MINISTRY OF EDUCATION AND TRAINING THE STATE BANK OF VIET NAM BANKING UNIVERSITY OF HO CHI MINH CITY TRIEU DOAN NGAN DAO EFFECT OF EMPLOYER BRANDING ON JOB APPLICATION DECISIONS OF FRESH GRADUATES IN[.]
INTRODUCTION
Research neccessity
Fresh graduates today prioritize not only salary but also the quality of training and development programs when making job application decisions Employer branding plays a crucial role in conveying the benefits of employment to potential candidates, as noted by Ambler and Barrow (1996) This branding helps prospective employees distinguish between different employers, influencing their decision-making process The information they gather about an employer shapes their perception of the organization's brand image.
In today's competitive labor market, attracting and retaining talent is a top priority for organizations, making employer branding a crucial element in drawing in the right human resources that align with strategic goals A well-executed employer branding strategy not only helps build a sustainable brand image but also serves as a competitive advantage To establish a strong and lasting employer brand, companies must understand the factors that influence career decision-making and the impact of employer branding on attracting suitable talent This paper aims to explore the employer branding factors that influence job application decisions among fresh graduates in Ho Chi Minh City, focusing on retail enterprises.
Research objectives and questions
To research the influence of the employer branding factors on the job application decisions of fresh graduates into enterprises in the retail industry in Ho Chi Minh City
- To identify the employer branding factors that affect the application decisions of recent graduate students into companies in the retail industry
- To evaluate and measure the effect of employer branding factors on job application decisions of recent university graduates
- To propose managerial implications supporting the firms in the retail industry to improve their employer branding to attract talented candidates
- What are the factors of employer branding which affect the decisions to apply for a job in retail industry of fresh university graduates?
- How are these factors influencing the job application decisions of new graduates into the retail enterprises?
- What are the managerial implications that can be concluded from this study for the retail firms to attract the talent among the graduate students?
Research scopes and subjects
Fresh graduates are individuals who have recently completed their university or college education, typically characterized by having less than two years of professional experience This research specifically targets this demographic group.
- Final year students preparing for graduation;
- Graduated having less than 01 years of working experience;
- Graduated having less than 02 years of working experience
This study focuses on the key factors of employer branding that affect the job application choices of recent university graduates To achieve this, the author conducts a survey among fresh graduates with less than two years of work experience who aspire to work in the retail sector in Ho Chi Minh City.
Research methodology
This study employs both quantitative and qualitative research methods For the qualitative aspect, the author develops a questionnaire based on previous research In the quantitative phase, a non-probability sampling method with an accidental sampling design is utilized to gather data Respondents complete the questionnaire, answering all questions based on their experiences using a 1–5 Likert-type scale.
1 for ―strongly disagree‖ to 5 for ―strongly agree‖.
Expected contributions
- Provide a comprehensive, reliable and comprehensive source of information for employer branding activities of retail enterprises
- Research results help businesses identify the level of employer branding effect on job application decisions of fresh graduates
- The research model is constructed basing on the previous research hypotheses and research model about the effect of employer branding on career making-decision
So the result of this research will contribute to the consolidation of previous research
- The experience gained during the research process is the basis for the completion and implementation of research activities on the impact of employer branding in future researches.
Thesis structure
Besides table of contents and references, this thesis has five chapters
This chapter provides an overview of the research by outlining the research problems, highlighting the necessity of the study, defining the research subject, detailing the research contributions, and stating the research objectives These elements collectively establish a foundation for the research content and prepare for the exploration of the theoretical background in the subsequent chapter.
Chapter two explores the concept of employer branding, highlighting its key factors, application process, theoretical models, and previous research These foundational theories support the proposed research model examining how employer branding influences the job application decisions of recent graduates targeting retail firms.
Chapter three provides information about the research methodology including the research design, samples collection and statistical data analysis technique
This chapter presents the research findings derived from data analysis conducted using SPSS 20 software It encompasses six key areas: a description of the sample, statistics for nominal scales, descriptive statistics for ordinal scales, reliability statistics for both dependent and independent variables, factor loading analysis for the independent variables, and dependent variable, as well as coefficients analysis of the independent variables, ultimately interpreting the significance of the research results.
Chapter five presents a summary of the research findings and outlines governance implications aimed at enhancing employer branding for retail companies to attract a larger pool of candidates Additionally, this chapter addresses the limitations of the research conducted.
Conclusion
This chapter outlines the importance of the research, defines the objectives and questions to address the research problem, and provides an overview of the research methods employed in the study, which will be elaborated on in Chapter 3 Additionally, it offers a concise overview of the thesis structure.
LITERATURE REVIEW
Important concepts
There are many ways to understand the concept of branding First of all, the term
Branding, a term that emerged in marketing in 1922, refers to a trade or proprietary name, as defined by Stern (2006) Woodside and Walser (2007) describe "brand" as a comprehensive concept encompassing retail firms, physical products, and services Initially, as noted by Bastos and Levy (2012), branding began as a signifier to identify objects and evolved into a method of naming Schneider (2003) further defines a brand as a combination of names, terms, signs, symbols, or designs intended to identify and differentiate the goods and services of one seller or group from those of competitors.
Every employer has a brand, but not all effectively engage in branding to stand out as an employer The goal of employer branding is to present a positive and appealing image to both current and prospective employees Additionally, it is a key reputational factor that contributes to a competitive advantage There are various definitions of employer branding that highlight its significance.
In 1996, Ambler and Barrow introduced "employer branding" to human resource management, defining it as the combination of functional, economic, and psychological benefits associated with employment at a company This concept incorporates marketing techniques aimed at recruiting and retaining talent The Conference Board (2001) described the employer brand as the company's value system and policies that attract and motivate employees Backhaus and Tikoo (2004) emphasized the importance of differentiating a firm's employment characteristics from competitors, highlighting unique employment offerings Barrow and Mosley (2011) noted that employer branding reflects a corporation's image and reputation as an employer, along with its value proposition In 2011, Martin et al defined employer brand as recognition for providing a high-quality employment experience and a distinctive organizational identity that employees value and promote Kucherov and Zavyalova (2012) characterized the employer brand as the qualitative features of a company that create a positive image and distinguish it in the labor market Additionally, Lane (2016) noted that employer branding encompasses the principles and practices that shape a company's reputation and image among current and potential employees.
