A STUDY ON EMPLOYER BRANDING AT HURIX SYSTEMS, CHENNAI

By ALICE MARY ALEXANDER (Reg. No. 31708631003)

A PROJECT REPORT Submitted to the FACULTY OF MANAGEMENT STUDIES In partial fulfillment of the requirements for the award of the degree of

MASTER OF BUSINESS ADMINISTRATION

IN

HUMAN RESOURCES AND FINANCE

ST. JOSEPHS COLLEGE OF ENGINEERING, CHENNAI ANNA UNIVERSITY CHENNAI 600 025 JUNE 2010

ii

ST. JOSEPHS COLLEGE OF ENGINEERING (Affiliated to Anna University) JEPPIAAR EDUCATIONAL TRUST
JEPPIAAR NAGAR, OLD MAMALLAPURAM ROAD, CHENNAI 119.

BONAFIDE CERTIFICATE
Certified that this project report titled A STUDY ON EMPLOYER BRANDING AT HURIX SYSTEMS, CHENNAI is the bonafide work of ALICE MARY ALEXANDER Reg. No. 31708631003 who carried out the project work under my supervision. Certified further, that to the best of my knowledge the work reported herein does not form part of any other project report or dissertation on the basis of which a degree or award was conferred on an earlier occasion on this or any other candidate.

SIGNATURE

SIGNATURE

DR. R. KASILINGAM M.B.A, B.L., M.Phil., Ph.D. INTERNAL GUIDE Department of Management Studies St. Josephs College of Engineering Jeppiaar Nagar, Old Mahabalipuram Road

DR. JAYASREE KRISHNAN B.Sc., M.B.A., Ph.D. HEAD OF THE DEPARTMENT Department of Management Studies, St. Josephs College of Engineering Jeppiaar Nagar Old Mahabalipuram Road

iii

Chennai 600 119

Chennai-600 119

ACKNOWLEDGEMENT
At the outset, I thank God for granting me the wisdom and grace to complete my project. My sincere thanks and gratitude to my family for their continuous support and motivation. My heartfelt thanks to our respected Chairman Thiru Dr.JEPPIAR, M.A., B.L., PhD for his sincere endeavor in educating us in his premier institution. I take this opportunity to thank our Director Dr.Babu Manoharan M.A., M.B.A., Ph.D., for motivating us to attain academic excellence. My sincere thanks to our Principal Prof. Jolly Abraham, M.E., Ph.D., and the Head of the Department Dr.Jayasree Krishnan B.Sc, M.B.A, Ph.D., for their guidance and advice all through the tenure. I specially thank my guide Dr. R. Kasilingam, M.B.A, B.L., M.Phil., Ph.D., for his continuous guidance, motivation, and his ever willing help & support for completion of this project. I would also like to extend my gratitude towards other members of the faculty for their invaluable guidance. I take his opportunity to acknowledge the guidance, support and co-operation received from the management of Hurix Systems, Chennai, Mr. Sebastian Malliyakal Associate vice president HR, Mr. Gunasekaran, Miss Banu Rekha, Miss Kokila, Miss Sujee Shalini, members of the HR team and other members of the organization for having helped and guided me in completing this project successfully.

iv

ACKNOWLEDGEMENT
At the outset, I thank God for granting me the wisdom and grace to complete my project. My sincere thanks and gratitude to my family for their continuous support and motivation. My heartfelt thanks to our respected Chairman Thiru Dr.JEPPIAR, M.A., B.L., PhD for his sincere endeavor in educating us in his premier institution. I take this opportunity to thank our Director Dr.Babu Manoharan M.A., M.B.A., Ph.D., for motivating us to attain academic excellence. My sincere thanks to our Principal Prof. Jolly Abraham, M.E., Ph.D., and the Head of the Department Dr.Jayasree Krishnan B.Sc, M.B.A, Ph.D., for their guidance and advice all through the tenure. I specially thank my guide Dr. R. Kasilingam, M.B.A, B.L., M.Phil., Ph.D., for his continuous guidance, motivation, and his ever willing help & support for completion of this project. I would also like to extend my gratitude towards other members of the faculty for their invaluable guidance. I take his opportunity to acknowledge the guidance, support and co-operation received from the management of Hurix Systems, Chennai, Mr. Sebastian Malliyakal Associate vice president HR, Mr. Gunasekaran, Miss Banu Rekha, Miss Kokila, Miss Sujee Shalini, members of the HR team and other members of the organization for having helped and guided me in completing this project successfully. I wish to express my profound sense of gratitude to all those who have guided, inspired and motivated me during this project.

ABSTRACT
Employer branding is a distinguishing and relevant opportunity for a company to differentiate itself from the competition creating its branded factors as its USP for employee satisfaction and happiness resulting in retention, productivity and efficiency. It commences with initial employer brand awareness, and continuing throughout the tenure of employment, even extending into retirement. Fierce competition for talents and asymmetric distribution of information are the two main reasons that make employer branding necessary for knowledge intensive companies. These companies rely on an excellent base of human resources as the employee forms the perception of the company in terms of credibility, quality and reputation. The idea of this research is, that as the characteristics of employees cannot be determined in advance, it is important to initiate a pre-selection by communicating a certain industry-image that functions as a signal of expectations the company has. This signalling via external positioning makes it easier for the prospective employee to select a job that fits to his/her identity. The focus of this work lies on corporate culture, its visibility in different processes and interactions and its importance in the employee attraction process. The empirical data was gathered among 300 respondents by means of 3 sets of questionnaires designed for exemployees, current employees and prospective employees respectively. The perception of the sample groups were compared in order to identify the brand value created by the organisation as an employer. The factors considered for the study are Reputation, Work life balance, Training and Performance management, Pay and benefits, Leadership and management and Work Environment. From the study it was concluded that there is not only a need of creating a satisfaction in minds of employees (Internal customers) but there is an urgent need of creating this positivism in the minds of external customers (prospective employees and stakeholders). The created image has to be monitored and sustained in such a way that it will not only help in increasing profits but also create a sense of belonging, pride, self actualization and true commitment towards the organisation.

vi

TABLE OF CONTENTS
CHAPTER TITLE PAGE

1.
1.1 1.2 1.3 1.4 1.5 1.6 1.7

INTRODUCTION Outline of the project Industry profile Company Profile Service Profile Objective Scope of Study Limitations of the study REVIEW OF LITERATURE RESEARCH METHODOLOGY Research Design Nature and source of data Research Instruments Sampling Technique Reliability Test for Data collection instrument Sample Size Pilot Survey Period of Study Statistical Analysis DATA ANALYSIS AND INTERPRETATION FINDINGS AND CONCLUSION Findings Suggestions Conclusion APPENDICES

1
1 7 8 11 13 14 15 16

2. 3. 3.1 3.2 3.3 3.4

3.5

24
24 24 24 25 25 25 25 25 26 29

3.6 3.7 3.8

3.9

4. 5.
5.1 5.2 5.3

80
80 82

83 84

vii

BIBLIOGRAPHY LIST OF TABLES

TABLE TITLE

90
PAGE

4.1.1 4.1.2 4.1.3 4.1.4 4.1.5 4.1.6 4.1.7 4.1.8 4.1.9 4.1.10 4.1.11 4.1.12 4.2.1 4.2.2 4.2.3 4.2.4 4.2.5 4.2.6 4.2.7 4.2.8 4.2.9 4.2.10 4.2.11 4.3.1 4.3.2 4.3.3 4.3.4 4.3.5 4.3.6 4.3.7 4.3.8

Age of the respondents Gender of the respondents Educational Qualification of the respondents Term of Employment at Hurix of the respondents Age of the respondents Gender of the respondents Educational Qualification of the respondents Term of Employment at Hurix of the respondents Age of the respondents Gender of the respondents Educational Qualification of the respondents Years of experience of the respondents Reason for joining Hurix Systems Reason for leaving Hurix Systems Expectations of an employee Opinion about Hurix Systems Reason for joining Hurix Systems Expectations of an employee Opinion about Hurix Systems Reason for applying for a job at Hurix Systems Channel through which respondents received information about Hurix Systems Channel through which respondents prefer job seeking Basis for choosing a job Reputation and Integrity Work life balance and Organizational climate Training, Performance management and Growth & Development Pay and Benefits Leadership and Management Work Environment Work Environment Satisfaction levels of Reputation and Integrity Satisfaction levels of Work life balance and Organizational climate

29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 51 52 52 53 53 53 54 54

viii

4.3.9

Satisfaction levels of Training, Performance management and Growth & Development LIST OF TABLES (Continued)

55

TABLE

TITLE

PAGE

4.3.10 4.3.11 4.3.12 4.3.13 4.3.14 4.3.15 4.3.16 4.3.17 4.3.18 4.3.19 4.3.20 4.3.21 4.3.22 4.3.23 4.3.24 4.3.25 4.3.26 4.3.27 4.3.28 4.3.29 4.3.30 4.3.31 4.3.32 4.3.33 4.3.34 4.3.35

Satisfaction levels of Pay and Benefits Satisfaction levels of Leadership and Management Satisfaction levels of Work Environment The influence of Age on the brand image of Hurix Systems The influence of demographic variables on the brand image of Hurix Systems The influence of gender on the brand image of Hurix Systems Correlation of the employer branding variables Regression analysis of the employer branding variables Regression Coefficients Covariance The influence of demographic variables on the brand image of Hurix Systems The influence of gender on the brand image of Hurix Systems Correlation of the employer branding variables Regression analysis of the employer branding variables Regression Coefficients Factor Analysis of the Employer Branding Variables KMO and Bartlett's Test Rotated Component Matrix Cluster Analysis of the Employer Branding Variables Number of Cases in each Cluster Covariances Association between Age and the reason for taking up a job at Hurix Cross Tabulation of association between Age and the reason for taking up a job at Hurix Association between age and their opinion about Hurix Cross Tabulation of association between age and their opinion about Hurix Association between the employees opinion of Hurix and their no. of years of experience at the organisation Cross Tabulation of association between the employees opinion of Hurix and their no. of years of experience at the organisation

55 56 56 57 The influe 58 59 60 61 61 63 64 66 67 68 68 70 70 71 71 73 74 74 75 75 76 76

ix

4.3.36 4.3.37

Association between Educational qualifications and expectations of an employee Cross Tabulation of association between Educational qualifications and expectations of an employee LIST OF FIGURES

77 77

FIGURE

TITLE

PAGE

1.1 1.2 4.1.1 4.1.2 4.1.3 4.1.4 4.1.5 4.1.6 4.1.7 4.1.8 4.1.9 4.1.10 4.1.11 4.1.12 4.2.1 4.2.2 4.2.3 4.2.4 4.2.5 4.2.6 4.2.7 4.2.8 4.2.9 4.2.10 4.3.1 4.3.2 4.3.3 4.3.4 4.3.5

The Construct Employer Branding Creating the Right Mix Age of respondents Gender of respondents Educational Qualification of respondents Term of Employment at Hurix of respondents Age of respondents Gender of respondents Educational Qualification of respondents Term of Employment at Hurix of respondents Age of respondents Gender of respondents Educational Qualification of respondents Years of experience of the respondents Reason for joining Hurix Systems Reason for leaving Hurix Systems Expectations of an employee Opinion about Hurix Systems Reason for joining Hurix Systems Expectations of an employee Opinion about Hurix Systems Reason for seeking a job at Hurix Systems Channel through which respondents received information About Hurix Systems Channel through which respondents prefer job seeking Multidimensional Scaling analysis of the Employer branding factors Recursive Model for Employer Branding Multidimensional Scaling analysis of the Employer branding factors Correspondence Analysis of the Employer branding variables Optimal Scaling Analysis of the Employer branding variables

2 3 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 62 63 69 72 72

4.3.6 4.3.7 4.3.8

Recursive Model for Employer Branding Gap analysis of the perception of the ex-employees and current employees of the Brand of Hurix Gap analysis of the perception of the Middle Level Employees and Higher level Employees of the Brand of Hurix

73 78 79

CHAPTER I
INTRODUCTION 1.1 Outline of the project The concept of Employer Brand has gained importance since 1990s. It is a result of Global manic competition but above all it has become a prime factor which determines an organizations success and future. Employer brand has overshadowed and synchronized all other factors which had their individual importance like customer relationship, Personal Relations, networking, two- way communication etc and is now the prime factor or the turnkey of success. 1.1.1 Defining Employer Branding Employer branding is the development and communication of an organization's culture as an employer in the marketplace. It conveys your "value proposition" - the totality of your culture, systems, attitudes, and employee relationship along with encouraging your people to embrace and share goals for success, productivity, and satisfaction both on personal and professional levels. Like a consumer brand, it is an emotional relationship, between an employer and employee, one that radiates out from this core to other stakeholders, to the community at large, and obviously to potential employees. Employer branding is the essence of the employment experience, providing points that commence with initial employer brand awareness, and continuing throughout the tenure of employment, even extending into retirement. Employer branding is a distinguishing and relevant opportunity for a company to differentiate itself from the competition creating its branded factors as its Unique Selling Proposition for employee satisfaction and happiness resulting in retention, productivity and efficiency. Developing an image as an employer is part of employer branding. Turning that image into a working relationship between an organization and its potential recruits is a process. Understanding that relationship is often a process of discovery, says Jo Bredwell (senior partner at JWT Specialized Communications). "Sometimes employers need a brand, but what they really need is to discover what it is.

