Comprehensive Project Report

On
Factor Affecting Employer Branding of Higher Education
Institutions in Ahmedabad
Submitted to
Institute Code: 701
Ahmedabad Institute of Technology
Under the Guidance of
Prof. Deepali Mandalia
HOD, MBA Department

In partial Fulfilment of the Requirement of the award of degree of

Master of Business Administration (M.B.A.)
Offered By
Gujarat Technological University
Ahmedabad

Prepared by:

Name Enrollment No.

KAKADIYA KHUSHALEEBEN H. 217010592008
MODHA ADITI K. 217010592033
MBA (Semester – IV)
Month & Year
April, 2023
 STUDENT’S DECLARATION

We, hereby declare that the Comprehensive Project Report titled “Factor Affecting
Employer Branding of Higher Education Institutions in Ahmedabad” is a result of our
own work and our indebtedness to other work publications, references, if any, have been duly
acknowledged. If we are found guilty of copying from any other report or published
information and showing as our original work, or extending plagiarism limit, we understand
that we shall be liable and punishable by the university, which may include ‘Fail’ in the CP
examination or any other punishment that university may decide.

Enrollment No. Student’s Name Signature

217010592008 Kakadiya Khushaleeben

217010592033 Modha Aditi

Place: ______________ Date: ___/___/_____

PLAGIARISM REPORT
INSTITUTE CERTIFICATE
 CERTIFICATE OF EXAMINER
This is to certify that project work embodied in this report entitled Factor Affecting
Employer Branding of Higher Education Institutions in Ahmedabad was carried out by
KAKADIYA KHUSHALEEBEN HARESHBHAI - 217010592008 of AHMEDABAD
INSTITUTE OF TECHNOLOGY - 701.
The report is approved / not approved.
Comments of External Examiner:

This report is for the partial fulfilment of the requirement of the award of the degree of
Master of Business Administration offered by Gujarat Technological University.

--------------------------
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 CERTIFICATE OF EXAMINER
This is to certify that project work embodied in this report entitled Factor Affecting
Employer Branding of Higher Education Institutions in Ahmedabad was carried out by
MODHA ADITI KAUSHIKBHAI - 217010592033 of AHMEDABAD INSTITUTE OF
TECHNOLOGY - 701.
The report is approved / not approved.
Comments of External Examiner:

This report is for the partial fulfilment of the requirement of the award of the degree of
Master of Business Administration offered by Gujarat Technological University.

-------------------------
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 PREFACE

As a part of the MBA curriculum and in order to gain practical knowledge in the field of
management, we are required to make a report on “Factor Affecting Employer Branding of
Higher Education Institutions in Ahmedabad”. The basic objective behind doing this
project is to get knowledge regarding what are the impact of employer branding on attract
employees in higher education institute & what are the factors that affects the attract or retain
the employees.

Doing this project report helped us to enhance our knowledge regarding impact of employer
branding on employee attraction in higher education institution. We underwent many
experiences related with our topic concept. Through this report we came to know about the
employer branding in higher education institutions has a significant impact on employee
attraction. When an employer is well-known and respected within the community, it can
create a more positive environment for employees. This can attract top talent and help to
ensure that the institution is able to attract and retain the best possible faculty and staff.
 ACKNOWLEDGEMENT

This is a great privilege to acknowledge each and every one who are associated with us while
carrying out this study. We acknowledge each one of them for their support.

First and foremost, we would like to thank Prof. Deepali Mandalia (HOD) in MBA
department, of the Ahmedabad Institute of Technology, for giving us to the chance to work
on this project. We would also like to thank you Prof. Deepali Mandalia, our faculty advisor,
for her guidance, encouragement, support, and generous assistance in making this project
successful and in providing assistance as this study was being completed.
 SUBJECT INDEX

Sr. no. Particular Page No.

1 Student Declaration

2 Institute Certificate

3 Certificate of Examiner

4 Preface

5 Acknowledgment

Chapter - 1 Introduction

1.1 Introduction to Higher Education

Industry
1.1.1 Higher Education in India & Abroad

1.2 Employer Branding

1.21 Factor Affecting Employer Branding

1.3 Employer Branding in Higher

Education Institution

Chapter - 2 Literature Review

Chapter - 3 Research Methodology

3.1 Problem Statement & Research Gap

3.2 Research Objective

3.3 Scope of the study

3.4 Research Design

 3.4.1 Sampling Technique
3.4.2 Sampling Design
3.5 Data Collection Method

3.6 Data Collection Instrument

Chapter - 4 Data Collection & Data Analysis

4.1 Data Collection - Primary Data

4.2 Data Analysis

Chapter - 5 Findings

Conclusion
Learning of the project

References

Annexure
 Chapter: 1

Introduction

1.1Introduction to Higher Education Industry: -

The Higher Education sector is a large and complex one, offering students and their
families a wide range of services and goods. It contributes significantly to the
economy by giving thousands of people work and training opportunities, and it has
been expanding quickly in recent years. This overview of the sector will go over the
major players and their functions in Higher Education, as well as some of the
difficulties and opportunities it currently faces.

More than 8 million individuals are employed by the $1 trillion higher education
sector. It is an industry that is expanding quickly and is predicted to continue
expanding in the years to come. A wide range of diverse business types, including
schools and universities, online education providers, and career training
providers, make up the sector. These companies offer a range of services, such as
counselling, education, and training. They also offer a wide range of services, such as
training programs, certificates, and degrees. The Higher Education sector is a
dynamic, fast expanding industry that offers a range of services.

1.1.1 Higher Education in India & Abroad: -

The Higher Education sector in India is predicted to grow quickly and reach $30
billion by 2025. Many factors contribute to this rise, including the rising number of
graduates, the rising number of employers eager to hire graduates, and the rising
demand for higher education from both domestic and foreign students.

It refers to the expansion of Higher Education Institutions in the US and other nations.
Over the past few decades, enrolment and revenue in this sector have grown
significantly. A number of variables, including the rising costs of tuition and Higher
Education as well as the growing need for qualified labor, have contributed to this
development.

The Higher Education sector offers instruction and training to people who want to
advance their education or their skill sets. Institutions in the sector can be either
public or private, and they can be found in a single nation or spread over several.
Undergraduate, graduate, and post-graduate degrees are only a few of the programmes
and services that Higher Education providers might give.

The University Grants Commission has developed a draught resolution for the
construction of foreign universities in India in accordance with the National
Education Policy (NEP), 2020. The framework for the establishment of independent
campuses in India by prestigious colleges like Harvard, Stanford, Yale, and others
will be established under these regulations, which are subject to parliamentary
approval. While New York University has campuses in Shanghai and Dubai, these
cities already use this strategy. For India, this will be a first.

Credibility in their own countries and high international rankings will be some
requirements for these colleges to enter the Indian market. It is implied that only the
top-ranked and most well-known universities will be able to establish themselves
here. Giving a good fight to several Indian educational institutes.

Critics have been talking about the Indian Higher Education System for a while now.
Due to India's large student population, which severely restricts possibilities for high-
quality education, meritorious or wealthy students are frequently forced to attend
overseas universities. In reality, the number of students who travel abroad to study
each year has increased by more than 68% in 2022, according to data provided by the
Education Ministry in the parliament. While studying abroad offers advantages like
exposure to different cultures, fresh ideas, and a global perspective for Indian
students, it also has drawbacks including talent loss and significant brain drain.

It is a wakeup call for Indian educational institutions to step up and reinvent

themselves to remain relevant among the new contemporaries, even though
 international universities in India can help lessen this loss of talent and introduce
healthy competition.

