This thesis mainly deals with the challenge of analyzing an organization’s ability to attract employees. In spite of the abundance of literature covering the subject, there is little empirical evidence supporting the superiority of one method over the other. Such over-supply of organizational theories clearly calls for a unified framework that allows organizations to evaluate and improve their attractiveness as an employer, and as a consequence, this thesis aims to contribute to the field by introducing a Unified Framework for Identity Gap Analysis (UFIGA).
The UFIGA draws upon the contributions of three particular theories, which are Employer Branding, the Multiple Facets of Collective Identities and Control Theory, bringing together concepts from typically separated disciplines, such as human resources, marketing, organizational behavior, social psychology, math and engineering. Such a breadth of disciplines allow the model to deal with many aspects of an employer’s attractiveness, such as the benefits presented to the target audience (employer branding), the differentiation between projection and perception of these benefits (multiple identities) and the manipulation of certain aspects of the organization’s identity as a means of minimizing the gap between projection and perception of benefits (control theory).
Besides of formulating a theoretical model for employer attractiveness analysis, this thesis provides the reader with a particular case of the model’s applicability. In fact, it applies the UFIGA to the particular case of DHL, a worldwide market leader in the Express and Logistics business, whose identity as an employer is somewhat overshadowed by its strong consumer brand. After collecting information about three particular facets of DHL’s identity as an employer (i.e. DHL’s manifested, projected and attributed identities), the mismatches between projected and attributed identities are identified. Particular examples of such mismatches can be found in several elements of DHL’s employer value proposition, such as work challenge, inspiring colleagues, product reputation and development reputation. Once identified, these gaps are explained in terms of DHL’s manifested identity, thus proving the convergence assumptions introduced by the UFIGA.
Moreover, the identification and explanation of mismatches allow the author to formulate possible recommendations to minimize those gaps, thus enhancing DHL’s attractiveness as an employer.
Inhaltsverzeichnis (Table of Contents)
- 1. EMPLOYER BRANDING
- 1.1 Definition
- 1.2 Employer brand vs. Product brand
- 1.3 Claimed benefits
- 1.4 Critiques
- 1.5 Summary
- 2. THE ORGANIZATION'S IDENTITY
- 2.1 The concept of collective identity
- 2.2 Organizational identity vs. Corporate identity
- 2.3 The five facets of collective identities
- 2.4 Strengths and weaknesses of the five facet model
- 2.5 Employer branding as a particular case of the five facet model
- 2.6 The five facet model as a dynamic system
- 2.7 Summary
- 3. THE FIVE FACET MODEL IN THE LIGHT OF CONTROL THEORY
- 3.1 Introduction to control theory
- 3.2 The organization's identities as a control system
- 3.3 Manifested identity as a source of error
- 3.4 A Unified Framework for Identity Gap Analysis
- 3.5 Implications for employer branding
- 3.6 Summary
- 4. DHL'S MANIFESTED IDENTITY
- 4.1 Introduction
- 4.2 Key facts about DHL
- 4.3 The evolution of DHL's manifested identity
- 4.4 DHL Today
- 4.5 Summary
- 5. DHL'S PROJECTED IDENTITY
- 5.1 DHL's new brand
- 5.1.1 Brand architecture
- 5.1.2 Personal commitment
- 5.1.3 Proactive solutions
- 5.1.4 Local strength worldwide
- 5.2 Number one
- 5.3 Growth
- 5.4 Others
- 5.5 Implications for DHL's projected identity as an employer
- 5.6 Summary
- 6. DHL'S ATTRIBUTED IDENTITY
- 6.1 The new brand in the eyes of students
- 6.2 Attractiveness of DHL as a potential employer
- 6.3 Attributes and Benefits of DHL as an employer
- 6.4 Touch-points
- 6.5 Summary
- 7. DHL IDENTITY GAP ANALYSIS
- 7.1 DHL: Projected vs. Attributed Identity
- 7.1.1 Positively projected benefits which are positively attributed
- 7.1.2 Positively projected benefits which are both positively and negatively attributed
- 7.1.3 Positively projected benefits which are negatively attributed
- 7.1.4 Non-projected benefits which are nonetheless attributed
- 7.2 Summary
- 8. RECOMMENDATIONS
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This case study analyzes DHL's multiple identities as an employer, focusing on how these identities shape the company's brand image and its attractiveness to potential employees. The study aims to understand how DHL's projected identity, as communicated through branding efforts, aligns with the attributed identity, as perceived by potential employees.
- Employer Branding and its impact on organizational identity
- The five facet model of collective identities
- The role of control theory in understanding organizational identity
- Gap analysis between projected and attributed identities
- Recommendations for aligning DHL's employer branding with its perceived identity.
Zusammenfassung der Kapitel (Chapter Summaries)
The first chapter introduces the concept of employer branding, defining its purpose and exploring its potential benefits and limitations. Chapter two delves into the concept of organizational identity, focusing on the five facet model as a framework for analyzing an organization's identity and its different dimensions.
Chapter three explores the five facet model in the context of control theory, suggesting that organizational identities function as control systems. This chapter examines how manifested identity, the organization's outward behavior, can lead to errors and create a gap between projected and attributed identities. Chapter four then focuses on DHL's manifested identity, tracing its evolution and highlighting key facts about the company.
Chapter five examines DHL's projected identity through its new brand, outlining its key elements and implications for the company's employer branding. Chapter six investigates DHL's attributed identity, focusing on student perceptions of the company's brand and attractiveness as a potential employer. Finally, chapter seven analyzes the identity gap between DHL's projected and attributed identities, identifying areas where alignment needs improvement.
Schlüsselwörter (Keywords)
The key terms and concepts in this study include: employer branding, organizational identity, corporate identity, control theory, five facet model, identity gap analysis, manifested identity, projected identity, attributed identity, DHL, brand architecture, attractiveness of employer.
- Quote paper
- Marcelo Savignano (Author), 2007, The Multiple Identities of an Employer, Munich, GRIN Verlag, https://www.grin.com/document/162729
