Available online at www.behaviorsciences.com
Reef Resources Assessment and
Management Technical Paper
ISSN: 1607-7393
RRAMT 2014- Vol. 43, 2014, 4
A Conceptual Model to Explain the Relationship between Human
Resource Management in the Organization Dominant Approach on
Context with Employer’s Brand (Case Study: Petroleum Company
of Qom Province)
Mahsa Shabestary*, Sahar Rafeei, Sima Rafeei, Mahdi Tayebi
Ma Public Administration, College of Farabi, University of Tehran, IRAN
Executive Management, Farabi campus, University of Tehran, IRAN
Executive management, Industrial Management Organization
PhD student in Public Administration, Farabi campus, University of Tehran, IRAN
Abstract:
The present paper aims to discuss the relationship between human resource management and employer’s branding as a strategic
impact on human capital management and development of the organization. Component of the functional approach to human
resource management, innovation, commitment, dedication and teamwork of employees is considered, the study of oil company
workers in Qom province is considered among them using stratified random sampling, and 250 questionnaires distributed 200
questionnaires were received and evaluated. In order to analyze the data using SPSS, statistical software Liberal of the Spearman
correlation coefficient and regression analysis and structural equation was used. The results confirmed the conceptual model
presented and showed that there is a relationship between human resource management and employer branding.
© 2014 Published by RRAMT France Ltd
Keywords: human resource management, dominates of the environment, employer’s brand, the Petroleum Corporation
Introduction
In recent years research in the field of human resources is considerable; however, these studies compared the
characteristics of the human resource field and working environments have adapted to new conditions (Hertog, Den
F., A. Iterson and Ch. Mari, 2010). It seems that the role of the human factor is the price of success is not enough
also, while most researches in the area of human resources and manufacturing is done in developed countries, it
seems that such studies predisposing to enhance the working environments of organizations in response to
environmental changes is increasing (Yeganeh and Su, 2008) On the other hand, is the largest domestic and
international organizations have stepped into a new realm of competition of the kind referred to in successfully
* Corresponding author name.
Reef Resources Assessment and Management Technical Paper, Vol. 43, 2014, 4, pp. 497-507
attract and retain valuable human resources professional is increasingly reducing human resources and increasing
the loyalty of their migration to other organizations for better working conditions, the main challenges of today's
world. It is necessary for organizations as their own product branding, employer branding as well as to invest,
because employees are internal customers of the organization. Nowadays, effective employer brand is essential for
competitive advantage. Employer’s brand process of brand recognition and creating messages using traditional
marketing principles to achieve a position as an employer of choice is superior. (Rahimian, 2013) Of this study was
to identify the relationship approach to dominate of the environment on brand quarterback in the Oil Company of
Qom province has been investigated.
Theoretical Research
Human Resource Management
Strategic human resource management is to manage and administer the more valuable and enduring assets of the
organization, the employees who are active in the organization to achieve its goal of helping them (Armstrong,
2012). With the advent of human resource management in the decade 1980 to human resources developed new
season look. Human resource management is a comprehensive approach to managing the organization's human
resources is key resources (Farsijani and Carruthers, 1996). Development and progress in the world today, the
success of those communities and organizations that scarce resources and establish a meaningful relationship
management capabilities and competencies of their human resources (MacMillan, 1987). Managers cannot expect
their employees to have good results, unless this results in the creation of their own employees Hayton), 2005) In
other words, toward the development of society and the organization can move forward and oscillates with the
creation of the necessary infrastructure, human resources, knowledge, and controls necessary to equip them with
these capabilities Anchors valuable community resources and organizations to ensure the development of lead
(MacMillan, 1987). It is necessary for the proper exercise of human resource management in organizations. Human
resource 1980 was introduced in decades led to the development of a new chapter in human resources at the back.
Human resource management, comprehensive approach to managing the organization's human resources is a key
resource. Human resource management is not only one of the benefits of the management staff but a special
approach to employee relations, emphasizing its bilateral commitments (Armstrong, 1993).
