me effective at work (2000)
help me to be a better parent
Appendix J
and spouse.
Page A-183
5 Behavior that is effective Carlso et al
and necessary for me at (2000) Unchanged work would be effective at
home.
6 The problem-solving Carlso et al Unchanged
behaviors I use in my job are (2000)
effective in resolving
problems at home.
7 Based on feedback from co- Lorys (2017)
workers and family/friends,
I effectively accomplish Unchanged
both my work and personal
responsibilities.
6. Travel opportunities (3 items):
1 My Organization offers the Lievens
possibility to do a lot of (2005) Unchanged
foreign assignments.
2 My organization offers the Lievens Unchanged
possibility to travel a lot. (2005)
3 My Organization offers the Lievens
possibility to see a lot of the (2005) Unchanged
world.
7. Time-based work interference with family: WLTI (5 items)
1 The time I must not devote Carlso et al
to my job keeps me from (2000)
participating equally in Unchanged
household responsibilities
Appendix J
and activities.
Page A-184
2 My work doesn’t keep me Carlso et al Unchanged
from my family activities (2000)
more than I would like.
3 I haven’t to miss family Carlso et al
activities due to the amount (2000) Unchanged of time I must spend on
work responsibilities.
4 The time I spend on family Carlso et al Unchanged
responsibilities often don’t (2000)
interfere with my work
responsibilities.
5 The time I spend with my Carlso et al
family often don’t causes me (2000)
not to spend time in Unchanged
activities at work that could
be helpful to my career.
8. Teamwork: GRO (4 items)
1 My organisation offers Tanwar and
opportunity to work in Prasad (2016) Unchanged
teams.
2 My Organization offers the Lievens Unchanged
possibility to work together (2005)
with different people.
3 My organization offers the Lievens
possibility to enjoy a group (2005) Unchanged
atmosphere.
4 Teamwork is always Expert 1: Need to add teamwork
Appendix J
encouraged in my spirit which is always
Page A-185
organization. recommended in the
organization.
9. Supporting: SUP (4 items)
The mutual support and difficulty sharing among the organization's members in the spirit
of solidarity. (Expert 1, expert 4 and Discussion of group 1, 2: It is recommended that
besides teamwork, there should be one additional factor that is mutual support in the
organization).
1 My organization always has Expert 1 and expert 4: It is
a harmonious coordination necessary to add content to the
among group members. coordination between members.
2 Team members always share Discussion of group 1: There is a
difficulties with each other. need for difficult sharing among
members of the organization.
3 All members of the Discussion of group 2: Need to
organization support each add content all members of the
other's work. organization are ready to support
other members in work.
4 The team members are Expert 1 and Discussion of group
always united. 1, 2: It is necessary to confirm
that the members of the
organization are a unified group.
10. Strain-based family interference with work: WLST (3 items)
1 Although I am often stressed Carlso et al
from family responsibilities, (2000) Unchanged I have a hard time
concentrating on my work.
2 Tension and anxiety from Carlso et al Unchanged
Appendix J
my family life often don’t (2000)
Page A-186
weaken my ability to do my
job.
3 In spite of stress at home, I Carlso et al
am not often preoccupied (2000) Unchanged with family matters at
work.
2. Employer attractiveness scale
Expert opinions and Discussion No. Items Authors results
1. Social value (6 items)
1 Having a good relationship Berthon et al Unchanged with your colleagues. (2005)
2 Supportive and encouraging Berthon et al Unchanged
colleagues. (2005)
3 Having a good relationship Berthon et al Unchanged with your superiors. (2005)
4 Happy work environment. Berthon et al Unchanged
(2005)
5 A fun working environment. Berthon et al Unchanged (2005)
6 Colleagues in the company Qualititative Expert 1, expert 3, expert 4 and
always get along with each research Discussion of group 1, 2: Need
other. additional content: colleagues in
the organization are always
associated with other members.
2. Developmental value (6 items)
Appendix J
1 Feeling good about yourself Berthon et al Unchanged
Page A-187
as a result of working for a (2005)
particular organization.
2 Feeling more self-confident Berthon et al Unchanged
as a result of working for a (2005)
particular organization.