Figure 1.1: The construct Employer branding

1.1.2 Employer branding as the" Right Fit" model Effective employer branding also helps in hiring, retaining the right people. Considering that 85% of job changes are attributed to organizational incompatibility, one quickly recognizes employer branding as a critical factor in effective recruitment. "Employer branding goes beyond a company's reputation," says Kurt Mosley, vice president of business development. Becoming an employer of choice and increasing retention rates means that an organization's branding message truly aligns with the reality that exists for its workers because loyalty is no longer the dominant paradigm of the employer/employee relationship, attracting and retaining talent relies much more on being able to fulfill a different promise, and that promise varies from organization to organization, depending on its culture, mission and ability to achieve its goals.

1.1.3 Knowing Employees expectation: - The foundation for employer branding When properly planned and executed, an employer branding initiative can generate lively dialogue between an employer and its employees, build a rationale for a 'mutual working arrangement', and establish compelling reasons to commit to the arrangement. An employee expects the following from employer:1) Fair treatment and smooth Disciplinary procedure 2) Trustful and open channeled communication 3) Ability to provide security and benefits in present and future 4) Planned and systematic career and succession planning 5) Motivating and morale building team and management 6) Clearly defined authority responsibility charting and clarity in roles and goals 7) Employee benefit oriented culture and practices 8) Adequate talent acquisition , management, retention and utilization 9) Proper advancement and up gradation of employees 10) Participatory management and Industrial democracy 11) Timely decision making 12) Impartial , fair and growth promoting organization structure Figure 1.2: Creating the Right Mix

1) Focus on Culture and Environment: - It includes items such as the physical working environment, the size of the organization, and the organization's approach to work. 2) Brand Image and Reputation: - It helps in establishing integrity. The consequence of lack of integrity is that the employee does not stay with the organization for long.

3) Management Performance: - It is a vital part in the Employer Branding process. Senior management must be highly committed and involved in the Employer Branding process or it will be a failure. 4) The Employment Package includes those factors that often "close the deal" for the Prospective employee, such as financial compensation, work/life balance, the Employee's role in organization and professional development. Every organization as per its need, workforce, level of competition and forecasted demand or business plan should match its expectation. Requirement matrix is prepared in such a way that it becomes easier for both employer and employee to create a perfect brand name resulting in satisfaction. It includes the following, a combination of functional, psychological, and economic benefits which a new entrant expects. Thus organisation benefits by attracting and recruiting "the right" candidates attending to shortages within the organization advancing retention rates and reduce turnover, amplifying employee engagement, commitment, and performance.

1.1.4 Employer branding process The employment brand architecture as suggested by Ryan Estis (chief talent strategist for NAS Recruitment Communications), includes the following steps (a) Understand your business objectives, (b) Identify your talent needs, (c) Determine the employment brand attributes, (d) Look for synergy with the corporate brand, (e) Develop a communications plan, (f) Develop the messaging and creative content, (g) Establish metrics (h) Execute and evaluate. The process of Employer branding can be summarized as follows; Step 1 Concept Phase 360 degree employer brand audit to determine the strength of your current employer brand and to determine its level of synergy with your corporate brand and business objectives. Step 2 Design Phase The Design Phase is the process to formulate your employer brand strategy. It includes (i) Defining your Employer Value Propositions (EVP's) (ii) Defining your Employer Brand Image (EBI). EBI consists of two components -

Employer Brand Employee Platform (a) Recruitment & induction, (b) Compensation and benefits, (c) Career development, Employee research, (e) Reward and recognition, (d) Communication systems, (e) Work environment. Employer Brand Strategic Platform (a) Your firm's mission, vision & values, (b) Corporate Social Responsibility (CSR), (c) Leadership and people management policies and practices, (d) Corporate reputation and culture, (e) Performance management, (f) Innovation.
(iii)

(d)

The Corporate brand- the employer branding process and procedures should be aimed towards corporate branding so that betterment could be created not only among internal customers but also among external customers and all stakeholders.

(iv)

Market forces - Employer branding process and techniques should be aimed towards building a positive image of the organization in external and internal environment equally.

Step 3 Integration Phase These may include (a) Career website, (b) Company intranet, (c) Careers fair brochures, Company newsletters, (e) Policy and procedures templates, (f) Recruitment advertising, Sponsorship Step 4 Evaluation Phase The Evaluation Phase involves measuring the impact of the Employer Brand program. Above all the success of any employer brand program depends on the efficiency with which the need, situation for designing, implementing and monitoring an employer brand program has been made. 1.1.5 Measurements of branding effectiveness Employee satisfaction, as measured by length of service, turnover statistics, and targeted surveys Increased level of employee referrals, evidence that employees believe the company is a good place to work Decreased absenteeism and a good safety record. (d) (g)

The effectiveness of the branding effort depends on a companys ability to attract and hire the best talent. It can be gauged in ways such as: Hits to a companys career site and number of applicants compared to pre-employer branding, Conversion rate of applicants to potential candidates, Job acceptance rate of candidates and Cost to hire and time to hire.

1.1.6 Implementing employer branding concept in organizations Steps that help in fruitful implementation of employer branding process are; 1) Set measurable and attainable targets for employer branding that is development oriented.

2) Hire professional services if needed for better and result oriented activities. 3) Identify the needs of employees and design programs as per the requirements. 4) Undergo survey for gathering information about employee satisfaction and needs. 5) Design a need based support oriented and growth focused strategy which will help both employee and employer for development and promotion. 6) Validate the strategy with key constituencies.

1.1.7 Outcome of effective employer branding Thus, Employer branding gives an organization a competitive advantage, a tool to attract, hire, and retain the "right fit, it also has an impact on shareholder value, creating positive human capital practices. Strong employer brands have employer value propositions (EVP's) which are communicated in company actions and behaviors and evoke both emotive and tangible benefits for current and prospective employees. These organizations segment and communicate EVP's which reflect the image that the organizations want to portray to its target audience. A company's employer brand is reflected in the actions and behavior of its leaders and is affected by company policies, procedures, and practices and the same when well planned and implemented results in profitability of organizations. The other benefits include

significant decrease in cost per hire, reduction in recruitment marketing costs over time, greater numbers of higher quality applicants, higher performing employees, increased retention rates, stronger reputation in the marketplace, and increased ability to attract specialist talent in a difficult market

1.2 Industry profile E-learning or electronic learning in India is gaining prominence. This is due to the fact that more than half the population of India today is below 25 years of age and the number of Internet users is growing continuously. The tremendous growth of the economy in the recent past has also helped in the growth of online education in India. E-learning in India is especially popular with the young professionals who have joined the work force quite early but still would like to continue their education that may help them move up in their career. They find online education in India very convenient, as the nature of the course work does not require them to attend regular classes. Moreover reputed institutes like Indian Institute of Management, Indian Institute of Technology, Indian Institute of Foreign Trade are offering E-learning courses. Thus E-learning in India makes it possible for the learners to pursue their education from reputed institutes without much hassle. 1.2.1 E-learning Companies and Technology Providers E-learning companies have been heavily dependent on custom E-learning courseware development which is still not very cost effective as per Indian standards and affordability, since the industry is still exploring automation opportunities and process oriented methodologies. With the tremendous explosion in web usage as a knowledge sharing and delivering platform, E-learning will become more of a norm than an exception. The need is to create an E-learning infrastructure that is sustainable and continues to transform learning, education and training. Even corporate houses today are utilizing the various E-learning tools to train their employees. Digital learning has covered the developments related to E-learning extensively. E-learning is a complex web of technology, content and pedagogy. In recent times, corporations, educational institutions and governments have started re-examining the way training and education is imparted. E-learning has now become a crucial part of their strategy to

deliver knowledge. But maintaining E-learning systems within the organization equals more costs. The solution is Outsource more international organizations, realizing cost advantages, are moving from dealing with local E-learning service providers to directly approaching Indian companies. 1.2.2 Scope of E-learning industry in India E learning industry in India is still in its infant stage. E-learning is yet to penetrate Indian education system and hence there is ample opportunity for private players to invest in this industry. The major advantage in India is its large student base. There is a huge disparity in the spread of educational institutes in India. Most of the reputed institutes tend to cluster in the big cities, while the rest of India still lags behind. E-learning will enable students to earn degrees and certificates without leaving their hometown. This will also reduce the cost of education. 1.2.3 Top Ten Trends in E-learning 1. Application Service Providers offer more quick start options. 2. Companies integrate E-learning into their infrastructure. 3. Churning skill sets require E-learning initiatives. 4. E-learning cuts the cost of high quality content. 5. E-learning levels professional playing field around the world. 6. Gamers bring interactive skills to E-learning. 7. Governments deploy E-learning at all levels. 8. Partners and collaborators use E-learning to get everyone on the same page sooner. 9. Wireless technology helps E-learning initiatives "cut the cord." 10. E-learning's Movers and Shakers. 1.3 Company Profile One of the hallmarks of the present time is the pervasiveness of Information Technology. The number of those who use or benefit from IT is growing by the day. There is no dearth of entities with impeccable credentials as far as technical skills, management expertise, and delivery capabilities are concerned. Hurix is a leading solutions provider of Custom Application Development and other IT Services; Custom Content Development

Services; Composition, and Content conversion services for Publishing and Media sector; and educational content for the K-12, higher education and continuing education domains. They deliver cutting edge solutions to global organizations and Fortune 500 class companies. From strategy to system construction and implementation, their methodology and experience enable their clients to derive the maximum benefits from their investments in E-Learning. The Hurix advantage lies in their technology, E-Learning expertise, processes, and people philosophy. The combination of an experienced and skilled team, consistent and welldesigned processes, and an informal and open work environment results in superior solutions for enterprises.

1.3.1 Hurix in the E-Publishing industry Hurix was founded by people with a passion for challenging and redefining the boundaries of the possible. The founders of Hurix still lead from the front, facilitating the empowerment of individuals and organizations to turn the challenges of the knowledge age into opportunities. They have created in Hurix an environment that innovates constantly, combining a love of teaching with a clear understanding of the evolution of technology to create future-proof solutions for the knowledge needs of their clients. 1.3.2 How Hurix Started Hurix was founded by Subrat Mohanty, one of the most experienced E-

Learning professionals in India, and Viswamitra Hariharan, an investment banker with a focus on technology companies. Even as computing and communication technologies were beginning to converge, they saw the potential that the resultant Information and Communication Technology (ICT) had to change the way teaching and learning is carried out in the world. As the shift from multimedia computer-based training applications to sophisticated technology-based training was poised to gather momentum, the pioneers of Hurix put together a team comprising of people with skills and experience in diverse fields ranging from technology, content development, and financial consultancy.

10

1.3.3 Vision, Mission, Values Hurix Systems is a provider of quality solutions to global corporations. Hurix success is built on a strong foundation of values which are woven into their everyday operations, thereby ensuring the highest standards of corporate governance. 1.3.4 Clients Hurix core philosophy is focused on maximizing the efficiency of the capital of their clients, whether human, infrastructural, or monetary. Hurix believes in enhancing client happiness in all transactions. In order to eliminate any conflict arising out of working for clients who compete with each other in various segments, Hurix has put systems and processes in place that will pro-actively ensure that client content and technology are kept confidential and are not compromised. 1.3.5 Investors Hurix believes in maximizing returns to their shareholders. Hurix's commitment to its shareholders is evident in the completely transparent accounting system, highest standards of disclosure, disclosure of material events in good time and articulation of their vision and the changing business environment. 1.3.6 Employees Hurix is committed in providing the members of Team Hurix with an environment that nurtures professional growth and development. Intelligent and motivated individuals achieve their fullest potential by collaborating with high caliber professionals in an environment charged with creativity and innovation. Individual learning is accelerated when collective knowledge and experience is shared in a team environment that is stimulating, challenging, and fun. Hurix has seen that their team responds well to the following

Integrity and Fair Play - Maintaining the highest standards of fairness and integrity in all transactions with both employees and stakeholders. Progressive Compensation Structure - Motivating all employees by compensation

11

policies that enable both the employee and the organization to derive maximum benefit from the employees' skills and future potential.

Superior HR Policies - Establishing the most progressive HR policies that balance the need for maintaining a stable delivery capability while enabling the organization to grow at a rapid pace.

Members of their team are the best ambassadors of an organization. All prospective investors, clients, and vendors are encouraged to interact with them and get a first-hand experience of these values.