Employer branding and HR marketing are crucial for addressing recruitment and retention challenges in modern organizations (Martindale, 2010) It is a vital component of long-term corporate strategy, as companies aim to shape the perceptions and awareness of both current and potential employees (Stuss & Herdan, 2017) Furthermore, effective marketing and employer branding can create new opportunities and drive changes within these domains (Urbancová & Hudáková, 2017) According to Ritson (2002), employer branding offers several advantages, including reduced employee acquisition costs, enhanced employee relations, improved retention rates, and the ability to offer lower salaries compared to firms with weaker employer brands.
(2005) mentioned that corporations had ‗high employer brand value‘ were perceived by potential employees as more attractive than those with lower employer brand value
Retail businesses within distribution channels are experiencing significant growth due to increased association and integration, which enhances their negotiating power (Santos-Requejo & González-Benito, 2000) According to Ayers and Odegaard in "Retail Supply Chain Management" (2019), retail refers to final sales primarily to non-business customers, although businesses also engage in purchases at retail outlets This creates two primary transaction types in retail: business-to-customer (B2C) and business-to-business (B2B) The position of retail enterprises in the supply chain is illustrated in Figure 2.1.
Figure 2.1 The supply chain model
In this research, the retailer is identified as an original equipment manufacturer (OEM), with suppliers, manufacturers, and distributors forming the buy side of the supply chain, while customers represent the sell side Retailers acquire products from distributors or manufacturers and subsequently sell them to customers, generating profit calculated as (sale price - purchase price) * quantity sold Various types of retailers employ distinct sales techniques to cater to different consumer demographics, including department stores, grocery stores, supermarkets, warehouse retailers, specialty or outlet retailers, convenience retailers, and internet or mobile retailers.
Supplier Manufacturer Distributor Retailer Customer
Retailers possess four key characteristics that define their role in the market They offer a diverse range of products, allowing customers to select from various options Additionally, retailers purchase goods in bulk from manufacturers or distributors and break them down into smaller, more consumable sizes They maintain inventory nearby to provide convenience for customers and enhance product value through added services To succeed, retailers must excel in three critical areas: identifying a specific niche or market segment with growth potential, and designing an effective retail format tailored to their target market.
Fresh graduates are viewed as valuable potential employees by employers, bringing new ideas and knowledge that can significantly contribute to a company's growth While there are various definitions of fresh graduates, a common understanding is that they are individuals who have completed their undergraduate or postgraduate degrees and are entering the workforce for the first time According to Cabellero and Walker (2010), fresh graduates are those who have recently graduated and are beginning their professional careers Borghans and Golsteyn (2012) describe them as college graduates with up to three years of work experience, while Anas and Hamzah (2020) define fresh graduates as entry-level employees who have been employed for less than two years.
Mansor et al (2014) found that many companies struggle to recruit fresh graduates due to time constraints Students often find themselves busy with assignments and extracurricular activities, which prevents them from applying for job vacancies that require the preparation of necessary documentation to be sent to potential employers.
Theoretical models and the previous studies
This section explores key theoretical frameworks, including the Theory of Reasoned Action (TRA) and the Theory of Planned Behavior (TPB), alongside career decision-making models and the overall process involved in making career choices Additionally, the author will formulate research hypotheses and develop a model grounded in relevant prior studies.
2.2.1.1 Theory of Reasoned Action (TRA)
Figure 2.2 The Theory Reasoned of Action Model
The theory of reasoned action posits that individuals act rationally, considering available information and the consequences of their actions According to Fishbein and Ajzen (1977), a person's intention is influenced by two key factors: personal evaluations and social influences The personal factor refers to the individual's attitude toward the behavior, which can be either positive or negative, based on their beliefs about the performance of that behavior.
Behavioral beliefs underpin a person's attitude toward a specific behavior, influencing their intention to engage in that behavior Individuals are more likely to intend to perform a behavior when they view it positively and believe that important others expect them to do so The second key factor is the perception of social pressures, known as the subjective norm, which reflects the perceived expectations from others regarding the behavior Normative beliefs, which form the basis of the subjective norm, indicate that a person who believes that significant referents expect compliance will feel a social pressure to act accordingly.
2.2.1.2 Theory of Planned Behaviour (TPB)
Ajzen's (1985) theory of planned behavior (TPB) builds upon the earlier theory of reasoned action by Ajzen and Fishbein (1977), emphasizing that an individual's intention to engage in a specific behavior significantly affects their actual behaviors The TPB identifies three distinct factors that independently influence behavioral intentions.
The first key factor influencing behavior is an individual's attitude, which encompasses their positive or negative evaluation of performing that behavior The second factor is the subjective norm, representing the perceived social pressure to engage in the behavior The third factor, perceived behavioral control (PBC), relates to an individual's sense of control over their ability to perform the behavior, informed by past experiences and expected challenges Lastly, personal or moral norms also play a significant role in shaping intentions and behaviors.
Figure 2.3 The Theory of Planned Behaviour Model
2.2.1.3 The career decision making model
Hilton (1962) identified career decision-making as an inherently flawed process, outlining five distinct models: the attribute-matching model, need-reduction model, problem gain model, social structure model, and complex information processing model A summary of the characteristics of these models is presented in Table 2.1.
Table 2.1 Summary the conceptions of career decision-making process Model Characteristics
- The simplest form of making career decision
- Implicited in this personality-and-factor approach, which emphasized individual differences and how they could impact the process of employment choice
The candidate began by identifying and listing his personal attributes He then evaluated the necessary qualities for successful adaptation in various job roles, ultimately selecting employment requirements that aligned closely with his own strengths.
The need - The approach to career development associated with dynamic attitude toward the behaviour
Intention Behaviour reduction model personality theory, which goal was to reduce need tension
The candidate actively pursued job opportunities that aligned with their personal needs, demonstrating varying levels of self-awareness They evaluated their own requirements and assessed the potential of different alternatives to fulfill those needs effectively.
- This model provided a basis for comparing the attractiveness of different ones, namely their drive-reducing perspective
- The candidate faced many alternatives, and each of these had certainly outcomes that had a positive value to his/her Besides that, these alternatives had a certain probability of happening
- The model emphasized that the mobility provided and the limits imposed by the many social structures through which an individual's career carried him
- The candidate evaluated what outcomes he/she valued the most and the entrance requirements that he thought these enough to pay
The complex information processing model
- The individual faced multitudinous behavioural alternatives and self- limited capacity to handle information about ones that limited the rationality of decision-making
- The candidate could search for those outcomes which were satisfactory and searched for a behavioural alternative
In their 1975 research "Job Choice and Post Decision Dissonance," Lawler and colleagues utilized expectancy theory to analyze job selection They identified two key components: Effort to Performance expectancy, which reflects the likelihood of successfully obtaining a job, and Performance to Outcome expectancy, which indicates the chances of achieving desirable results, such as high pay or personal growth, from that job The theory posits that the appeal of a behavior is shaped by both the desirability of the outcomes and the probability of achieving them To evaluate the attractiveness of a behavior, the Performance to Outcome probabilities are multiplied by the Valence of each outcome, and the resulting products are summed.
