ارزش ویژه برند موثر اشتغال از طریق مزیت رقابتی پایدار، استراتژی بازاریابی و تصویر ذهنی از شرکت
|کد مقاله||سال انتشار||تعداد صفحات مقاله انگلیسی||ترجمه فارسی|
|2012||2012||6 صفحه PDF||سفارش دهید|
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|شرح||تعرفه ترجمه||زمان تحویل||جمع هزینه|
|ترجمه تخصصی - سرعت عادی||هر کلمه 90 تومان||8 روز بعد از پرداخت||346,500 تومان|
|ترجمه تخصصی - سرعت فوری||هر کلمه 180 تومان||4 روز بعد از پرداخت||693,000 تومان|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Journal of Business Research, Volume 65, Issue 11, November 2012, Pages 1612–1617
Traditional human resource management does not consider adopting a marketing approach in creating a positive company image to enable the recruitment of better employees. Recently, however, many scholars apply marketing principles to recruitment management. Marketing can help create an effective image for a firm and position the firm as a good place to work. The study here examine ways marketing management relates to recruitment marketing in the hospital industry and finds that a hospital's sustainable competitive advantage, marketing strategy, and employment brand equity can influence the intention of medical doctors to pursue job opportunities.
CEOs should nurture a keen interest in recruiting talented people to create a successful business. Capable human resources are critical for sustaining a firm's development. Sovina and Collins (2003) introduce a concept called “employment brand equity” in research that set out to discover how to apply marketing principles to recruitment practices in human resource management. Sustainable competitive advantage (SCA), marketing strategy, and company image are major marketing constructs related to employment brand equity (Kim et al., 2009). Corporate image is an intuitively appealing concept. A favorable image can boost sales through increased customer satisfaction and loyalty. Many firms now realize the importance of actively attracting and retaining highly skilled, quality employees as a necessary component of their competitive advantage (Pfeffer, 1994, Teece, 1998 and Turban and Greening, 1997). Through research focusing on the hospital industry, the principal objectives of this paper are to learn how SCA influences marketing strategy, how marketing strategy influences hospital image and employment brand equity, and how both hospital image and employment brand equity influence the intention of medical doctors to pursue job opportunities.
نتیجه گیری انگلیسی
Various findings from the results of this analysis of how to relate marketing management to recruitment marketing are as follows: first, SCA has a significant influence on marketing strategy for medical doctors working in general hospitals in Korea. SCA plays a positive role in making and implementing marketing strategy in a hospital. Medical doctors perceive that a hospital with a high level of SCA has a strong marketing strategy. Second, marketing strategy has a significant influence on hospital's image. The doctors perceive that a hospital with a positive marketing strategy has a positive image, which the strategy helps to create. The image, in turn, has a significant influence on employment brand equity. From the doctors' perceptions, a hospital's image definitely is the most important factor for its employment brand equity. Next, a hospital's employment brand equity and sustained competitive advantage have significant influences on doctors' intentions to pursue a job opportunity there. Moreover, SCA positively influences the pursuit of a job opportunity through the various paths (SCA ≥ marketing strategy ≥ hospital's image ≥ employment brand equity ≥ intention to pursue job opportunity), with a direct path from SCA to the pursuit intention. Thus, a hospital's SCA is the most important factors in luring doctors to seek jobs there. Paths from marketing strategy to employment brand equity and from hospital's image to intention to pursue job opportunity are not significant. Thus, marketing strategy does not significantly influence employment brand equity. Nor does hospital's image influence job pursuit intentions significantly. 6.1. Implications The findings of this study offer several implications for marketing management and recruitment marketing in the hospital industry. First, the finding that SCA positively influences marketing strategy indicates that “interdependence,” “commitment,” and “familiarity” are very important in creating a positive perception of a hospital's marketing strategy. Marketers should concentrate on strengthening the elements of SCA to achieve such a perception. They should also upgrade their strategy in terms of process and people, who will help hospitals achieve highly positive images. Because positive hospital's image generates a higher level of employment brand equity, hospital marketers should concentrate their efforts on enhancing image in terms of intangible and tangible dimensions. These efforts will lead to a higher level of employment brand equity. And with employment brand equity having a positive influence on MDs' intentions to pursue job opportunity, such dimensions as ‘job characteristics,’ ‘benefits from organization,’ and ‘growth opportunities’ helps to achieve high levels of employment brand equity and attract future doctors to apply for jobs. In the Korean hospital industry, marketing strategy may not influence employment brand equity for medical doctors, nor would a hospital's image have much influence on their intention to look for jobs there. However, to achieve a high level of employment brand equity for medical doctors, having a strong SCA and a positive hospital's image are beneficial. Marketer should carefully manage paths from SCA to marketing strategy, from marketing strategy to hospital's image, and from hospital's image to employment brand equity to maximize a synergistic effect from marketing management in recruitment marketing of medical doctors. Finally, to achieve high levels of intention to pursue job opportunities, it is also critical to have strong SCA, a positive perception of marketing strategy, a positive hospital's image, and positive employment brand equity. Marketers should carefully manage relationships from SCA to marketing strategy, from marketing strategy to hospital's image, from hospital image to employment brand equity, and from employment brand equity to intention to pursue job opportunity to create a successful hospital recruitment practices. 6.2. Limitations and future research recommendations As an initial effort to address the empirically complex phenomena regarding relationships between employment brand equity and other variables, this study is subject to several limitations. First, the hospital industry is limited by its cross-sectional nature. As Chandy and Tellis (1998) note, a breakthrough innovation may take a long time to fully demonstrate its effects on performance. A longitudinal study may have a better position for this issue. This study focuses mainly on the links among SCA, marketing strategy, corporate image, employment brand equity, and intention to pursue job opportunity. Future research should expand this model by considering other important factors that can influence recruitment marketing. Research should also develop a more systematic measure of different types of hospital's image and employment brand equity. The empirical findings of this study are from Korean data, but the measures are originally from past researches tested in other countries. This may further limit the implications of the findings, which lead to the suggestion that future research should conduct in cross-cultural settings. To discover the dynamics between marketing management and recruitment marketing in the service industry, the future research should study in different service industry. Most of the MDs participated in this study are junior level doctors. They may not be ready to assess hospital's employment brand equity yet.