Dominates on the environment
Environmental organizations should increase their proficiency in the interpretation of Leicester Saru (2007) what
determines the future of the race, considering the nature of capitalism, and what advantage will create vibrations
become no natural resource-based industries, but industries based on the human mind. According to the Pefru
Salanik, this capability is necessary condition for the stability of the interaction with the environment. (Scott, 2003)
In addition to affordable essential organization in response to environmental needs (his first role) should be another
capability for innovation and adaptation to the external environment changes and their society (Rigerz, 1964). One
of the important points in relation to competition in the future, having a skilled workforce is fundamentally a
competitive advantage in the current era weapons, skilled workforce. Enjoying the intellectual power creates the
conditions for knowledge of the calls. Knowledge refers to the effect of other components in the network of
relationships and overall decisions Bra property and the environment which calls Rigerz to dominate the
environment (ibid) According to Heydari et al 2013, four factors that affect organizations' ability to interact with the
environment. Although it is possible the ideas and concepts presented by scientists in conjunction with superior
features appear in different organizations, but there is a common theme in the writings of all these features can be
divided into four general components and stated:
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Reef Resources Assessment and Management Technical Paper, Vol. 43, 2014, 4, pp. 497-507
1 the action (pre hand)
2 Innovations
3 emphasis and commitment of staff
4 guiding employees as a group
The interaction and innovation: the spontaneous behavioral and pragmatic action can be considered the goal of
changing conditions and to increase organizational effectiveness and individual to improve the work practices and
problem is solved. While the action before the behavior is spontaneous and conversational, innovation is about
creating and implementing ideas (Davv 1969,1). Several signs are pointing to the importance of action which is to
improve organizational performance and innovation are there: First, at present, many organizations have turned to
decentralization; This leads to and direct supervision of staff reduced, in this context, the following actions may be
necessary to take action (Krant, 2000), Second, employees know what is happening, and what the customer needs
and preferences for the inadequacy of the system occurs. Without it, the proposed ideas, organizations to products,
services or opinions of the directors dated to rely on them. Third seek more interaction and innovation can drive
your organization's success through their effect on outcomes such as operational and performance (Sandbrg, 2008).
Emphasis and commitment of employees: adherence, i.e., an individual's willingness to work together to respond to
the demands of his job have made. Numerous factors may cause adherence of employees, these factors could also
include individual factors such as age and years of service, and also due to organizational characteristics such as
freedom of employees in decision making, a sense of occupational groups self-management, group problem solving,
learning, innovation and high commitment (Beer, 2009) According to Lawler, due to their adherence necessarily a
direct relationship with the post office and has no decision-making power, i.e., those who despite having a high
position in the organization and decision-making, adherence and commitment than do others.
Group Work: The Kerch (1996) The role and importance of teamwork in today's organizations has changed in the
past few years: In the 1960s, groups by education and experience through sharing skills were vital for effective
management. Employee groups in the 1970s were an antidote to alienation. According to the Klatrbak (2007) groups
in addition to the possible benefits for both employees and managers come together, they have three major
advantages in terms of productivity and performance are:
Group formation process makes it possible to monitor changes in the nature of a traditional hierarchical (e.g., direct
supervision and management) to provide a decentralized monitoring unit. Group has the capacity to improve the
quality of their work. Groups and reduce the operating costs are associated with administrative and managerial
implications.
Employer’s brand
Employer’s brand concepts are over two decades in marketing and human resource management literature (Amblr
and Barrow, 1996). Although various definitions of this concept is presented, but may be formed in all the visual
characteristics of an organization (the role of the client) on mind its labor job applicant’s internal employees
proposed. The organization represents a positive brand attributes that the organization is in the minds of employees
and job applicants possess characteristics that makes it a good place to work is determined. Perhaps one of the most
important reasons for this is due to the achievement of the organization's human resources and talent strategy and
performance competitive job market is recruitment strategies to attract an organization is not necessarily normal.
This is especially emphasized in services (Knox and Freeman, 2006). Employer brand is a multidisciplinary field.
Origin of employer’s brand is in marketing and human resource management. (Cutler, 1994)
External marketing - that shaped the relationship between the customers and the more traditional emphasis on this
type of marketing is;
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Reef Resources Assessment and Management Technical Paper, Vol. 43, 2014, 4, pp. 497-507
Internal Marketing - the formation of the relationship between the organization and its employees and the market as
a result of the interaction between staff and client relationship is formed. The overall performance of an organization
depends on how these three are related. Many managers believe that no external marketing is complex and is not the
desired result. Market concept “internal customers” internal viewpoints argue that employees are the first to market.
Consequently, the staff of bread, internal customers formed businesses, domestic products. Domestic product (or
service) employees must attract, develop and thereby to stimulate the needs and demands of domestic customers in
order to provide the organization's overall goals. Cutler's first internal marketing activities such employment,
training and motivating able employees present "The definition of an employee in the process of branding their
organization and their behavior." Proper serving the customer can strengthen the values of or result in
incompatibility with the values, messages jeopardize advertised. Therefore, it is important that staff behavior and
attitudes and values of the organization's stated values coincide (Burton et al, 2005).