The final step in the expectancy model, therefore, combining the E to P expectancy with the attractiveness of the behavior Thus,
Motivation to Perform the Behavior = (E -> P) (Attractiveness of Behavior)
The prediction of the expectancy theory was that in a choice situation individuals would perform the behaviour which had the highest score when attractiveness and E ->
P are combined The job choice process illustrated in the figure 2
Figure 2.4: The Job Choice process
Source: Lawler III, E E., Kuleck Jr, W J., Rhode, J G., & Sorensen, J E (1975)
The job search process begins with individuals exploring various recruitment sources to find suitable job vacancies After identifying appealing opportunities, they select positions to apply for based on their likelihood of success and attractiveness Upon receiving job offers, candidates choose the company with the most appealing offer Notably, applicants often apply to multiple jobs simultaneously, allowing them to explore various options without having to limit themselves to a single choice This approach aligns with expectancy theory, which examines how people make decisions among competing alternatives.
Application for Jobs with the Highest (E->P) Attractiveness
Select Job that is most Attractiveness Highest
2.2.1.5 The Model of Career Decision Making for College Students
Harren (1979) described a decision-making model as a psychological process involving the organization of information, consideration of alternatives, and commitment to a specific course of action The research identified four interrelated parameters that influence this process: Process, Characteristics, Tasks, and Conditions.
The decision-making model consists of a four-stage process: awareness, planning, commitment, and implementation Each stage addresses various concerns and issues, prompting candidates to engage in both covert and overt behaviors to resolve them This sequential approach guides individuals in making and executing their career decisions effectively, as illustrated in Figure 5.
Figure 2.5: The career decision-making process
Each stage of this process was characterized in the table 2.2:
Table 2.2 Summary the characteristics of career decision-making process
- The candidate gave attention to the present self in situation and expanded one‘s time perspective to include part of the past and the future in one‘s psychological present
- Many specific aspects of self in situtation were: consideration of the consequences (costs and benefits) of one‘s present course of action; one‘s degree of self-confidence in decision making…
- If the individual had dissatisfaction results from this appraisal of the self-in-situation, he/she wo4uld recognize a need to explore
Awareness Planning Commitment Implementation alternatives and transition into the next stage
This stage was characterized by an alternating, expanding and narrowing process of exploration and crystallization
The expanding aspect involves seeking information about the Task and the Self-Concept related to it This information is processed subjectively by the individual, leading to reactions based on internal criteria that differ in clarity and concreteness Additionally, the level of confidence with which a person adheres to these criteria also varies.
The narrowing process indicates that an individual may struggle to finalize their decision, leading them to shift towards Commitment To successfully navigate this transition, the individual requires additional information about available alternatives or clearer, more confident criteria that reflect their value priorities and how these relate to the options at hand.
This alternating expanding-narrowing process continues until the individual began to settle upon a specific alternative and made the transition into the next stage
- This stage was first a private, subjective belieft or opinion, and a
―trying-out-on-others‖ process for feedback, with gradual progression from reversibility to irreversibility
The individual first communicated their commitment to others, receiving positive feedback that boosted their confidence This commitment was then integrated into their self-concept, leading to the development of detailed implementation plans These plans included specific action steps, contingency strategies, and a proactive search for necessary information Subsequently, the individual engaged in a "bolstering" process to reaffirm their commitment.
- If the individual did not carry out both activities planning and bolstering, he/she would revoke the Commitment stage and regress to the previous stages of the Process
- This stage is determined by environmental circumstances
- The individual was introduced into the new context, then reacted to it, and finally was become a part of this context This stage had three subaspects: Conformity, Autonomy and Interdependence
- In Conformity, the person experienced a high need for social approval and acceptance, and subordinated or inhibited one‘s own needs-values-goals accordingly.
- In Autonomy, these needs were asserted and exaggerated
- In Interdependence, they were adaptively modulated and merged into a reciprocal and mutual interaction with others, representing a dynamic balance, or equilibrium, of self and context.
- If the success and satisfaction outcomes were consistently low, the individual would revoke the decision being implemented and would recycle through the Process as new alternatives were considered.
2.2.2.1 The research “Factors influencing the job search and job selection in students of Generation Y in the Czech Republic in the employer branding context”
Research hypotheses and the research model
The size of an organization, characterized by factors such as employee count, revenue, and number of locations, plays a crucial role in differentiating companies like A and B Larger companies tend to attract more candidates in the recruitment market, as noted by Sheard (1970) Additionally, they often possess a stronger employer brand compared to smaller organizations, as supported by research from Franca & Pahor (2012), Lievens et al (2001), and Rynes, Bretz & Gerhart.
1991) On the other hand, the small-sized organization had less instrumental in accomplishing extrinsic rewards like salary (Greenhaus, Sugalski and Crispin, 1978)
So the candidate preferred to apply for a large and growing company because the candidate thought he or she could get assured and better salaries (Franca and Pahor,
Hypothesis 1: Organizational size has a positive effect on job application decision-making of fresh graduates
Compensation and benefits, including salary, bonuses, and incentives, play a crucial role in influencing job-related decisions for applicants Research by Saini et al (2014) highlights that monetary benefits significantly impact candidates' choices, making organizations stand out from competitors (Bretz, Ash, & Dreher, 1989) and attracting potential employees (Cable & Judge, 1994; Gerhart & Milkovich, 1990) Ash and Bendapudi (1996) emphasize that organizations leverage benefits to attract and retain talent, while Terjesen, Vinnicombe, and Freeman (2007) found that salary is particularly appealing to Generation Y graduates Furthermore, Weathington (2008) notes that benefits are key factors in workplace decisions and significantly enhance employer attractiveness Ultimately, Saini and colleagues assert that companies offering highly valued benefits can greatly influence candidates' job application decisions.
