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Employees play a central role in organizational functioning and representation. HR managers thus strive to create an attractive employer image that stimulates employees' attachment and ambassadorship. However, presently, there is limited research about how employees perceive and react toward their organization's employer brand. More importantly, the studies available have focused on content attributes only (i.e., instrumental and symbolic image dimensions). This has resulted in limited (content‐based) understanding of the construct and failure to incorporate its branding‐related aspects (process attributes) which represent the crux of employer branding theory. Thus, using the HRM system strength theory and employer branding literature, this article examines three process characteristics (i.e., employer brand distinctiveness, consistency, and consensus) vis‐à‐vis instrumental and symbolic content attributes to understand employee reactions (i.e., employer attractiveness, organizational identification, and employee ambassadorship). Data were collected at two times through Prolific Academic with 254 UK and US employees. Results suggest that employer brand process attributes are valuable sources to enhance employees' identification with their organization. Moreover, distinctiveness and consistency seem especially instrumental in enhancing employees' attractiveness perceptions and display of positive ambassadorship. In addition, the process attributes explain significant incremental and unique variance beyond content attributes in employee reactions. [ABSTRACT FROM AUTHOR]

Based on principles from positive psychology and broaden‐and‐build theory, we examined whether conducting a Three Good Job Search Things intervention can increase metacognitive activities among job seekers. We further theorize that positive affect (i.e., activating and deactivating) serves as a mediating mechanism for the effect of the reflection intervention on metacognitive activities. We designed a randomized control group pretest–posttest experimental study with three groups (i.e., Three Good Job Search Things, active control, and passive control) and two measurement times (N = 116). Results show that the Three Good Job Search Things intervention increased job seekers' metacognitive activities as compared with the passive control group, but not as compared to the active control group. However, the active control group results did not differ significantly from the passive control group. The effects of the intervention on job seekers' metacognitive activities were not mediated by enhanced positive affect. This study contributes to the job search literature by expanding our understanding of how metacognition during job search can be improved by reflecting upon one's job search process. Practitioners Points: Positive psychology interventions, including those integrated into job search training, might offer potential benefits for job seekers, influencing job search behavior while considering well‐being.The Three Good Job Search Things intervention, though not significantly differing from an active reflection control group, might encourage job seekers to engage in metacognitive activities.Low‐cost, online reflection interventions seem a promising tool to improve self‐regulation during job search. [ABSTRACT FROM AUTHOR]

This study draws from brand positioning research to introduce the notions of points‐of‐relevance and points‐of‐difference to employer image research. Similar to prior research, this means that we start by investigating the relevant image attributes (points‐of‐relevance) that potential applicants use for judging organizations' attractiveness as an employer. However, we go beyond past research by examining whether the same points‐of‐relevance are used within and across industries. Next, we further extend current research by identifying which of the relevant image attributes also serve as points‐of‐difference for distinguishing between organizations and industries. The sample consisted of 24 organizations from 6 industries (total N = 7171). As a first key result, across industries and organizations, individuals attached similar importance to the same instrumental (job content, working conditions, and compensation) and symbolic (innovativeness, gentleness, and competence) image attributes in judging organizational attractiveness. Second, organizations and industries varied significantly on both instrumental and symbolic image attributes, with job content and innovativeness emerging as the strongest points‐of‐difference. Third, most image attributes showed greater variation between industries than between organizations, pointing at the importance of studying employer image at the industry level. Implications for recruitment research, employer branding, and best employer competitions are discussed. [ABSTRACT FROM AUTHOR]