3 A springboard for future Berthon et al Unchanged employment. (2005)
4 Gaining career-enhancing Berthon et al Unchanged
experience. (2005)
5 You feel the desire to stick Qualititative Expert 3: Need to add employee
with the organization research content that wants to engage with
because of the opportunities the organization because of
that come from experience professional workplace
in a professional workplace. experience opportunities.
6 My organization always Qualititative Expert 1 and Discussion group 1:
implements decentralized research Need additional authorization
employee content for staff.
3. Application value (4 items)
1 Opportunity to teach others Berthon et al Unchanged what you have learned. (2005)
2 Opportunity to apply what Berthon et al Unchanged
was learned at a tertiary (2005)
institution.
Appendix J
3 Acceptance and belonging. Berthon et al Unchanged (2005)
Page A-188
4 You have the opportunity to Qualititative Expert 1, expert 3, expert 4 and
share your real experiences research Discussion of group 1, 2: Need to
with everyone in the add content opportunity to share
organization. practical experiences for
everyone in the organization.
4. Safety Value: SAF (3 items)
1 Job security within the Berthon et al Agree organization. (2005)
2 The organization I work Qualititative Expert 1: More detailed
with always ensures research occupational safety content is
occupational safety during required at all activities.
work activities.
3 The organization I work Qualititative Discussion of group 1 and 2: It is
with is always safe in the research necessary to add new contents
work environment (without that are regulated in Vitenam
pressure, sexual harassment, Labor Code such as pressure,
etc.). sexual harassment, etc.
5. Economic value (3 items)
1 An above average basic Berthon et al Unchanged salary. (2005)
2 An attractive overall Berthon et al Unchanged
compensation package. (2005)
3 My organization has good Qualititative Expert 3, expert 4 and Discussion
allowances for employees. research of group 2: Need additional
Appendix J
benefit content.
Page A-189
3. Employee engagement
Expert opinions and group No. Items Authors discussion results
1. Dedication: DED (6 items)
1 To me, I am enthusiastic Schaufeli et al Unchanged about my job. (2002)
2 To me, I am proud on the Schaufeli et al Unchanged
work that I do. (2002)
3 To me, my job inspires me. Schaufeli et al Unchanged (2002)
4 To me, I find the work that I Schaufeli et al Unchanged
do full of meaning and (2002)
purpose.
5 I feel happy when I am Schaufeli et al Unchanged working intensely. (2002)
6 When I get up in the Schaufeli et al Unchanged
morning, I feel like going to (2002)
work.
2. Vigor: VIG (6 items)
1 At my job, I am mentally. Schaufeli et al Unchanged (2002)
2 At my work I always Schaufeli et al Unchanged
persevere, even when things (2002)
do not go well.
3 I can continue working for Schaufeli et al Unchanged very long periods at a time. (2002)
4 At my job, I am very Schaufeli et al Unchanged
Appendix J
resilient. (2002)
Page A-190
5 At my job I feel strong and Schaufeli et al Unchanged vigorous. (2002)
6 I am ready to face Qualititative Expert 1: Need to add employee
challenges at work. research content ready to face the
challenges of the job.
3. Absorption: ABS (5 items)
1 When I am working, I forget Schaufeli et al Unchanged everything else around me. (2002)
2 It is difficult to detach Schaufeli et al Unchanged
myself from my job. (2002)
3 Time flies when I am Schaufeli et al Unchanged (2002) working.
4 I am immersed in my work. Schaufeli et al Unchanged
(2002)
5 I get carried away when I am Schaufeli et al Unchanged (2002) working.
4. Employee performance
Expert opinions
No. Items Authors and group
discussion results
Teamwork: TEA (8 items)
1 Working for the overall good of the Welboure et al Unchanged company. (1998)
2 Doing things to promote tbe company. Welboure et al Unchanged
(1998)
Appendix J
3 Making sure his/ber work group Welboure et al Unchanged (1998) succeeds.
Page A-191
4 Helping so that the company is a good Welboure et al Unchanged
place to be. (1998)
5 Seeking information from others in Welboure et al Unchanged his/ber work group. (1998)
6 Doing things that help others when it's Welboure et al Unchanged
not part of his/ber job. (1998)
7 Working as part of a team or work Welboure et al Unchanged group. (1998)
8 Responding to the needs of others in Welboure et al Unchanged
his/her work group. (1998)
Innovator: INO (6 items)
Welboure et al 1 Working to implement new ideas Unchanged (1998)
2 Finding improved ways to do things. Welboure et al Unchanged
(1998)