Employer brand purposes may be made of the following: (Rahimian, 2013)
• increased attractiveness for talent in the future
• creating harmony with the values of the organization's staff
• highlight the role and importance of the mission staff
• Encourage sharing and self-satisfaction / belongs to job
• Due to equality in pay and working conditions
Definitions of employer’s brand
Amblr and Barrow (1996) brand advantage of the employer as a set of functional, economic and psychological,
which is supplied by the employer or by the employer recognized defines and Lloyd (2005) all present and future
efforts of the organization in communicating with employees organizations in order to create a favorable
environment for working as an employer brand defines and Sartain and Schumann (2007) point out that brand
employer is based on how an organization's identity on the basis of the principles and values; and commitment to
employees, and ultimately provide what the customers. 2007 Walker believes the brand loyalty of the employees
and the employer to achieve increased profits and market success through differentiation used. His employer brand
often intangible set of characteristics that distinguishes an organization knows, it also notes that employers brand
hiring guarantees a certain kind of experience request that their employee’s best suited to their culture and improve
their organizations. Mynchingten employer brand in 2007, long-term strategy recognizes that in order to attract,
develop and retain talent who can be employed. 2010 to review the conceptual and theoretical Kamordan and Bisvas
and employer brand, its components include a balance of work - life and culture of the organization, the brand /
organization, compensation and benefits, and work environment are introduced employer’s brand, Strategy is
defined as an organization with its own brand as an employer, in order to ensure the hiring of attracting and
retaining talent within the organization, in contrast to its differentiate rivals (Rahimian, 2013).
Literature
Phi and Fress (1999) found that the action of the owner, the success of companies in Germany, Zymba Buh-Uganda
is concerned. Former British Prime Minister, Tony Blair, says that creativity and innovation are at the heart of
successful business and a survey of 156 small and medium industrial firms indicated that organizational
performance to obtain the recommendations of the employees are concerned in relation to their adherence to the
industry in 2009 to study at Bir A. 5 Company, General Electric, IBM, hypnoid, Bikton Dekinson cited attention to
three factors: (1) alignment of the sense of proportion of the structures, systems and staff capabilities with
organizational strategy, (2) psychological orientation of common sense speaking staff in relation to the vision,
values and culture (3) ability to learn and change as a component of its emphasis and commitment of staff says
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Reef Resources Assessment and Management Technical Paper, Vol. 43, 2014, 4, pp. 497-507
Vandenberg and his colleagues in 2011 with the introduction of two models in the study of cognitive and
motivational were considered to have a positive effect on organizational performance through increased adherence
of staff knowledge and skills of employees is originates; thus, the cognitive model, will boost performance and
improve performance by enhancing the motivation of employees, turnover, absenteeism, and reduce complaints.
From the perspective of economic efficiency, adherence and commitment of employees, thereby increasing the
value of human capital and as a perspective on human capital and economic productivity will be improved. On the
effects of teamwork on organizational performance Klatrbak 2007 that increase the level of learning is done through
the development of working groups Monique et al in 2008, his studies showed that the relationship between yield
learning through working with colleagues in a group improves the learning and individual performance and
organizational results. Martin et al (2004) Employer branding because of three trends, fad not know the importance
of branding and global branding, economic development services based in advanced economies and the increasing
importance of intangible assets and intellectual capital as strategic advantage. They brand the core of the strategic
management process of decision making in organizations know Simon and Cherry (2006) in an article titled
measures brand management and client service industry to evaluate the Company's brand image with the hiring and
employees in service organizations pay and managerial implications of the ongoing development of the Company's
brand image in the recruitment market is examined in Davis (2008) from the University of Manchester, a survey of
854 managers in 17 organizations, applying structural equation modeling to evaluate the effectiveness of the
Company's brand differentiation, perceived by the employees, and its dependence on the loyalty and satisfaction of
the organization. Stressing on the importance of employer brand and they also have pointed out that the results, the
complexity of managing it represents, as no subsequent effect on the Company's results brand not dominant.
This conceptual model
According to the above-mentioned human resource management as a core approach to dominates of the
environment is an important and valuable service organizations in the uptake and maintaining human resources and
income on the one hand and employers on the other hand brand a valuable tool in conjunction with the human
resources and attract customers as a competitive advantage in organizations are considered. Thus, the proposed
model of Figure (2), in accordance with what is stated in the research hypothesis, the conceptual model analysis and
research within the petroleum industry will be discussed.