This paper investigates how organizations' response to a crisis such as the COVID‐19 pandemic affects their employer attractiveness. Based on signaling theory, we argue that a COVID‐19 response can signal an organization's employer brand personality, positively affecting applicant attraction. We conducted two experimental studies with employed and unemployed UK participants through Prolific Academic. Both studies indicate that a warm COVID‐19 response leads to the highest employer attractiveness and job pursuit intentions, although a competent response was still more attractive than no response. Moreover, applicants use the warm and competent responses as signals of organizational warmth and competence respectively, building higher organizational trust. Limited support for the moderating role of applicants' personality was found. Implications during and beyond COVID‐19 are discussed. Practitioner points: a.What is currently known about the topic of your study; The COVID‐19 pandemic compelled organizations to respond.An organization's communication can signal its employer brand personality.Employer brand personality can be evaluated based on warmth and competence.b.What your paper adds to this; Communicating a response to COVID‐19 can help in attracting applicants.A COVID‐19 response can signal organizational warmth and competence.A warm or competent response to a crisis can increase applicants' trust.Limited support for the moderating role of applicants' personality was found.c.The implications of your study findings for practitioners; Respond to crises such as COVID‐19 to enhance applicant attraction and trust.Share attractive COVID‐19 responses on the company website or through press.Build applicants' trust, in times of crisis, through warm or competent messages.Emphasize warmth in the COVID‐19 response to attract applicants and motivate them to apply. [ABSTRACT FROM AUTHOR]

Summary: When organizations need to collaborate urgently, for example, in the case of an emergency situation, it is needed to deploy software components into the different domains in order to allow crucial data to be exchanged. The ad hoc aspect is important as it does not allow the participating organizations to negotiate entire workflows and/or contracts upfront. To enable these ad hoc cross‐organizational collaborations, a container orchestration platform, like Kubernetes, can be used to quickly deploy pods of containers in a cross‐organizational overlay network, even fully automated. Although this is technically feasible, there may be a trust issue from the perspective of a participating organization when an external organization is capable of deploying any software inside its network domain. This concern is examined and resolved in this article, by proposing an extension to the existing deployment scheme used in vanilla Kubernetes. It allows the participating organizations to assess whether a suggested deployment conforms to the goal of the project and to maintain an overview of all activities related to a single collaboration. This intermediate step prevents an honest organization against potentially malicious behaviour of external entities, either the orchestrator and/or the other organizations, solving the aforementioned trust issue. Evaluation of the implemented prototype shows that a secure collaboration, which requires at most tens of containers, can be attained with sub‐second deployment overheads per container, apart from the required manual interventions for trust management purposes. [ABSTRACT FROM AUTHOR]

Summary: Organizations share data in a cross‐organizational context when they have the goal to derive additional knowledge by aggregating different data sources. The collaborations considered in this article are short‐lived and ad hoc, that is, they should be set up in a few minutes at most (e.g., in emergency scenarios). The data sources are located in different domains and are not publicly accessible. When a collaboration is finished, it is however unclear which exchanges happened. This could lead to possible disputes when dishonest organizations are present. The receipt of requests/responses could be falsely denied or their content could be point of discussion. In order to prevent such disputes afterwards, a logging mechanism is needed which generates a replicated irrefutable proof of which exchanges have happened during a single collaboration. Distributed database solutions can be taken from third parties to store the generated logs, but it can be difficult to find a party which is trusted by all participating organizations. Permissioned blockchains provide a solution for this as each organization can act as a consensus participant. Although the consensus mechanism of the permissioned blockchain Hyperledger Fabric (versions 1.0–1.4) is not fully decentralized, which clashes with the fundamental principle of blockchain, the framework is used in this article as an enabler to set up a distributed database, and a proposal for a logging mechanism is presented which does not require the third party to be fully trusted. A proof of concept is implemented which can be used to experiment with different data exchange setups. It makes use of generic web APIs and behaves according to a Markov chain in order to create a fully automated data exchange scenario where the participants explore their APIs dynamically. The resulting mechanism allows a data‐delivering organization to detect missing logs and to take action, for example, (temporarily) suspend collaboration. Furthermore, each organization is incentivized to follow the steps of the logging mechanism as it may lose access to data of others, otherwise. The created proof of concept is scaled to 10 organizations, which autonomously exchange different data types for 10 min, and evaluation results are presented accordingly. [ABSTRACT FROM AUTHOR]