While the western educational system is primarily concerned with practical-based

learning, Indian education is based on knowledge and rote learning.

The Western educational system does not use any stream systems, in contrast to the
Indian educational system, which divides subjects into streams.

Students in Indian classrooms place a greater emphasis on finishing the curriculum.

Contrarily, adaptable learning is the foundation of Western education, therefore pupils
are not required to rely solely on the curriculum to learn.

Given that the cost of food and lodging is lower in India than it is in the West, Indian
certification is more reasonable. The cost of meals and lodging is comparably higher
in Western schooling while college tuition is very affordable.

Due to the fact that each system uses a different learning method, there is a significant
difference between the Indian and western educational systems. The education system
in India produces more knowledgeable students. The kids in the western educational
system, however, have greater experience. Even Nevertheless, these two types of
educational systems have a clear relationship despite their many variances.

The Higher Education Industry in India:

Due to a number of causes, including a growing population, a rising need for higher
education, and a rising number of students wishing to pursue Higher Education, higher
education in India is expanding quickly. The government has also launched a number of
programs to support Higher Education in India. Because of this, more students are deciding to
pursue Higher Education. The process by which students obtain Higher Education has also
changed. The number of students pursuing higher education online has increased as a result
of more and more students choosing online learning opportunities. Additionally, there has
been a change in how colleges are run. The number of students pursuing higher education in
the private sector has increased as a result of more and more universities being founded by
for-profit organisations.
India's Higher Education sector is experiencing a rise in employment. By 2020, there will be
more than 50 million students enrolled in Higher Education Institutions in the nation, which
has a population of over 1.3 billion. India is also home to some of the top colleges in the
world, and over the next five years, the industry is anticipated to grow at a 7.5% annual rate.
This is partly because of the nation's robust economy, expanding middle class, and
government programs to support higher education.

India's higher education market has expanded significantly in recent years. This is partly
because there are more students looking for higher education possibilities and there are more
colleges and universities providing courses and programs. The business also gains from the
nation's rising need for skilled laborer’s and the government's initiatives to support education
and training.

Depending on the particular requirements and preferences of the many firms involved, there
will be variations in India. To succeed in the Indian higher education market, it may be
helpful to forge close ties with universities and colleges, provide consulting services
regarding enrollment and admissions, and collaborate with other companies in the field to
market and advertise one's own goods and services.

The Higher Education Industry in Abroad:

As more students choose to study abroad in order to receive the best education possible, the
international higher education market is flourishing. This is due to a variety of factors,
including rising tuition costs and an increase in the number of opportunities available to
students. There are several of the world's greatest universities situated abroad, and students
can select from a wide range of courses and programs.

In many nations around the world, the higher education sector has experienced tremendous
expansion over the last ten years. This is a result of both the rising demand for higher
education and the rising enrollment of individuals who want to pursue it. Both the creation of

numerous new institutions of higher learning and the growth of already existing ones have
resulted from this.
There are a few different ways to find employment in the international higher education
sector. Working as a consultant or instructor at a university abroad is one option. Working as
a professor or researcher in a foreign institution is an additional option.

In comparison to domestically, the higher education sector in the United States has a different
role internationally. For-profit institutions dominate the sector in the United States, whereas
nonprofit organisations rule the market elsewhere. The quality of education that is offered
abroad is significantly impacted by this disparity in the higher education sector's role.

1.2Employer Branding: -

➢ Introduction of Employer Branding: -

Employer branding describes how a company is perceived by its workforce. In other
words, it has to do with how much your employees regard you as their manager.
Employers who use this tactic may have an easier time attracting and retaining
talented workers who share their company's culture and values.

➢ Definition: -
According to Simon Barrow & Tom Ambler,

“The totality of the psychological, financial, and functional advantages of

employment associated with the employer it is called Employer Branding.”

➢ Meaning of Employer Branding: -

 Giving a company or organisation a distinctive and recognizable image is known as
employer branding. This reputation can be utilized to recruit and retain employees,
market company products and services, and increase public trust. There are many
ways to build an employer brand, including through the development of a corporate
culture, the usage of marketing materials, and the design of a company logo.

➢ What is Employer Branding?

Employer branding in higher education is important for several reasons. First of all, it
can aid in luring and maintaining top talent. Second, it might help to boost the
prestige of the school and its programs. Prospective students and their families may
also be introduced to the institution's goal and values.

Employer branding in higher education suggests that employers are looking for
graduates with a certain degree or qualification. Employers may also be interested in
graduates who have completed specific programs or taken specific courses.

Employer branding is the practice of providing each individual within a business their
own unique identity. This identity can be created in a variety of ways, including
through developing a corporate culture, creating a brand strategy, and implementing
employee identification programs. Employer branding is a crucial approach that
businesses can use to obtain a competitive edge and encourage employee loyalty.

Employers are showing an increasing amount of interest in creating their own brands
in order to differentiate themselves from the competition. Employers can do this by
creating a unique identity, developing a marketing strategy, and implementing a
branding program.

 There are 2 types of Branding: -

I. Internal Branding: -

The second crucial component of the framework for employer branding is internal
employer branding, which is also referred to as internal marketing. Employer
branding has an impact on how people perceive an organization's identity and culture,
 which promotes brand loyalty among employees and eventually increases
productivity.

The organisation develops employer brand messaging to promote the company’s

reputation among internal and external audiences. By altering how internal
stakeholders perceive the characteristics that make the firm unique, employer brand
messaging has an impact on organisational identity. The employer brand messaging
may promote the organisational identity, or it may change as insiders reexamine their
readings.

II. External Branding: -

The process by which a business manages and changes how potential employees and
other important stakeholders view it is known as external employer branding. The
goal is to make the company a desirable place to work.

To inform potential employees about the company’s internal employer brand,

recruitment marketing efforts promote an external employer brand. Employee
spotlights, career pages, social media, events, and even job descriptions can be used to
advertise these activities.

❖ Pros of Employer Branding: -

 It increased brand awareness, increased employee loyalty and engagement, and
increased business productivity.
 It can help businesses to attract and retain top talent, and to increase their market
share.
 Employer branding can be a powerful tool for businesses to create a unique identity
and differentiate themselves from their competitors.
 By developing a branded identity, businesses can create a more positive image for
themselves and attract new customers.
 It can help businesses to increase employee productivity and morale, and to promote a
unified corporate culture.

❖ Cons of Employer Branding: -

 Employer branding can be a disadvantage because it can create a sense of loyalty
among employees to the company rather than to the individual.
 It can lead to employees feeling like they are not able to express their true opinions or
ideas because they are afraid of reprisal.
 Finally, it can create a division between employees who are branded and those who
are not, which can lead to tension and conflict.

➢ Why is Employer Branding Important?

➢ Know your company’s unique value proposition.

➢ Conduct an employer brand audit.
➢ Write an employer value proposition.
➢ Cultivate a strong onboarding process.
➢ Offer learning and development opportunities.
➢ Create a strong diversity and inclusion initiative.
➢ Be transparent, honest & genuine.

❖ Challenges of Employer Branding: -

1. Limited Resources
2. Lack of Employee Engagement
3. Complicated Ownership
4. Remote work & Distributed workforce
1.2.1 Factors Affecting Employer Branding: -

➢ Higher education employer branding is impacted by a variety of things. Some of these

factors include the kind of institution, its size, where it is located, its type, and the
kinds of students who attend it.

➢ Employer branding can be impacted by a variety of circumstances, but it's crucial to

maintain a consistent, favorable image for your business. Additionally, you must
ensure that your business's website is user-friendly and well-designed, and that its
social media channels are utilized.