3 Creating better processes and Welboure et al Unchanged (1998) routines.
4 Welboure et al Unchanged Coming up with new ideas.
(1998)
5 Seeking out career opportunities Welboure et al Unchanged (1998)
6 Developing skills needed for his/her Welboure et al Unchanged
future career. (1998)
Job: JOB (3 items)
1 Welboure et al Quantity of work output. Unchanged (1998)
Appendix J
2 Welboure et al Unchanged Quality of work output
Page A-192
(1998)
Appendix J
3 Welboure et al Accuracy of work. Unchanged (1998)
Page A-193
APPENDIX K:
THE SURVEY QUESTIONAIRE
Hello everyone! I am a DBA Student of Business Administration at City Open
University. Ho Chi Minh. I am currently doing a doctoral thesis research on the
branding of employers that affects the employee's engagement in an organization.
The purpose of the study is to measure the impact of employer branding on
employee engagement in an organization. Research results will provide managers
of organizations with practical information and help managers design effective
policies and strategies to build the image of the Company into a placework ideally
for employees and enhances everyone's engagement with the organization. I hope to
receive your help in answering the questions below.
The form responds by rounding off a number on each line. These numbers indicate
the degree to which you agree or disagree with the following convention
statements:
1 2 3 4 5
Strongly disagree Disagree Neutral Agree Strongly agree
PART 1: SECTION FOR EMPLOYEES
A. EMPLOYER BRANDING
Employer branding is often done based on factors such as work environment,
employee training and development, work-life balance, salary, bonuses and
benefits, social responsibility. Association and corporate ethics, experience
opportunities, travel. According to you, what level of your assessment, the
Appendix K
organization in which you are working with respect to the following factors:
Page A-194
1. Corporate social responsibility (9 items): CSR
This factor reflects the organization's level of concern in the ethical and
social issues of both employees, society and in general. In particular, if ethics Code I shows organization attitude about employees and the legal process, CSR is
considered the impact of the organization on society with the purpose to
identify and create engagement with new customers.
CSR1
1 2 3 4 5 1 My organization always obeys the law.
CSR2 2 My organization is always concerned about 1 2 3 4 5 environmental protection.
CSR3 3 My organisation provides insurance coverage for 1 2 3 4 5 employees.
Ethical organization with high moral standards. CSR4 4 1 2 3 4 5
cultural principle of conduct in their work and life.
CSR5 5 My organization builds and requires employees to adhere to the 1 2 3 4 5
CSR6 6 Humanitarian organisation gives back to the 1 2 3 4 5 society.
CSR7 7 My organization is always concerned about the 1 2 3 4 5 benefit of our customers.
CSR8 8 My Organization offers the possibility to work 1 2 3 4 5 in a well-defined structure.
My organization is always concerned about the
CSR9 9 1 2 3 4 5 material life of its employees.
2. Work-Life Balance Satisfaction: WLSA (8 items)
II
Appendix K
Besides, according to Lorys (2017), there are two concepts of work-life
balance: work-life balance effectiveness and work-life balance satisfaction.
Accordingly, work-life balance effectiveness implies that there is uniformity
and excellent performance in linking all responsibilities of each role (work
and life) (Caslson et al, 2009). Work-life balance satisfaction is how
employees perceive an important contribution to work and reward when they
accomplish their tasks (Marks & MacDermid, 1996; Rantanen et al., 2011).
Page A-195
In other words, work-life balance satisfaction is the awareness of each
individual how to do the job and the content they perform to achieve an
overall balance.
I am happy with the fit between my personal life WLSA1 1 1 2 3 4 5 and work life.
WLSA2 2 I am happy with my work-life balance. 1 2 3 4 5
I am satisfied with how much time I spend in WLSA3 3 1 2 3 4 5 both my work and personal life.
I am able to accomplish what is expected of me WLSA4 4 1 2 3 4 5 at work and in my personal life.
I am happy with the way I divide my attention WLSA5 5 1 2 3 4 5 between work and personal life.
I am happy with how I prioritize my work and WLSA6 6 1 2 3 4 5 personal life.
