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Employer Branding and Market Competitiveness: A Conceptual Model from HR Marketing Integration
Dr. B.G. Ramaraj Assistant professor Department of Management Bharathiar University Arts and Science College, Modakkurichi, Erode.
Pages: 1-9 | First Published: 05 Oct 2017
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Abstract:

In increasingly competitive labor and product markets, organizations are required to differentiate themselves not only to customers but also to current and potential employees. Employer branding has emerged as a strategic approach that integrates human resource management and marketing perspectives to enhance organizational attractiveness and performance. While prior research has examined employer branding largely from an internal HR or external branding standpoint, limited attention has been given to its role in shaping market competitiveness through HR marketing integration. This conceptual paper addresses this gap by examining employer branding as a strategic mechanism that links human capital practices with market-oriented outcomes. Drawing on established theories such as the resource-based view, human capital theory, internal marketing, and signaling theory, the paper develops a conceptual model explaining how employer branding contributes to sustained market competitiveness. The study advances propositions for future empirical testing and offers insights for both scholars and practitioners seeking to align talent strategies with competitive market positioning.

Keywords: Employer Branding, Market Competitiveness, HR Marketing Integration, Human Capital, Strategic Management.

References

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  2. Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120. 

  3. Berry, L. L. (1981). The employee as customer. Journal of Retail Banking, 3(1), 33–40.

  4. Edwards, M. R. (2010). An integrative review of employer branding and OB theory. Personnel Review, 39(1), 5–23. 

  5. Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635–672. 

  6. Kohli, A. K., & Jaworski, B. J. (1990). Market orientation: The construct, research propositions, and managerial implications. Journal of Marketing, 54(2), 1–18. 

  7. Lievens, F., & Highhouse, S. (2003). The relation of instrumental and symbolic attributes to a company’s attractiveness as an employer. Personnel Psychology, 56(1), 75–102. 

  8. Mosley, R. W. (2007). Customer experience, organisational culture and the employer brand. Journal of Brand Management, 15(2), 123–134. 

  9. Sivertzen, A. M., Nilsen, E. R., & Olafsen, A. H. (2013). Employer branding: Employer attractiveness and the use of social media. Journal of Product & Brand Management, 22(7), 473–483. 

  10. Spence, M. (1973). Job market signaling. The Quarterly Journal of Economics, 87(3), 355–374. 

  11. Xerri, M., & Brunetto, Y. (2013). The impact of employer branding on employee outcomes in Australian organizations. Personnel Review, 42(4), 430–450.

Next-Gen Payment Systems: Transforming the way we transact
Dr. C. Gayathiri Devi,
Pages: 42-49 | First Published: 05 Oct 2017
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Abstract
With the rapid advancements in technology and changing consumer preferences, the world of payments is undergoing a profound transformation. Next-Gen payment systems are emerging as the driving force behind this revolution, enabling seamless, secure, and efficient transactions across various channels. This research article explores the evolution of payment systems, discusses key characteristics and benefits of Next-gen payment systems, analyzes emerging trends and technologies shaping the industry, and examines the potential challenges and opportunities in their implementation. By shedding light on the transformative impact of Next-gen payment systems, this article aims to provide insights into the future of transactions and their implications for businesses, consumers, and society at large.
 

References

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