➢ Additionally, the geography, the business, and the type of employer can all impact
branding.

➢ There are many reasons why employers might want to brand their higher education
institutions. Some reasons include:
✓ Creating a unique selling proposition for the institution
✓ Building brand awareness and loyalty among potential students and employees
✓ Attracting top talent to the institution
✓ Developing marketing and branding materials to promote the institution

➢ In higher education institutions, the term “Employer Branding” refers to the usage of
company logos and other identifiers on campus to foster a sense of identification and
connection between the institution and the corporation. This can be accomplished in a
number of ways, such as through the use of events sponsored by the business, the
provision of resources by the business, or even the presence of business personnel on
campus.

➢ Higher education institutions may find employer branding to be a helpful tool since it
fosters a feeling of community and ties the school to the business. Additionally, it can
support the institution's branding efforts and draw in new workers and students.
Employer branding, however, can also be debatable because it can imply a connection
between the institution and the business rather than with the workers and students.
 ➢ In this above picture is example of Factors Affecting Employer Branding.

1.3Employer Branding in Higher Education Institution: -

India has long been a nation that values education. In the 12th century, the first
academic institutions were founded in the nation. India has a long and rich history of
education, which has resulted in the creation of a workforce with a high level of
expertise. The nation has just recently started to spend in higher education, though.

Over the next five years, the Indian government intends to invest $30 billion in higher
education. More than 100 new colleges and universities will be founded thanks to this
investment, which will also help to raise standards at already-existing institutions.
Additionally, the government intends to offer financial aid and scholarships to
individuals who desire to pursue higher education in India.

Higher education will make India's economy stronger and enable it to compete more
effectively on the international stage.

Any educational program that results in a degree or other type of credential beyond
high school is considered postsecondary education, and the higher education business
is the part of the economy that offers such programs.
 Chapter: 2

Literature Review

1. Chigaba, N & Naong (2022): The Influence of Employer Brand loyalty and
commitment on talent retention: Towards a conceptual model for Higher
Education Institutions
“The strategic source of competitive advantage is committed academic staff. To
encourage employee commitment and loyalty, which will lower turnover rates, HEIs
should adopt complete compensation. Building a strong employer brand has become
more important for institutions as a result of the “war” for academic personnel in the
higher education sector. Great talent is worth pursuing, and HEIs are using creative
techniques to keep such potential in-house. A company that is persistent in finding
and keeping talent earns the reputation of being a desirable employer or a pleasant
place to work. To sum up, employer branding is designed from the ground up to
handle difficulties with talent attraction and retention comprehensively. There is still
fierce rivalry for talent. Organisations with top-notch talent retention and
recruitment.”

2. Lan Chi Le, Thai Dinh Do, Van Nhi Van, Dang Ton Minh Co, Y Van Nguyen
(2021): Evaluation of Factors Affecting University Brand: Case Studies at Public
Universities in Ho Chi Minh City.
“The transaction name of the university, which is connected to the institution's
identity, reputation, and image and strives to leave a lasting impression on students,
partners, and employers, serves as a representation of the university brand and helps it
stand out from other institutions in training activities. In other words, a school's brand
is the perception of its ideals by its students, instructors, staff members, collaboration
partners, employers, and the entire community. Numerous factors influence university
branding, and numerous authors have expressed interest in it.”

3. Muhammad Azam (2021): Building Employer Brand Image for Accumulating

Intellectual Capital: Exploring Employees’ Perspective in Higher Educational
Institutes
 “The most discussed and often discussed aspect has been found to be organisational
culture and environment. The existence of this factor in the phenomenon is supported
by a number of sub-factors that together make up this factor. Numerous respondents'
repeated emphasis on this aspect demonstrates its importance and worth in the
phenomenon under study, and because of this, it is acceptable to say that it has the
highest exploratory-power (not explanatory) of all the components that have been
investigated. As a result, the first hypothesis is supported. The second proposition put
forth the idea that a key component in the development of EBI is learning,
development, and career progression. This factor's existence in the phenomenon is
supported by its sub-factors, which together make up this factor. Two-thirds of
respondents putting more emphasis on this characteristic demonstrates its exploratory
power in the explored.

4. G. Shanmuga Priya & Dr. UmaRaman.M (2021): A Study on Strategy of

Employer Branding and its impact on Talent management in IT industries.
“Employees who work for well-known organisations in the IT sector exhibit a high
level of satisfaction with their employment. The brand image of the company
promotes the idea that employment branding should be seen as a long-term strategy.
Employer branding will assist boost employee contentment with other jobs, which
will lead to cheaper recruiting expenses and higher productivity for your organisation.
Attracting and retaining young, skilled workers is crucial and frequently tough for
today's businesses. When all talent management activities, including hiring, staffing,
training, and career management are combined into one tool, the outcome will be
significantly different. Employer brand is one such tool. Even if the bottom line is
unaffected, the disappearance of only a few critical.”

5. Haroon Khan, Dr. Muhammad Asim & Salman Manzoor (2021): Factors
Affecting Employer Branding & its Impact on Retention & Attraction of
Employees - A Case of Pakistani Banking Sector
“Employer branding elements can have an impact on staff attraction and retention.
Employer branding is employed by all businesses, whether consciously or
unconsciously, thus it must be used effectively to draw in and keep talent. This study
demonstrates that compensation is one of the factors that draws in potential
employees, so attention should be paid to this area. In contrast, training is one of the
 factors that has a negative relationship with attraction, which is surprising given that it
is one of the tools used to prepare employees for both their current and future jobs.
Regular performance reviews and evaluations may aid in employee retention since
they feel more content as a result of the equity the company offers. The managers of
banks may benefit from the recent findings.”

6. Asta Radzeviciene & Aleksandra Sokolova (2021): Employer Branding as

Recruitment & Retention Tool for the Universities.
“The essay has concentrated on the conceptualization of employer branding and
research results that are connected to employer recruiting and retention. In order to
shed light on its real-world application at universities, ideas of EB research and
implementation at commercial enterprises are generalised. According to the claim,
universities could potentially implement a variety of EB activities for attracting and
keeping talent, including defining and articulating the employer value proposition to
specific audiences through chosen communication channels. Based on an examination
of the needs and expectations of the academic and administrative personnel, a
customised EVP approach is required. However, before making the appeal for EB
action at universities, complicated academic situations should be carefully considered.
putting the EB activities into action.”

7. Amir Ikram, Muhammad Fiaz, Asif Mahmood, Ayyaz Ahmad and Rafiya
Ashfaq (2021): Internal Corporate Responsibility as a Legitimacy Strategy for
Branding and Employee Retention: A Perspective of Higher Education
Institutions.
“Branding activities give employees the opportunity to develop internal cultures,
systems, and organisational structures that maximise their potential. An organization's
internal corporate social responsibility (CSR) initiatives boost employee commitment,
which in turn improves employee retention. In order to manage staff retention, it is
necessary to investigate internal branding in relation to internal CSR. In order to
better understand these relationships, the study empirically investigates internal CSR,
staff retention, and internal branding. The information is gathered from higher
education facilities located in Pakistan's Lahore metropolis. The results show that
internal branding practises significantly affect employees' intentions to remain with
 the company, and intrasample analysis reveals little discernible differences between
private and public academic institutions.”