1.3.7 Society Hurix aims to set benchmarks in corporate behavior, upholding the highest standards of corporate governance. They believe that the pursuit of success and excellence is not necessarily in conflict with giving back to society. On the contrary, it is leading and setting an example in all parameters of corporate performance both economic and social. They aim to set high standards in terms of employee relations, relations with and contribution to civic society, and the championing of worthy causes, while at the same time setting a scorching pace in revenues and profits. 1.3.8 Hurixs Clientele They include McGraw-Hill Group, Prentice Hall School, Scott Foresman, Pearson Learning Group, LG Electronics, The Government of Singapore, Cathay Pacific, Infosys Technologies Ltd, Johnson & Johnson, Kotak Mahindra Bank and Pepsi Co.

1.4 Service Profile 1.4.1 Publishing Services Hurix is one of the leading providers of content management solutions and services in data conversion, media and graphics development, pre-press and E-publishing services for Fortune 500 companies. The publishing team at Hurix is equipped to deliver all

12

types of services and solutions for the print, online and media domains with its two major wings pre-press and E-publishing. 1.4.2 Editorial Services Hurix provides world-class editorial services to the global publishing industry. Their editorial team has several years of experience in providing services in different subject types that include SSTM (scholarly, scientific, technical and medical) books and journals, HSS (human social sciences) books and journals, Educational books and academic journals [school (grades K to 12) and higher education], Legal and financial, Trade and Fiction and non-fiction. Hurix also provides a wide range of editorial services that include Copy editing, Technical editing, Editorial proofreading, Indexing and abstracting 1.4.3 E-Publishing and Media Services The E-publishing division of Hurix continuously invests in cutting edge technologies and innovative work flows to meet any and every data conversion need. They provide efficient high-quality automated conversion services from any format to XML/SGML, NIMAS, E- Books, Image Conversions, etc. 1.4.4 Data Services Hurix is a leading end-to-end solutions provider of transaction and compliance services and solutions. They deliver superior document and information management services to a wide range of customers spread across different industries in legal, finance, STM and research, etc 1.4.5 Art Services Their team of experienced and creative Graphic Designers is well qualified in graphic designing and architecture. They create artwork based on the color scheme that is best suitable for the targeted end-user.

13

1.5 Objectives To study the effectiveness of employer branding in creating employee value proposition. To analyze the perspective of the ex-employees, current employees and prospective employees towards Hurix Systems. To identify the factors that increase job satisfaction of the employees. To analyze the factors that makes the organization a good brand. To provide suggestions and recommendations to enhance the quality of the employer brand.

14

1.6 Scope of Study The study was conducted with reference to the ex-employees, current employees and prospective employees of Hurix Systems for the duration of 1st January 2010 to 31st March 2010. The study will act as a catalyst for the organization to make itself a distinguished brand as an employer. The study covers almost all the factors that an organization should consider to establish itself as the Best Employer. The purpose of the study is to understand the preferences of the employees, so that the organization will be able to raise its external customer satisfaction through internal customer satisfaction

15

1.7 Limitations of the study out. study. The opinions of the employees are likely to change in future as there maybe changes in provision of welfare measures due to the economic conditions. Only certain variables that the researcher found to be critical are considered for the The findings are substantially based on the information given by the respondents and in most cases, subjective bias cannot be totally ruled out. This report is purely applicable only to the company in which the project was carried

16

CHAPTER II
REVIEW OF LITERATURE

2.1 Employer branding Definition and its Origin The moniker employer brand was first coined by Ambler and Barrow (1996), who defined it as the package of functional, economic and psychological benefits provided by employment, and identified with the employing company. The authors go on to suggest that, just like a traditional brand, an employer brand has both personality and positioning. Employment branding is therefore concerned with building an image in the minds of the potential labour market that the company, above all others, is a great place to work (Ewing et al, 2002). Employer branding has also been described as the sum of a companys efforts to communicate to existing and prospective staff that it is a desirable place to work (Lloyd 2002). Advertising may become a critical tool in the effort that firms make to identify, acquire and retain skilled employees, to create employment brands (Sherry, 2000)building and sustaining employment propositions that are compelling and different. According to Dr. John Sullivan (1999) it is the process of placing an image of being a "great place to work" in the minds of the targeted candidate pool. Employer Branding is one of the few long-term solutions to the "shortage of talent" problem. And as Dr. Stephen Harding (2003) further remarks, organizations seeking to develop their Employer Brand are aiming to enhance their profile both internally and externally.The Conference Board in their report Engaging Employees through Your Brand uses a definition The Employer Brand establishes the identity of the firm as an employer. It encompasses the firms values, systems, policies, and behaviors towards the objectives of attracting, motivating, and retaining the firms current and potential employees. the employment brand is likely to rely more heavily on the companys reputation for providing quality employment, encompassing factors such as compensation and benefits , the work environment, work-life balance and company culture. (Corporate Leadership Council, 1999) A closely related concept to employer branding is the notion of Employer attractiveness .This concept has been broadly discussed in the areas of vocational behaviour

17

(Soutar &Clarke 1983), management (Gatewood et al .1993),applied psychology (Jurgensen 1978;Collins & Stevens 2002),communication (Bergstrom et al ,2002)and marketing(Ambler &Barrow 1996;Gilly &Wolfinbarger 1998;Ambler 2000;Ewing et al ,2002).It has also become an increasingly hot topic in the contemporary business press (see, for example, Sherry 2000;Lloyd 2002;Ritson 2002), and Best Employer status is something that more and more organizations are striving for, as attention is drawn to this mantle in both the contemporary electronic and print media ( The Economist ,2003). Employer attractiveness is defined as the envisioned benefits that a potential employee sees in working for a specific organisation. The construct may be thought of as an antecedent of the more general concept of employer brand equity. In other words, the more attractive an employer is perceived to be by potential employees, the stronger is that particular organizations employer brand equity.

2.2 Employees - the Emerging Force behind Effective Brand Management In recent years, increasing attention has been given to the critical role employees play in the development and success of a companys brand. In this context brand is defined as a recognizable and trustworthy badge of origin and also a promise of performance (Feldwick, 1991). Employees ongoing personal contact with consumers gives them a great deal of influence over the way in which consumers view the company (Kennedy, 1977; Stuart, 1999; Dowling, 2001). Employees also have the ability to help build strong and enduring brands, particularly within the service sector (McDonald et al, 2001; de Chernatony et al, 2003). As such, employees are becoming a recognized determinant of successful brand management. Recruiting and retaining employees who can consistently represent the brand in interactions with clients is now accepted as a significant source of competitive advantage (Chambers et al, 1998; Michaels et al, 2001). The employer brand concept unites a broad spectrum of existing thought relating to the way in which potential and current employees interact with a companys brand and, in particular, the companys brand image as an employer (Ambler & Barrow, 1996; Ewing et al, 2002; Lievens & Highhouse, 2003; Freeman & Knox, 2003; Backhaus, 2004; Backhaus & Tikoo, 2004). Employees are becoming central to the process of brand building and their behavior can either reinforce a brands advertised value or, if inconsistent with these values, undermine

18

the credibility of advertised messages. It is therefore important to consider how employees values and behavior can be aligned with a brands desired values (Harris & de Chernatony, 2001). 2.3 Employer Branding Process The brand's inherent character as a marketing tool means that HR cannot effectively create a brand on its own; it will need to enlist the help of marketing, PR and the communication team. There are four steps to brand creation. These are: 1) discovery, 2) analysis, interpretation and creation, 3) implementation and communication, and 4) measurement, maintenance and optimization. (Liana Cafolla, 2008).According to human resources consultants Hewitt Associates, there are five steps to developing a strong employer brand:(i) understand your organisation, (ii) create a compelling brand promise for employees that mirrors the brand promise for customers, (iii) develop standards to measure the fulfillment of the brand promise, (iv) ruthlessly align all people practices to support and reinforce the brand promise, and (v) execute and measure. Moreover, it is posited that companies with strong employer brands can potentially reduce the cost of employee acquisition, improve employee relations, increase employee retention and even offer lower salaries for comparable staff to firms with weaker employer brands (Ritson, 2002). Simon Barrow (1996) describes four elements that work together to make an employer brand namely Employment Package, Culture and Environment, Integrity and Management Performance that play a vital role in the Employer Branding process. Building a brand is typically a twofold process. One is for prospective employees and the other for the current set of employees. While building brand for prospective employees, initiatives are targeted at building repute in potential recruits about the company as a preferred place to work. On the other hand, while building brand internally, the company has to live up to its standards and incorporate a culture of respect and trust for employees. Internal branding, according to Bergstrom et al (2002), refers to three things: communicating the brand effectively to the employees; convincing them of its relevance and worth; and successfully linking every job in the organisation to delivery of the brand essence. Coca-Colas renowned former chief marketing officer, Sergio Zyman (2002) concurs: Before you can even think of selling your

19

brand to consumers, you have to sell it to your employees. He goes on to argue that how a brand is positioned in the minds of consumers is heavily dependent on a companys employees. 2.4 Effects on interactions external to the firm At the crux of the employer branding process from the firms perspective is the attraction and retention of the best employees. In this context, best refers to those employees who can add value to the company and are able to deliver on the companys brand promise. In defining the employee value proposition and aligning it with the companys brand promise, the company may attract potential employees with skills and personal values that allow them to deliver on the brand promise and enable them to represent the brand and company in a consistent way (Ambler & Barrow, 1996; Reichheld, 1996). Thus, employees are able to meet or exceed customers expectations based on brand promise or previous encounters with the company (Pringle & Gordon, 2001). By exceeding customer expectations (i.e., by providing positive disconfirmation) customers attain satisfaction (Woodruff et al, 1983). According to Heskett et al (1994) and others (Yeung et al, 2002; Rust & Zahorik 1993; Anderson & Sullivan, 1993; Dowling, 1994), increases in customer satisfaction can drive increases in customer loyalty (although this is not automatic). This, in turn, drives revenue growth and profitability. Shultz (2004) makes a stronger link between employees alignment with the brand promise, customer satisfaction and increase in profit. Reichheld & Sasser (1990) report a 5% rise in customer loyalty (i.e., a 5% fall in defection) may increase profit from 25%-85%, dependent on the industry under study. By fostering conditions for profitability and a positive external corporate reputation, the employer branding process attains an aspect of self-perpetuation. Profitable firms with positive external reputations both attract (Fombrun & Shanley, 1990; Denton 1997) and retain (Michaels et al, 2001) employees who want to share in and be associated with the companys success. Results of the study conducted by Geh & Giselda (2009) suggest that todays university graduates are value-driven, i.e. motivate to work for an organization that treats their employees fairly, as well as behave responsibly in relation to society and environment. Ideal work place provides employees with good spirit, collaboration, flexibility, challenges, meaningful work content, trust, acknowledgement, and interesting career development

20

opportunities. In recruitment process, organizations that consider it as a dialogue and treat individuals friendly and professionally, as well as show them genuine interest and respect seem to be better off than those who fail to do that. These results resonate well with the articles written about Generation Y and knowledge workers. 2.5 Effects on interactions internal to the firm In actively managing their employer brand, firms can maintain consistency of key brand messages across stakeholder groups, a practice which may be of value (Duncan & Moriarty, 1998). Not only does congruence positively influence the perception of all related messages (to employees, customers and other stakeholders), it also ensures that employees are properly aligned with the brand and what it represents (Keller, 2002). This allows employees to live the brand, delivering on the objectives of the brand/organization (Ouchi, 1981), and reinforcing corporate values and performance expectations among new and existing staff (Ind, 2001). The relationship between expectations and behavior has been explored in the employee citizenship behavior literature. Morrison (1994) contends that employee pro-social behavior (characterized by Bateman & Organ (1993) as employee citizenship behavior) is more likely to occur when such behaviors are incorporated into role expectations. Furthermore, when performance expectations and values are clear a contract is formed between the company and the employees (Rousseau, 1990). Expected behavior and resulting rewards are explicit, evaluation of staff is objective, good performers are rewarded, nurtured and become satisfied and loyal (Dowling, 1994; Mendes, 1996; Major et al, 1995).Satisfied, loyal employees are more likely to remain with the firm (Heskett et al, 1994) and to share good views about the company with each other and prospective employees (Reichheld, 1996). Positive word of mouth amongst employees assists in building camaraderie within and across teams, engendering greater loyalty to the firm and to team members (Herman, 1991), thus improving staff retention. Furthermore, existing employees have a large signaling impact on prospective employees (Rynes, et al, 1991). Positive word-of-mouth helps contextualize the employment experience for prospective employees, attracting those with values that will fit with the brand and allow them to flourish (Chambers et al, 1998; Ind 2001).