I manage demands between my work life and WLSA7 7 1 2 3 4 5 personal life.
I am able to balance the demands of my work WLSA8 8 1 2 3 4 5 and personal life.
3. Promotion: PRO (8 items)
This factor reflects promotion opportunities that the company provides to
employees for their current and future positions (Tanwar and Prasad, 2016).
III
Appendix K
In addition, this factor also includes challenging and attractive jobs as well as
the opportunity to use your abilities and satisfy your career goals. (Lievens,
2005 cited from Turban et al, 1995). In addition, according to Chauhan and
Mahajan (2013), this factor also shows that all employees in the organization
are aware of their career development in the organization.
Page A-196
PRO1 1 My Organization offers prospects for higher 1 2 3 4 5 positions.
offers diverse career PRO2 1 2 3 4 5 2 My Organization
opportunities.
PRO3 3 1 2 3 4 5 Promotion opportunities in my organization are
fair for all.
PRO4 4 1 2 3 4 5 The positions and opportunities for promotion
greatly abound in my organization.
organisation communicates clear PRO5 5 My 1 2 3 4 5 advancement path for its employees.
PRO6 6 My Organization offers the possibility to build a 1 2 3 4 5 career.
PRO7 7 1 2 3 4 5 My organization has a professional development
orientation for its employees (besides position
development).
PRO8 8 Good reference for your future career. 1 2 3 4 5
4. Education: EDU (7 items)
IV
This factor reflects the skills development activities that the company
provides to employees for their current and future positions (Tanwar and
Prasad, 2016).
My organization always organizes many annual EDU1 1 1 2 3 4 5 trainings for its employees.
My organization always organizes training
programs with content close to the actual needs EDU2 2 1 2 3 4 5 of employees.
Appendix K
EDU3 3 My organization always organizes high quality 1 2 3 4 5 training programs for employees.
Page A-197
My organization always organizes many forms
EDU4 4 1 2 3 4 5 of training (internal, external, on the job, etc.)
for employees.
EDU5 5 My organisation provides us training courses. 1 2 3 4 5
My organisation invests heavily in training and EDU6 6 1 2 3 4 5 development of its employees.
My organisation organises various conferences,
EDU7 7 workshops and training programmes on regular 1 2 3 4 5
basis.
5. Behavior-based family interference with work: WLBE (7 items)
According to Carlso et al (2000), three forms of work-family conflicts have
been identified in theory including time-based conflict, strain-based conflict V and behavior-based conflict. Behavior-based conflict occurs when a
particular behavior required in one role is incompatible with another
(Greenhaus & Beutell, 1985).
The behaviors that work for me at home do seem WLBE1 1 1 2 3 4 5 to be effective at work.
Behavior that is effective and necessary for me WLBE2 2 1 2 3 4 5 at home would be effective at work.
The problem-solving behavior that work for me WLBE3 3 1 2 3 4 5 at home does seem to be as useful at work.
Appendix K
WLBE4 4 1 2 3 4 5 The behaviors I perform that make me effective
at work help me to be a better parent and spouse.
Page A-198
WLBE5 5 Behavior that is effective and necessary for me 1 2 3 4 5 at work would be effective at home.
WLBE6 6 1 2 3 4 5 The problem-solving behaviors I use in my job
are effective in resolving problems at home.
feedback WLBE7 7 1 2 3 4 5 from co-workers and
Based on
family/friends, I effectively accomplish both my
work and personal responsibilities.
6. Travel opportunities: TRA (3 items)
VI
This factor indicates that the organization has opportunities to work for
leisure as well as an opportunity to experience an outside social life (Lievens,
2005 cited from Turban et al, 1995).
My Organization offers the possibility to do a lot TRA1 1 1 2 3 4 5 of foreign assignments.
My organization offers the possibility to travel a TRA2 2 1 2 3 4 5 lot.
My Organization offers the possibility to see a TRA3 3 1 2 3 4 5 lot of the world.
7. Time-based work interference with family: WLTI (5 items)
VII
According to Carlso et al (2000), three forms of work-family conflicts have
been identified in theory including time-based conflict, strain-based conflict
and behavior-based conflict. In particular, the time-based conflict can occur
when the time spent contributing to one role makes it difficult to perform
another role.