8. Rajwinder Kaur & Reena Shah (2020): Employer Branding at armed forces:
current and potential employees’ perspective
“The fact that there are so many various dimensions and sub-dimensions suggests that
employer branding is a multifaceted phenomenon, with different employee groups
placing equal weight on tangible and intangible benefits. The military is aware that in
order to attract and keep the necessary candidates, it is crucial for them to portray
themselves as an attractive employer brand. It is claimed that for any business,
keeping current customers is crucial because finding new ones can be expensive. The
"word of mouse" of employer branding would assist the armed forces in learning
about the value propositions that employees care about and, consequently, the steps
they should take to enhance the employee's experience at work. By emphasising its
distinctiveness to prospective employees, customers, and the general public, as a good
place to work for the armed forces can use employer branding for enhancing the
internal and external employer attractiveness.”

9. Mohammad Yameen, Shubhangi Bharadwaj & Izhar Ahmad (2020): University

Brand as an Employer: Demystifying Employee Attraction and Retention
“Employee branding is a strategy of internal and external communication of the
distinctive attributes that establish the identity of the firm as an employer and what
differentiates it from others, with the aim of attracting and retaining potential and
current employees," according to the definition provided by the Harvard Business
Review. in which workers believe it to be a better place to work. The EVPs are
special employment opportunities built on the idea that value-in-use will be linked to
value-in-exchange. As part of its brand positioning strategy, EB pledges to give each
of its employees a distinctive employment experience that includes both material and
intangible rewards. This concept gave rise to the term "EVPs." Based on the social
exchange theory, which insists on delivering on the goals and commitments of
employees in exchange for their negotiations between an employer and the
employees.”
10. Mark Bussin & Hugo Mouton (2019): Effectiveness of employer branding on
staff retention and compensation expectations.
“Employer branding is a management tactic for keeping on board current staff
members and luring in the best candidates. On employer branding and retention
intentions, five insurance companies in South Africa were polled. The results support
Berthon's claim that employer branding can be utilised to save direct costs by
reducing compensation. If regarded favourably, employer branding helps retain
employees. that organisations with various employer branding strategies are viewed in
various ways. To validate the results of the employee perception survey, future
research should concentrate on a wider range of firms and take into account additional
indicators of employer branding. The EBCC model has been given as a management
tool to begin creating the employer brand strategy in this manner.”

11. Christopher N. Arasanmi, Aiswarya Krishna (2019): Employer branding:

perceived organisational support and employee retention – the mediating role of
organisational commitment
"Employee commitment and retention in a local government setting: the effect of
organisational support as an element of employer branding. Data study shows that
organisational support had a significant impact on employees' loyalty and ability to
stay in enterprises. A sizable variation in employee retention is significantly explained
by organisational assistance. There aren't many comments in the literature about how
employer branding traits affect retention. The POS's effects on employer branding are
largely anecdotal. By empirically confirming the impact of organisational support as
an element of employer branding on retention, this study contributes to the theories of
organisational support and employer branding. This study brought to light the
importance of organisational support as an element of employer branding that affects
employee retention, a subject that has not yet received much attention in this field.
Overall, organisational support and commitment explain a substantial variance in
employee retention.”

12. Yashaswini Mishra, Rabi N. Subudhi (2019): Technical and Higher Educational
Institutions of Odisha: A Study on Impact of Employer Branding and
Organisation Attractiveness on Citizenship Behavior
 “There is a widespread belief that brand management strategies, such as employer
branding and organisational attractiveness, will be essential for fostering the
competitive and sustainable growth of higher education institutions through corporate
social responsibility. This study explores numerous branding and employer
attractiveness elements, civic activity, and their interactions in order to further
analysis. In this regard, the research has shown that employer branding and employer
attractiveness have an important integrated technical role in faculty members' civic
behaviour to achieve high quality research, technical advancement, and productive
teaching.”

13. Marko Slavkovic (2019): Importance of Employer Branding in “War for Talent”
“Talent management is crucial for all businesses that base their operations on the use
of employees' knowledge and abilities. Employee productivity has an impact on how
well corporate tasks are completed as well as the amount of expenses and profits a
firm incurs. This leads to the conclusion that the business should hire talented people
who will be sources of innovation and creativity, sources of lower operating costs
because their jobs will be completed faster, more accurately, and efficiently, and
sources of good cooperation with co-workers because talented people must share their
knowledge through information exchange with co-workers. These factors affect the
decision-making of the management for more roles and leaders in the business to
choose bright persons who will be an example to other employees and direct the
company's operations in the right direction. Bearing in mind the importance of talents
for management companies, it is necessary to develop strategic tools to ensure their
retention in companies.”

14. Rezbin Nahar (2019): Influence of the internal branding factors on brand
endorsement in service sector of Bangladesh: Validating conceptual framework
from employees’ perspective
“According to the inferential results, there was a substantial positive link between the
dependent variable (employee retention) and the independent variable (employer
branding strategy) in universities in Kenya. According to the survey, employer
branding strategy accounted for 52.2% of employee retention. The employer branding
strategy coefficient concluded that employer branding strategy has a strong positive
 impact on staff retention in Kenyan institutions by rejecting the null hypothesis and
accepting the alternative hypothesis.”

15. Jelle Mampaey (2019): Internal branding in higher education: dialectical

tensions underlying the discursive legitimation of a new brand of student
diversity
“Branding in higher education places a strong emphasis on creating an appealing
external image for stakeholders like students. Despite the fact that it should be just as
significant as exterior branding, internal branding is an issue that hasn't received much
attention. Developing the necessary internal support for the external brand is the goal
of internal branding. We examine the tactics that promote a new brand with student
diversity as its brand value that is internally supported, drawing on the theoretical idea
of discursive legitimation. In our case study, we focused on a Flemish university
college that had been successful in winning internal support for its new external brand
of student diversity. We focused primarily on the dialectical difficulties underlying
the discursive legitimation of this new brand while analysing the case from the
perspective of critical discourse analysis. We discovered three specific tensions,
which illustrate the inherent complexity of the internal branding process:
authorization as empowerment, normalization as empowerment and moralization as
empowerment.”

16. Dr. Michael Mboya Muma (2019): Influence of Employer Branding Strategies on
Retention of Employees in Universities in Kenya
“According to the inferential results, there was a substantial positive link between the
dependent variable (employee retention) and the independent variable (employer
branding strategy) in universities in Kenya. According to the survey, employer
branding strategy accounted for 52.2% of employee retention. The employer branding
strategy coefficient concluded that employer branding strategy has a strong positive
impact on staff retention in Kenyan institutions by rejecting the null hypothesis and
accepting the alternative hypothesis.”

17. Muhammad Awais Ilyas, Hasnizam Shaari, Ahmad Said Ibrahim Alshuaibi
(2018) Employer Branding and Its Dimensions: A Pilot Study in Higher
Educational Institutions of Pakistan
 “The need of brand management is not a new idea for most businesses; in fact, brands
are among their most valuable intangible assets. According to the American
Marketing Association, a brand is any name, sign, term, symbol, design, or
combination of them all that is intended to identify the goods and services of a seller
and to set them apart from those of their rivals. Billion-dollar investments were made
by businesses in the creation, growth, and upkeep of their brands. Researchers have
become interested in brand management because of customer behavior and its role in
brand success.”

18. Noor Ul Hadi and Shahjehan Ahmed (2018): Role of Employer Branding
Dimensions on Employee Retention: Evidence from Educational Sector
“Employer brands are growing all the time, and employee retention is crucial to the
success of every business. Because it improves employer retention, development
value is vital for employees while the other values have no discernible connection to
employee retention, according to the findings of this study. If they are not properly
praised or if the organization's management makes frequent, pointless complaints,
employees are more likely to leave the company. The study's findings will help
managers and employers determine where they should concentrate their efforts in
order to keep employees in public sector organisations. Organisations need to focus
more on the area of staff development. Since acknowledgment is a fundamental
component of development value, an employer should never underestimate the power
of praising his employees to certify an improvement in the working skills. Apart from
that, another tactic to gain better employee performance is to equip the employees
with necessary knowledge and good skills for the performance of a given job. Doing
so will be beneficial for both the parties.”

