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Corola-publishinghouse/Administrative/900_a_2408

managementului, București, Ed. Economică. Ionescu, M.A. (2007a). "La globalisation et ses incidences sur la culture corporative", în Dobrescu P., Țăranu, A., Bârgăoanu, A. (ed.) Globalization and Policies of Deve-lopment, Bucharești, Ed. Comunicare.ro. Ionescu, M.A. (2007b), "The employer brand a challenge for human resources management", în Review of Management and Economical Engineering, vol, 6, no. 5, pp. 324-329. Ionescu, M.A. (2008a), " La responsabilité sociale corporative indicateur de l'innovation entrepreneuriale dans l'employer branding", Education, Research and Innovation

Brandingul de angajator by Mihaela Alexandra Ionescu [Corola-publishinghouse/Administrative/900_a_2408]
vol, 6, no. 5, pp. 324-329. Ionescu, M.A. (2008a), " La responsabilité sociale corporative indicateur de l'innovation entrepreneuriale dans l'employer branding", Education, Research and Innovation: Policies and Strategies, București, Ed. Comunicare.ro, pp. 401-408. Ionescu, M.A. (2008b), "Brandul de angajator. O soluție pentru conservarea loialității angajaților", Calitatea, nr. 6, pp. 33-36. Ionescu, M.A. și Stanciu, Șt. (2008), " Impactul și notorietatea brandului de angajator în lume și în România. O introducere critică", Revista de Management și Inginerie Economică

Brandingul de angajator by Mihaela Alexandra Ionescu [Corola-publishinghouse/Administrative/900_a_2408]
Research and Innovation: Policies and Strategies, București, Ed. Comunicare.ro, pp. 401-408. Ionescu, M.A. (2008b), "Brandul de angajator. O soluție pentru conservarea loialității angajaților", Calitatea, nr. 6, pp. 33-36. Ionescu, M.A. și Stanciu, Șt. (2008), " Impactul și notorietatea brandului de angajator în lume și în România. O introducere critică", Revista de Management și Inginerie Economică, vol. 7, nr. 2, pp. 45-56. Johnson, Ch. (2006), Stand for Something Stand out with your employer brand, http://www.shaker.com/in/sfs

Brandingul de angajator by Mihaela Alexandra Ionescu [Corola-publishinghouse/Administrative/900_a_2408]
Stanciu, Șt. (2008), " Impactul și notorietatea brandului de angajator în lume și în România. O introducere critică", Revista de Management și Inginerie Economică, vol. 7, nr. 2, pp. 45-56. Johnson, Ch. (2006), Stand for Something Stand out with your employer brand, http://www.shaker.com/in/sfs.html. Kapferer, J.-N. (2004), The New Strategic Brand Management, Londra și Philadelphia, Kogan Page. Keller, K.L. (2008), Building, Measuring and Managing Brand Equity, Upper Saddle River NJ, Pearson Prentice Hall. Kilman, R.H. și

Brandingul de angajator by Mihaela Alexandra Ionescu [Corola-publishinghouse/Administrative/900_a_2408]
introducere critică", Revista de Management și Inginerie Economică, vol. 7, nr. 2, pp. 45-56. Johnson, Ch. (2006), Stand for Something Stand out with your employer brand, http://www.shaker.com/in/sfs.html. Kapferer, J.-N. (2004), The New Strategic Brand Management, Londra și Philadelphia, Kogan Page. Keller, K.L. (2008), Building, Measuring and Managing Brand Equity, Upper Saddle River NJ, Pearson Prentice Hall. Kilman, R.H. și Saxton, M.J. (1983), The Kilman-Saxton Culture-Gap Survey, Organizational Design Consultants, Pittsburgh, PA. Kotler, Ph. și