The time I must not devote to my job keeps me
WLTI1 1 from participating equally in household 1 2 3 4 5
responsibilities and activities.
My work doesn’t keep me from my family WLTI2 2 1 2 3 4 5 activities more than I would like.
Appendix K
WLTI3 3 I haven’t to miss family activities due to the 1 2 3 4 5
Page A-199
amount of time I must spend on work
responsibilities.
The time I spend on family responsibilities often WLTI4 4 1 2 3 4 5 don’t interfere with my work responsibilities.
The time I spend with my family often don’t
causes me not to spend time in activities at work WLTI5 5 1 2 3 4 5
that could be helpful to my career.
8. Teamwork: GRO (4 items)
This factor reflects the level of friendliness and stress-free in the work
environment as well as the teamwork spirit among employees. The
atmosphere of each organization is unique and can be used as an employee
value proposition (EVP) of the company to distinguish it from other VIII
companies (Tanwar and Prasad, 2016).
In addition, this factor can be understood that the organization has warm co-
wokers who are people with social tendencies, warmth and friendliness
(Lievens, 2005 cited from Turban et al, 1995). Besides, according to
Chauhan and Mahajan (2013), this factor also presents an opportunity to
have inter-departmental experiences with each other.
1 Teamwork is always encouraged in my GRO1 1 2 3 4 5 organization.
2 My Organization offers the possibility to work GRO2 1 2 3 4 5 together with different people.
3 My organization offers the possibility to enjoy a GRO3 1 2 3 4 5 group atmosphere.
Appendix K
4 My organisation offers opportunity to work in GRO4 1 2 3 4 5 teams.
Page A-200
9. Supporting: SUP (4 items) IX
The mutual support and difficulty sharing among the organization's members
in the spirit of solidarity.
SUP1 1 My organization always has a harmonious
1 2 3 4 5 coordination among group members.
2 Team members always share difficulties with SUP2 1 2 3 4 5 each other.
3 All members of the organization support each SUP3 1 2 3 4 5 other's work.
SUP4 4 The team members are always united. 1 2 3 4 5
10. Strain-based family interference with work: WLST (3 items)
X
According to Carlso et al (2000), three forms of work-family conflicts have
been identified in theory including time-based conflict, strain-based conflict
and behavior-based conflict. The strain-based conflict suggests that strain
experienced in one role re-invades and impacts on taking on another role.
1 Although I am often stressed from family
responsibilities, I have a hard time concentrating WLST1 1 2 3 4 5
on my work.
2 Tension and anxiety from my family life often WLST2 1 2 3 4 5 don’t weaken my ability to do my job.
3 In spite of stress at home, I am not often WLST3 1 2 3 4 5 preoccupied with family matters at work.
B. EMPLOYER ATTRACTIVENESS
Employer attractiveness are the organizational benefits perceived from
Appendix K
potential candidates including social, development, application, safety and
Page A-201
economic value. According to you, what level of your organization's assessment is
that your organization is working with the following factors:
This factor reflects the extent to which an individual is attracted to the employer
1. Social value (6 items):
through providing a fun, happy working environment, good working relationship and
a team atmosphere.
Code I.
SOC1
1
Colleagues in the company always get along with 1 2 3 4 5 each other.
SOC2 2 Having a good relationship with your colleagues. 1 2 3 4 5
SOC3 3 Supportive and encouraging colleagues. 1 2 3 4 5
SOC4 4 Having a good relationship with your superiors. 1 2 3 4 5
SOC5 5 Happy work environment. 1 2 3 4 5
SOC6 6 A fun working environment. 1 2 3 4 5
2. Developmental value (5 items)
This factor reflects the extent to which an individual is attracted to the II. employer by providing recognition, confidence, engagement with professional
experience, and a foundation for future growth.
You feel the desire to stick with the organization
DEV1 1 1 2 3 4 5 because of the opportunities that come from
experience in a professional workplace.
Feeling good about yourself as a result of working DEV2 2 1 2 3 4 5 for a particular organization.
Appendix K
Feeling more self-confident as a result of working DEV3 3 1 2 3 4 5 for a particular organization.
Page A-202
DEV4 4 A springboard for future employment. 1 2 3 4 5
DEV5 5 Gaining career-enhancing experience. 1 2 3 4 5
My organization always implements decentralized DEV6 6 1 2 3 4 5 employee.