19. Christian P. Theurer, Andranik Tumasjan, Isabell M. Welpe and Filip Lievens
(2018): Employer Branding: A Brand Equity-based Literature Review and
Research Agenda
“Employer branding value chain model highlights different analogies that may be
drawn to a customer-based brand equity approach and refocuses employer branding
on its guiding theoretical construct of brand equity theory. At the same time, we
pinpoint and derive as-of-yet un(der)explored regions and present intriguing
directions for future study on equity-based employer branding. Stages I and II of
 employer branding research provide a solid foundation, though some of the
connections to stages III and IV (i.e., organization-level outcomes, financial market
implications, contextual factors like labour market competition, integrated view on
EVP marketing levers) are largely unexplored. Only a small amount of research has
linked employer branding outcomes to organizational-level effects, despite numerous
studies looking at outcomes on an individual level.”

20. Lorena Ronda and Carmen Valor (2018): Are they willing to work for you? An
employee-centric view to employer brand attractiveness
“In a competitive market where businesses vie to hire the greatest talent, the idea of
employer attractiveness has gained prominence. Positivity among potential employees
is brought about by developing a good workplace brand. When viewed through the
lens of the means-end chain, the relationship between attributes and benefits becomes
complex. For example, depending on how an attribute of an employer relates to the
goals of an employee, an attribute of an employer may provide one benefit while
another employer attribute may provide a different benefit. In the study of employer
brand attractiveness, earlier studies have confused employer qualities, employee
perks, and perceived value, confounding our understanding of what makes a company
an employer of choice. The need to separate the roles of qualities and benefits is
highlighted in this research, which shows that attributes play a may contribute to
different benefits and may in turn provide different forms of value depending on the
individual’s goals and characteristics. Employees may positively assess many positive
organizational attributes; however, unless these attributes allow them to meet their
goals, value will not be created and the company will not eventually be chosen.”

21. Rajwinder Kaur (2018): Employer Branding in the Indian Armed Forces
Context: A Comparative Study of Potential Defence Applicants and Defence
Employees
“The research has demonstrated that the employer brand is composed of symbolic and
instrumental functions connected to the brand value of the specific employer. Rampl
and Kenning demonstrated that the brand, which the employer bears with its name
and also obtains the trust of the employees via, is affected by symbolic functions. This
increases the company's organisational attractiveness to potential employees.
Slaughter also looked at how a military organisation was exposed to potential
 candidates through its website, news, and media, and found a significant correlation
between that exposure and the candidates' perceptions of the organisation as one they
could trust and one that would support their development as leaders and workers.”

22. Tadele Mognehodie Workineh (2018): Corporate Branding and Communication

Strategies: Assessment of Ethiopian Higher Education Institutions
“This is due to the fact that colleges do not inform students of their distinctive traits or
provide guidance. For instance, student access to pamphlets and bulletins is limited.
Students also struggle to recognise one university from another because they lack any
memory cues that consistently refer to the distinctive characteristics of other
universities. The content analysis revealed that the universities are not making a
significant effort to market their institutions through various media. The websites for
our universities are not designed in accordance with those of other universities
worldwide. Design and content planning are lacking in the printouts. Additionally, the
logos are not created in a straightforward or original manner. It has been challenging
for many colleges to implement unified communication as they have grown. Less
interaction occurs between each campus with the main communication office; hence,
the communication officials fail to update the public. Furthermore, consolidating
identity has been difficult for university as each campus tries to put its name and
concerns first.”

23. Asuman Matongolo (2018): Employer branding and talent retention:

perceptions of employees in higher education institutions in Uganda
“The purpose of this study was to investigate the association between specific
company branding metrics and talent retention. The effort made by an employer to
retain desirable employees in order to achieve business goals was termed as talent
retention. First and foremost, the study's findings offer some insights into the
argument between talent retention as an endogenous variable and company branding
as an exogenous one. This study discovered that while leadership development has no
statistically significant or positive link with talent management, reward strategy and
people-orientedness do. Another important lesson is that Ugandan institutions of
higher education can effectively retain their talented personnel by using people-
orientedness and compensation techniques as an employer branding gimmick.”
24. Avinash Pawar (2018): Study on Employer Branding in IT Companies: The
Indian Scenario
“Employer branding is the Human Resources Marketing Department's approach to the
employment market. Understanding the elements that contribute to workplace
branding and having a defined employer brand strategy are crucial. The significance
of many elements from the related areas of Company and Strength, Culture and
Environment, Job and People Work Life Balance, Salary and Benefits can be used to
understand the employer brand. The organisation will be better able to build their
employer brand if they can properly communicate these aspects to both current and
potential employees. HR must take use of the employer brand to benefit both
internally and externally because it will probably have a good impact on luring,
hiring, and retaining talent. Indian businesses are conscious of the value of their
employer brand and thus they are working to develop and sustain their employer
brand in the marketplace.”

25. Rounaq Dhar (2018): Factors Effecting Employer Branding - A Methodological

and Thematic Review
“Employer branding is undoubtedly a topic that enjoys the spotlight in determining
the future workforce of a company, which in turn determines its success, given the
intense competition between companies to attract the crème de la crème from the
industry. We have made an effort to highlight the idea of elements affecting job
branding by offering insightful information while working with minimal resources. 35
publications were examined using a systematic research technique, and the same 35
articles were grouped into five main categories. Work-life balance, pay, professional
advancement, job satisfaction, and business culture and environment were the bases
for the aforementioned factors. The article goes into great length on each of these
elements. Regarding methods, it was discovered by us that there was a lack of
quantitative research methods whereas non-empirical research methods were in
abundance. Hence, there is a need of working more on quantitative and theory-based
research methods. Moreover, as the interest of organizations is rapidly growing on the
theme of our research”
26. Almira Puan Rachmadhani, Naniek Utami Handayani, Mochammad Agung
Wibowo, Ratna Purwaningsih and Hery Supinator (2018): Factor identification
of higher education choice to enhance brand awareness of state university
“This study identifies the variables affecting students' choices to pursue higher
education. It was demonstrated that there are six criteria, including academics,
facilities, campus life, reputation, industry connections, and access, that influence the
decision of which institution to attend. From the 28 suggested items, five were
eliminated after further examination, leaving 23 significant items that can be regarded
as crucial factors in university selection. This research suggests that university
experience is now concerned by students besides the talents and competence of their
graduates. It offers State University direction for creating their marketing strategies.”

27. Aakanksha Uppal, Bharti Wadhwa and Anubha Vashisht (2018): Magnitudes of
Attractiveness in Employer Branding: Generation Z
“Managerial issues relating to recruiting and management of human resources. There
is fierce rivalry for the best personnel, therefore businesses must set themselves apart
from the competition to draw in qualified workers. This study was conducted to
identify the criteria that job searchers value. The results of this study may also assist
hiring managers in creating job ads that are more potent. However, there are certain
restrictions on this study. A convenience sample was used for the research. In order to
draw generalisations, it is advised that additional study be done using more
representative samples.”