21

The internal marketing concept argues that the organizations personnel are the first market of any company (George & Gronroos, 1989; George, 1990), the rationale being that employees are internal customers and jobs are internal products. Job products must attract, develop and motivate employees, thereby satisfying the needs and wants of these internal customers, while addressing the overall objectives of the organisation (Berry & Parasuraman 1991). Kotler (1994) defines internal marketing as the task of successfully hiring, training and motivating able employees to serve the customer well .His studies examine how astute employers can embrace the principles and practices associated with external brand management and marketing communication internally. In other words, it extends beyond the HRM notion of recruitment advertising (Gatewood et al .1993) and considers how firms might assess the degree to which they are considered to be employers of choice and in the process, attract the highestcaliber employees. It is generally recognized that intellectual and human capital is the foundation of competitive advantage in the modern economy. Accordingly, the contest among employers to attract and retain talented workers takes place in a world where technological advances and global competition are driving widespread change in employment patterns (Osborn-Jones, 2001). Berry (1981) appears to have been the first to recognize the potential impact of advertising on (current) employees, yet, as Gilly and Wolfinbarger (1998) note, marketers today are still overlooking an important internal or second audience for their advertisements: their own employees. They conclude that advertising decision-makers may under- estimate the importance of the employee audience for advertisements. Given that employees will be influenced by advertisements, it is important that companies make every effort to ensure that this influence is positive. Consequently advertising decision-makers need to understand the effect that advertising has on current and potential employees for example, the fact that current employees enjoy an insider role and want information in advance of marketing communications (Gilly &Wolfinbarger 1998)and that future employees can be influenced by mainstream advertising (Ewing et al .2002). 2.6 The interplay between internal and external effects Hatch and Shultz (1997) posit that due to networking, business process reengineering, flexible manufacturing, delayering, the new focus on customer service, the

22

external and internal boundaries of firms are collapsing. Accordingly, there is support in the literature for an interaction between the external and internal virtuous circles of the employer branding process. A research was conducted to examine the existence of similarities and differences between external and internal employer brand images. The research conducted quantitative surveys about the opinions of students and young professionals regarding recruitment and lifestyle issues. Found in this research as common for all three companies was that among all respondent groups, varying work and exciting products are frequent expected offers and associations. (Emma Melin, 2005). Robin Jeffrey Katoen Andreas (2007) conducted a study to investigate the internal and external determinants, which forms an appealing employer brand. The second objective was to gain a deeper understanding of the prioritization of different Talent-Relationship-Management instruments, which are important to build a long-term relationship with talented candidates. The results indicated that there has rarely been any experience with any of the TRM instruments, while there is a clear opinion in favor of an extension of the concept. Collins and Stevens (2002), confirming prior research, suggest that early recruitment activities are indirectly related to intentions and decisions through two dimensions of employer brand image: general attitudes towards the company and perceived job attributes. 2.7 Mechanisms underpinning the process As Ambler & Barrow (1996) state, traditional marketing techniques are not directly applicable, but mutatis mutandis applicable to the employer brand. Mechanisms can be seen as a systematic set of statements that provide a plausible account of how [entities] are linked to each other (Hedstrom & Swedberg, 1998). Human resources and organizational management literatures, for example, may be shown to be pivotal to the employer branding process, providing mechanisms that plausibly account for the employee and employer interaction. It should allow a structured comparison of those companies identified as having a successful employer brand with those having an unsuccessful employer brand to identify variations in the presence and operation of those mechanisms. Harding (2004) says that an organisation needs a clear view of what it is trying to achieve and needs to set clear goals and measures of success, in order to be successful. Universum Communcation (2009) for example, is advising their clients as one step in their strategic work with the employer brand, to focus on the area where the ideas

23

of the three groups of interest coincide. The three groups of interest are management, employees and potential employees. The field of shared ideas will from now on be referred to as the target field. The target field is where the managements desires with what they want to offer, the employees idea of what is actually being offered, and finally what potential employees are assuming is being offered, coincide. 2.8 The scope of the outcomes of employer branding The literature and initial anecdotal evidence indicates that firms undertaking employer branding experience positive outcomes, particularly with respect to attracting and retaining desirable employees. It is not known, however, whether there may also be neutral or negative outcomes attributable to the employer branding process. For example, Aldrich (1999) posits what may be a potentially undesirable outcome of the process. He posits that when there is a high level of cultural consistency in an organization, organizational growth may be threatened as variation to existing work practices introduced by employees is likely to be low. Organizational behavior literature points to a similar phenomenon where employers hire employees with similar characteristics, skills, and attitudes to themselves. This approach is not necessarily beneficial to the firm as it limits diversity (Robbins, 1996).Similarly, negative outcomes of the process may arise when employees find their experience of employment differs from that promised by the company in communication of the employer brand. Rousseau (1990) describes a psychological contract as individual beliefs in reciprocal obligations between employers and employees .Brands, by definition (Feldwick, 1991) contain a promise of performance which, if unfulfilled in the eyes of the employee, may have negative consequences for the employer and firm including reduced job satisfaction, reduced organizational trust, decreased job performance and increased turnover (Robinson & Morrison, 1995; Robinson & Rousseau, 1994). Research to date does not shed light on whether there is such a thing as an unsuccessful employer branding process, i.e. a process that results in negative or counterproductive outcomes.

CHAPTER III
RESEARCH METHODOLOGY

24

3.1 Research Design The research design which is used in this study is Descriptive research design. Descriptive research is used when the objective is to provide a systematic description that is as factual and accurate as possible. 3.2 Nature and source of data Data sources refer to the various means through which data is collected. Data could be classified as Primary data and Secondary data.

3.2.1 Primary Data The primary data regarding employer branding at Hurix Systems was collected using three sets of well designed questionnaires. They included a set of independent questions and a set of questions framed using the variables which were calibrated on the Likerts five point scale. 3.2.2 Secondary Data The secondary data for the study was collected from various online journals and the articles published by various researchers, in order to frame the questionnaire and also for the theoretical background. The secondary data were from Journals, Magazines, Internet and Text books. 3.3 Research Instruments Research instrument means the instrument used for gathering the data, information and responses. The data collection tool used was a questionnaire, in a structured and undisguised form, to get the necessary information from the respondents. Both open ended and close ended questions were used. Three sets of questionnaire were designed. One set of questionnaire consisted of 31 questions of which 19 were calibrated on the Likert scale and the remaining were demographic variables and multiple choice questions. The second set consisted of 29 questions of which 18 were calibrated on the Likert scale and the remaining were demographic

25

variables and multiple choice questions. The third set consisted of 20 questions of which 10 were calibrated on the Likert scale and the remaining are demographic variables, multiple choice and ranking questions. The questionnaires were designed pertaining to the need and objectives of the study. The variables identified from review of literature were taken into account while drafting the questionnaire. 3.4 Sampling Technique Non-Probabilistic sampling technique has been utilized for this study. In the case of Current and Prospective employee population Convenience sampling was employed while Systematic random sampling was employed in the case of ex-employee respondents. 3.5 Reliability test for data collection instrument To measure the reliability of instrument Cronbach alpha was calculated using SPSS. If the alpha value is more than 0.6, it is presumed that the instrument is reliable. For the three instruments the alpha value were 0.794, 0.724 and 0.830 respectively which means the instruments are reliable. 3.6 Sample Size A total sample of 300 respondents where taken for the study constituting 100 current employees 100 ex-employees and 100 prospective employees. 3.7 Pilot Survey Before the final questionnaire is ready it needs to be tested under field conditions. Initially a pilot survey of 10 respondents was done and based on their responses suitable changes were made in the questionnaire. 3.8 Period of Study The period of study was limited to 3 months.

26

3.9 Statistical Analysis The statistical tools used for the study are: Simple Mean, Multivariate ANOVA, Independent Sample T-Test, Correlation, Linear Regression Analysis, Multidimensional Scaling (MDS), Chi-square Test, and Structured Equation Modeling (SEM). 3.9.1 Simple Mean The simple mean is used to measure the central tendency of the variables. 3.9.2 One Way ANOVA Analysis of variance is a test of homogeneity of mean. The analysis of variance is a method, which separates the variation ascribable to one set of causes from the variation ascribable to other set. It is a method of splitting the total variation of a data into constituent parts, which measures different sources of variation. The total variation is split into the following two components Variation within the sub groups of samples and Variation between the sub groups of samples. F-statistic= Variation between the samples/Variation within the samples. 3.9.3 Multivariate ANOVA Analysis of variance is used to test the hypothesis that several means are equal or not. This technique is an extension of the two-sample t test. For post-hoc analysis, Duncan method is used. The analysis of variance is used to find out the influence or impact of demographic variables on the studied variables. If the significant value is less than 0.05, then it is presumed that the independent and dependent variables differ in their mean values. 3.9.4 Independent Sample T-Test The Independent-Sample T-Test procedure compares means for two groups of cases. It is used to find out whether male and female differ in their opinion about the organization. If the significance value is less than 0.05, then the null hypothesis will be rejected. 3.9.5 Correlation

27

The Bivariate Correlation procedure computes Pearsons correlation coefficient, to measure how variables are related. If the significant value is less than 0.05 then it is stated that there exists a good relationship between two variables. 3.9.6 Linear Regression Analysis Linear regression analysis estimates the coefficients of a linear equation, involving one or more independent variables that best predict the value of the dependent variable. 3.9.7 Multidimensional scaling Multidimensional scaling attempts to find the structure in a set of distance measures between objects or cases. This task is accomplished by assigning observations to specific locations in a conceptual space (usually two- or three-dimensional) such that the distances between points in the space match the given dissimilarities as closely as possible. In many cases, the dimensions of this conceptual space can be interpreted and used to further understand your data. Useful for providing highly intuitive representations to position brands, based on dimensions critical to employee perceptions. 3.9.8 Chi square test Chi-square test is a testing tool used for testing hypothesis. Chi-square test is a nonparametric test in which no rigid assumptions are necessary about the population. In this research chi-square test is used as a test of independence to explain whether two attributes are associated or not without indicating strength or direction of relationship. If the level of significance is less than 0.05 then the particular null hypothesis will be rejected and the alternate hypothesis can be stated that there exists a significant association between those two attributes. Chi-square = (O-E) 2 / E Where O and E denotes the observed and expected frequencies, respectively. Inspection of definition shows that Chi Square is a descriptive measure of the magnitude of the discrepancies between the observed and expected frequencies. The larger these discrepancies the larger Chi

28

Square will tend to be. If no discrepancies exits and the observed and expected frequencies are the same Chi Square will be zero. 3.9.9 Structured Equation Modeling (SEM) Structural equation modeling is used to specify, estimate, assess, and present the proposed model in an intuitive path diagram to show hypothesized relationships among variables. Also known as path analysis, it helps to gain additional insight into causal models and the strength of variable relationships. 3.9.10 Cluster Analysis This procedure attempts to identify relatively homogeneous groups of cases based on the selected characteristics, using an algorithm that can handle large numbers of cases. For the purpose of the study the cluster analysis is used to group the respondents based on their satisfaction level towards the various YHR practices specified. For the purpose of cluster analysis K-means cluster is used. 3.9.11 Correspondence Analysis The Correspondence analysis gives pictorial representation of association between different categories of two variables. This is also very widely used in this research. 3.7.12 Optimal Scaling Analysis The Optimal Scaling analysis gives pictorial representation of association between different categories of two variables. This is also very widely used in this research.

29

CHAPTER IV
DATA ANALYSIS AND INTERPRETATION 4.1 Profile of the Respondents Demographic factors describe the characteristics of the population. The demographic characteristics considered for the study are age, gender, educational qualification, length of service at Hurix Systems and previous work experience. 4.1.1 Ex-employee respondents Table 4.1.1: Age of respondents Age 18-28 29-38 39-48 Total Frequency 31 66 3 100 Percent 31.0 66.0 3.0 100.0

Figure 4.1.1: Age of respondents

3% 31%

18-28 29-38 39-48

The above table indicates that 31% of the respondents fall under the age group category 18-28 years, 3% under the category of 39-48 and 66% under the category 29-38.Thus a majority of the ex-employee respondents fall in the age group 29-38, and are in the transition of the Early earning stage and Established earning stage of the Financial planning cycle.

30

Table 4.1.2: Gender of the respondents Gender Male Female Total Frequency 76 24 100 Percent 76.0 24.0 100.0

Figure 4.1.2: Gender of the respondents

80 70 60 50 40 30 20

The above table indicates that 76% of the respondents are male and 24% of the respondents are female. Thus majority of the sample population studied is male which could indicate that majority of the workforce are male.

31

Table 4.1.3: Educational Qualification of the respondents Educational Qualification Graduate Post Graduate Engineering MBA/MCA Others Total Frequency 37 31 16 9 7 100 Percent 37.0 31.0 16.0 9.0 7.0 100.0

Figure 4.1.3: Educational Qualification of the respondents

40 35 30 25 20 15 10 5 0 Post graduate MBA/MCA

The above table indicates that a 37% of the respondents are Graduates, 31% are Post graduates, 16% are Engineers, 9% are MBA/MCA and the remaining 7% fall under the others category. The majority of respondents are Graduates closely followed by post graduates. From this we can infer that the E-publishing industry requires a well educated work force covering a broad spectrum of specializations.