Hypothesis 2: Compensation and benefits have a postive impact on job application decisions of fresh graduates
Training and learning opportunities significantly influence job application decisions among potential candidates Research by Terjesen et al (2007) highlights that training and development are among the top organizational attributes attracting final-year university students in the UK to management trainee positions These opportunities not only enhance employability but are also crucial for retaining employees across all age groups, as emphasized by Rhebergen and Wognum (1997) and Armstrong-Stassen and Templer.
According to Cable and Graham (2000), organizations can attract prospective candidates by offering development opportunities Judge et al (2000) demonstrated a link between an organization's development potential and employee satisfaction Additionally, Saari and Judge (2004) found that perceived opportunities for development and promotion are positively correlated with employee satisfaction.
Hypothesis 3: Training and development opportunities have a positive effect on job application decisions of fresh graduates
Corporate reputation encompasses various factors such as financial performance, company size, media exposure, advertising spending, and industry type (Cable & Graham, 2000) In the context of job seekers, employer reputation reflects their perceptions of the public's emotional assessment of an organization This reputation is shaped by the familiarity and image of the employer, which also affects the employer's image and the organization's ability to attract talent (Cable & Turban, 2001).
Research indicates that a strong corporate reputation significantly aids employers in attracting prospective candidates, particularly among university students who consider a company's status when selecting potential employers The reputation of a firm, in relation to its competitors, plays a crucial role in an organization's ability to recruit fresh graduates effectively.
Furthermore, there were many studies identified the relationship between organization‘s reputation and intentions to apply for a job As mentioned by Edwards
(2010), if an organization had a good reputation, there would increase in the number job applications of prospective applicants According to Roper and his colleagues
Research from 2013 indicates that fresh graduates' positive perceptions of an organization significantly influence their intentions to apply for jobs there The study confirmed a strong correlation between high corporate reputation and potential employees' willingness to seek employment Additionally, a company's reputation as an employer plays a crucial role in shaping application decisions, with organizations boasting higher reputations being more appealing compared to those with low or no reputation (Cable & Turban, 2001, 2003).
Hypothesis 4: Corporate reputation has a positive impact on job application decisions of fresh graduates
Word of mouth refers to the interactions between current employees and their social circles, as defined by Dowling (2001) Edwards (2010) highlights that positive recommendations from current or former employees indicate the internal strength of an employer's brand, as these individuals have firsthand experience of the promises made by the employer In contrast, job seekers primarily perceive these promises through the employer branding efforts presented in job offerings.
Research indicates that word of mouth significantly influences job application decisions among potential candidates Higgins (2001) notes that when candidates lack detailed information about organizations and view their job choices as crucial and emotional, they often seek insights from their social circles Additionally, Collins and Stevens (2002) found that a higher number of employees in an organization enhances the likelihood of positive word of mouth, which plays a crucial role in applicants' intentions to apply Prospective applicants tend to prioritize information from credible sources, such as friends and family, when making job decisions (Van Hoye and Lievens, 2007, 2009) Saini (2019) further emphasizes that endorsements from current and former employees regarding an organization as an employer of choice serve as a vital indicator of the organization's internal employer brand strength.
Numerous studies indicate that external sources significantly influence an applicant's decision to join a company, with fresh graduates often finding information from non-organizational individuals more credible than that from company representatives (Fisher, Ilgen, & Hoyer, 1979) Positive external feedback about a company increases the likelihood of job offer acceptance among graduates Additionally, word-of-mouth communication operates independently of formal recruitment efforts, with graduates' perceptions of organizational attractiveness being heavily swayed by social influences (Van Hoye & Lievens, 2007) Negative word-of-mouth can adversely affect recruitment advertising outcomes, while early positive employment information from trusted sources correlates with enhanced organizational attractiveness and application intentions (Van Hoye & Lievens, 2009).
Hypothesis 5: Positive Word of Mouth has positive impact on job application decision-making of fresh graduates
The proposed research hypotheses are summarized and shown in table 2.6:
Table 2.5 Summary the research hypotheses
H1 Organizational size has a positive effect on job application decision-making of fresh graduates
H2 Compensation and benefits have a postive impact on job application decisions of fresh graduates
H3 Training and development opportunities have a positive effect on job application decisions of fresh graduates
Compensation and benefits Training and development
H4 Corporate reputation has a positive impact on job application decisions of fresh graduates
H5 Positive Word of Mouth has positive impact on job application decision- making of fresh graduates
Conclusion
This chapter summarizes key concepts related to the research topic, including the Theory of Planned Behavior (TPB) and the Theory of Reasoned Action (TRA), as well as various career decision-making models It also reviews relevant previous studies to identify employer branding factors that influence job application decisions The author formulates five research hypotheses and develops a research model focused on how these employer branding factors affect the job application decision-making process of fresh graduates.
METHODOLOGY
Process of research
The research is conduct through 2 main stages:
- Qualitative research to explore, adjust and supplement the model of employer branding‘s factors affecting job application decision-making of Ho Chi Minh City fresh graduates
- Quantitative research to test both the model and the research hypotheses
The research process is conducted as follows:
- Step 1: Identify the research objective
- Step 2: Identify theoretical model from theoretical basis and relevant previous researches
- Step 3: Qualitative research through reference and analysis relevant previous researches to modify suggested theoretical model to suitable for research objective and scope
- Step 4: Build the research model
- Step 5: Identify the scales for the research model
In Step 6, a quantitative research approach is implemented through a questionnaire survey The author develops a research model and scale derived from qualitative research findings, leading to the creation of a preliminary questionnaire This is followed by a formal questionnaire survey, with the results analyzed using SPSS software to generate a comprehensive report on the research process.
- Step 7: Synthesis report and propose implications
Qualitative research
The author develops observed variables by referencing, synthesizing, and analyzing existing theories and studies However, since the initial variables do not align with the research focus on fresh graduates seeking employment in retail firms, the author modifies and enhances these variables to ensure their relevance to the specific research subject and scope.
The author undertakes qualitative research to develop a model that identifies employer branding factors affecting fresh graduates' job application decisions This research is carried out in two distinct phases.
The first step in this research involves reviewing existing studies on the impact of employer branding factors on job application decision-making The author then synthesizes and selects relevant survey questions tailored to the research objectives, making necessary adjustments to ensure they align with the research conditions and scope Subsequently, a research model is developed to examine how employer branding factors influence the job application decisions of fresh graduates in Ho Chi Minh City, incorporating 23 observed variables across five key factors: Organizational Size, Compensation and Benefits, Training and Development, Corporate Reputation, and Word of Mouth The foundational research questions are detailed in Appendix 1, following which the author designs the questionnaire.