Brandingul de angajator by Mihaela Alexandra Ionescu [Corola-publishinghouse/Administrative/900_a_2408]
Johnson, Ch. (2006), Stand for Something Stand out with your employer brand, http://www.shaker.com/in/sfs.html. Kapferer, J.-N. (2004), The New Strategic Brand Management, Londra și Philadelphia, Kogan Page. Keller, K.L. (2008), Building, Measuring and Managing Brand Equity, Upper Saddle River NJ, Pearson Prentice Hall. Kilman, R.H. și Saxton, M.J. (1983), The Kilman-Saxton Culture-Gap Survey, Organizational Design Consultants, Pittsburgh, PA. Kotler, Ph. și Pfoertsch, W. (2006), B2B Brand Management, Berlin, Ed. Springer. Kotler, Ph. (2002), Marketing Management

Brandingul de angajator by Mihaela Alexandra Ionescu [Corola-publishinghouse/Administrative/900_a_2408]
Kogan Page. Keller, K.L. (2008), Building, Measuring and Managing Brand Equity, Upper Saddle River NJ, Pearson Prentice Hall. Kilman, R.H. și Saxton, M.J. (1983), The Kilman-Saxton Culture-Gap Survey, Organizational Design Consultants, Pittsburgh, PA. Kotler, Ph. și Pfoertsch, W. (2006), B2B Brand Management, Berlin, Ed. Springer. Kotler, Ph. (2002), Marketing Management, Englewood Cliffs, New Jersey, Prentice-Hall. Kotter, J.P. (1990), A Force for Change: How Leadership Differs From Management, New York, The Free Press. Kuhn, Th. (1976), Structura revoluțiilor științifice, București, Ed. Științifică și

Brandingul de angajator by Mihaela Alexandra Ionescu [Corola-publishinghouse/Administrative/900_a_2408]
Mangold, W.G. (2004), "A conceptualization of the employee branding process", Journal of Relationship Marketing, 3. Mowday, R., Steers, R. și Porter, L. (1979), "The measurement of organizational commitment", Journal of Vocational Behavior, 14, pp. 224-247. Olins, W. (2006), Despre brand, București, Ed. Comunicare.ro. O'Rourke, J. (2003), Management communication. A Case-Analysis Approach, Person Education, New Jersey, Person Prentice Hall. Oprea, L. (2005), Responsabilitate socială corporatistă, București, Ed. Tritonic. Paton, N. (2006), Make your employer brand more about substance and

Brandingul de angajator by Mihaela Alexandra Ionescu [Corola-publishinghouse/Administrative/900_a_2408]
Olins, W. (2006), Despre brand, București, Ed. Comunicare.ro. O'Rourke, J. (2003), Management communication. A Case-Analysis Approach, Person Education, New Jersey, Person Prentice Hall. Oprea, L. (2005), Responsabilitate socială corporatistă, București, Ed. Tritonic. Paton, N. (2006), Make your employer brand more about substance and less about spin, http://www.management-issues.com/2006/8/24/research/make-your-employer-brand-more-about-substance-and-less-about-spin.asp. Paul, R.W. și Elder, L. (2002), Critical Thinking: Tools for Taking Charge of your Professional and Personal Life, Financial Times Prentice Hall

Brandingul de angajator by Mihaela Alexandra Ionescu [Corola-publishinghouse/Administrative/900_a_2408]
employerbrand.com/casestudies.asp?id=14. Robbins, S.P. și De Cenzo, D.A. (2004), Fundamentals of Management, Upper Saddle River, NJ, Pearson Prentice Hall. Rothacher, A. (2004), Corporate Cultures and Global Brands, USA: World Scientific Publishing Co. Ruch., W. (2002), Employer brand evolution: a guide to building loialty in your organization, http://www.versantsolutions. Sabău, G.L. (1999), Industria cunoașterii. Realitate mondială și europeană, Baia Mare, Ed. Fundației CDIMM Maramureș. Schaufeli, W. B. și Bakker, A. B. (2004), "Job demands, job resources, and their