28. Novi Amelia (2016): Employer Branding for Talent Attraction in the Indonesian
Mining Industry
“In conclusion, we can observe that some of the potential talents' expectations have
previously been mentioned on the website, however only some of them have not,
when comparing the company's offering through their website with the potential
expectation. This study argues that in order to attract potential talent, businesses
should be transparent about their offers depending on those candidates' expectations.”

29. Norman Rudhumbu, Golden Chikari, Douglas Svotwa, Jean-Pierre Lukusa

(2014): Use of Employer Branding as a Tool for Attracting and Retaining
 Talent: Evidence from Private Higher Education Institutions (PHEIs) in
Botswana
“Employer brand is the opinion that the general public has of a company as a
desirable place to work at." It is the idea that a business is a terrific place to work. The
aforementioned is further developed by Mosley, who claimed that an employer's
brand encompasses all of the important characteristics that both existing and potential
employees associate with a company, including financial (pay and benefits),
functional, and psychological factors. Literature demonstrates that an employer's
reputation as a desirable workplace and its ability to function as a company's
trademark are both generated by internal and external stakeholders through
interactions between the company's identity, profile, and image. Consequently,
employer branding is the practise of building the employer brand which includes
every activity of the company that makes current and potential employees think that
this company is a great. “

30. Ricardas Krikstolaitis (2013): Exploring Employer Branding to enhance

distinctiveness in Higher Education
“It is uncommon to discover an institution that is both uniform and diversified; while
it can be recognised in all of its forms, it differs from one location to the next. The
university's unity and diversity serve as the conclusive evidence of how much it was a
by-product of mediaeval life; only living things are capable of doing this while still
maintaining their unique identities and adapting to a wide range of conditions and
environments. One organisation of ancient ancestry that has maintained power and
endured through changes in technology, society, and the economy is higher education.
A Hesburgh paradox defines the higher education system is sluggish, even heavily
resistant to change, but somehow also produces virtually revolutionary change”.
 Chapter: 3

Research Methodology

❖ Introduction: -
Research methodology is the process by which researchers gather data and analyze it
in order to develop a valid and reliable conclusion. It includes the selection of
research questions, the design of the study, the collection and analysis of data, and the
presentation of the findings.

❖ Definition: -
According to Adman & Mory, “Research is a systematic effort to gather new
knowledge.”

3.1Problem Statement: -

A problem statement is a concise, specific & measurable statement of the issues are
trying to solve. It should be specific to your project and should be able to be
measured. So, our problem statement is:

➢ Factor Affecting Employer Branding of Higher Education Institutions in Ahmedabad

 Research Gap: -

A research gap is a lack of knowledge or understanding about a particular topic. Our

research gap is listed below:

1. Very less research has been done on employee branding in the education sector.
2. Very little research has been done on employer branding in India.
3. Not awareness about the employer branding in higher education institutions.

3.2Research Objective: -

It is to learn more about a particular topic or issue. There are mainly two types of
research objective: 1. Primary Objective 2. Secondary Objective.
Primary Objective:

✓ To study the factors affecting Employer branding of Higher Education Institutions in

Ahmedabad.

Secondary Objective:

✓ To understand the employer branding.

✓ To explore the employer branding in higher education institution in Ahmedabad.
✓ To find the impact of factors affecting employer branding in higher education
institution in Ahmedabad.

3.3 Scope of the study: -

➢ This research is helpful the society or education sector to improve their quality of
work environment as well as the way you have to deliver the education to the students
is best education provide through the efficient employees.
➢ Employee branding is the process of creating a unique identity for an education sector
a marketing and communication strategy to promote it.
➢ It creating a unique place of work that attracts the talent whose knowledge and skills
are needed to meet the organizations goals and objectives.
➢ Employer branding is about making sure that employees feel good about the place
they work.
➢ In this study we know the what are the benefits of employer branding in higher
education institution and motivate the talented employees.

3.4 Types of Research Design: -

1. Descriptive Research Design: -

Descriptive research design is a research design that focuses on describing the
phenomenon being studied in detail. It is often used to study populations, events,
or phenomena that are difficult to study using other research designs.

2. Exploratory Research Design: -

 It is defined as research for the purpose of gaining insight into little-understood
concepts to provide a foundation for future research.

 So, we use of descriptive research design for our study.

3.4.1 Sampling Technique: -

There are mainly two types of Sampling Technique:

1. Probability Sampling: -
Probability sampling is a sampling technique where a researcher selects a few
criteria and chooses members of a population randomly. All the members have
an equal opportunity to participate in the sample with this selection parameter.
➢ Sub probability types are as follows:

A. Simple random sampling:

One of the best probability sampling techniques that helps in saving time and
resources is the Simple Random Sampling method. It is a reliable method of obtaining
information where every single member of a population is chosen randomly, merely
by chance.
B. Cluster sampling:
Cluster sampling is a method where the researchers divide the entire population into
sections or clusters representing a population. Clusters are identified and included in a
sample based on demographic parameters like age, sex, location, etc.
C. Systematic sampling:
Researchers use the systematic sampling method to choose the sample members of a
population at regular intervals. It requires selecting a starting point for the sample and
sample size determination that can be repeated at regular intervals.
D. Stratified random sampling:
Stratified random sampling is a method in which the researcher divides the population
into smaller groups that don’t overlap but represent the entire population. While
sampling, these groups can be organized, and then draw a sample from each group
separately.

2. Non-Probability Sampling: -
 Non-probability sampling, the researcher randomly chooses members for
research. This sampling method is not a fixed or predefined selection process.
➢ Sub non-probability types are as follows:

A. Convenient Sampling:
It is a sampling technique in which a researcher selects a subset of a population for
study, based on some criterion that makes the subset easier or more convenient to
study.
B. Quota sampling:
In Quota sampling, members in this sampling technique selection happens based on a
pre-set standard. In this case, as a sample is formed based on specific attributes, the
created sample will have the same qualities found in the total population.
C. Snowball sampling:
Snowball sampling is a sampling method that researchers apply when the subjects are
difficult to trace. For example, surveying shelter less people or illegal immigrants will
be extremely challenging. In such cases, using the snowball theory, researchers can
track a few categories to interview and derive results.

 So, we can use of non-probability technique (Convenient Sampling) for our study.

3.4.2 Sampling Design: -

A. Target Population: -
It is the group of people who will be the recipients of the intervention. The
target population for this study is Faculties are working in institutions.

B. Sample Size: -
The total numbers of respondents are termed as sample. The sample size
for this analysis is 101 respondents.

C. Sampling Area/Unit: -
It is a specific unit of measurement used in sampling. It is the smallest unit
of analysis that can be used to collect data. So, our sampling unit is
Ahmedabad.
3.5 Data Collection Method: -

1. Primary Data: -
It is data that is collected directly from the user or subject of the study.

 Sources of Primary Data: -

1. Interviews
2. Survey & Questionnaire
3. Observation

2. Secondary Data: -
It refers to data that is collected by someone other than the primary user.

 Sources of Secondary Data: -

1. Books
2. Published sources
3. Journals
4. Websites

3.6 Dada Collection Instrument: -

➢ In a research study, the survey method was used as a data collection instrument. In an
online survey that was conducted, closed-ended questions were asked of respondents.
The instrument was being used and a structured questionnaire was formed.
 Research Hypothesis

Objective 1: To study the factors affecting Employer branding of Higher Education

Institutions in Ahmedabad.

Null Hypothesis (H₀): There is no significant relationship between the factors and employer
branding of Higher Education Institutions in Ahmedabad.

Alternate Hypothesis (H₁): There is a significant relationship between the factors and
employer branding of Higher Education Institutions in Ahmedabad.

Objective 2: To understand the employer branding.