Based on a self‐regulatory approach, we propose that students searching for an internship following a high‐quality process will show greater search success. In a sample of 191 Belgian final year students looking for an internship, the quality of students' search process was positively related to both self‐reported and objective search outcomes, beyond the mere intensity of their search. Specifically, reflection related positively to students' satisfaction and perceived fit with their internship, as well as to organizations' assessment of students' internship performance. Planning related positively to the speed of finding an internship. Furthermore, the four search process quality dimensions explained incremental variance in these outcomes beyond a unidimensional measure of metacognitive activities, supporting the added value of our multidimensional approach. [ABSTRACT FROM AUTHOR]

This two‐wave field study draws from social cognitive theory to investigate the specific job search self‐efficacy beliefs and behaviors of unemployed ethnic minority women in the Netherlands. We go beyond prior job search research that predominantly used white samples and conceptualized job search self‐efficacy and behavior as global, unidimensional constructs. We found that networking self‐efficacy and Internet self‐efficacy were the main predictors of ethnic minority women's job search behaviors. Moreover, the more time they spent on contacting employment agencies and looking at job ads the more job offers they received. Finally, time spent on job ads was more positively related to job offers when job ad self‐efficacy was high and time spent on networking only predicted job offers when networking self‐efficacy was high. [ABSTRACT FROM AUTHOR]

The purpose of this study is to examine the effects of potential applicants' awareness of employees being rewarded for referrals on organisational attractiveness, based on credibility theory and the multiple inference model. In a first study ( N = 450), final-year students were less attracted to the organisation when they knew employee referrals were rewarded, which was partially explained by lower credibility perceptions. Moreover, varying the specific characteristics of the referral bonus program (i.e. timing, size, type, recipient) did not improve potential applicants' perceptions of credibility and attractiveness. A second study ( N = 127) replicated the negative effect of referral bonuses on organisational attractiveness and found that it could be explained by both potential applicants' inferences about the referrer's other-oriented motive and lower referrer credibility. Whether employees explicitly stated that their referral reason was bonus-driven or not did not affect these results. [ABSTRACT FROM AUTHOR]

We apply a policy-capturing design to examine the conditions under which word-of-mouth is most effective in recruitment. The effect of monetary incentives is compared to other key characteristics of word-of-mouth (the source, recipient, and message content) that might affect its impact on organizational attractiveness. In a first study, unemployed job seekers ( N = 100) were less attracted when they knew a monetary incentive was offered to the source of positive word-of-mouth. Conversely, they were more attracted when word-of-mouth was provided by a more experienced source (employee) and by a stronger tie (friend). These findings were replicated in a second study among employed job seekers ( N = 213). These results offer various implications for how recruiting organizations might make effective use of word-of-mouth. [ABSTRACT FROM AUTHOR]

This study cross-culturally compares the implementation process of the Empowering Coaching™ training program to grassroots coaches ( GCs) by trained Coach Educators ( CEs) from the Promoting Adolescent Physical Activity project in Norway and France. This program targets children's health through coach training to create a more positive environment. Using the RE- AIM framework, indicators of implementation processes at staff level were defined for adoption, implementation, and maintenance. CEs ( n = 18) were interviewed about their professional use of the training, and video-filmed delivering the intervention trial workshops. GCs ( n = 185) responded to a questionnaire after the workshops. Results showed that CEs were keen to participate in this project (16/18; 89%), to stay involved (12/16; 75%), and to diffuse the principles after the research project (12/12; 100%). CE training seemed effective as results indicated that CEs applied the principles of the program during the workshops and covered a high degree of the content (78%). Cross-cultural differences were found as the French Football Federation CE dropped out of the program, as Norwegian CEs delivered the content with higher fidelity and had higher enjoyment and pace scores than French CEs. More indicators are needed to use the RE-AIM framework for cross-cultural comparison. [ABSTRACT FROM AUTHOR]

We extend prior research by examining whether, and how, applicant-employee fit in the personality traits of conscientiousness, agreeableness, and extraversion affect organizational attractiveness. We test hypotheses based on similarity-attraction theory and trait activation theory. Results from two studies indicate that applicants high in valued traits are more attracted to organizations when employees are more similar to them in those personality traits, whereas employees' trait levels do not affect attraction for applicants low in valued traits. The effects of objective applicant-employee fit in personality on attractiveness were mediated by perceived applicant-employee fit. The pattern of the observed applicant-employee fit interactions was best predicted by trait activation theory and, thus, provide an important extension to similarity-attraction theory. [ABSTRACT FROM AUTHOR]