Brandingul de angajator by Mihaela Alexandra Ionescu [Corola-publishinghouse/Administrative/900_a_2408]
J.-L. (2000), Managing across Cultures, UK, Prentice Hall. Stanciu, Șt. et al. (2003), Managementul resurselor umane, București, Ed. Comunicare.ro. Stanciu, Șt. și Ionescu, M.A. (2005), Cultură și comportament organizațional, București, Ed. Comunicare.ro. The Economist (2003), Employer brand survey awareness and definition, http://www.employerbrand.com/points detail.asp?id=2. Thorstein, V. (1970), The Theory of Leisure Case, Londra, Unwin Booke. Topping, P.A. (2002), Managerial Leadership, McGraw-Hill, Executives MBA Series. Universum Communication (2006), The Universum Employer Branding Survey

Brandingul de angajator by Mihaela Alexandra Ionescu [Corola-publishinghouse/Administrative/900_a_2408]
din+Romania www.coca-cola.ro www.europarl.europa.eu www.hr-romania.ro www.nokia.com http://www.advice-hr.ro Abstract Although intensely circulated in the fields of branding and human resources management from the international environment, the concept of employer brand from the point of view of the current stage of knowledge is insufficiently exploited. Indispensable as survival and development tool for the business and non-business companies, the employer brand presents a huge potential from the points of view of durable

Brandingul de angajator by Mihaela Alexandra Ionescu [Corola-publishinghouse/Administrative/900_a_2408]
human resources management from the international environment, the concept of employer brand from the point of view of the current stage of knowledge is insufficiently exploited. Indispensable as survival and development tool for the business and non-business companies, the employer brand presents a huge potential from the points of view of durable development, competitiveness and, strictly in the field of human resources management, from the perspective of diminishing workforce migration and personnel fluctuations, a potential unused at full power yet. Wally

Brandingul de angajator by Mihaela Alexandra Ionescu [Corola-publishinghouse/Administrative/900_a_2408]
degree of their mastery of high technology, but also on the High Touch type of culture (the more you need High Tech, the more you have to infuse more education to the people, to make them understand they represent the brand in front of the clients). This landscape presented by Olins obliges the companies to be very sensitive and to deploy employer brand strategies and policies which mean the improvement of personal and professional life quality, the betterment of the quality

Brandingul de angajator by Mihaela Alexandra Ionescu [Corola-publishinghouse/Administrative/900_a_2408]
the more you have to infuse more education to the people, to make them understand they represent the brand in front of the clients). This landscape presented by Olins obliges the companies to be very sensitive and to deploy employer brand strategies and policies which mean the improvement of personal and professional life quality, the betterment of the quality of community life, which is the hard core in the creation of the ethos of an employer brand. All of these, against

Brandingul de angajator by Mihaela Alexandra Ionescu [Corola-publishinghouse/Administrative/900_a_2408]
and to deploy employer brand strategies and policies which mean the improvement of personal and professional life quality, the betterment of the quality of community life, which is the hard core in the creation of the ethos of an employer brand. All of these, against the background stating that the employer brand requests, above all, that the reality within the organisation be the same as the transmitted image (an issue which implies a very good management of the peple). In some

Brandingul de angajator by Mihaela Alexandra Ionescu [Corola-publishinghouse/Administrative/900_a_2408]
improvement of personal and professional life quality, the betterment of the quality of community life, which is the hard core in the creation of the ethos of an employer brand. All of these, against the background stating that the employer brand requests, above all, that the reality within the organisation be the same as the transmitted image (an issue which implies a very good management of the peple). In some places of the field literature and of the practice, the employer

Brandingul de angajator by Mihaela Alexandra Ionescu [Corola-publishinghouse/Administrative/900_a_2408]
requests, above all, that the reality within the organisation be the same as the transmitted image (an issue which implies a very good management of the peple). In some places of the field literature and of the practice, the employer brand has more of the air of being a new subtle instrument for hidden advertising, or of belonging to the involvement of some altruistic corporations in a project aimed at caring for the employees and for the common good. The employer

