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Open AccessArticle

Role of Employer Branding Dimensions on Employee Retention: Evidence from Educational Sector

by *,† and
Department of Leadership and Management Studies, National Defence University, Islamabad 44000, Pakistan
*
Author to whom correspondence should be addressed.
These authors contributed equally to this work.
Adm. Sci. 2018, 8(3), 44; https://doi.org/10.3390/admsci8030044
Received: 10 June 2018 / Revised: 27 July 2018 / Accepted: 2 August 2018 / Published: 14 August 2018
Owing to a “War for Talent” every organization is struggling for the best employer status. Thus, attracting, recruiting and retaining talented human capital is the primary focus of every organization. In this regard the aim of the present study is to answer the most frequent and recently asked question of what value(s) organization focus on the retention of their workforce? In so doing, Social Learning Theory and Reciprocity Theory were used as a theoretical background; to further proceed with the study, data was purposively collected from 204 respondents from educational institutes of Pakistan. Findings of the study revealed that development value has a substantial relationship with employee retention. Since, development of new knowledge and skills results in the improvement of one’s present job. Furthermore, limitations and implications of the study are discussed. View Full-Text
Keywords: employer branding; employee retention; education sector; development value employer branding; employee retention; education sector; development value
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MDPI and ACS Style

Hadi, N.U.; Ahmed, S. Role of Employer Branding Dimensions on Employee Retention: Evidence from Educational Sector. Adm. Sci. 2018, 8, 44.

AMA Style

Hadi NU, Ahmed S. Role of Employer Branding Dimensions on Employee Retention: Evidence from Educational Sector. Administrative Sciences. 2018; 8(3):44.

Chicago/Turabian Style

Hadi, Noor U.; Ahmed, Shahjehan. 2018. "Role of Employer Branding Dimensions on Employee Retention: Evidence from Educational Sector" Adm. Sci. 8, no. 3: 44.

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