3. Application value (4 items)
This factor reflects the extent to which an individual is attracted to the III. employer by providing an opportunity for employees to apply what they learn
to teach others in an environment that is customer-oriented and humanitarian.
APP1 1 Opportunity to teach others what you have 1 2 3 4 5 learned.
APP2 2 Opportunity to apply what was learned at a 1 2 3 4 5 tertiary institution.
APP3 1 2 3 4 5 3 You have the opportunity to share your real
experiences with everyone in the organization.
APP4 4 Acceptance and belonging. 1 2 3 4 5
4. Safety Value: SAF (3 items)
IV. This factor reflects the extent to which an individual is attracted to job
security.
The organization I work with always ensures SAF1 1 1 2 3 4 5 occupational safety during work activities.
Job security within the organization. SAF2 2 1 2 3 4 5
The organization I work with is always safe in the
SAF3 3 1 2 3 4 5 work environment (without pressure, sexual
harassment, etc.).
Appendix K
V. 5. Economic value (3 items)
Page A-203
This factor reflects the extent to which an individual is attracted to the
employer by providing an high average of salary, compensation package
ECO1 1 An above average basic salary. 1 2 3 4 5
ECO2 2 An attractive overall compensation package. 1 2 3 4 5
My organization has good allowances for
ECO3 3 1 2 3 4 5 employees.
C. EMPLOYEE ENGAGEMENT
Thể hiện thái độ tích cực, có ý nghĩa và động lực làm việc của người lao
động. Theo bạn tự đánh giá, bạn đang ở mức độ nào đối với các yếu tố liên quan
đến sự gắn kết của bạn đối với tổ chức bạn đang làm việc. Cụ thể theo các yếu tố
sau đây:
Dedication: DED (7 items)
This factor reflects the ability to perceive significance, enthusiasm, inspiration, pride,
and challenge (Schaufeli et al, 2002).
Code I.
DED1
1 2 3 4 5 For me, the job is interested. 1
2 DED2 To me, I am enthusiastic about my job. 1 2 3 4 5
3 DED3 To me, I am proud on the work that I do. 1 2 3 4 5
4 DED4 To me, my job inspires me. 1 2 3 4 5
To me, I find the work that I do full of meaning DED5 5 1 2 3 4 5 and purpose.
DED6 6 I feel happy when I am working intensely. 1 2 3 4 5
Appendix K
DED7 7 When I get up in the morning, I feel like going to 1 2 3 4 5
Page A-204
work.
Vigor: VIG (6 items)
II.
This factor reflects a high level of energy and mental resilience at work. At the
same time, willing to invest effort in work and be persistent even when facing
difficulties.
VIG1 1 At my job, I am mentally. 1 5 2 3 4
VIG2 2 I am ready to face challenges at work. 1 5 2 3 4
VIG3 3 At my work I always persevere, even when 1 5 2 3 4 things do not go well.
VIG4 4 1 5 2 3 4 I can continue working for very long periods at a
time.
VIG5 5 At my job, I am very resilient. 1 5 2 3 4
VIG6 6 At my job I feel strong and vigorous. 1 5 2 3 4
Absorption: ABS (5 items)
This factor reflects the high level of concentration and deeply engrosses in III. work. Therefore, employees feel that time passes quickly and easily to
overcome difficulties when encountering (Schaufeli et al, 2002).
ABS1 1 When I am working, I forget everything else 1 5 2 3 4 around me.
ABS2 2 It is difficult to detach myself from my job. 1 5 2 3 4
ABS3 3 Time flies when I am working. 1 5 2 3 4
ABS4 4 I am immersed in my work. 1 5 2 3 4
Appendix K
ABS5 I get carried away when I am working. 5 1 5 2 3 4
Page A-205
PRIVATE INFORMATION
Could you please introduce yourself?