32

Table 4.1.4: Term of Employment at Hurix of the respondents Term of Employment at Hurix(years) 0-1 1-2 2-4 >4 Total Frequency 26 41 29 4 100 Percent 26.0 41.0 29.0 4.0 100.0

Figure 4.1.4: Term of Employment at Hurix of the respondents

45 40 35 30 25 20 15 10 5 0

The above table indicates that a 26% of the respondents have 0-1 years of experience at Hurix Systems, 41% have 1-2 years of experience, 29% have 2-4 years of experience and 4% have greater than 4 years of experience. This indicates that the average tenure of employment at Hurix systems is 1-2 years.

33

4.1.2 Current employee respondents Table 4.1.5: Age of the respondents Age 18-28 29-38 39-48 Total Frequency 62 37 1 100 Percent 62.0 37.0 1.0 100.0

Figure 4.1.5: Age of the respondents

1%

37%

18-28 29-38 39-48

62%

The above table indicates that a majority of 62% of the respondents fall under the category of the age group 18-28 yrs, 37% under the category of 39-48 and 1% under the category 29-38. Hurix systems can be considered as an organization with a young, energetic and innovative workforce.

34

Table 4.1.6: Gender of the respondents Gender Male Female Total Frequency 78 22 100 Percent 78.0 22.0 100.0

Figure 4.1.6: Gender of the respondents

80 70 60 50 40 30 20 10 0

The above table indicates that 78% of the respondents are male and 22% of the respondents are female. Thus majority of the sample population studied is male which could indicate that majority of the workforce are male.

Table 4.1.7: Educational Qualification of the respondents

35

Educational Qualification Graduate Post Graduate Engineering MBA/MCA Others Total

Frequency 24 16 32 23 5 100

Percent 24.0 16.0 32.0 23.0 5.0 100.0

Figure 4.1.7: Educational Qualification of the respondents

35 30 25 20 15 10 5 0

The above table indicates that 24% of the respondents are Graduates, 16% are Post graduates, 32% are Engineers, 23% are MBA/MCAs and the remaining 5% fall under the others category. The majority of respondents are Engineers. From this we can infer that the E-publishing industry requires a well educated work force covering a broad spectrum of specializations.

Table 4.1.8: Term of Employment at Hurix of the respondents

36

Term of employment at Hurix 0-1 1-2 2-4 >4 Total

Frequency 26 31 28 15 100

Percent 26.0 31.0 28.0 15.0 100.0

Figure 4.1.8: Term of Employment at Hurix of the respondents

35 30 25 20 15 10 5 0 0-1 1-2 2-4 >4

The above table indicates that a 26% of the respondents have 0-1 years of experience at Hurix Systems, 31% have 1-2 years of experience, 28% have 2-4 years of experience and 15% have greater than 4 years of experience. This indicates that the average tenure of employment is 1-2 years.

4.1.3 Prospective employee respondents

37

Table 4.1.9: Age of the respondents Age 16-20 21-25 >25 Total Frequency 2 53 45 100 Percent 2.0 53.0 45.0 100.0

Figure 4.1.9: Age respondents

60 50 40 30 20 10 0 16-20 21-25 >25

The above table indicates that 2% of the respondents are of the age group category 16 -20 years, 53% of the category of 21-25 years and 45 % of the category greater than 25 years.

Table 4.1.10: Gender of the respondents

38

Gender Male Female Total

Frequency 81 19 100

Percent 81.0 19.0 100.0

Figure 4.1.10: Gender of the respondents

90 80 70 60 50 40 30 20 10

The above table indicates that 81% of the respondents are male and 19% of the respondents are female.

Table 4.1.11: Educational Qualification of the respondents

39

Educational Qualification Graduate Post Graduate Engineering MBA/MCA Others Total

Frequency 26 29 24 6 15 100

Percent 26.0 29.0 24.0 6.0 15.0 100.0

Figure 4.1.11: Educational Qualification of the respondents

35 30 25 20 15 10 5 0

The above table indicates that 26% of the respondents are Graduates, 29% are Post graduates, 24% are engineers, 6% are MBA/MCA and the remaining 15% fall under the others category.

Table 4.1.12: Years of experience of the respondents

40

No. of Years of experience 0-1 1-3 3-5 >5 Total

Frequency 28 42 18 12 100

Percent 28.0 42.0 18.0 12.0 100.0

Figure 4.1.12: Years of experience of the respondents

45 40 35 30 25 20 15 10 5

The above table indicates that 28% of the respondents have 0-1 years of previous work experience, 42% have 1-3 years of experience, 18% have 3-5 years of experience and 12 % have greater than 5 years of experience.

4.2 Respondents outlook about Hurix System:

41

The opinions of the respondents with regard to Hurix systems which include the reason for joining Hurix, reason for leaving the organization, how they relate to Hurix systems and other similar factors. 4.2.1 Ex- employee respondents Table 4.2.1: Reason for joining Hurix System Reason Pay benefits Designation Brand Image Career Development Job profile Others Total Frequency Percent 5 2 6 50 27 10 100 5.0 2.0 6.0 50.0 27.0 10.0 100.0

Figure 4.2.1: Reason for joining Hurix Systems

2% 5% 10 %

6%

27%

Pa y b e n e f its D e s ig n a tio n B r a n d Im a g e Care e r De v e lo p m e n t Jo b Pr o f ile O th e r s

50%

The above table indicates that 5% of the respondents state pay benefits as the reason for joining Hurix System, 2% state designation as the reason, 6% state brand image, 50% state career development, 27% state job profile and 10% state other reasons. Table 4.2.2: Reason for leaving Hurix Systems

42

Reason Poor Pay Benefits Job content Inadequacy Poor Brand Image Lack of growth opportunities Mediocre Leadership Others Total

Frequency 26 8 2 23 7 34 100

Percent 26.0 8.0 2.0 23.0 7.0 34.0 100.0

Figure 4.2.2: Reason for leaving Hurix Systems

26% 34%

Pay Benef its Job c ontent Inadequac y Brand Image Lac k of grow th opportunites Medioc are Leaders hip Others

8% 2% 23% 7%

The above table indicates that 26% of the respondents state poor pay benefits as the reason for leaving Hurix System, 8% state job content inadequacy as the reason, 2% state poor brand image, 23% state lack of growth opportunities, 7% state mediocre leadership and management and 10% state other reasons.

Table 4.2.3: Expectations of an employee

43

Expectation A good reference for the future career Higher Compensation Reduced Working Hours Possibilities of promotion More welfare measures Total

Frequency Percent 36 30 10 19 5 100 36.0 30.0 10.0 19.0 5.0 100.0

Figure 4.2.3: Expectations of an employee

Me e r m s r s o w l e e ue r fa a

P s iie o po oo o i lt s f r mi n sb t

R ue w k g or e c d oi hus d n

HhrC pnao i e o es t n g m i

A od e r ne rt e t r c r e go r feec fo h fu e aer u 0 1 0 2 0 3 0 4 0

The above table indicates that 36% of the respondents state a good reference for the future career as most attractive if offered by an employer ,30% higher compensation, 10% state reduced working hours, 19% state possibilities of promotion, 5% state more welfare measures.

Table 4.2.4: Opinion about Hurix Systems

44

Opinion Good Leadership/Management An active organisation Good reputation Best practices/Attractive offers Total

Frequency Percent 25 57 7 11 100 25.0 57.0 7.0 11.0 100.0

Figure 4.2.4: Opinion about Hurix Systems

B s p c e /A c eo rs e t ra tic s ttra tiv ffe

Go re u tio o d p ta n

A a tiv o a is tio n c e rg n a n

Go L a e h /Mn g mn o d e d rs ip a a e e t 0 .5 1 .5

2 0

4 0

6 0

The above table indicates that 25% of the respondents relate to Hurix Systems as an organization with good leadership/management, 57% as an active organization, 7% as an organization with good reputation and 7% as an organization with best practices and attractive offers.

4.2.2

Current employee respondents

45

Table 4.2.5: Reason for joining Hurix Systems Reason Pay benefits Designation Brand Image Career Development Job profile Others Total Frequency 7 5 3 66 14 5 100 Percent 7.0 5.0 3.0 66.0 14.0 5.0 100.0

Figure 4.2.5: Reason for joining Hurix Systems

3% 5% 7% 5% 14%

Pay Benef it s D es ignation Brand Im age C areer D ev elopm ent J ob Prof ile Others

66%

The above table indicates that 7% of the respondents state pay benefits as the reason for joining Hurix System, 5% state designation as the reason, 3% state brand image, 66% state career development, 14% state job profile and 5% state other benefits.

Table 4.2.6: Expectations of an employee

46

Expectation A good reference for the future career Higher Compensation Reduced Working Hours Possibilities of promotion More welfare measures Total

Frequency 38 33 6 15 8 100

Percent 38.0 33.0 6.0 15.0 8.0 100.0

Figure 4.2.6: Expectations of an employee

Mrewe rema u s o lfa e s re

P s ib s o p mtio o s ilite f ro o n

R d c dwo in h u eue rk g o rs

H h r c me s tio ig e o p n a n

Ag o re re c fo th fu rec re r o d fe n e r e tu a e 0 1 0 2 0 3 0 4 0

The above table indicates that 38% of the respondents state a good reference for the future career as most attractive if offered by an employer ,33% state higher compensation, 6% state reduced working hours, 15% state possibilities of promotion, 8% state more welfare measures.

Table 4.2.7: Opinion about Hurix Systems

47

Opinion Good Leadership/Management An active organisation Good reputation Best practices/Attractive offers Total

Frequency 22 61 13 4 100

Percent 22.0 61.0 13.0 4.0 100.0

Figure 4.2.7: Opinion about Hurix Systems

B st p ctice ttra e ra s/A ctive o rs ffe

G o R p ta n o d e u tio

An a ctive o a isa n rg n tio

G o L a e ip a a e e t o d e d rsh /M n g m n

0 1 2 3 4 5 6 7 0 0 0 0 0 0 0

The above table indicates that 22% of the respondents relate to Hurix Systems as an organization with good leadership/management, 61% as an active organization, 13% as an organization with good reputation, and 4% as an organization with best practices and attractive offers.

4.2.3 Prospective Employee respondents Table 4.2.8: Reason for seeking a job at Hurix Systems

48

Reason Pay benefits Designation Brand Image Career Development Working with new technology Total

Frequency Percent 14 9 14 50 13 100 14.0 9.0 14.0 50.0 13.0 100.0

Figure 4.2.8: Reason for seeking a job at Hurix Systems

14% 9% 13%

Pa y ben ef its Des igna tion B ra nd Imag e Car ee r Dev elop ment W orking w ith n ew tec h nolog y

14% 50%

The above table indicates that 14% of the respondents state pay benefits as the reason for their interest in seeking employment at Hurix Systems, 9% state designation as the reason, 14% state brand image, 50% state career development and 13% state working with new technology.

Table 4.2.9: Channel through which respondents received information about Hurix Systems

49

Channel Company Website Advertisements Employment agencies and Recruitment Consultants Job Portals Referral Family and Friends Others Total

Frequency 22 3 27 10 22 10 6 100

Percent 22.0 3.0 27.0 10.0 22.0 10.0 6.0 100.0

Figure 4.2.9: Channel through which respondents received information about Hurix Systems

O thers F ily and F am riends R eferral Job portals R ecruitm C ent onsultancies Advertisem ents C pany W om ebsite 0 5 10 15 20 25 30

The above table indicates that 22% of the respondents came to know about Hurix Systems through the Company Website, 3% through Advertisements, 27% through Employment agencies and Recruitment Consultants, 10% through Job Portals, 22% through Referrals, 10% through Family and Friends and 6% through others channels.

Table 4.2.10: Channel through which respondents prefer job seeking

50

Channel Employment agencies and Recruitment Consultants Job Portals Headhunter companies Job Fairs Referrals Family and Friends Advertisements Others Total

Frequency 29 23 1 3 18 8 13 5 100

Percent 29.0 23.0 1.0 3.0 18.0 8.0 13.0 5.0 100.0

Figure 4.2.10: Channel through which respondents prefer job seeking

O e th rs A ve d rtise e ts mn F m a dF n s a ily n rie d R fe ls e rra J b F irs o a H a h n r C m a ie e d u te o p n s J bP rta o o ls R cru e t C n lta ts e itm n o su n 0 5 1 0 1 5 2 0 2 5 3 0

The above table indicates that 29% of the respondents prefer the channel Employment agencies and Recruitment Consultants, 23% prefer Job Portals, 1% prefers Headhunter companies, 3% prefer Job Fairs, 18% prefer Referrals, 8% prefer the channel Family and Friends, 13% prefer the channel Advertisements and 5% prefer other channels.