- Step 2: Designing questionnaire: the questionnaire is design to include 2 parts: Part 1: The question is design to collect personal information and classify the participants
Part 2: The questions is design to collect the evaluation of fresh graduates about the effect of employer branding on job application decision-making
The author uses the completed questionnaire to conduct preliminary survey about
10 people to check the clarity of the questionnaire and the information collected After being adjusted, the official questionnaire is sent to survey This study needs minimum
130 samples, so author‘s target is to collect more than 200 samples to obtain appropriate survey results These results are used for quantitative research (The survey questionnaire is shown in Appendix 2)
A preliminary survey involving 10 respondents reveals that the job application decision-making process for fresh graduates in Ho Chi Minh City is influenced by several key factors: organizational size, compensation and benefits, training and development opportunities, corporate reputation, and word of mouth These components collectively shape the decision-making scales for job applications among recent graduates.
1 I prefer to work in a large company
2 I prefer to apply for a multinational company
3 I consider the office infrastructure when I choose a company to apply to
4 When I apply for job, I consider about the starting salary
5 When applying for a job, I am interested in the benefits that the company offers to the employee
6 When applying for a job, I am interested in the quantity of annual paid day leaves that the company offers to the employee
7 When applying for a job, I am interested in bonuses and incentives that the company provide for the employee
8 I prefer to apply for a company that creates opportunities for employees to learn and develop new skills
9 I prefer to apply for an organization that has equal and good promotion opportunities for all employees
10 I prefer to apply for a company having a heavy invesment in the training and development of their employees
11 I prefer to apply for an organization that I can apply what was learned at university
12 The corporate having a good reputation attracts me
13 I want to apply for a company that has a good reputation amongst friends
14 I prefer to make a apply for a company which is reward as ―Best place to work‖
15 I want to work for a firm that I have heard a lot of good things about this firm
16 I prefer to work for a company considered socially responsible organization
17 I prefer to apply for an organization considered innovative employer – applying new work practices and ideas
18 I usually look for reviews, information about the company that I apply for in social media
19 E-wom provides me with detailed information about the company and job
20 Reading the reviews of the organization‘s current or former employees can influence my job application decision-making
21 I will apply for a company which referred by somebody I trust
22 I prefer to apply for the organization where a lot of alumni from my university go to work for
23 The online review, comment about the experience at the workplace which is posted in social media is credible
- Additionally, the scales of Job Application Decision-making component
24 These factors affect my job application decision-making
25 Employer branding is one of important factor that affects my job application decision-making
26 I decide to apply for a company that has employer branding.
Quantitative research
The Job Application Decisions Scale includes 05 components:
(1) Organizational Size: is measured by 03 observed variables
OS1: I prefer to work in a large company
OS2: I prefer to apply for a multinational company
OS3: I consider the office infrastructure when I choose a company to apply to
(2) Compensation and Benefits is measured by 04 observed variables
CB1: When I apply for job, I consider about the starting salary
CB2: When applying for a job, I am interested in the benefits that the company offers to the employee
CB3: When applying for a job, I am interested in the quantity of annual paid day leaves that the company offers to the employee
CB4: When applying for a job, I am interested in bonuses and incentives that the company provide for the employee
(3) Training and Development is measured by 04 measured by 04 observed variables
TD1: I prefer to apply for a company that creates opportunities for employees to learn and develop new skills
TD2: I prefer to apply for an organization that has equal and good promotion opportunities for all employees
TD3: I prefer to apply for a company having a heavy invesment in the training and development of their employees
TD4: I prefer to apply for an organization that I can apply what was learned at university
(4) Corporate Reputation is measured by 06 observed variables
CR1: The corporate having a good reputation attracts me
CR2: I want to apply for a company that has a good reputation amongst friends CR3: I prefer to make a apply for a company which is reward as ―Best place to work‖
I am eager to work for a reputable firm known for its positive reputation and commitment to social responsibility Additionally, I seek employment with an innovative organization that embraces new work practices and ideas, fostering a dynamic and forward-thinking environment.
(5) Word of Mouth is measured by 06 observed variables
WOM1: I usually look for reviews, information about the company that I apply for in social media
E-WOM offers valuable insights into the company and its job opportunities, while reviews from current and former employees significantly impact my decision-making process regarding job applications.
WOM4: I will apply for a company which referred by somebody I trust
WOM5: I prefer to apply for the organization where a lot of alumni from my university go to work for
WOM6: The online review, comment about the experience at the workplace which is posted in social media is credible
(6) Job Application Decision-making is measured by 03 observed variables
AD1: These factors affect my job application decision-making
AD2: Employer branding is one of important factor that affects my job application decision-making
AD3: I decide to apply for a company that has employer branding
The overall sample of this research is people who is final-year graduate students or just graduating or graduated having less than 02 years of working experience
The sample size for this study is influenced by the analytical methods employed, specifically Exploratory Factor Analysis (EFA) and regression analysis According to Hair et al (1998), the minimum sample size for EFA should be at least five times the total number of observed variables, along with consideration of the number of scales in the model Given that this study includes 26 observed variables, the minimum required sample size is determined accordingly.
The author uses non-probability sampling techniques with a convenient sampling methods to collect survey data The respondent of this study is fresh graduates living in
Ho Chi Minh City and want to working in retail firm The survey questionnaire is sent and conducted online The author receives the responses through email address
A questionnaire is a data collection technique that consists of a sequence of questions and answers, serving as a communication tool between researchers and respondents across various interview methods An official questionnaire typically comprises two main parts.
- Part 1: The questions related to information detail of respondent such as: Gender; Graduation Status, Qualifications, and Recruitment Posting Sources to categorical statistics
- Part 2: The questions related to the employer branding factors that affecting job application decision-making of Ho Chi Minh City fresh graduates This part contains
26 questions and the respondent assesses the agreement level with each question through Likert scales (5 levels): 1 – Totally disagree; 2 – Disagree; 3 – No ideas; 4 – Agree; 5 – Totally Agree
The author conducts an online survey targeting fresh graduates in Ho Chi Minh City, utilizing non-probability sampling techniques, specifically convenient sampling This approach is chosen for its efficiency in saving time, costs, and human resources, while also ensuring easy access to the questionnaire for respondents, resulting in a high response rate.
The author verifies the validity of the collected responses by ensuring that each respondent fully completes the information and answers all questions Additionally, it is important that the answers, particularly in section two regarding factors influencing job application decision-making, show minimal overlap.
