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Commitment and employer branding
Chapter 10 of Human Resource Management in a Business Context
(3rd Edition 2007) by Alan Price - published by Cengage
Contents
Objectives
The purpose of this chapter is to:
- Define the concept of employee commitment
- Examine the practice of employer branding as a form of commitment management
- Relate commitment to culture
- Evaluate the true nature of commitment
Section
- Commitment and brand values
- Employer branding
- Commitment and culture
- Commitment strategies
- Justifying commitment
- Committed to what?
- Managing professionals
Summary
In this chapter we examined the concept of commitment, particularly in relation to
the concept of employer branding. Commitment has been a particular feature of human
resource literature since the 1980s as a result of its inclusion in the influential
Harvard map of HRM and the apparent advantage it gave Japanese firms over their western
counterparts. In recent years, internal brand management has been subsumed by the process
of 'employer branding' - an attempt to build organizations that embody brand values by
attracting, keeping and developing employees who 'live the brand' through the alignment
of marketing communications and HR practices. We reconsidered the link between commitment
and culture and questioned its true justification and meaning and addressed the issue of
commitment in the management of professionals.
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