Table 4.2.11: Basis for choosing a job

51

Basis A good reference for a future career Higher Compensation Recognition and rewards Possibilities of Promotion Welfare Measures

Mean 2.26 3.03 2.63 2.89 4.15

Rank I IV II III V

According to the prospective employees, the most preferred basis for choosing a job is a good reference for the future career while the least preferred basis is the presence of welfare measures. 4.3 Brand Perception of the Respondents

In the following tables the satisfaction levels towards various variables of Brand Image are analyzed by means of analysis of frequency and mean Table 4.3.1: Reputation and Integrity Basis Brand name Consider reemployment Recommendation to join the company Mean 3.59 3.81 4.18

The level of satisfaction towards the reputation and integrity of the company is high, since the overall mean value is above 3. From the three factors, the mean value of recommendation to join the company is the highest which indicates that it has a larger impact on the variable reputation and integrity.

Table 4.3.2: Work life balance and Organizational climate

52

Basis Stiff deadlines Company policies Cooperation from colleagues Inter departmental communication Grapevine information

Mean 3.44 2.80 4.16 3.57 3.34

The level of satisfaction towards the Work life balance and Organizational climate of the company is high, since the overall mean value is above 3. From the three factors, the mean value of cooperation from colleagues is the highest which indicates that it has a larger impact on the variable Work life balance and Organizational climate. Table 4.3.3: Training, Performance management and Growth & Development Basis Training Training needs Performance assessment Fulfillment of career goals Mean 3.35 3.27 3.19 3.37

The level of satisfaction towards the Training, Performance management and Growth & Development provided by the company is high, since the overall mean value is above 3. From the three factors, the mean value of fulfillment of career goals is the highest which indicates that it has a larger impact on the variable Training, Performance management and Growth & Development.

Table 4.3.4: Pay and Benefits

53

Basis Pay and benefits Comparison of similar industry salaries

Mean 3.10 3.04

The level of satisfaction towards the pay and benefits provided by the company is high, since the overall mean value is above 3. From the three factors, the mean value of pay and benefits is the highest which indicates that it has a larger impact on the variable Pay and Benefits. Table 4.3.5: Leadership and Management Basis Supervisors Guidance from the management Management open to communication Mean 3.44 3.42 3.53

The level of satisfaction towards Leadership and Management of the company is high, since the overall mean value is above 3. From the three factors, the mean value of management open to communication is the highest which indicates that it has a larger impact on the variable Leadership and Management. Table 4.3.6: Work Environment Basis Physical conditions Equipped with required materials Mean 3.86 4.00

The level of satisfaction towards Work Environment of the company is high, since the overall mean value is above 3. From the three factors, the mean value equipped with required materials is the highest which indicates that it has a larger impact on the variable Work Environment

Table 4.3.7: Work Environment Satisfaction levels of Reputation and Integrity

54

Level Low Medium High Total

Frequency 3 21 76 100

Percent 3.0 21.0 76.0 100.0

From the above we table we find that 3% of the respondents have a low level of satisfaction, 21% medium level and 76% have a high level of satisfaction.. Thus we infer that majority of the respondents have a high level of satisfaction towards the reputation and integrity of the company. Table 4.3.8: Satisfaction levels of Work life balance and Organizational climate Level Low Medium High Total Frequency 2 49 49 100 Percent 2.0 49.0 49.0 100.0

From the above we table we find that 2% of the respondents have a low level of satisfaction, 49 % medium level and 49% have a high level of satisfaction.. Thus we infer that majority of the respondents have a high and medium level of satisfaction towards their work life balance and the organizational climate of the company.

Table 4.3.9: Satisfaction levels of Training, Performance management and Growth & Development Level Frequency Percent

55

Low Medium High Total

13 48 39 100

13.0 48.0 39.0 100.0

From the above we table we find that 13% of the respondents have a low level of satisfaction, 48% medium level and 39% have a high level of satisfaction. Thus we infer that majority of the respondents have a medium level of satisfaction towards training, performance management and growth and development provided by the company. Table 4.3.10: Satisfaction levels of Pay and Benefits Level Low Medium High Total Frequency Percent 24 48 28 100 24.0 48.0 28.0 100.0

From the above we table we find that 24% of the respondents have a low level of satisfaction, 48% medium level and 28% have a high level of satisfaction.. Thus we infer that majority of the respondents have a medium level of satisfaction towards the pay and benefits provided by the company.

Table 4.3.11: Satisfaction levels of Leadership and Management Level Low Medium High Frequency Percent 14 30 56 14.0 30.0 56.0

56

Total

100

100.0

From the above we table we find that 14% of the respondents have a low level of satisfaction, 30% medium level and 56% have a high level of satisfaction. Thus we infer that majority of the respondents have a high level of satisfaction towards the leadership and management of the company. Table 4.3.12: Satisfaction levels of Work Environment Level Low Medium High Total Frequency Percent 6 25 69 100 6.0 25.0 69.0 100.0

From the above we table we find that 6% of the respondents have a low level of satisfaction, 25% medium level and 69% have a high level of satisfaction. Thus we infer that majority of the respondents have a high level of satisfaction towards the work environment of the company

The influence of demographic variables and other factors on the perception of brand image of Hurix Systems is analyzed using various statistical tools. 4.3.1 Ex- employee respondents H0: There is no significant difference between the demographic variables and brand image of Hurix Systems H1: There is a significant difference between the demographic variables and brand image of Hurix Systems Table 4.3.13: The influence of Age on the brand image of Hurix Systems

57

Factors Reputation Work life balance Training Pay and Benefits Leadership and Management Work Environment

F .432 .627 .451 .796 .448 .488

Sig. .786 .644 .771 .530 .774 .745

The above table indicates that there is no association between age and the perception of the respondents about the brand image of Hurix.

H0: There is no significant difference between the demographic variables and brand image of Hurix Systems. H1: There is a significant difference between the demographic variables and brand image of Hurix Systems. Table 4.3.14: The influence of demographic variables on the brand image of Hurix Systems

58

Factors Education No. of years Department Age Education * No. of years Education * Department Education * Age No. of years * Department No. of years * age Department * age Education * No. of years * Age No. of years * Department * Age

F .855 1.193 1.177 1.019 2.199 .566 1.441 1.892 1.131 4.500 2.794 .011

Sig. .501 .327 .342 .372 .068 .573 .248 .150 .335 .019 .076 .916

The above table shows that there is a relationship between the combined effect of respondents age and department with their perception towards training since the ANOVA significance value is less than .05.

H0: There is no significant difference between gender and the brand image of Hurix. H1: There is significant difference between gender and the brand image of Hurix. Table 4.3.15: The influence of gender on the brand image of Hurix Systems

59

Factors

t -.566 -.571 1.640 1.698 .100 .107 1.310 1.394 .128 .129 .327 .354

df 98 41.714 98 43.803 98 46.659 98 46.135 98 41.579 98 47.722

Sig. 2-tailed) .572 .571 .104 .097 .920 .915 .193 .170 .898 .898 .744 .725

95% Confidence Interval of the Difference Lower -1.321 -1.331 -.232 -.207 -1.505 -1.422 -.316 -.272 -1.354 -1.371 -.743 -.686 Upper .734 .744 2.446 2.420 1.665 1.582 1.543 1.499 1.541 1.558 1.036 .979

Reputation Work life Balance Training Pay and Benefits Leadership and Management Work Environment

From the above table it is found out that the null hypothesis H0 is accepted since the significance value is above 0.05. This states clearly that gender does not have any influence or impact on the brand image of Hurix.

Table 4.3.16: Correlation of the employer branding variables

Leadership Work Pay and Work Reputation life Training and Benefits Environment Balance Management Reputation Pearson Correlation 1

60

Leadership Work Pay and Work life Training Reputation and Benefits Environment Balance Management Sig. (2tailed) Work life Balance Pearson Correlation Sig. (2tailed) Pearson Correlation Sig. (2tailed) Pearson Correlation Sig. (2tailed) Pearson Correlation Sig. (2tailed) Pearson Correlation Sig. (2tailed) .269 .007 .543 .000 .177 .077 .503 .000 .458 .000 .557 .000 .203 .043 .341 .001 .146 .148 .328 .001 .695 .000 .543 .000 .309 .002 .269 .007 .454 .000 1 1 1 1 1

Training and Performance management

Pay and Benefits

Leadership and Management

Work Environment

It is found from the above table that there is a correlation between the factors reputation with Training, Leadership and Management and Work Environment. It means that the respondents have a similar opinion about the above mentioned factors. There is correlation between these factors since the significance level is less than 0.05.

Table 4.3.17: Regression analysis of the employer branding variables Model R R Square Adjusted R Square Std. Error of the Estimate

61

1 2 3 4 5 6

.902 .937 .956 .973 .991 1.000

.813 .878 .913 .948 .982 1.000

.811 .876 .911 .945 .981 1.000

4.919 3.984 3.383 2.642 1.565 .000

Training contributes 81.3% to the overall score of the Brand image of Hurix while leadership contributes 6% towards it. Table 4.3.18: Regression Coefficients
Unstandardized Coefficients Std. B Error Standardized Coefficients Beta t Sig.

Model

1 2

(Constant) Training (Constant) Training Leadership

27.422 2.963 24.821 2.149 1.282 21.086 2.006 1.170 1.106

1.956 .144 1.624 .162 .177 1.505 .139 .151 .178 .610 .325 .199 .654 .356 .902

14.020 20.628 15.280 13.289 7.238 14.012 14.403 7.723 6.207

.000 .000 .000 .000 .000 .000 .000 .000 .000

(Constant) Training Leadership Pay and benefits

The regression line equation can be formulated using the calculated co-efficient and constant. Brand Image of Hurix = 27.422 + (2.963 * Training) Brand Image of Hurix = 24.821 + (2.149 * Training) + (1.282 * Leadership) Figure 4.3.1: Multidimensional Scaling analysis of the Employer branding factors

62

From the above figure it is understood that the respondents perception towards the factors pay and benefits and work environment are similar.

Figure 4.3.2: Recursive Model for Employer Branding

63

Table: 4.3.19: Covariance Factors Work life Balance <-> Reputation <-> Work life Balance <-> Work life Balance <-> Work life Balance <-> Training Pay and Benefits Pay and Benefits <-> <-> <-> Factors Reputation Pay and Benefits Pay and Benefits Leadership and Management Work Environment Pay and Benefits Leadership and Management Work Environment Estimate 1.750 .799 1.207 3.129 .820 2.275 1.955 1.048 S.E. .678 .460 .609 .973 .572 .733 .666 .405 C.R. 2.580 1.738 1.982 3.214 1.434 3.101 2.936 2.588 P .010 .082 .047 .001 .152 .002 .003 .010

The table shows that there is a correlation between the factors work life balance with reputation, pay and benefits, leadership and management, Pay and Benefits with training, leadership and management and work environment; since the C.R (Critical ratio) is greater than 1.96 and the P value is less than .05. 4.3.1 Current Employee respondents

64

H0: There is no significant difference between the demographic variables and brand image of Hurix Systems H1: There is a significant difference between the demographic variables and brand image of Hurix Systems Table 4.3.20: The influence of demographic variables on the brand image of Hurix Systems Factors Dependent Variable Pay and Benefits Leadership and Management Age Work Environment Reputation Work life Balance Training Pay and Benefits Leadership and Management Department Work Environment Reputation Work life Balance Training Pay and Benefits Leadership and Management Education Work Environment Reputation Work life Balance Training Pay and Benefits Leadership and Management No. of years of Work Experience Work Environment Reputation Work life Balance Training Table 4.3.20: (continued) F 4.621 3.366 .272 3.495 2.092 1.906 1.370 2.009 .130 .819 .615 .427 .917 1.531 .786 2.083 .495 .331 3.313 1.633 .395 1.867 1.439 1.182 Sig. .015 .043 .763 .038 .134 .160 .252 .094 .985 .542 .689 .827 .462 .208 .540 .097 .739 .856 .028 .194 .757 .148 .243 .326

65

Factors

Dependent Variable Pay and Benefits

F 1.331 1.073 1.261 .343 1.918 1.736 .638 .788 .939 .752 2.308 .526 .261 1.389 .889 4.100

Sig. .254 .070 .305 .267 .561 .172 .099 .238 .774 .640 .507 .673 .071 .717 .901 .251 .478 .006

Leadership and Management 3.422 Department * No. of years of experience Work Environment Reputation Work life Balance Training Pay and Benefits Education * No. of years of experience Work Environment Reputation Work life Balance Training Pay and Benefits Leadership and Management Age * Education * No. of years of experience Work Environment Reputation Work life Balance Training

Leadership and Management 1.337

The above table shows that there is a relationship between Age with Pay and benefits, Leadership and Management and Reputation, No. of years of experience with Pay and Benefits, the combined effect of Gender and education with training and the combined effect of age and education and no. of years of work experience with training since the ANOVA significance value is less than .05.

