Abstract:

This paper focuses on the practice of employee branding within private sector, that is, the ability private companies and organizations enjoy in order to recruit those employees who are better suited to the environment and psychology of the company. Employee branding will be analyzed specifically in the context of work conflict situations. It aims not just at the quality of the employee, but also at the qualities a good employer should possess. The paper also discusses how, through this branding process, employees come to know where they best fit within the company, enabling them to pursue the position that best suits their abilities. These forms of employee branding are analyzed in relation to varying influential factors from both inside and outside companies, such as economical and functional benefits, chances of advancing from within the hierarchical structure, and the environment and atmosphere within a given company. Motivation of employees by their employers is also discussed. The paper will also present the different dimensions of brand equity, that is, the ability for a company to enhance its marketability, such as brand loyalty, brand awareness, brand association, and perceived quality of products; the employer’s attractiveness, given their economic incentives and other factors; the employers’ attributes, such as empowerment, training and development, corporate culture, career prospect, compensation, and brand name; and finally, other factors that attract a potential employee to a specific company. The method followed is the result of data collected during the past two decades. Keywords: Employee Branding, Motivation, Career Prospects, Position Advancement, Company’s Atmosphere.

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