A Study On The Structure Of Perceived Value On Employer Brand And Its Relations With Employer Attractiveness

This thesis started from the comparability of purchasing behavior of consumer in therealm of marketing management and job-seeking behavior of employee in the realm of humanresource management, took Customer(Brand) Perceived Value(CPV) into the realm of humanresource management, and explored the matter of objective fact of Perceived Value onEmployer Brand(PVEB). Via a series of methods such as literature reading, depth interview，content analysis and small sample test, it worked out a questionnaire with good reliability andvalidity. After investigation, it found out the dimensions structure of PVEB and theinteractions of every dimension of that with Employer Attractiveness (EA), in addition, it alsotried to analyze the difference of each dimension of PVEB among every variable caused bydemographic characteristics of the respondents and the causes of that. Finally, it proposedsome feasible and practical recommendations for employer brand building practice of specificenterprise.The important conclusions that the article drew are as follows:(1) Structure model ofPVEB consists of Perceived Benefit on Employer Brand(PBEB) which includes MaterialBenefit on Employer Brand(MBEB), Culture Benefit on Employer Brand(CBEB), SocialBenefit on Employer Brand(SBEB) and Emotional Benefit on Employer Brand(EBEB), andPerceive Loss on Employer Brand(PLEB) which includes Perceived Effort on EmployerBrand(PEEB), Perceived Change on Employer Brand(PCEB) and Perceived Risk onEmployer Brand(PREB).(2) The four dimensions of PBEB are all significantly and positivelyrelated to EA, while only two dimensions of PLEB (PCEB and PEEB) are significantly andnegatively related to EA.(3) The impact order to EA of the four dimensions of PBEB is asfollows: CBEB>SBEB>EBEB>MBEB, and that of the two dimension of PLEB is as follows:PREB>PCEB.(4) In terms of demographic variables, it turned out that there are lots ofsignificant differences in every dimensions of PVEB, for instance, job seekers for high position or with good education or with good economy self-perceived have higher scores thanguys for low positon or with poor education or with poor economy self-perceived on all fourdimensions of PBEB. Female seekers tend to have higher scores than male seekers, etc.Based on the discussion above, the conclusion of the paper is more applicable to thepotential employee group, below35years old, well education and medium position. Then,there are some inspirations for the companies committing themselves to building their ownemployer brand: as far as the building practice of employer brand is concerned, the relevantpersonnel should take changes from their conventional conception to the new one whichmeans the building should be based on Perceived Value on Employer Brand of job seekers,and should gain clear idea on the matters to hold the most important aspects to build the mostefficient elements. In addition, the related staff also should pay much attention to competitorsin HR market in order to make their employer brand bring out more core competitiveness andpublicize widely so as to promote the radiation power of employer brand. As thus, a strongEA will be brought into being and the development of the corporate will also be more strikingwith might greatly increased.