Brandingul de angajator by Mihaela Alexandra Ionescu [Corola-publishinghouse/Administrative/900_a_2408]
has more of the air of being a new subtle instrument for hidden advertising, or of belonging to the involvement of some altruistic corporations in a project aimed at caring for the employees and for the common good. The employer brand is also perceived as a stratagem for recruiting the best and retaining them in the organisation or, simply put, to reeducate them in the spirit of the company. However, employer branding represents, in essence, much more than that. Built on

Brandingul de angajator by Mihaela Alexandra Ionescu [Corola-publishinghouse/Administrative/900_a_2408]
branding represents, in essence, much more than that. Built on the conjunction between marketing (to help the recruiting process in companies), public relations and communications (to be promoted with the aim of creating an image of favoured employer), the employer brand is a concept accurately expressing the complex approaches of the contemporary companies. The employer brand is not constructed ex nihilo. The ideas from which it originates are already verified in the economic competition and applied to the organisation-employer. Which are

Brandingul de angajator by Mihaela Alexandra Ionescu [Corola-publishinghouse/Administrative/900_a_2408]
help the recruiting process in companies), public relations and communications (to be promoted with the aim of creating an image of favoured employer), the employer brand is a concept accurately expressing the complex approaches of the contemporary companies. The employer brand is not constructed ex nihilo. The ideas from which it originates are already verified in the economic competition and applied to the organisation-employer. Which are, though, the circumstances pushing the experts to operate these translations and to reinvent integrated solutions

Brandingul de angajator by Mihaela Alexandra Ionescu [Corola-publishinghouse/Administrative/900_a_2408]
surpass the competition, to reduce costs, to increase market-share and profit. On this background, the paradigm of rebranding the fields of knowledge and, implicitly, the businesses is activated. This happens more acutely in the last years, the concept of employer brand diffusing in the language and practice of the experts (especially those in the human resources field), vastly due to to consultants such as Versant (USA) or to magazines like People in Business in Great Britain. However, it is interesting that

Brandingul de angajator by Mihaela Alexandra Ionescu [Corola-publishinghouse/Administrative/900_a_2408]
this situation significantly changed as late as 2003, either. The notoriety and understanding of the concept had not reached substantial levels. A research conducted by The Economist has shown that in the United Kingdom, the originating country of the employer brand concept, regarding awareness, the employer brand had the lowest percentage among all the investigated countries (36%). The other percentages of the study are as follows: 38% in continental Europe, 42% in USA and 48% in the Asian-Pacific region**. Furthermore, only

Brandingul de angajator by Mihaela Alexandra Ionescu [Corola-publishinghouse/Administrative/900_a_2408]
as 2003, either. The notoriety and understanding of the concept had not reached substantial levels. A research conducted by The Economist has shown that in the United Kingdom, the originating country of the employer brand concept, regarding awareness, the employer brand had the lowest percentage among all the investigated countries (36%). The other percentages of the study are as follows: 38% in continental Europe, 42% in USA and 48% in the Asian-Pacific region**. Furthermore, only 62% of the interviewed persons, representing

Brandingul de angajator by Mihaela Alexandra Ionescu [Corola-publishinghouse/Administrative/900_a_2408]
36%). The other percentages of the study are as follows: 38% in continental Europe, 42% in USA and 48% in the Asian-Pacific region**. Furthermore, only 62% of the interviewed persons, representing human resources departments, had heard of the term "employer brand". In 2006, the statistics are betrer, showing an increase in notoriety. A 2006 study by Bernard Hodes Global Network, including 487 companies throughout the world and aiming to find the way employer branding is viewed, as well as to investigate

Brandingul de angajator by Mihaela Alexandra Ionescu [Corola-publishinghouse/Administrative/900_a_2408]