Besides that, the author also encrypts and inputs data into SPSS 20.0 – analysis software – to analyse in the following stage
The author conducts descriptive statistics about gender, graduation status, qualifications and recruitment posting sources to understand clearly about the research sample
The author utilizes Cronbach's Alpha coefficients and Exploratory Factor Analysis (EFA) to assess the reliability and validity of the measurement scale By testing the scale's reliability, the author aims to identify and eliminate variables that do not meet the established reliability standards, referred to as "garbage variables." Research indicates that a Cronbach's Alpha coefficient of 0.6 or higher is considered acceptable, particularly for new concepts or unfamiliar contexts (Nunnally, 1978; Peterson, 1994) However, Nunnally (1994) notes that the Cronbach's Alpha alone does not determine which variables should be retained or discarded Therefore, in addition to Cronbach's Alpha, researchers often employ the item-total correlation coefficient, recommending the removal of any variables with a coefficient below 0.3.
The author employs factor analysis to enhance the reliability of Cronbach's Alpha by eliminating non-reliable variables, aiming to minimize and group the variables for assessing the convergence level of observed variables within each component and evaluating the discriminant value of the factors.
When analysing factors, the author should notice these points:
- KMO (Kaiser-Meyer-Olkin) coefficient considers the appropriateness of factor analysis The larger KMO coefficient, from 0.5 to 1.0, is a sufficient condition for factor analysis
- Bartlett‘s test of sphericity: if this test has statistically significant, sig is equal to or less than 0.5, observed variables are correlated with each other in population
The Factor Loading Coefficient represents the correlation between variables and factors, and it is crucial to consider the research sample size when selecting this coefficient in Exploratory Factor Analysis (EFA) According to Hair and colleagues, a sample size of 200 allows for a factor loading coefficient threshold of 0.40 Variables with a factor loading coefficient greater than 0.40 indicate a strong relationship with the factor, while those below this threshold are typically excluded from the analysis.
In factor analysis utilizing the Principal Component Analysis method with Varimax rotation, factors with Eigenvalues greater than 1 are considered significant, as these values indicate the amount of variation each factor explains Factors with Eigenvalues below 1 do not effectively summarize information compared to the original variables, given that the standardized variance of each original variable is 1 A scale is deemed acceptable when the total variance extracted exceeds 50% (Hair et al., 1998).
3.3.5.5 Linear Regression Analysis and hypothesis testing
Linear regression analysis process includes these following steps:
To conduct regression analysis, it is essential to first test the correlations between independent and dependent variables using a correlation coefficient matrix According to John and Benet Martinez (2000), a correlation coefficient of less than 0.85 indicates that the discriminant value between variables can be reliably established However, if the coefficient exceeds 0.85, it suggests the presence of multicollinearity, where one independent variable can be explained by another, necessitating a reevaluation of the independent variables' roles.
In the process of building and testing a regression model, the selection of input variables is crucial The R Square (R²) coefficient is commonly used to assess the model's fit; however, it has a notable drawback: it tends to increase with the addition of more independent variables, which does not necessarily indicate a better fit for the dataset To address this limitation, the Adjusted R Square (Adjusted R²) coefficient is recommended, as it provides a more accurate evaluation of the model's fit by accounting for the number of variables included, ensuring that the model's effectiveness is not overstated.
To determine the optimal model fit, ANOVA analysis is employed to test the hypothesis R², which states that there is no linear relationship between the dependent variable and the independent variables If the F statistical coefficient yields a significance value below 0.05, the null hypothesis (H₀) is rejected, indicating that the independent variables can effectively explain the variation in the dependent variable Consequently, the model is deemed suitable for the data, allowing the author to utilize it for further analysis.
Step 3 involves testing for violations of regression assumptions to ensure the model's suitability for the research population After constructing the regression equation, it is essential to verify several key assumptions: the linear relationship between independent and dependent variables, the distribution of residuals from the dependent variable, the presence of heteroskedasticity, the independence of errors (absence of correlations among residuals), and multicollinearity (lack of correlation among independent variables).
+ The author uses Standardized Residual Scatterplot to testing the linear relationship assumption This chart shows the correlation between Standardized Residual and Standardized Pridicted Value
+ The author uses Histogram plot or Normal P-P Plot to test the standardized residual assumption
+ The author applies Scatterplot or Spearman‘s rho to test Heteroskedasticity (the error of dependent has constant variance)
+ The author applies Durbin-Watson (the statisitc d analysis or Scatterplot to check the correlation between residuals
The author employs the Tolerance coefficient and the Variance Inflation Factor (VIF) to detect and assess multicollinearity in the model As noted by Hoang Trong and Chu Nguyen Mong Ngoc (2005), a VIF value exceeding 10 indicates the presence of multicollinearity.
Conclusion
This chapter covers essential aspects of research methodology, including the research process, qualitative and quantitative research methods, sampling techniques, questionnaire design, and the processes of data collection, processing, and analysis.
DATA ANALYSIS
Describing data
Table 4.1 Frequency statistics for study sample
Final year students preparing for graduation 162 71.7
Graduated having less than 1 year of working experience 14 6.2
Graduated having less than 2 years of working experience 23 10.2
The University Associations, Groups, Student
Source: Excerpt from SPSS analysis of the author
According to table 4.1, the research collects a totally of 226 samples We can cleary see that an overwhelming majority of respondents if Female, which account for
The survey revealed that 69.5% of respondents identified as female, while 30.5% were male A significant 93.8% of participants held a university degree, contrasting with only 6.2% having a college qualification Most respondents, accounting for 71.7% (162 responses), were final year students preparing for graduation, followed by recent graduates at 11.9% (27 responses) Additionally, 10.2% of graduates reported having less than two years of work experience, while 6.2% had less than one year of experience.
A recent survey revealed that 184 respondents primarily utilize recruitment websites like Vietnamworks and Ybox for job postings, highlighting a significant preference for online platforms In contrast, traditional media such as newspapers and magazines account for a mere 3.6 percent of recruitment sources, indicating a declining trend in their effectiveness for job searches.
(27 responses) The number of responses which searching recruitments in Corporate fanpage, website and Job groups on Facebook stand at the second and third position, at
In a recent survey, 24.4% of respondents found employment through various channels, with 19.8% indicating other means Notably, 14.6% secured jobs via friends and family, while 5.7% credited university associations and student affairs departments for their job placements Additionally, 49 individuals found opportunities through career fairs, and 6% reported discovering job openings through alternative sources.
