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Employer attractiveness: Measurement scale development and validation

Author

Listed:
  • Nguyen Minh Ha

    (Ho Chi Minh Open University, Vietnam)

  • Nguyen Vinh Luan

    (Ho Chi Minh City Open University; Imexpharm Pharmaceutical Joint Stock Company, Dong Thap Province, Vietnam)

  • Nguyen Minh Trung

    (The Member of Tan Phu District Party Inspection Committee, Vietnam)

Abstract

Human resource quality is one important factor that affects the success of each organization. The need to build a human resource foundation with knowledge, skills and good attitude is one urgent task for all business leaders. The first task is to attract and recruit excellent individuals to work for the business; therefore, how to attract candidates is always academic researchers’ as well as business managers’ top priority. Employer attractiveness factor (Berthon, Ewing, & Hah, 2005) has been applied in some recent studies. However, because talent recruitment and attraction are diverse and different for individual organizations, cultures and countries, the scale of employer attractiveness concept still implies many points that are not appropriate for Vietnamese contexts. This research, based on the social exchange theory and the employer branding theory, develops in great details and confirms the employer attractiveness scale in Vietnamese business. The mixed-method (interviewing 4 experts and 2 staff in-depth groups as well as surveying quantitatively 937 employees working for Vietnamese enterprises) has been applied. The research results determine the employer attractiveness dimension factor comprising social value, development value, application value, safety value and economic value. This research has discovered a new factor of employer attractiveness scale: safety value.

Suggested Citation

  • Nguyen Minh Ha & Nguyen Vinh Luan & Nguyen Minh Trung, 2021. "Employer attractiveness: Measurement scale development and validation," HO CHI MINH CITY OPEN UNIVERSITY JOURNAL OF SCIENCE - ECONOMICS AND BUSINESS ADMINISTRATION, HO CHI MINH CITY OPEN UNIVERSITY JOURNAL OF SCIENCE, HO CHI MINH CITY OPEN UNIVERSITY, vol. 11(1), pages 3-18.
    • Handle: RePEc:bjw:econen:v:11:y:2021:i:1:p:3-18
    DOI: 10.46223/HCMCOUJS.econ.en.11.1.1367.2021
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    References listed on IDEAS

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    1. Lynn M. Shore & Jacqueline A-M. Coyle-Shapiro & Xiao-Ping Chen & Lois E. Tetrick, 2009. "Social Exchange in Work Settings: Content, Process, and Mixed Models," Management and Organization Review, The International Association for Chinese Management Research, vol. 5(3), pages 289-302, November.
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    3. Janet Chew & Christopher C.A. Chan, 2008. "Human resource practices, organizational commitment and intention to stay," International Journal of Manpower, Emerald Group Publishing Limited, vol. 29(6), pages 503-522, September.
    4. Shore, Lynn M. & Coyle-Shapiro, Jacqueline A-M. & Chen, Xiao-Ping & Tetrick, Lois E., 2009. "Social Exchange in Work Settings: Content, Process, and Mixed Models," Management and Organization Review, Cambridge University Press, vol. 5(03), pages 289-302, November.
    5. Michael Spence, 1973. "Job Market Signaling," The Quarterly Journal of Economics, President and Fellows of Harvard College, vol. 87(3), pages 355-374.
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