H0: There is no significant difference between gender and the brand image of Hurix.

66

H1: There is significant difference between gender and the brand image of Hurix. Table 4.3.21: The influence of gender on the brand image of Hurix Systems 95% Confidence Interval of the Difference Lower -.423 -.427 -.272 -.424 -.478 -.381 .053 .094 .719 .670 -1.604 -1.494 Upper 1.131 1.136 2.230 2.382 2.075 1.978 2.180 2.139 2.740 2.789 -.069 -.179

Factors

t .905 .921 1.553 1.425 1.241 1.368 2.084 2.212 3.396 3.322 -2.164 -2.564

df 98 34.653 98 30.280 98 39.411 98 36.957 98 32.783 98 45.231

Sig. (2-tailed) .368 .363 .124 .164 .218 .179 .040 .033 .001 .002 .033 .014

Reputation Work life Balance Training Pay and Benefits Leadership and Management Work Environment

From the above table we infer that there is a relationship between gender and the factors Pay and Benefits, Leadership and Management and Work Environment since the significance value is less than 0.05.

Table 4.3.22: Correlation of the employer branding variables

67

Factors Pearson Correlation Sig. (2tailed) Pearson Correlation Sig. (2tailed) Pearson Correlation Sig. (2tailed) Pearson Correlation Sig. (2tailed)

Work Leadership Pay and Work Reputation life Training and Benefits Environment Balance Management 1

Reputation

Work life Balance

.160 .112 .506 .000 .423 .000 .550 .000 .211 .035

.241 .016 -.053 .600 .224 .025 .062 .542

Training

Pay and Benefits

.500 .000 .697 .000 .346 .000

Pearson Leadership Correlation and Sig. (2Management tailed) Work Environment Pearson Correlation Sig. (2tailed)

.419 .000 .183 .069

.275 .006

It is found from the above table that there is a correlation between the factors reputation with Training, Pay and Benefits, Leadership and Management and Work Environment. It means the respondents have a similar opinion about the above mentioned factors. Work life balance and pay and benefits are negatively correlated. There is correlation between these factors since the significance level is less than 0.05 Table 4.3.23: Regression analysis of the employer branding variables

68

Model 1 2 3 4 5 6

R .856 .906 .938 .972 .989 1.000

R Square .733 .820 .880 .944 .977 1.000

Adjusted R Square .730 .816 .876 .942 .976 1.000

Std. Error of the Estimate 4.471 3.687 3.026 2.076 1.327 .000

Training contributes 73.3% towards the overall score of the Brand image of Hurix while Leadership contributes 8.7% towards it. Table 4.3.24: Regression Coefficients Unstandardized Coefficients B (Constant) Training 2 (Constant) Training Leadership 3 (Constant) Training Leadership Work life balance 25.435 2.756 20.301 1.831 1.598 8.445 1.697 1.491 .828 Standardized Coefficients Beta t Sig.

Model 1

Std. Error 2.289 .168 2.030 .193 .233 2.389 .160 .192 .119

11.111 .856 .569 .412 .527 .385 .253 16.390 9.999 9.471 6.865 3.536 10.615 7.778 6.929

.000 .000 .000 .000 .000 .001 .000 .000 .000

The regression line equation can be formulated using the calculated co-efficient and constant. Brand Image of Hurix = 25.435 + (2.756 * Training) Overall score = 20.301+ (2.149 *Training) + (1.598 *Leadership) Figure 4.3.3: Multidimensional Scaling analysis of the Employer branding factors

69

From the above figure it is understood that respondents perception towards reputation and work environment are the same. It is followed by the similarity between the factors Leadership and Management and Training and Performance Management.

Table 4.3.25: Factor Analysis of the Employer Branding Variables KMO and Bartlett's Test

70

Kaiser-Meyer-Olkin Measure of Sampling Adequacy. Bartlett's Test of Sphericity Approx. Chi-Square df Sig.

.766 159.774 15 .000

The KMO measure is greater than .6 and the Bartletts test of sphericity value is less than .05, which indicates that the factor analysis test is suitable. Table no. 4.2.26 Rotated Component Matrix Component 1 Training Leadership and Management Reputation Pay and Benefits Work Environment Work life Balance .845 .816 .745 .736 .471 .943 2

From the multidimensional scale performed it is evident that there is a close relationship between many variables. Factor analysis is employed to reduce these 6 variables to a lesser number of distinct factors. From the table we see that 6 variables have been assigned into 2 groups. Group 1 is represented by Training since it has the highest value. While in Group 2 is represented by Work life balance. Thus the 6 factors have been reduced into two factors namely Training and Work life Balance.

Table 4.3.27: Cluster Analysis of the Employer Branding Variables

71

Cluster 1 Work life Balance Training 16 12 2 21 12 3 18 16

Based on the reduced factors obtained by Factor Reduction, the respondents are grouped into three clusters. Cluster one consists of respondents who have a medium level of satisfaction towards both Work life balance and Training, Cluster two consists of respondents who are more satisfied with Work life balance and Cluster three consist of respondents who are more satisfied with the training provided. Table no. 4.2.28 Number of Cases in each Cluster 1 Cluster 2 3 Valid 39.000 26.000 35.000 100.000

The above table indicates that 39 respondents lie in the group of those who are equally satisfied with both Work life balance and Training, 26 respondents lie in the group those who are more satisfied with Work life balance and 35 respondents lie in the group of those who are more satisfied with the training provided.

Figure 4.3.4 Correspondence analysis of the Employer branding variables

72

Respondents of the age category 18-28 have are more satisfied with the work life balance, while respondents of the age category 29-38 are happy with both the work life balance and training. Figure 4.3.5 Optimal Scaling Analysis of the Employer branding variables
Quantifications
1.0 0-1 2-4

.5 Training WLB&T WLB

0.0

-.5

1-2

-1.0

Dimension 2

-1.5 Cluster No of cases -2.0 -1.5 >4 -1.0 -.5 0.0 .5 1.0 No of years

Dimension 1

Respondents whose term of employment ranges from 1-2 years are more satisfied with the work life balance of the company, respondents of 0-1 years are more satisfied with training the while respondents of 2-4 years are satisfied with both work life balance and training. Figure 4.3.6: Recursive Model for Employer Branding

73

Table: 4.3.29: Covariance Factors Work life Balance Reputation Work life Balance Work life Balance Work life Balance Work life Balance Training Pay and Benefits Leadership and Management Factors Reputation Work Environment Training Pay and Benefits Leadership and Management Work Environment Work Environment Work Environment Work Environment Estimate .674 .553 1.675 -.312 1.294 .262 1.493 .666 .987 S.E. .430 .269 .719 .591 .595 .428 .459 .372 .374 C.R. 1.569 2.057 2.329 -.528 2.174 .612 3.253 1.789 2.642 P .117 .040 .020 .598 .030 .540 .001 .074 .008

<-> <-> <-> <-> <-> <-> <-> <-> <->

The table shows that there is a correlation between the factors work environment with reputation, training and leadership and management; work life balance with training, leadership and management and work environment; since the C.R (Critical ratio) is greater than 1.96 and the P value is less than .05.

H0: There is no association between age and the reason for taking up a job at Hurix.

74

H1: There is association between age and the reason for taking up a job at Hurix. Table: 4.3.30: Association between Age and the reason for taking up a job at Hurix Value df Asymp. Sig. (2-sided) .000

Pearson Chi-Square 39.588a 10

Table: 4.3.31: Cross Tabulation of association between Age and the reason for taking up a job at Hurix Reason for taking up a job at Hurix Age 18-28 29-38 39-48 Total Pay Designation benefits 4 3 0 7 4 1 0 5 Brand Image 2 0 1 3 Total Career Job Others Development profile 41 25 0 66 6 8 0 14 5 0 0 5 62 37 1 100

It is found from the above table that the alternative hypothesis H1 is accepted since the significance value is less than 0.05. This means that the employees reasons for taking up a job at Hurix vary with their years of service at the company. Younger employees look out for a good reference for the future career and higher compensation whereas older employees prefer more promotions and reduced working hours.

H0: There is no association between age and their opinion about Hurix. H1: There is association between age and their opinion about Hurix.

75

Table: 4.3.32: Association between age and their opinion about Hurix Value Pearson Chi-Square 14.016a df 6 Asymp. Sig. (2-sided) .029

Table: 4.3.33: Cross Tabulation of association between age and their opinion about Hurix Opinion about Hurix Age Good Leadership/ Management 11 11 0 22 Best practices/ Attractive offers Total 0 4 0 4 62 37 1 100

An active organisation 39 21 1 61

Good reputation 12 1 0 13

18-28 29-38 39-48 Total

It is found from the above table that the alternative hypothesis H1 is accepted since the significance value is less than 0.05. This means employees opinion of Hurix varies with their age. Older employees perceive Hurix to be an active organization whereas younger employees perceive it to be not just an active organization but also a company with a good reputation.

H0: There is no association between the employees opinion of Hurix and their no. of years of experience at the organization.

76

H1: There is association between the employees opinion of Hurix and their no. of years of experience at the organization. Table: 4.3.34: Association between the employees opinion of Hurix their no. of years of experience at the organisation and

Value Pearson Chi-Square 22.014a

df 9

Asymp. Sig. (2-sided) .009

Table: 4.3.35: Cross Tabulation of association between the employees opinion of Hurix and their no. of years of experience at the organization Opinion about Hurix No of yrs of experience Good Leadership/ Management 8 8 3 3 22 An active organization 13 16 23 9 61 Best Good practices/ reputation Attractive offers 5 6 2 0 13 0 1 0 3 4 Total

0-1 1-2 2-4 >4 Total

26 31 28 15 100

It is found from the above table that the alternative hypothesis H1 is accepted since the significance value is less than 0.05. This means that the employees opinion of Hurix varies with their no. of years of service at the company. Older employees perceive Hurix to be an active organisation whereas younger employees perceive it to be not just an active organisation but also a company with a good reputation.

4.1.3 Prospective Employee respondents

77

H0: There is no association between Educational qualifications and expectations of an employee (Prospective employees) H1: There is association between Educational qualifications and expectations of an employee (Prospective employees) Table: 4.3.36: Association between Educational qualifications and expectations of an employee Value Pearson Chi-Square 26.909a df 16 Asymp. Sig. (2-sided) .043

Table: 4.3.37: Cross Tabulation of association between Educational qualifications and expectations of an employee Educational qualifications Graduate Post Graduate Engineering MBA/MCA Others Total Employees expectations Pay Brand of the Career Job Benefits Designation Organization Development Profile Total 3 2 2 0 6 13 1 0 1 1 0 3 1 4 5 2 2 14 19 17 15 2 5 58 2 6 1 1 2 12 26 29 24 6 15 100

It is found from the above table that the alternative hypothesis H1 is accepted since the significance value is less than 0.05. This means that the expectations of employees vary with their educational qualifications. Graduates opt for career development whereas Post graduates, Engineers and MBA/MCAs opt not only for career development but also look out for the brand of the organization.

Figure 4.3.7: Gap analysis of the perception of ex-employees and current employees of the Brand of Hurix

78

Reputation 3 2 Work Environment 1 0 Worklife Balance

Leadership and Management

Training

Pay and Benefits

Ex- employees Current Employees

Level 0-1 indicates a low level of satisfaction, 1-2 indicates a moderate level and 2-3 indicates a high level. From the above figure we infer that the ex-employees are more satisfied about the reputation of the company and the pay and benefits provided by it when compared to the current employees. Perception of the other factors work environment, work life balance, training and Leadership management are more or less the same.

Figure 4.3.8: Gap analysis of the perception of the Middle Level Employees and Higher level Employees of the Brand of Hurix

79

Reputation 3
2

Work Environment

1 0

Worklife Balance

Leadership and Management Pay and Benefits

Training
Middle Level Employees Higher Level Employees

Level 0-1 indicates a low level of satisfaction, 1-2 indicates a moderate level and 2-3 indicates a high level. From the above figure we infer that Higher level employees are more satisfied with the work environment of the company but less satisfied than the middle level employees with regard to the pay and benefits provided by the company. Perception of the other factors work environment, work life balance, training and Leadership management are more or less the same.

