Linking employer branding and firm-level performance: The case of Azerbaijani firms registered on Glassdoor

Companies across the world are struggling to keep the employees engaged and retained to their work. Moreover, today’s workforce is increasingly seeking intrinsic benefits beyond the material rewards of a job. In this context, this study aims to assess the relationship between organizational citizenship behavior (OCB), workplace spirituality (WS) and job performance (JP) in a non-Western setting where primary quantitative research was conducted in an Indian setting. The sector under study was Banking, Finance, and Insurance Services (BFSI), given retention issues since the financial crisis of 2008. A statistically evaluated sample of 433 respondents was utilized to attain the findings. Results revealed a statistically significant positive relationship between OCB, WS and JP that was achieved through regression analysis. However, findings also showed that OCB is not a moderator between WS and JP. The gap in the research was addressed given the lack of studies determining the impact of OCB on individual job performance. Further, the impact was positively highlighted in the Indian context. The implications to the BFSI sector were made that required companies to promote a culture for voluntary work practices to enhance JP.

Talent shortage due to failure by organizations to retain staff with the necessary expertise is becoming a reality and it is important that this challenge is addressed expeditiously. This article focuses on the relationship between employee retention and talent management at a sugar mill with a view to ascertaining whether or not the organization is possibly the reason for employees to leave. The study involved investigating and highlighting the need and importance of talent management, including the attraction and retention of staff with necessary skills. The study touched on the importance of competitive incentives and rewards in the attraction and retention of employees. A survey was conducted among 137 employees. Data were analyzed by means of descriptive and inferential (correlations and regressions) statistics. The interpreted results indicated that staff satisfaction leads to high productivity and plays a significant role in the retention of staff. The results further indicated that management strategies are not being used to the extent that they should be in the retention of talent, whilst most respondents felt that fringe benefits that used to be offered by the organization had a positive influence on staff satisfaction and on the retention of talented employees. The study revealed a commonly held perception by the non-designated group that people from designated groups use the provisions of the Employment Equity Act to find better opportunities with other organizations.

The health service of EU member states facing numerous challenges. Hospitals have a catastrophic shortage of medical personnel; meanwhile, the demand for medical services caused by the SARS-CoV-2 virus is increasing. Hospitals’ pursuit of recruiting staff with a high level of professional education is more likely to be successful with potential candidates in a competitive talent market in institutions where a cultural organization, innovative treatment as a patient-centered approach is included in top priorities.
The survey was conducted in the pre-COVID time with the use of the proprietary questionnaire in a traditional way. 204 employees of the Prof. dr Stanisław Popowski Regional Specialized Children’s Hospital in Olsztyn were the respondents. The paper uses the r-Pearson correlation analysis. IBM®SPSS®Statistics, version 25.0.0.1, was used to develop the correlation results. After verification of the research hypotheses, it was shown that there is a statistically significant relationship between inappropriate activities of employer branding and reduced employee retention. It has been demonstrated that there is a discrepancy in the offered and actual working conditions. The discrepancies concerned the atmosphere at work (31.4%) and the inability to develop a career path (8.3%). 19.1% are willing to change jobs due to inadequate remuneration. For the respondents, factors important in choosing a workplace included remuneration, organizational culture, and the availability of the benefits package. One hypothesis was confirmed, another was partially confirmed.
The proposals presented in the paper could significantly contribute to shaping a good image of hospital employers and increasing employee satisfaction.

Acknowledgment
The study was conducted at the Prof. dr Stanisław Popowski Regional Specialized Children’s Hospital in Olsztyn.