Before interaction
Employer’s
brand
HRM approach to
the dominates the
environment
Innovation
Commitment
Teamwork
Figure 2: Research framework
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Research hypothesis
The main hypothesis
Human resource management approach to brand dominates of the environment impact of Qom Oil Company
Secondary hypotheses
1 pre action (pre hand) affects the brand of Qom Oil Company
2 Innovation in Oil Company of Qom brand affected
3 emphasis and commitment impact on employee’s brand of Qom Oil Company
4 directions of oil company workers in group will affect employers' brand of Qom province
Research Methodology
This study in terms of aim is applied and in terms of how data collection is descriptive and crosses. The method of
survey research is one of the most important features, the ability to generalize the results. After reading the relevant
literature and research literature review and conceptual model was developed based on the indices of the study
researchers developed. The independent variables in this study include before interaction, innovation, commitment,
teamwork and the dependent variable is the employer brand. To evaluate the relationship between hypotheses of the
research model was developed. The questionnaire was designed to measure and adjust the variables and the
statistical sample was distributed. The study of oil company workers in Qom province is considered among them
using stratified random sampling, 250 questionnaires distributed 200 questionnaires were received and evaluated.
Using descriptive statistics, demographics single question was asked and then by statistical tests, including
Spearman correlation, data analysis was performed using SPSS, Liserel. To determine the reliability of Cronbach's
alpha
was
used
with
SPSS
software.
Cronbach's alpha value of employer brand questionnaire to 0.83 and Cronbach's alpha of the questionnaire HRM
approach to the mastery of the environment was obtained, which represents an acceptable credit 0.87. In Table 1,
Cronbach's alpha coefficients present for each of the components.
Table 1: Cronbach's alpha coefficients of internal marketing initiatives and critical thinking
Component
Before interaction
Innovation
Emphasis and commitment
Cronbach's alpha coefficient
0/77
0/74
0/70
Teamwork
0/69
Employers' brand
0/83
Data Analysis and Findings
Demographic characteristics in Table (2) states
Table 2: Demographic characteristics of the sample
Sex
Man
Woman
Frequency%
%73
%27
Age (years)
60
above
%3
Frequency%
55-51
50-46
45-41
40-36
35-31
30-25
%7
%18
%15
%17
%18
%22
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Education
PhD
MA
Bachelor
Associate
Diploma
Frequency%
%10
%38
%35
%12
%4
Under
Diploma
%1
Years
of
service
Frequency%
30-26
25-21
20-16
15-11
10-6
5-1
%4
%7
%15
%25
%20
%29
Spearman correlation test results
To test the relationship between variables, Spearman correlation test was used and because the qualitative variables,
the SPSS software was used for data analysis. Spearman correlation test results in Table 3 are shown.
Table 3: Correlation between internal marketing and critical thinking, averages and standard deviation
dominates
Emphasis
level
of
Employer
of
the
Teamwor
and
Innovatio
Before
significan SD
Average
s' brand
environme
k
commitme n
interaction
ce
nt
nt
Before
0/001
0/83
3/8
1
interaction
0/001
0/81
3/6
0/001
0/80
3/3
0/001
0/81
3/6
0/001
0/77
3/5
0/001
0/85
3/6
1
1
1
0/76
0/71
Innovation
1
0/63
0/60
Emphasis
and
commitme
nt
1
0/65
0/66
0/60
Teamwork
0/65
0/61
0/70
0/66
Employers
' brand
0/86
dominates
of
the
environme
nt
0/76
0/81
0/87
Given that the pre-action between these two variables and brand quarterback is smaller than 0.05, it can be
concluded that there is a relationship between these two variables and the relationship between the two variables is
confirmed there is also a link between innovation and entrepreneurship brand also a relationship between two
variables is confirmed. The emphasis and commitment between two variables and critical thinking 0.05 smaller than
the number reported, so we can conclude that there is a relationship between payments and employer brand and the
relationship between the two variables is confirmed. As well as brand teamwork and client relationship exists
between two variables and the relationship between the two variables is confirmed. According to the results of brand
dominates over the environment, employer organizations, and the relationship between the two variables is
confirmed.