Null Hypothesis (H₀): There is no difference in the understanding of employer branding

among individuals.

Alternate Hypothesis (H₁): There is a difference in the understanding of employer branding

among individuals.

Objective 3: To know about the employer branding in higher education institutions in

Ahmedabad.

Null Hypothesis (H₀): There is no significant variation in the employer branding practices
among higher education institutions in Ahmedabad.

Alternate Hypothesis (H₁): There is a significant variation in the employer branding practices
among higher education institutions in Ahmedabad.

Objective 4: To find the impact of factors affecting employer branding in higher education
institution in Ahmedabad.

Null Hypothesis (H₀): There are no specific factors that significantly affect employer
branding in higher education institutions in Ahmedabad.

Alternate Hypothesis (H₁): There are specific factors that significantly affect employer
branding in higher education institutions in Ahmedabad.
 Chapter: 4

Data Collection & Data Analysis

4.1 Data Collection – Primary Data:

We collected the responses from the faculties through Google form.

Interpretation: - In this survey, majority of faculties are between the 25-35 age group of
years and other three different categories group of age in lower proportionate.
Interpretation: - In this Pie chart, 56.4% of faculties are female and rest of the other 43.6%
are male.

Interpretation: - In this survey, most of the 80.2% of faculties are having qualification level
of PhD and another 19.8% of faculties are Post Graduated.
Interpretation: - From the above pie chart, most of the 64.4% of faculties are Associate
Professors, 32.7% are Assistant Professors and very few of the faculties have other
designations.

Interpretation: - In this survey, 72.3% of faculties think that employers should establish the
brand image, 20.8% of faculties think that employers should not establish the brand image,
and remaining of faculties think that employers may establish the brand image.
Interpretation: - In this survey, 66.3% of private higher education is using the employer
brand image for branding and 33.7% of public higher education is using the employer brand
image for branding.

Interpretation: - According to this survey, 49.5% of faculty members agree on institute

brand building, 21.8% disagree on institute brand building, 16.8% are neutral, 7.9% are
strongly agreed on institute brand building and another 4% are strongly disagreed on institute
brand building.
Interpretation: - In this survey, 20.8% of faculties consider that designation is the main
thing to search for a new job opportunity, 17.8% of faculties consider that salary is the main
thing to search for a new job opportunity, 17.8% of faculties consider that benefits are the
main thing to look for a new job opportunity, 16.8% of faculties consider that growth
opportunity is important to look for a new job opportunity, 15.8% of faculties consider that
work/job profile is important to look for a new job opportunity, 8.7% of faculties consider
that employer brand name is important to look for a new job opportunity and 2.3% of
faculties consider that culture is important to look for a new job opportunity.

Interpretation: - In this survey, 77.2% of faculties are motivated through monetary reward
and 22.8% are motivated through non-monetary reward.
Interpretation: - In this survey, 59% of faculties consider the cost of living to be a very high
factor affecting employee compensation; 76% of faculties consider the economic conditions
to be a highly affecting factor for employee compensation and the other 3 factors are less
affecting than both of the above.

Interpretation: - From the above histogram chart we can say that recognition is very high
affecting factor of employer branding in Higher Education institution and after following that
package of benefits, organisational cultural and environment is very high affecting factors of
employer branding in Higher Education institution.
Interpretation: - In this survey, mostly all the factors are highly affecting the internal CSR
activity to increase the productivity but most very high factor affect is security for internal
CSR activity to increase the productivity and also performance appraisal is highly affecting
the internal CSR activity to increase the productivity.

Interpretation: - In this survey, 62.4% of faculties are positive thinker about their institute
culture, 23.8% of faculties are negative thinker about their institute culture and 13.9% of
faculties are neutral.
Interpretation: - In this survey, 81.2% of faculties are feeling progressive at current work
place and 18.8% of faculties are not feeling progressive at current work place.

Interpretation: - In this survey, 65.3% of faculties are having good relationship with their
colleagues, 17.8% of faculties are not having good relationship with their colleagues and
16.8% of faculties are neutral.
Interpretation: - In this survey, 49.5% of faculties are agree with proper communication
among the faculty members, 7.9% of faculties are strongly disagree with proper
communication among the faculty members, 12.9% of faculties are disagree with proper
communication among the faculty members, 26.7% of faculties are neutral and 3% of
faculties are strongly agree with proper communication among the faculty members.

Interpretation: - In this survey, 51.5% of faculties are agree with co-ordination among the
faculty members, 23.8% of faculties are disagree with co-ordination among the faculty
members, 15.8% of faculties are neutral, 5.9% of faculties are strongly disagree with co-
ordination among the faculty members and 3% of faculties are strongly agree with co-
ordination among the faculty members.
Interpretation: - In this survey, 46.5% of faculties are agree with co-ordination among the
departments, 21.8% of faculties are disagree with co-ordination among the departments,
20.8% of faculties are neutral, 8.9% of faculties are strongly disagree with co-ordination
among the departments and 2% of faculties are strongly agree with co-ordination among the
departments.

Interpretation: - In this survey, 94.1% of faculties are feeling job security within the
organisation and 5.9% of faculties are not feeling job security within the organisation.
Interpretation: - In this survey, 66.3% of faculties are motivated through compensation
affects the behaviour, 18.8% of faculties are highly motivated through compensation affects
the behaviour, 13.9% of faculties are moderate, 1% of faculties are low through
compensation affects the behaviour.

Interpretation: - In this survey, 54.5% of faculties are agree with fairly compensated for
their work, 25.7% of faculties are neutral, 13.9% of faculties are disagree with not fairly
compensated for their work, 4.9% of faculties are strongly disagree with not fairly
compensated for their work and 1% of faculties are strongly agree with fairly compensated
for their work.
Interpretation: - In this survey, 83% of organisations are offered by certificates or awards to
the faculties work performance, 67% of organisations are offered by promotion to the
faculties work performance, 64% of organisations are offered by monetary reward to the
faculties work performance, 56% of organisations are offered by special training to the
faculties work performance & 48% of organisations are offered by others reward.

Interpretation: - In this survey, 74% of faculties are receiving promotion while performing
job well, 69% of faculties are receiving a reward or token of appreciation while
performing job well, 66% of faculties are receiving pay raise while performing job well, 63%
of faculties are receiving job security, 53% of faculties are receiving training & development
opportunities while performing job well and 49% of faculties are receiving more freedom &
opportunities while performing job well.
Interpretation: - In this survey, 52.5% of faculties are agree with institution that institution
do always makes the faculty members to know the development/achievements of the
institution, 24.8% of faculties are disagree with institution that institution doesn’t always
makes the faculty members to know the development/achievements of the institution, 14.9%
of faculties are strongly disagree with institution that institution doesn’t always makes the
faculty members to know the development/achievements of the institution, 6.8% of faculties
are neutral, & 1% of faculties are strongly agree with institution that do always makes the
faculty members to know the development/achievements of the institution.

Interpretation: - In this survey, 51.5% of faculties are agree with career development,
23.8% of faculties are disagree with career development, 21.8% of faculties are neutral and
2.9% of faculties are strongly disagree with career development.
Interpretation: - In this survey, 51.5% of faculties are agree with workshops, seminars &
conferences are ensured that the align with their goal, 25.7% of faculties are disagree with
workshops, seminars & conferences are not ensured that the align with their goal, 16.8% of
faculties are neutral, 2.9% of faculties are strongly disagree with workshops, seminars &
conferences are not ensured that the align with their goal and 1% of faculties are strongly
agree with workshops, seminars & conferences are ensured that the align with their goal.

