Employees-as-customers : Coupling the employee value proposition and millennials' experience in the construction of the internal brand
Yacine, Leyla (2021)
Yacine, Leyla
2021
Master's Programme in Leadership for Change
Johtamisen ja talouden tiedekunta - Faculty of Management and Business
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Hyväksymispäivämäärä
2021-03-16
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:tuni-202102172132
https://urn.fi/URN:NBN:fi:tuni-202102172132
Tiivistelmä
Employee experience has become a prior concern for organizations, especially since the Covid crisis has compelled them to entirely rethink their ways of working in a strategic restructuration of their workforce. Employee experience goes beyond simple engagement because it is its very source: employees engage with their work through their experiences of what the employer intends to offer them, that is, the employee value proposition (EVP). In this sense, considering employees as customers is necessary to make them feel valued and provides them with meaning at work. The employees-as-customers (EAC) view to human resource management (HRM) shifts the perception of employees from mere human resources to individuals, whose needs, demands, preferences and aspirations should be addressed. This study explores how the EAC approach to HRM can help an organization to better its offering for millennial employees. It addresses the lack of research on millennial experience per se by considering them as internal customers, whose needs and demands must be addressed effectively via the intended internal brand.
The abductive research design conflated literature from the HRM, internal marketing and service design fields to build the empirical framework for the case company, Hilti. The investigation and comparison of the intended internal brand and millennial employees’ experience leveraged the transfer of marketing concepts to HRM.
The conduct of this research resulted in the emergence of EVP dimensions, which outline the value intended for employees by the employer, notably: 1) the facilitation of self-development and professional growth, 2) providing a safe, fair and responsible work environment, 3) social and informational value within and across teams, 4) recognition, rewards and benefits. The amalgamation of the EVP dimensions and the official values of the case organization crystallized the intended internal employer brand. The latter was then put in perspective with its experience by millennial employees to seize the internal brand’s perceived value and how it affects employee loyalty. Though Hilti’s approach to HRM already followed a people orientation, the EAC view to HRM fostered the suggestion of points of improvement for greater employee experience, based on the comparison of the findings with both parties to the employment contract.
This study contributes to research on EVP, internal branding and employee experience. It integrates the means-end chain model adapted to employer brand choice with customer models of value creation to understand how the EAC view can be adopted in the world of HRM and pave the way towards employee experience co-creation by the employer and their employees. It brought in new information as regards to 1) theory on EVP and its construction, internal branding, and the EAC paradigm; 2) the definition and construction of the internal brand; 3) the suitability of two models of customer value creation to evaluate employee experience; 4) and, the co-creation of employee experience at an organizational level, condensed into a framework. This study also confirms previous findings on the millennial segment in the workplace. Finally, this study underscores the relevance, suitability and significant role of the EAC view to HRM in organizations willing to attract, satisfy and retain their workforce and, thus, thrive now and in the future.
The abductive research design conflated literature from the HRM, internal marketing and service design fields to build the empirical framework for the case company, Hilti. The investigation and comparison of the intended internal brand and millennial employees’ experience leveraged the transfer of marketing concepts to HRM.
The conduct of this research resulted in the emergence of EVP dimensions, which outline the value intended for employees by the employer, notably: 1) the facilitation of self-development and professional growth, 2) providing a safe, fair and responsible work environment, 3) social and informational value within and across teams, 4) recognition, rewards and benefits. The amalgamation of the EVP dimensions and the official values of the case organization crystallized the intended internal employer brand. The latter was then put in perspective with its experience by millennial employees to seize the internal brand’s perceived value and how it affects employee loyalty. Though Hilti’s approach to HRM already followed a people orientation, the EAC view to HRM fostered the suggestion of points of improvement for greater employee experience, based on the comparison of the findings with both parties to the employment contract.
This study contributes to research on EVP, internal branding and employee experience. It integrates the means-end chain model adapted to employer brand choice with customer models of value creation to understand how the EAC view can be adopted in the world of HRM and pave the way towards employee experience co-creation by the employer and their employees. It brought in new information as regards to 1) theory on EVP and its construction, internal branding, and the EAC paradigm; 2) the definition and construction of the internal brand; 3) the suitability of two models of customer value creation to evaluate employee experience; 4) and, the co-creation of employee experience at an organizational level, condensed into a framework. This study also confirms previous findings on the millennial segment in the workplace. Finally, this study underscores the relevance, suitability and significant role of the EAC view to HRM in organizations willing to attract, satisfy and retain their workforce and, thus, thrive now and in the future.
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