The most attractive companies in the labour market based on culture place of origin
Keywords:
organizational culture, cross-country differences, talent-management, remuneration, work-environment.
Abstract
This paper analyses the differences in the attractiveness of companies according to their country of origin. The aim is to expand knowledge about which characteristics make organisations more attractive to workers based on their place of origin (Anglo-Saxon, Northern-Central European, Mediterranean, Asian regions). In addition, it is analysed if the COVID-19 has caused changes in the elements that make up the attractiveness.
The sample comprises the ranking published by the journal Actualidad Económica about the most attractive companies to work for in Spain, during 2013-21. The variables used in the ranking are: Talent-Management, Remuneration, Work-Environment, CSR and Training. Other control variables like geocultural area are used. For this purpose, an econometric model of unbalanced panel data with random effects is proposed.
Results show there are differences in the assessment of professional attractiveness according to the companies' place of origin and culture. Remuneration and permanence in the ranking are the only variables which are relevant regardless of the culture. Talent Management, Working Environment and Training, size, and stock price influence Western countries unequally. The opposite occurs for SCR, which only affects Asian companies. Also, COVID-19 has affected unequally the assessment of the attractiveness of companies.
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References
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Amarakoon, U., & Colley, L. (2022), Atracción y retención de empleados en una PYME regional australiana: la importancia del lugar y la escala en la gestión de recursos humanos, Personnel Review, (ahead-of-print) https://doi.org/10.1108/PR-03-2021-0172
Amossé, T., Bryson, A., Forth, J., & Petit, H. (2016). Managing and working in Britain and France: An Introduction. Amossé, T. Bryson, A. Forth, J. & Petit, H. (Ed.s), Comparative workplace employment relations. An analysis of practice in Britain and France. London: Palgrave, MacMillan. 1-26. https://doi.org/10.1057/978-1-137-57419-0_1
Belinda, C.D., Westerman, J.W., & Bergman, S.M. (2018). Recruiting with ethics in an online era: Integrating corporate social responsibility with social media to predict organisational attractiveness. Journal of Vocational Behavior, 109, 101-117. https://doi.org/10.1016/j.jvb.2018.10.001
Berber, N., Slavic, A., Jelaca, M.S., & Bjekic, R. (2020). The effects of market economy type on the training practice differences in the Central Eastern European region. Employee Relations, 42(4), 971-998. https://doi.org/10.1108/ER-10-2018-0265
Bharadwaj, S., & Yameen, M. (2021). Analyzing the mediating effect of organisational identification on the relationship between CSR employer branding and employee retention. Management Research Review, 44(5), 718-757. https://doi.org/10.1108/MRR-05-2020-0298
Bhatia, A., & Makkar, B. (2019). CSR disclosure in developing and developed countries: a comparative study. Journal of Global Responsibility. ahead-of-print. DOI: https://doi.org/10.1108/JGR-04-2019-0043
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Catano, V.M., & Morrow, H.H. (2016). The influence of corporate social responsibility, psychologically healthy workplaces, and individual values in attracting millennial job applicants. Canadian Journal of Behavioural Science, 48(2), 142–154. https://doi.org/10.1037/cbs0000036
Cerdin, J.L., Liao, Y., & Sharma, K. (2020). The role of temporal focus, dispositional employability, and training on the perceived internal career prospects of talents”. The International Journal of Human Resource Management, 31(9), 1106-1133. https://doi.org/10.1080/09585192.2019.1711441
Choi, J., Park, Y., & Sohn, Y.W. (2020). Corporate social responsibility and job seekers' application intention: A mediated moderation model of calling and value congruence. Career Development International, 26(1), 65-82. https://doi.org/10.1108/CDI-02-2020-0030