Research on recruitment and employer branding has typically been situated in Western countries with predominantly individualistic cultures. The present study investigates the instrumental-symbolic framework for studying organisations' image and attraction as an employer in a non-Western collectivistic culture. In a large nationwide sample of Turkish university students, both instrumental (working conditions) and symbolic image dimensions (competence) were positively related to organisational attractiveness. Moreover, symbolic traits explained significant incremental variance beyond instrumental attributes and accounted for a greater amount of predictable variance. In addition, organisations were better differentiated from each other on the basis of symbolic image dimensions (sincerity and innovativeness) than on the basis of instrumental dimensions (task demands). Overall, these findings provide support for the applicability of the instrumental-symbolic framework across different countries, cultures, and organisations. [ABSTRACT FROM AUTHOR]

This study investigates perceptions of organisational image and attractiveness among 200 potential applicants for the Belgian Defense and the person (e.g. friend, parent) accompanying them to a job fair. The instrumental-symbolic framework is applied to conceptualise the key dimensions of an organisation's image as an employer. The results indicate that instrumental image attributes predict perceived organisational attractiveness for both potential applicants (social activities, structure, and advancement opportunities) and their companions (educational opportunities). Moreover, consistent with the instrumental-symbolic framework, symbolic image traits explain incremental variance in the attractiveness perceptions of potential applicants (sincerity, excitement, prestige, and ruggedness) as well as of companions (sincerity and ruggedness). Overall, instrumental and symbolic image predict attractiveness more strongly for potential applicants than for their companions, and potential applicants have a somewhat more positive view of the organisation. In addition, companions' perceived attractiveness positively predicts potential applicants' attractiveness beyond potential applicants' instrumental and symbolic image perceptions. [ABSTRACT FROM AUTHOR]

Aim. This paper is a report of a study to examine the relationship between nursing employees' perceptions of instrumental and symbolic dimensions of employer image on the one hand and their intentions to recommend their organization as an employer and their willingness to testify in their organization's recruitment materials on the other.Background. Previous research suggests that word-of-mouth recommendations by current nursing employees can enhance healthcare organizations' attractiveness as an employer for potential applicants. However, it is not known what motivates employees to provide positive word-of-mouth comments and to endorse their employer in recruitment testimonials.Method. The instrumental-symbolic framework was applied to identify relevant dimensions of perceived employer image that might relate to employee recommendations. A questionnaire was administered in 2006 to 106 nurses and nursing aides from four non-profit nursing homes in Belgium. The response rate was 55%.Results. Overall, nursing employees were more willing to recommend their nursing home to others than to testify in recruitment materials. Both instrumental and symbolic employer image dimensions predicted nursing employees' recommendation intentions. Conversely, willingness to testify was only predicted by symbolic image dimensions. Specifically, the more the nursing employees perceived that their nursing home offers task diversity, offers the possibility to help people and is prestigious, the more they intended to recommend their organization to others. The more they perceived their nursing home as competent, the higher were their recommendation intentions and their willingness to testify in recruitment communication.Conclusion. To increase nursing employees' willingness to recommend their employer to potential applicants, organizations should enhance their perceived employer image. [ABSTRACT FROM AUTHOR]

Although the internet has dramatically changed recruitment practices, many web-based recruitment sources have not yet been investigated. The present study examines the effects of web-based employee testimonials and web-based word-of-mouth (i.e., ‘word-of- mouse’) on organizational attraction. The source credibility framework is used to compare these company-dependent and company-independent recruitment sources. In a sample of potential applicants for a head nurse position, word-of-mouse was associated with higher organizational attractiveness than web-based employee testimonials. However, potential applicants were more attracted when testimonials provided information about individual employees than about the organization. Conversely, word-of-mouse was associated with higher organizational attractiveness and more organizational pursuit behavior when it focused on the organization instead of on employees. Most of these effects were mediated by credibility perceptions. [ABSTRACT FROM AUTHOR]