Reliability Analysis
Table 4.2 Summary the Reliability Statistics
Scale Mean if Item Deleted
Scale Variance if Item Deleted
Cronbach' s Alpha if Item Deleted
Organizational Size - Total Cronbach’s Alpha = 0.749
Compensation and Benefits - Total Cronbach’s Alpha = 0.818
Training and Development - Total Cronbach’s Alpha = 0.806
Corporate Reputation -Total Cronbach’s Alpha = 0.873
Word of Mouth - Total Cronbach’s Alpha = 0.837
Job Application Decisions - Total Cronbach’s Alpha = 0.767
Source: Excerpt from SPSS analysis of the author
The Cronbach's Alpha analysis results, as shown in Table 4.2, indicate a reliability range between 0.749 and 0.873, exceeding the standard reliability coefficient of 0.6 Furthermore, the correlation coefficients for all component scales are above the minimum threshold of 0.3, and the removal of any component scale does not enhance reliability.
An analysis of scale reliability identified 26 scales associated with five independent variables—Organizational Size, Compensation and Benefits, Training and Development, Corporate Reputation, and Word of Mouth—and one dependent variable, Job Application Decisions, which are set for further exploration through Factor Analysis.
Explored Factor Analysis
4.3.1 Explored Factor Analysis for Independent Variables
Table 4.3 KMO and Bartlett's Test for Independent Variables
Kaiser-Meyer-Olkin Measure of Sampling Adequacy .889
Bartlett's Test of Sphericity Approx Chi-Square 1735.298 df 136
Source: Excerpt from SPSS analysis of the author
Table 4.3 shows a KMO coefficient of 0.889, exceeding the acceptable threshold of 0.5, and a Bartlett's test significance of 0.000, which is below the 0.05 level This indicates a significant correlation among the observed variables, leading to the rejection of the null hypothesis (H0) Consequently, we conclude that the survey data meets the necessary conditions for conducting exploratory factor analysis (EFA) and that the results can be utilized effectively.
Table 4.4 Factor loading for Independent Variables
Source: Excerpt from SPSS analysis of the author
Table 4.4 indicates that the exploratory factor analysis model comprises four components with Eigenvalues exceeding 1, collectively accounting for 63.66% of the variance, which is significantly above the 50% threshold Furthermore, after applying the Varimax rotation method, 17 observed variables were identified with factor loading coefficients greater than 0.4, making them suitable for subsequent regression analysis.
4.3.2 Explored Factor Analysis for Dependent Variable
Table 4.5 KMO and Bartlett's Test for Dependent Variable
Kaiser-Meyer-Olkin Measure of Sampling Adequacy .665
Bartlett's Test of Sphericity Approx Chi-Square 183.347 df 3
Source: Excerpt from SPSS analysis of the author
Table 4.5 shows a KMO coefficient of 0.665, exceeding the standard threshold, and Bartlett's test is significant at 0.000, indicating that exploratory factor analysis is suitable for the research model.
Table 4.6 Component Matrix for Dependent Variable
1 Job Application Decisions 2 874 Job Application Decisions 3 830 Job Application Decisions 1 771 Total Initial Eigenvalues 2.046 Cumulative % of Eigenvalues 68.203
Source: Excerpt from SPSS analysis of the author
Table 4.6 shows that the exploratory factor analysis model identifies one component with an Eigenvalue greater than 1, accounting for 68.203% of the variance, which exceeds the 50% threshold Additionally, following the application of the Varimax rotation method, three observed scales demonstrate factor loading coefficients above 0.4 These findings will be further computed and analyzed in the subsequent section.
Table 4.7: Summarize the research scales after analyzing EFA
Organizational Size CS Organizational Size 1
Organizational Size 2 Training and Development TD Training and Development 1
Training and Development 2 Training and Development 3
Training and Development 4 Corporate Reputation CR Corporate Reputation 1
Corporate Reputation 2 Corporate Reputation 3 Corporate Reputation 4 Corporate Reputation 5
Word of Mouth WOM Word of Mouth 1
Word of Mouth 2 Word of Mouth 3 Word of Mouth 4 Word of Mouth 5 Word of Mouth 6 Job Application Decisions AD Job Application Decisions 1
Job Application Decisions 2 Job Application Decisions 3
Source: Excerpt from SPSS analysis of the author
Correlations Analysis
Before conducting regression analysis, we first examine the correlations among key variables to assess the relationships between independent variables and the dependent variable, as well as to identify any multicollinearity among the independent variables Utilizing Pearson's test, we analyze the correlations between Organizational Size, Training and Development, Corporate Reputation, and Word of Mouth, with the dependent variable being Job Application Decisions of fresh graduates.
Table 4.8 Correlations between Dependent Variable and Independent Variables
** Correlation is significant at the 0.01 level (2-tailed)
Source: Excerpt from SPSS analysis of the author The symbol ** indicates that this pair of variables have a linear correlation at the 99% confidence level (corresponding to significance level 1% = 0.01)
Table 4.8 reveals a linear correlation between the dependent variable, Job Application Decisions, and all independent variables The strongest correlation is observed between Job Application Decisions and Word of Mouth, with a Pearson correlation coefficient of 0.586, while the correlation with Organizational Size is lower at 0.430 Additionally, the significance levels for all independent variables are below the standard threshold of 0.05, indicating their suitability for regression analysis in studying the job application decisions of fresh graduate students.
The analysis of the correlation coefficient matrix indicates that the independent variables and the dependent variable are suitable for proceeding to the next phase of regression analysis The overall structure of the analysis model is established.
JAD = ꞵ 0 + ꞵ 1 *OS + ꞵ 2 *TD + ꞵ 3 *CR + ꞵ 4 *WoM
Regression Analysis
4.5.1 Analysis the fit of model
Table 4.9 Model Summary Model R R Square Adjusted R
Std Error of the Estimate
Source: Excerpt from SPSS analysis of the author
The findings in Table 4.9 indicate that the adjusted R-squared value of the model is 0.454, meaning the independent variables account for 45.4% of the variation in the dependent variable Consequently, 54.6% of the variation is attributed to out-of-model variables and random error Despite this, the linear regression model remains relevant for management implications, as it effectively captures 45.4% of the variance.