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Research on Structural Equation Model
This study aims to evaluate the effectiveness of internal marketing variables (the independent variable) and critical
thinking (as dependent variable) using structural equation modeling software Liserel of Figure No (2) was used. In
this way manabe e represents the changing human resource approach to dominate of the environment, brand reflects
the variable brand quarterback, X1 represents the range before interaction, X2 represents the changing of innovation,
X3 represents the changing emphasis and commitment and X4 represents teamwork.
Figure 2: Structural equation modeling (confirmatory factor loadings)
To fit the model fit measures in structural equation modeling is used. The fit criteria indicating whether the model
represented by the data of the study verify the measurement model or not.
Table
(3)
and
fitting
acceptable
fit
indices
used
in
this
study
are
presented.
Table 4: Model fit indexes
Index
Goodness of fit index
Adjusted goodness of
fit index
Norm fit index
Comparative fit index
Incremental fit index
Root mean square
error
Chi-square
normalized
by
Acceptable fit
GFI>%90
AGFI>%90
Clipping
GFI
AGFI
NFI>%90
CFI>%90
IFI>%90
RMSEA<%10
NFI
CFI
IFI
RMSEA
Between 1 and 3
CMIN/ df
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degrees of freedom
The overall fit indices for the measurement model (confirmatory factor analysis) using the software table (5) states.
Table 5: Indicators and measurement of structural equation modeling
Variable
CIMIN
GFI
IFI
NFI
CFI
RMSEA
Before
3/01
0/71
0/77
0/71
0/76
0/001
interaction
Innovation
5/08
0/73
0/70
0/73
0/70
0/006
Emphasis
and
5/53
0/76
0/73
0/70
0/75
0/005
commitment
Teamwork
5/77
0/71
0/70
0/75
0/70
0/007
Employers'
5/87
0/70
0/76
0/70
0/75
0/006
brand
According to the measurement model, a confirmatory factor analysis models can be concluded that the measurement
models (see variables) are superior fit this means that the variables are well known and hidden variables to measure.
Due to structural equation modeling, the relationship between human resource management in the organization
dominant approach on context with employer’s brand of Petroleum Company of Qom province is confirmed. The
findings confirm the model suggests a positive causal relationship between these variables, Table (6) the causal
analysis using a structural equation model to test the research hypotheses show. To approve or reject hypotheses is
shown.
If the CR is higher than 1.96, P less than 0.05 be an indication of a causal relationship between the variables and the
hypothesis is confirmed. The results of the model in Table 6 are presented.
Table 6: Results of factor analysis, structural equation
Test Results
Confirmed
Confirmed
Confirmed
Confirmed
Confirmed
CR
3/76
3/55
5/35
3/70
5/15
P
0/001
0/001
0/001
0/001
0/001
Impact factor
0/76
0/67
0/71
0/65
0/75
Hypothesis
main hypothesis
first sub-hypothesis
second sub-hypothesis
third sub-hypothesis
fourth sub-hypothesis
Before action (pre hand) Oil Company of Qom impact on employer brand Oil Company of Qom impact on brand
innovation and adherence and commitment of brand employees on the impact of Qom Oil Company finally,
employer’s brand directed towards a group impact on oil companies of Qom.
According to Table (6) can be said to have confirmed the main hypothesis and sub-hypothesis.
Conclusions
As mentioned above the competition in all business areas today, the largest international and domestic companies to
compete in the new arrived success in attracting and keeping valuable human resources is prevent the decline of
loyalty human resources and increasing their migration to other organizations working for better conditions can be
named the importance of human intellectual capital in most industries and the availability, necessary condition for
stability in interaction with environmental organizations based on the value of employer brand and the definition of
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market activity based on the core values and create a shared understanding of the organization in all sectors
eventually meet successfully the basic principles of international companies in the field of employer brand becomes
doubly important. Based on the results of this study can be confirmed the impact of human resource management in
the organization dominant approach on context with employer’s brand in oil company of Qom province and
teamwork to multiply the impact of 0.74 is most important and explain its importance in an organization's employer
brand and the oil company executives on the level of dominates over brand environment, adding that employers,
the results show that employers brand influence on obligation to oil company of Qom. As Vandenberg et al (2011)
noted that the emphasis and commitment of employees, thereby increasing the value of human capital and seeing
human beings as capital, improve economic productivity, the results showed that the impact of innovation on
employer’s brand in oil industry of Qom province. As Phi and Fress (1999) noted organizational performance in the
use of employee suggestions related companies therefore, according to the opinion among the fields of innovation
and encourage creativity. As a result, the increase will be effective employer brand is important.
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