Chistyakov, A.A., Mashkin, N.A., Ishmuradova, I.I., Ruchkina, G.F., Babieva, N. S., & Shaidullina, A. R. (2021). System management and labour relations transformation in relation with talented, healthy and sportsman staff. Journal of Human Sport and Exercise, 16(3), 1323-1329. https://doi.org/10.14198/jhse.2021.16.Proc3.47
De Guzman, G.M., Neelankavil, J.P., & Sengupta, K. (2011). Human resources roles: ideal versus practiced: a cross-country comparison among organisations in Asia. The International Journal of Human Resource Management, 22(13) 2665-2682, https://doi.org/10.1080/09585192.2011.560865
De Vos, A., & Meganck, A. (2009). Lo que hacen los gerentes de recursos humanos frente a lo que valoran los empleados: Explorando las opiniones de ambas partes sobre la gestión de la retención desde una perspectiva psicológica del contrato. Revisión del Personal, 38(1), 45-60. https://doi.org/10.1108/00483480910920705
Dirani, K.M., & Nafukho, F.M. (2018). Talent Management and Development: Perspectives From Emerging Market Economies. Advances in Developing Human Resources, 20(4), 383–388. https://doi.org/10.1177/1523422318803362
Eger, L., Micik, M., Gangur, M., & Rehor, P. (2019). Employer branding: exploring attractiveness dimensions in a multicultural context. Technological and Economic Development of Economy, 25(3), 519-541. https://doi.org/10.3846/tede.2019.9387
Ferreiro‐Seoane, F.J., Miguéns‐Refojo, V., & Atrio‐Lema, Y. (2021). Can Talent Management Improve Training, Sustainability and Excellence in the Labor Market? Sustainability, 13, 6645. https://doi.org/10.3390/su13126645
Ferreiro-Seoane, F. J., Ríos-Blanco, A., & Jardón-Ferreiro, E. (2023). ¿Cómo son las empresas excelentes para trabajar en España durante la pandemia del COVID-19? CIENCIA UNEMI, 16(42), 102-115. https://doi.org/10.29076/issn.2528-7737vol16iss42.2023pp102-115p
Gaspar, I., Martinho, A., & Lima, M. (2021) Exploring the benefits of a mindfulness program for Portuguese public healthcare workers. Curr Psychol, 40, 772–781. https://doi.org/10.1007/s12144-018-9987-3
Gregorka, L., Silva, S., & Silva, C. (2020). Employer branding practices amongst the most attractive employers of IT and engineering sector. International Journal of Human Capital and Information Technology Professionals (IJHCITP), 11 (1), 1-16. https://doi.org/10.4018/IJHCITP.2020010101
Grimshaw, D., & Rubery, J. (2009). Economics and HRM. P. Boxall, J. Purcell, & P. M. Wright (Eds.), The Oxford Handbook of Human Resource Management 68-87. Oxford University Press. https://doi.org/10.1093/oxfordhb/9780199547029.003.0004
Guinot, J., Chiva, R., & Mallén, F. (2015). Altruismo y capacidad de aprendizaje organizativo: Un estudio de las empresas mejor valoradas por los trabajadores en España. Universia Business Review, 45, 92-109. Available at: http://repositori.uji.es/xmlui/bitstream/handle/10234/153475/chiva+2016.pdf?sequence=1
Guthrie, J.P., Liu, W., Flood, P.C., & MacCurtain, S. (2008). High performance work systems, workforce productivity, and innovation: A comparison of MNCs and indigenous firms (WP 04-08), DCU Business school, Dublín. Recuperado de: https://acortar.link/iprnsH
Herget, S., Nafziger, M., Sauer, S., Bleckwenn, M., Frese, T., & Deutsch, T. (2021). ¿Cómo aumentar el atractivo de las pasantías rurales de pregrado? Un estudio transversal entre estudiantes de medicina en dos facultades de medicina alemanas. BMJ abierto, 11(6), e046357. Recuperado de: https://bmjopen.bmj.com/content/11/6/e046357
Hussein, A., & Kachwamba, M. (2009). The Influence of Country-of-Origin on Human Resource Strategy of Multinational Companies in Developing Countries. International Association of Computer Science and Information Technology, Spring Conference, Singapore, 368-372. https://doi.org/10.1109/IACSIT-SC.2009.65
Jyoti, J., & Kour, S. (2017). Cultural intelligence and job performance: An empirical investigation of moderating and mediating variables. International Journal of Cross Cultural Management, 17(3), 305-326. https://doi.org/10.1177/1470595817718001.