Table 4.10 Test for the fit of regression model
Model Sum of Squares df Mean Square F Sig
Source: Excerpt from SPSS analysis of the author
According to table 4.10, the F value of model = 47.771; sig of model = 0.000 < the standard sig (0.05) So the linear regression model is constructed to fit with the study population
Table 4.11 Coefficients Analysis for Independent Variables
Source: Excerpt from SPSS analysis of the author
According to table 4.11, the unstandardized Beta coefficient:
The constant has B = 0.928 (t = 3.707 and sig = 0.000 < 0.05) So Constant variables has completely statistical significance In other words, when there is no factor, the application decisions is at 0.928 points
The Organizational Size has B = 0.109 (t = 2.102 and sig = 0.037 < 0.05) So the Organizational Size has a statistical significance at 96.3% So when Organizational Size increases 1 point, Job Application Decisions will increase by 0.109 points
The Training and Development has B = 0.146 ( t = 2.184 and sig = 0.030 < 0.05)
So The Training and Development variables has a statistical significance at 97% When Training and Development increases 1 point, Job Application Decisions will increase by 0.146 points
The Corporate Reputation has the B = 0.243 (t = 3.981 and sig = 0.000 < 0.05)
So Corporate Reputation variables has completely statistical significance
Additionally, when the Corporate Reputation rises by 1 point, Job Application Decisions will increase by 0.243 points
The Word of Mouth has the B = 0.296 (t = 5.064 and sig = 0.000 < 0.05) So Corporate Reputation variables has completely statistical significanc When Word of Mouth rises by 1 point, Job Application Decisions will increase by 29.6
The research result is illutrated in figure 4.1 below
Source: Excerpt from SPSS analysis of the author
Table 4.12 Testing Autocorrelation Model Durbin-Watson
Source: Excerpt from SPSS analysis of the author
According to table 4.12, the Durbin-Waston value of the model = 2.172, k‘ = 4, n
= 226 so the dL = 1.728 and dU = 1.809
The Durbin Waston value = 2.172 (1.809 < 2.172 < 2.191) So the model does not have autocorrelation, the research data is good
Source: Excerpt from SPSS analysis of the author
According to table 4.13, all of VIF (Variance Inflation Factor) coefficients are less than 10; and the Tolerance of variables are greater than 0.1 So the model does not have multicollinearity
4.5.5 Testing Normal Distribution of Residual
Source: Excerpt from SPSS analysis of the author
The histogram chart displays a bell-curve shape for the regression standardized residuals, indicating a normal distribution The mean value is approximately 0 (6.12E – 15), and the standard deviation is close to 1 (0.991) These findings suggest that the residuals adhere to the assumption of normal distribution, confirming that this assumption is not violated.
Table 4.14 Correlations between ABSRES and independent variables
ABSRES WOM CR TD OS
Source: Excerpt from SPSS analysis of the author
According to table 4.14, the significant of independent variables are greater than the standard sig (0.05) So the regression model is completely appropriate and does not violate the statistical hypothesis.
Robust Check
4.6.1 The difference about gender Table 4.15 Comparing the job application decisions by gender group
Source: Excerpt from SPSS analysis of the author
According to table 4.15, male has 69 responses while female has 157 responses
To check the difference about gender, we propose 2 hypotheses and use Independent
Test to check these hypotheses:
H0: there is no difference about gender in job application decision-making
H1: There is a difference about gender in job application decision-making
Table 4.16 Independent Test for Gender groups
Levene's Test for Equality of Variances
T-test for Equality of Means
95% Confidence Interval of the Difference Lower Upper Equal variances 5.065 025 -1.389 224 166 -.12674 09125 -.30657 05308
Source: Excerpt from SPSS analysis of the author
According to table 4.16, the sig of Levene‘s Test = 0.025 < 0.05 So we use the
The T-test results indicate that the significance (2-tailed) value in the "Equal variances not assumed" row is 0.214, which is greater than the 0.05 threshold Therefore, we accept the null hypothesis (H0), concluding that there is no significant difference between genders in job application decision-making.
4.6.2 The difference about qualifications Table 4.17 Comparing the job application decisions by Qualifications group
Your Qualifications N Mean Std Deviation Frequency
Source: Excerpt from SPSS analysis of the author
According to table 4.17, the ―College‖ qualification has 14 responses while
―University‖ qualification has 212 responses To check the difference about qualifications, we propose 2 hypotheses and use Independent Test to check these hypotheses:
H0: there is no difference about qualifications in job application decision-making
H1: There is a difference about qualifications in job application decision-making assumed
Table 4.18 Independent Test for Qualifications groups
Source: Excerpt from SPSS analysis of the author
According to table 4.18, the sig of Levene‘s Test = 0.386< 0.05 So we use the
Sig (2-tailed) of T-test in ―Equal variances assumed‖ row The sig (2-tailed) in this row
= 0.757> 0.05 So this result accept the hypothesis H0: There is no difference about qualifications in job application decision-making
4.6.3 The difference in job application decisions by graduation status Table 4.19 Test of Homogeneity of Variances of Graduation Status Test Variables Levene Statistic df1 df2 Sig
Source: Excerpt from SPSS analysis of the author
Levene's Test for Equality of Variances
T-test for Equality of Means
95% Confidence Interval of the Difference Lower Upper
Table 4.19 indicates that both Graduation Status and Qualifications exhibit significant values greater than 0.05, specifically at 0.734 and 0.386, respectively This demonstrates the homogeneity and statistical significance of the variances for the Graduation Status and Qualifications variables.
Table 4.20 Test of ANOVA for the difference by groups of Graduation Status
Sum of Squares df Mean
Source: Excerpt from SPSS analysis of the author
Table 4.20 indicates that the significance levels for Graduation Status and Qualifications are both above 0.05, specifically at 0.873 and 0.757 Consequently, there is no statistically significant difference in job application decision-making based on graduation status or qualifications.
Conclusion
This chapter evaluates the impact of various employer branding factors on the job application decisions of fresh graduates, using a research model that includes Organizational Size, Compensation and Benefits, Training and Development, Corporate Reputation, and Word of Mouth The reliability test yielded Cronbach's Alpha values ranging from 0.749 to 0.873, indicating high reliability, with Corporate Reputation showing the highest coefficient of 0.873 and Organizational Size the lowest at 0.749 The Exploratory Factor Analysis (EFA) employed a factor loading coefficient of 0.4 to assess correlations among observed variables, leading to the removal of the Compensation and Benefits factor from the research.
Research indicates that four out of five key factors influencing job application decisions are Organizational Size, Training and Development, Corporate Reputation, and Word of Mouth.