CHAPTER V
FINDINGS AND SUGGESTION 5.1 Findings Majority of the ex-employee respondents belong to the age group 29-38 who are in transition from the early earning stage to the Established earning stage of the financial

80

planning cycle. Majority of current employee respondents belong to the age group 18-28 yrs, a young, energetic and innovative workforce. Majority of the ex-employees and current employees sample population studied is male which could indicate that greater proportion of the workforce is male. Majority of the respondents are Engineering Graduates and Graduates from other disciplines, indicating a well educated work force covering a broad spectrum of specializations. The average job tenure at Hurix systems among ex-employee and current employee respondents is about 1-2 years. Majority of the ex-employee and current employee respondents indicate that the main reason for joining Hurix Systems is for career development. Majority of the prospective employee respondents indicate that the reason for desiring to join Hurix Systems is for career development. Majority of the ex-employee respondents state that the reason for leaving Hurix Systems is poor pay benefits and lack of career growth opportunities. Majority of the ex-employee and prospective employee respondents state that a good reference for the future career, if offered by an employer is most attractive. Whereas current employees state that a good reference for the future career and high pay benefits are most attractive. Majority of the ex-employees and prospective employee respondents relate to Hurix Systems as an active organisation. Majority of the prospective employee respondents came to know about Hurix mostly through Employment agencies and Recruitment Consultants, followed by the company web site and Referrals. The job seeking channels Employment agencies and Recruitment Consultants, Job Portals, and Referrals in this order are preferred by majority of the prospective employee respondents. In the case of ex-employee respondents it is found that there is no relationship between the demographic variables and their perception of the brand image of Hurix.

81

In the case of ex-employee respondents, there is a correlation between the factors Reputation, Training, Leadership and Management and Work Environment i.e. respondents have a similar opinion about the aforementioned factors.

In the case of current employee respondents, the factor Age has a relationship with Pay and benefits, Leadership and Management and Reputation, the factor No. of years of experience with Pay and Benefits and the combined effect of the factors Gender and education with training, no. of years of experience and factor pay and benefits.

In the case of current employee respondents, there is a correlation between the factors Reputation, Training, Pay and Benefits, Leadership and Management and Work Environment. It means that respondents have a similar opinion about the above mentioned factors. Work Life Balance and Pay and Benefits are negatively correlated. Respondents perception towards Reputation and Work Environment are the same. Leadership and Management and Training are perceived similarly.

The expectations of employees vary with their years of service in the company. Employees with less years of experience look out for a good reference for the future career and higher compensation while employees with more years of experience prefer more promotions and reduced working hours.

It is found that an employees opinion of Hurix varies with age. Older employees perceive Hurix as an active organisation whereas younger employees perceive it to be an active organisation with a good reputation.

The expectations of employees vary with their educational qualifications. Graduates opt for career development whereas Post graduates, Engineers and MBA/MCAs opt for career development in an organisation with a good brand image.

From the above figure we infer that the ex-employees are more satisfied about the reputation of the company and the pay and benefits provided by it when compared to the current employees.

5.2 Suggestions remedy it. Majority of the ex-employee respondents state that the reason for leaving Hurix Systems is poor pay benefits and lack of growth opportunities, steps can be taken to

82

360 degrees feedback and ESS (Employee satisfaction surveys) should be conducted on a regular basis Training and Development needs of the individual employee should be assessed and implemented effectively. The job seeking channels preferred by majority of the prospective employee respondents are Employment agencies and Recruitment Consultants, Job Portals, and Referrals. The organization can concentrate specially on these channels.

Organizing Alumni-meetings frequently. Employees achievement can be appreciated and reward in the nearest occasion rather than carrying it forward. When any new policies are to be introduced and old practices removed, discussions can be held with the employees before their implementation. Opportunities and means should be made able so that employees can contribute constructive suggestions to improve the organizational climate and productivity. Awards such as best employee of the month would be a driving force for excellence in performance Brainstorming sessions with employees representing different departments can help the organization to improve the motivation, productivity and innovative energy of the employees and they can identify better with the company.

Popularization of the brand image by means of advertising in the appropriate channels and campus connect. Employer branding will be more effective when employees are made aware about the role of good customer relations in developing a good brand image.

5.3 Conclusion The study has shown that the respondents consider the variables namely reputation, work life balance, training, pay and benefits, leadership and management and work environment play

83

an important role in determining the brand image of an organisation. Becoming an employer of choice and increasing retention rates means that an organization's branding message truly aligns with the reality that exists for its workers, because loyalty is no longer the dominant paradigm of the employer/employee relationship. Attracting and retaining talent relies much more on being able to fulfil a different promise, which varies from organization to organization, depending on its culture, mission and ability to achieve its goals. It can be concluded that there is not only a need of creating a satisfaction in minds of employees (Internal customers) but there is an urgent need of creating this positivism in the minds of external customers (prospective employees and stakeholders). The created image has to be monitored and sustained in such a way that it will not only help in increasing profits but also create a sense of belonging, pride, self actualization and true commitment towards the organisation.

84 APPENDIX 1 Questionnaire
(Ex-employees)

Demographic Details:
1. 2. 3. 4. 5. 6. 7. 8. 8. Dept: Designation: New company: Designation within the new company: Gender: a) Male a)18-28 b) Female b) 29-38 c)39-48 d)49-58 c) Engineering d) MBA, MCA e) Others Age Group: Educational qualification: a) Graduate a) 0-1 years b) Post Graduate b) 1-2 years Length of Service at Hurix Systems: c) 2-4 years d) > 4 years d) Career development Primary reason for taking a job at Hurix Systems a) Pay benefits e) Job profile 9. b) Designation c) Brand image f) Others (If others, Please specify): b) Job content inadequacy c) Poor Brand image f) Other (If others, Please specify):

Primary reason for leaving Hurix Systems a) Poor Pay benefits d) Lack of growth opportunities e) Mediocre Leadership

A) Please tick your preferences against each of the factors listed below Factors 1) I believe that the Hurix brand name is well established in the industry 2) Would you consider reemployment at Hurix Systems 3) You would recommend employment at Hurix Systems to a friend 4)Some company policies and procedures (or any other obstacles) made your job more difficult 5)The job was stressful due to stiff deadlines 6)You were satisfied with the cooperation you got from colleagues and team members 7)Inter-departmental communication was transparent and effective 8)Information was first heard on the grapevine instead of the official channel Strongly Agree Agree Neutral Disagree Strongly Disagree

85
Strongly Agree Strongly Disagree

Factors 9) Sufficient training was given to do the job effectively 10) Training and development needs were assessed and implemented effectively. 11) You were satisfied about the way your performance was measured, and the feedback on your performance assessment. 12) This company helped you to fulfill your career goals. 13) You were happy with your pay, benefits and other incentives. 14) My salary was on par with other similar positions in the industry. 15)You were happy with your supervisors management style 16) You got all the guidance required and felt motivated by the management and superiors. 17)You were satisfied with the physical conditions, seating space ventilation and other amenities 18)You were equipped with the right materials to do your job

Agree

Neutral

Disagree

B) Which of the following would you find most attractive if an employer offered them? Factors A good reference for the future Career Higher Compensation Reduced working hours Possibilities of promotion More welfare measures C) How would you relate to Hurix Systems? Choose any one from the following Factors Good leadership/Management An Active Organization Good reputation Best practices / Attractive offers Is the working environment at the current place of employment better than at Hurix, If so, how? Kindly suggest any changes to be implemented. Tick one Tick one

86

APPENDIX 2 Questionnaire
(Current employees)

Demographic Details:
1. 2. 3. 4. 5. Dept: Designation: Age Group: a) 18-28 b) 29-38 c) 39-48 d) 49-58 c) Engineering d) MBA, MCA e) Others Educational qualification: a) Graduate a) 0-1 years a) Pay benefits e) Job profile b) Post Graduate b) 1-2 years Length of Service at Hurix Systems: c) 2-4 years d) > 4 years d) Career development

6. Primary reason for taking a job at Hurix Systems b) Designation f) Others c) Brand image

If others, Please specify: A) Please tick your preferences against each of the factors listed below Factors 1) I believe that the Hurix brand name is well established in the industry 2) You would recommend employment at Hurix Systems to a friend 3) Some company policies and procedures (or any other obstacles) made your job more difficult 4) The job was stressful due to stiff deadlines 5) You were satisfied with the cooperation you got from colleagues and team members 6) Inter-departmental communication was transparent and effective 7) Information was first heard on the grapevine instead of the official channel 8) Sufficient training was given to do the job effectively 10)Training and development needs were assessed and implemented effectively 11) You were satisfied about the way your performance was measured, and the feedback on your performance assessment. Strongly Agree Agree Neutral Disagree Strongly Disagree

87

Factors 12) This company helped you to fulfill your career goals. 13) You were happy with your pay, benefits and other incentives. 14) My salary was on par with other similar positions in the industry. 15)You were happy with your supervisors management style 16) You got all the guidance required and felt motivated by the management and superiors. 17)You were satisfied with the physical conditions, seating space ventilation and other amenities 18)You were equipped with the right materials to do your job

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

B) Which of the following would you find most attractive if an employer offered them? Factors A good reference for the future Career Higher Compensation Reduced working hours Possibilities of promotion More welfare measures C) How would you relate to Hurix Systems? Choose any one from the following Factors Good leadership/Management An Active Organization Good reputation Best practices / Attractive offers Is the working environment at Hurix Systems conducive? Kindly suggest any changes to be implemented. Tick one Tick one

88 APPENDIX 3 Questionnaire
(Prospective employees)

Demographic Details:
1. Name: 2. Gender: a) Male 3. Age Group: a) 16-20 b) 21-25 c) above 25 c) Engineering f) MBA/MCA g) Others 4. Educational qualification: a) Graduate a) 0-1 years b) Post Graduate b) 1-3 years 5. Previous Work experience: c) 3-5 years d) Above 5 years A. Kindly specify a reason from the following as to why you chose to join Hurix Systems Reason Good reputation A good paymaster Working Environment Working with new technology Others (If others, kindly specify): B. Through which channel did you come to know about Hurix Systems? CHANNEL Company website Advertisements Employment agencies & recruitment consultants Job portals Current employees of the organization (referrals) Family and Friends Others Tick your option Tick your option b) Female

89
C. Which channel do you prefer for job seeking? CHANNEL Employment agencies & recruitment consultants Job portals Headhunter companies Job fairs Current employees of the organization (referrals) Family and friends Advertisements Others Tick your option

D. Which of the following below would you find most attractive if an employer offered them? Rank according to your preference from 1 to 5 (1 being most preferred and 5 least preferred) Factors A good reference for your future Career Higher Compensation Recognition and rewards Possibilities of promotion More welfare measures E. Things you will consider before seeking a job and how important it is in your consideration Factors An above average basic salary An attractive overall compensation Good promotion opportunities within the organization Gaining a career enhancing experience Having a good relationship with your superiors Having a good relationship with your colleagues Working for an organization that both values and makes use of your creativity Working for an organization that provides high quality service to customers Working for an organization that would provide me job security Working for an organization that contributes greatly towards it's Corporate Social Responsibility What do you know about Hurix Systems? Why do you want to work with this organization? Strongly Agree Agree Neutral Disagree Strongly Disagree Rate

90 BIBLIOGRAPHY References Ambler, T. and Barrow, S. (1996) The employer brand, The Journal of Brand Management, Vol 4 (3), pp.185-206 Backhaus, K. (2004) An Exploration of Corporate Recruitment Descriptions onMonster.com, The Journal of Business Communication, Vol 41 (2), pp 115-120 Backhaus, K and Tikoo, S. (2004) Conceptualizing and researching employer branding, Career Development International, Vol 9 (4/5); 50510 Bansal, H.S., Mendelson, M.B. and Sharma, B. (2001) The impact of internal marketing activities on external marketing outcomes, Journal of Quality Management, Vol 6, pp 61-76 Ewing, M.J., Pitt, L.F., de Bussy, N.M. and Berthon, P (2002) Employment Branding in the Knowledge Economy, International Journal of Advertising, Vol 21 (1), pp 3-22 Feldwick, P. (1991) Defining a Brand, Understanding Brands, ed. Cowley, D., KoganPage, London, p.21 Hatch, M. J. and Schultz, M. (1997) Relations between organizational culture, identity and image. European Journal of Marketing, Vol 31 (7/8), pp 356-365 Heskett, J.L, Jones T.O., Loveman, G. W., Sasser, E. W. and Schlesinger, L. A. (1994) Putting the Service-Profit Chain to Work, Harvard Business Review, Vol 72 (2), pp 164-171 Lievens, F. and Highhouse, S. (2003) The Relation Of Instrumental And Symbolic Attributes To A Company's Attractiveness As An Employer, Personnel Psychology, Vol 56(1), pp 75-103 Michaels, E., Handfield-Jones, H. and Axelrod, B. (2001) The War For Talent, Harvard Business School Press, Boston Reichheld, F.F. (1996) The Loyalty Effect: The Hidden Force Behind Growth, Profits and Lasting Value, Harvard Business School Press, Boston Van de Ven, A. H. and Poole, M. S. (1995) Explaining Development and Change in Organizations, Academy of Management Review, Vol 20 (3), pp 510-540 Websites www.brandlearning.com www.citehr.com www.employerbrand.com www.linlead.net www.naukrihub.com www.talentbrew.com