Previous recruitment studies have treated potential applicants as individual decision makers, neglecting informational social influences on organizational attractiveness. The present study investigated if and under what conditions word-of-mouth communication matters as a recruitment source. Results ( N = 171) indicated that word of mouth had a strong impact on organizational attractiveness, and negative word of mouth interfered with recruitment advertising effects. Word of mouth from a strong tie was perceived as more credible and had a more positive effect on organizational attractiveness. For potential applicants high in self-monitoring, word of mouth had a stronger effect when presented after recruitment advertising. Finally, the effect of word of mouth on organizational attractiveness was partially mediated by the perceived credibility of recruitment advertising. [ABSTRACT FROM AUTHOR]

This study aims to bridge two research streams that have evolved relatively apart from each other, namely the research streams on organizational identity and on employer branding (employer image). In particular, we posit that it is crucial to examine which factors company outsiders (applicants) as well as company insiders (employees) associate with a given employer. To this end, this study uses the instrumental–symbolic framework to study factors relating to both employer image and organizational identity of the Belgian Army. Two samples are used: a sample of 258 Army applicants and a sample of 179 military employees. Results show that both instrumental and symbolic perceived image dimensions predict applicants' attraction to the Army. Conversely, symbolic perceived identity dimensions best predict employees' identification with the Army. Results further show that employees also attach importance to outsiders' assessment of the organization (construed external image). Theoretical and practical implications for managing organizational identity and image are discussed. [ABSTRACT FROM AUTHOR]

This study uses Cable and Turban's (2001) employer knowledge framework as a conceptual model to formulate hypotheses about a broad range of possible factors affecting the attractiveness of an organization (i.e. armed forces) among potential applicants (576 high-school seniors). Results show that gender, familiarity with military organizations, perceptions of job and organizational attributes (task diversity and social/team activities), and trait inferences (excitement, prestige, and cheerfulness) explained potential applicants' attraction to military organizations. Relative importance analyses showed that trait inferences contributed most to the variance, followed by job and organizational attributes, and employer familiarity. Finally, we found some evidence of interactions between the three dimensions. Specifically, trait inferences and job and organizational attributes had more pronounced effects when familiarity was high. From a theoretical perspective, these results generally support the framework of employer knowledge. At a practical level, implications for image audit and image management are discussed. [ABSTRACT FROM AUTHOR]

The present study begins to fill a gap in the recruitment literature by investigating whether the effects of negative publicity on organizational attractiveness can be mitigated by recruitment advertising and positive word-of-mouth. The accessibility–diagnosticity model was used as a theoretical framework to formulate predictions about the effects of these recruitment-related information sources. A mixed 2 × 2 experimental design was applied to examine whether initial assessments of organizational attractiveness based on negative publicity would improve at a second evaluation after exposure to a second, more positive information source. We found that both recruitment advertising and word-of-mouth improved organizational attractiveness, but word-of-mouth was perceived as a more credible information source. Self-monitoring did not moderate the impact of information source on organizational attractiveness. [ABSTRACT FROM AUTHOR]

Research in industrial/organizational (I/O) psychology has generally focused on objective measures of employment discrimination and has virtually neglected individuals' subjective perceptions as to whether a selection or promotion process is discriminatory or not. This paper presents two theoretical models as organizing frameworks to explain candidates' likelihood of perceiving that discrimination has occurred in a certain selection or promotion situation. The prototype model stresses the importance of the prototypical victim-perpetrator combination, the perceived intention of the decision-maker, and the perceived harm caused as possible antecedents of perceived employment discrimination. In the organizational justice model, procedural, informational, interpersonal, and distributive fairness play a central role in determining candidates' perceptions of discrimination. The fairness heuristic helps to explain which type of fairness information dominates these perceptions. Applications and research propositions are discussed as well as the similarities and differences between the two models. We conclude by offering several factors that may determine which model is used in deciding whether or not discrimination has occurred. [ABSTRACT FROM AUTHOR]