Gender:
1 Male
Female
Your monthly average income:
Less than 5 million VND/ month
From 5 to less than 10 million VND / month 4
From 10 to less than 20 million VND / month
Over 20 million VND/month
Your Qualification
Unskilled
Intermediate 5 Colleges
University
Graduate
6 Your age:……………………………………………………
Your home town:
The Mekong River Delta
7 The Southeast
The Central Highlands
The Northern
Your Job
Production/Technical/RD 8 Business
Appendix K
Back Office
Page A-206
Your married status
Single 9
Married
Type of your company:
Private enterprise
One member limited liability companies (100% government)
One member limited liability companies (100% private)
Joint venture company
10 Multinational company
A limited liability company
Shareholding companies
Education
Healthcare
Appendix K
Others
Page A-207
PART 2: SECTION FOR MANAGERS
D. EMPLOYEE PERFORMANCE
As a direct manager, you evaluate the employee's performance (answered the
survey factors in part 1: A, B and C above) through factors such as work, What is
your career, creativity, team spirit, and working for the organization?
The form responds by rounding off a number on each line. These numbers
indicate the degree to which you agree or disagree with the following convention
statements:
2 3 4 5 1
Disagree Neutral Agree Strongly agree Strongly
disagree
Teamwork: TEA (8 items)
Working witb co-workers and team members, toward success of the firm. Going
above the call of duty in one's concern for the firm.
Code I.
TEA1
1 2 3 4 5 1 Working for the overall good of the company.
TEA2
1 2 3 4 5 2 Doing things to promote the company.
TEA3
Making sure his/ber work group succeeds. 1 2 3 4 5 3
TEA4
1 2 3 4 5 4 Helping so that the company is a good place to
be.
TEA5
1 2 3 4 5 5 Seeking information from others in his/ber work
group.
TEA6
1 2 3 4 5 6 Doing things that help others when it's not part of
his/ber job.
TEA7
Appendix K
1 2 3 4 5 7 Working as part of a team or work group.
Page A-208
TEA8
1 2 3 4 5 8 Responding to the needs of others in his/her work
group.
Innovator: INO (6 items) II. Creativity and innovation in one's job and the organization as a whole.
INO1
1 2 3 4 5 1 Working to implement new ideas
INO2
Finding improved ways to do things. 1 2 3 4 5 2
INO3
Creating better processes and routines. 1 2 3 4 5 3
INO4
Coming up with new ideas. 1 2 3 4 5 4
INO5
Seeking out career opportunities 1 2 3 4 5 5
INO6
1 2 3 4 5 6 Developing skills needed for his/her future
career.
Job: JOB (3 items) III. Doing things specifically related to one's job description.
JOB1 1 Quantity of work output. 1 2 3 4 5
JOB2 2 Quality of work output 1 2 3 4 5
JOB3 3 Accuracy of work. 1 2 3 4 5
Appendix K
Thank you for your supporting!
Page A-209
APPENDIX L:
THE SURVEYED COMPANY LIST
No.
Name
Industry
Address
Pharmaceutical
No.4, 30/4 Street, Ward 1, Cao Lanh City, Dong
1
IMEXPHARM
Thap Province.
Pharmaceutical
66 Highway 30, My Phu Ward, Cao Lanh City,
2
DOMESCO
Dong Thap Province.
DƯỢC HẬU GIANG
Pharmaceutical
288 Bis, Nguyen Van Cu Street, An Hoa Ward,
3
Ninh Kieu District, Can Tho City.
(DHG)
TRAPHARCO
Pharmaceutical
75 Yen Ninh, Ba Dinh District, Hanoi
4
Pharmaceutical
7th Floor Nguyen Duc Linh Tower, 781/C1 Le
5
SHINE
Hong Phong Street, Ward 12, District 10.
Banks
13th Floor - Vietcombank Tower - 198 Tran Quang
6
VIETCOMBANK
Khai Street, Hoan Kiem District, Hanoi.
Banks
266 - 268 Nam Ky Khoi Nghia Street, Ward 8,
7
SACOMBANK
District 3, Ho Chi Minh City.
Banks
No. 38, Hang Voi Street, Ly Thai To Ward, Hoan
8
BIDV
Kiem District, Ha Noi.
Appendix L
Page A-210
9
AGRIBANK
Banks
No. 2, Lang Ha Street, Ba Dinh District, Ha Noi.
10
Banks
No. 108, Tran Hung Dao Street, Hoan Kiem
VIETINBANK
District, Ha Noi.
11
Oil and Gas
No. 140, Highway 30, My Phu Ward, Cao Lanh
PETIMEX
City, Dong Thap Province.
