Performance benefits of being a great firm to work for: an investigation from the employee perspective

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dc.contributorBeatty, Sharon E.
dc.contributorD'Souza, Giles
dc.contributorVincent, John B.
dc.contributor.advisorEllinger, Alexander E.
dc.contributor.advisorArmstrong, Craig E.
dc.contributor.authorButler, Timothy David
dc.contributor.otherUniversity of Alabama Tuscaloosa
dc.date.accessioned2017-03-01T17:08:32Z
dc.date.available2017-03-01T17:08:32Z
dc.date.issued2014
dc.descriptionElectronic Thesis or Dissertationen_US
dc.description.abstractIncreased competitive pressure for speed and innovation, global commoditization, and competition for talented workers has provided firms with greater incentives to assess and improve their human resource strategies with respect to attracting, motivating, and retaining employees. Consequently, many firms want to be perceived by employees as a great firm to work for. However, becoming perceived by employees as a great firm to work for requires a significant resource commitment. If firms are going to make this resource commitment, a relationship between being perceived by employees as a great firm to work for and firm performance should be clearly established. Extant academic studies about being a great firm to work for are generally approached from the managerial perspective. Studies that investigate being a great firm to work for from the employee perspective are more scarce. In order to develop a better understanding of the potential performance benefits of being perceived by employees as a great firm to work for, this study compares the performance of great firms to work for (as determined by employees) to their respective industry averages. Further, potential contextual factors that affect the strength of the relationship between being perceived by employees as a great firm to work for and firm performance are examined in order to identify the situations where devoting resources to being perceived by employees as a great firm to work for is more beneficial. Results support the existence of a relationship between being perceived by employees as a great firm to work for and several firm performance outcomes. In addition, some support for the moderating roles of contextual factors is found.en_US
dc.format.extent141 p.
dc.format.mediumelectronic
dc.format.mimetypeapplication/pdf
dc.identifier.otheru0015_0000001_0001548
dc.identifier.otherButler_alatus_0004D_11888
dc.identifier.urihttps://ir.ua.edu/handle/123456789/2004
dc.languageEnglish
dc.language.isoen_US
dc.publisherUniversity of Alabama Libraries
dc.relation.hasversionborn digital
dc.relation.ispartofThe University of Alabama Electronic Theses and Dissertations
dc.relation.ispartofThe University of Alabama Libraries Digital Collections
dc.rightsAll rights reserved by the author unless otherwise indicated.en_US
dc.subjectMarketing
dc.subjectManagement
dc.titlePerformance benefits of being a great firm to work for: an investigation from the employee perspectiveen_US
dc.typethesis
dc.typetext
etdms.degree.departmentUniversity of Alabama. Department of Management and Marketing
etdms.degree.disciplineMarketing
etdms.degree.grantorThe University of Alabama
etdms.degree.leveldoctoral
etdms.degree.namePh.D.
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