Kim, S., Mori, I., & Rahim, A. (2018). Cultural values matter: Attractiveness of Japanese companies in Malaysia. International Journal of Cross Cultural Management, 18(1), 86-102. https://doi.org/ 10.1177/1470595818759570
Kontoghiorghes, C. (2016). Linking high performance organisational culture and talent management: Satisfaction/motivation and organisational commitment as mediators. International Journal of Human Resource Management, 27(16), 1833-1853. https://doi.org/10.1080/09585192.2015.1075572
Kwame Mensah, J., Bawole, J., & Wedchayanon, N. (2016). Unlocking the “black box” in the talent management employee performance relationship: evidence from Ghana. Management Research Review, 39(12) 1546-1566. https://doi.org/10.1108/MRR-08-2015-0190
Kwon, K. (2019). The long-term effect of training and development investment on financial performance in Korean companies. International Journal of Manpower, 40(6), 1092-1109. https://doi.org/10.1108/IJM-10-2017-0286
Li, K. X., Yin, J., Luo, M., & Wang, J. (2014). Leading factors in job satisfaction of Chinese seafarers. International Journal of Shipping and Transport Logistics, 6(6), 680-693. https://doi.org/10.1504/IJSTL.2014.064923
Marinakou, E. (2019). Talent Management and Retention in Events Companies: Evidence from Four Countries. Event Management, 23(4-5), 511-526. https://doi.org/10.3727/152599519X15506259855760
Menaga, A., & Shanmugam, V. (2021). Influence Of Corporate Social Responsibility in Building Organisation Attractiveness Among Individual Employees. Quality - Access to Success, 22(184), 254-259. https://doi.org/10.47750/QAS/22.184.32
Minoja, M., Kocollari, U., & Cavicchioli, M. (2022). Exploring differences of corporate social responsibility perceptions and expectations between eastern and western countries: Emerging patterns and managerial implications. International Journal of Cross Cultural Management, 22(2), 327-347. https://doi.org/10.1177/14705958221112253
Monteiro, B., Santos, V., Reis, I., Correia, M., Sousa, B., Martinho, F., Sousa, M.J., & Au-Young-Oliveira, M. (2020). Employer branding applied to SMEs: A pioneering model proposal for attracting and retaining talent. Information, 11(12), 574. https://doi.org/10.3390/info11120574
Mori, I., Kim, S., & Rahim, A. (2019). Who wants to work for Japanese Companies? A case in Malaysia. International Journal of Japanese Sociology, 28(1), 148-169. https://doi.org/10.1111/ijjs.12087
Ouyang, Z., Zhang, Y., & Hu, X. (2021). Negative publicity and potential applicants' intention to apply amid a discrimination scandal: A moderated mediation model. Personnel Review, 50(1), 129-142. https://doi.org/10.1108/PR-09-2019-0510
Paais, M. (2019). Evaluation of Employees Job Satisfaction through Training, Development, and Job Stress in Bank Maluku, Indonesia. Quality-Access to Success, 20 (172), 89-94. Recuperado de: https://acortar.link/UK0XGj
Pan, L., & Zhou, X. (2018). CEO compensation in Japan: Why so different from the United States? Journal of financial and Quantitative Analysis, 53(5), 2261-2292. https://doi.org/10.1017/S0022109018000315
Poocharoen, O. O., & Lee, C. (2013). Talent management in the public sector: A comparative study of Singapore, Malaysia, and Thailand. Public Management Review, 15(8), 1185-1207. https://doi.org/10.1080/14719037.2013.816525
Rath, M. R., & Vasantha, S. (2018). Developing a Framework for Emotional Intelligence (EI) based Functions in a Small Organisation. Indian Journal of Public Health Research & Development, 9(1), 158-163.
Senarathne, C. W. (2020). The optimal capital structure under the conditions of employment: An application of theory X and theory Y. Zagreb International Review of Economics & Business, 23(1), 51-69. https://doi.org/10.2478/zireb-2020-0004
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Published
2023-06-30
How to Cite
Ferreiro-Seoane, F.-J., Álvarez-Herranz, A., Llorca-Ponce, A., & Cid Bouzo, A. (2023). The most attractive companies in the labour market based on culture place of origin. Amazonia Investiga, 12(65), 230-245. https://doi.org/10.34069/AI/2023.65.05.22
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