12
Oil and Gas
Floor 14-18 PetroVietnam Tower | 1 - 5 Le Duan,
PVOIL
Ben Nghe Ward, Distrist 1, Ho Chi Minh City.
13
Seafood
National Road 30, Ward 11, Cao Lanh City, Dong
Thap Province.
VINH HOAN
14
Seafood
No.7, Nguyen Quy Canh Road, An Phu Ward,
PHAT TIEN
District 2, Ho Chi Minh City.
15
Seafood
No.186, National Road 80, Thanh Phu Hamlet, Tan
CO MAY
Binh Commune, Chau Thanh District, Dong Thap
Province.
16
Seafood
Kiwalan Cove, Dalipuga,
Iligan City 9200
PILMICO
Philippines.
Appendix L
Page A-211
17
Food
No. 08 Nam Ky Khoi Nghia Street, Nguyen Thai
BIA SAGOTA
Binh Ward, District 1, Ho Chi Minh City.
18
Food
No. 2, Nguyen Chi Thanh Street, Quang Ngai City,
VINASOY
Quang Ngai Province.
19
Food
45x1, Nguyen Sinh Sac Street, Ward 2, Sa Dec
BICH CHI
City, Dong Thap Province.
20
Food
No.88, Dong Khoi Street, District 1, Ho Chi Minh
PEPSICO
City.
21
Food
No. 10, Tan Trao Street, Tan Phu Ward, District 7,
VINAMILK
Ho Chi Minh City.
22
Construction
Floor 12th, E-Town Central Tower, No.11, Doan
INSEE
Van Bo Street, Ward 12, District 4, Ho Chi Minh
City.
23
Construction
No. 03, Ton Duc Thang Street, May Chai Ward,
BUILDING
District 1, Cao Lanh city, Dong Thap.
MATERIALS
AND
24
Cosmetic
No.156, Nguyen Luong Bang Street, Tan Phu
CONSTRUCTION
UNILEVER
Appendix L
Page A-212
Ward, District 7, Ho Chi Minh City.
25
VIET
–
PHAP
Cosmetic
No. 110, Dien Bien Phu Street, My Phu Ward, Cao
SUCCESSFUL
Lanh City, Dong Thap Province.
Cosmetic
No. 172, Nguyen Dinh Chieu Street, Ward 1, Cao
26
KIEM BEN
Lanh City, Dong Thap Province.
Telecommunication No.01, Tran Huu Duc Street, Nam Tu Liem
27
VIETTEL
District, Ha Noi.
Telecommunication No.57, Huynh Thuc Khang Street, Dong Da
28
VINAFONE
District, Ha Noi.
MOBIFONE
Telecommunication No.5/82 Duy Tan Street, Cau Giay District, Ha Noi.
29
Healthcare
171/3, Truong Chinh Street, Tan Thoi Nhat Ward,
30
TAM TRI HOSPITAL
District 12, Ho Chi Minh City.
Healthcare
No.01, Le Thi Rieng Street, Ward 5, Cao Lanh
31
THAI HOA HOSPITAL
City, Dong Thap Province.
32
COMMUNITY
Education
No.259, Thien Ho Duong Street, Hoa Thuan Ward,
COLLEGE
Cao Lanh City, Dong Thap Province.
Appendix L
Page A-213
33
Education
No.783, Pham Huu Lau Street, Ward 6, Cao Lanh
DONG
THAP
City, Dong Thap Province.
UNIVERSITY
34
UNIVERSITY
Education
No. 268, Ly Thuong Kiet Street, District 10, Ho
OF
AT
POLYTECHNIC
Chi Minh City.
HO CHI MINH CITY
35
UNIVERSITY
Education
No. 217, Hong Bang Street, District 5, Ho Chi
OF
–
MEDICINE
Minh City.
PHARMACY AT HO
CHI MINH CITY
36
DONG
THAP
Contruction Lottery
No. 86/10, Sa Dec Bus Station, Ward 2, Sa Dec
CONTRUCTION
City, Dong Thap Province.
LOTTERY
37
BEN
TRE
Contruction Lottery
No.303A4, Doang Hoang Minh, Phu Tan Ward,
CONTRUCTION
Ben Tre Province.
LOTTERY
Appendix L
