Employer branding and corporate reputation management: A model and some evidence

TL;DRAbstract

Despite the interest shown in employer branding by organizations, there has been little research by HR academics into the underlying theory, what it actually means in practice and the effectiveness of employer branding (Edwards, 2005, 2008; Martin, 2007). So in this chapter we build on our earlier attempts to shedsome light on these issues (see, for example, Martin & Hetrick, 2006, forthcoming) by bringing together literature from HRM, marketing and organizational communications to show how employer branding might work in theory and practice. This theory also has some normative value for practitioners by defining the core variables and links between them in the employer branding process. We do so, first, by developing a three-stage process and content theory (Langley, 1999) of how things happen in employer branding to discuss the design, employee evaluation and outcomes of employer brands, and the key contextual influences on these stages. Second, we briefly set out some of the availab

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