Interpretation: - In this survey, 71% of employee development programs have been initiated
by the organisations, 65% of mentoring have been initiated by the organisations, 60% of
special skills training have been initiated by the organisations, 59% of training with
assessment program have been initiated by the organization, 51% of employee orientation
programs have been initiated by the organisations 51% of process training have been initiated
by the organisations.
 4.2 Data Analysis

Descriptive Statistics
Std.
N Minimum Maximum Mean Deviation Skewness Kurtosis
Std. Std.
Statistic Statistic Statistic Statistic Statistic Statistic Error Statistic Error
1)Establishedemployerbr 101 1 3 1.35 .607 1.570 .240 1.376 .476
andimage
2)UsingEmployerBrandI 101 1 2 1.66 .475 -.702 .240 -1.538 .476
mageforbranding
3)Brandbuildingofinstitut 101 1 5 3.36 1.035 -.544 .240 -.642 .476
efacultymembersareinvol
ved
4)Newjobopportunitythe 101 1 7 3.33 1.773 .424 .240 -.717 .476
mainthingslookat
5)Factormotivatestoincre 101 1 2 1.23 .421 1.318 .240 -.268 .476
aseproductivity
6)FactorsAffectingEmplo 101 1 3 1.49 .626 .929 .240 -.153 .476
yeeCompensationCostof
Living
7)FactorsAffectingEmplo 101 1 3 1.83 .471 -.523 .240 .712 .476
yeeCompensationEcono
micCondition
8)FactorsAffectingEmplo 101 1 4 2.33 .763 -.496 .240 -.875 .476
yeeCompensationLegisla
tion
9)FactorsAffectingEmplo 101 1 4 1.96 .615 .285 .240 .665 .476
yeeCompensationWortho
faJob
10)FactorsAffectingEmpl 101 1 5 2.07 .725 .698 .240 1.846 .476
oyeeCompensationEmplo
yersAfforda
11)Factorsaffectingemplo 101 1 3 1.50 .559 .545 .240 -.755 .476
yerbrandinginhighereduc
ationinst_E
12)Factorsaffectingemplo 101 1 3 1.48 .593 .830 .240 -.274 .476
yerbrandinginhighereduc
ationinst_D
13)Factorsaffectingemplo 101 1 3 1.91 .722 .136 .240 -1.054 .476
yerbrandinginhighereduc
ationinst_C
14)Factorsaffectingemplo 101 1 4 1.63 .612 .673 .240 .935 .476
yerbrandinginhighereduc
ationinst_B
15)Factorsaffectingemplo 101 1 3 1.39 .600 1.304 .240 .693 .476
yerbrandinginhighereduc
ationinst_A
16)Factorsaffectingemplo 101 1 4 2.28 .918 .050 .240 -.932 .476
yerbrandinginhighereduc
ationinst
17)Factorsaffecttheintern 101 1 3 1.61 .600 .400 .240 -.655 .476
alCSRactivitytoincreaset
hepro_C
18)Factorsaffecttheintern 101 1 4 1.92 .674 .495 .240 .673 .476
alCSRactivitytoincreaset
hepro_B
19)Factorsaffecttheintern 101 1 4 2.22 .716 -.014 .240 -.434 .476
alCSRactivitytoincreaset
hepr_A
20)Factorsaffecttheintern 101 1 4 1.56 .767 1.068 .240 .028 .476
alCSRactivitytoincreaset
hepr
21)Factorsaffecttheintern 101 1 4 1.78 .610 .421 .240 .845 .476
alCSRactivitytoincreaset
hepro_A
22)Factorsaffecttheintern 101 1 4 1.80 .583 .360 .240 1.250 .476
alCSRactivitytoincreaset
hepro
23)Institutionsculture 101 1 3 1.51 .730 1.051 .240 -.324 .476
24)Progressiveatcurrentw 101 1 2 1.19 .393 1.620 .240 .637 .476
orkplace
25)Goodrelationshipwith 101 1 3 1.51 .770 1.091 .240 -.418 .476
colleagues
26)Communicationamon 101 1 5 3.31 .987 -.845 .240 .046 .476
gthefacultymembers
27)Coordinationamongth 101 1 5 3.26 1.026 -.595 .240 -.769 .476
efacultymembers
28)Coordinationamongth 101 1 5 3.11 1.057 -.584 .240 -.828 .476
edepartments
29)Jobsecuritywithinorga 101 1 2 1.06 .238 3.784 .240 12.569 .476
nisation
30)ompensationaffectsem 101 1 4 1.97 .608 .286 .240 .770 .476
ployeebehaviourinhigher
education
31)Fairlycompensatedfor 101 1 5 3.33 .907 -1.028 .240 .196 .476
thework
32)Facultymemberstokno 101 1 5 3.00 1.192 -.506 .240 -1.333 .476
wthedevelpomentachieve
mentsofthe
33)TheInstitutionfacilitat 101 1 4 3.22 .912 -.691 .240 -.870 .476
esinthecareerdevelopmen
tofits
34)Facultymembersareinl 101 1 5 3.18 .994 -.617 .240 -.944 .476
inewiththatoftheInstitutio
nsg
Valid N (listwise) 101

Interpretation of Results: - From the above Descriptive analysis,

In this Descriptive analysis, we can see that major values of Means are less than the expected
mean 2.5 and our study is agreeing between 1 and 2.5. So, from the above output we can see
that all the Mean values are lye between our criteria. So, our study is fail to reject Null
Hypothesis.

For Skewness, if the value is greater than +1.0, the distribution is right skewed. If the value is
less than -0.1, than the distribution is left skewed. So, from above data Question
“2,3,7,8,19,26,27,28,31,32,33 & 34” are left skewed and remaining are right skewed.

For Kurtosis, if the value is greater than +1.0, the distribution is leptokurtic. If the value is
less than -1.0, the distribution is platykurtic. So, therefore question is,
“1,7,9,10,14,15,18,20,21,22,24,26,29,30 & 31” are leptokurtic and remaining are platykurtic.
 Gender * Newjobopportunitythemainthingslookat Crosstabulation
Count
Newjobopportunitythemainthingslookat
Employer
Work/Job Growth Brand
Salary Designation Benefits Profile Opportunity Culture Name Total
Gender Male 7 9 8 7 6 3 4 44
Female 11 12 10 9 11 1 3 57
Total 18 21 18 16 17 4 7 101

Chi-Square Tests
Asymptotic
Significance (2-
Value df sided)
Pearson Chi-Square 2.776a 6 .836
Likelihood Ratio 2.804 6 .833
Linear-by-Linear Association .562 1 .453
N of Valid Cases 101

a. 4 cells (28.6%) have expected count less than 5. The minimum expected count
is 1.74.

Interpretation: - From the above Chi-Square analysis,

Our chi-square calculated value is greater than the chi-square critical value, then you reject
your null hypothesis. If your chi-square calculated value is less than the chi-square critical
value, then you “fail to reject” your null hypothesis.
H0(Null): No association between gender & new job opportunity which are main things look
at.
H1(Alternate): There is an association. New job opportunity which are main things look at
on gender.
So, P value is more than 0.05 that’s why we fail to reject null hypothesis.
 Ch: 5 Findings

• Employers agree with their established brand image.

• Private institutions are most likely to create an Employer Brand image.
• Employers do feel that there is a higher level of financial security in this particular
organisation.
• Most employers look at designation and salary when finding a new opportunity.
• In this sector, very little research work is done.
• Compensation is very high and affects the change in employer behaviour.
• Monetary rewards are motivating factors for increasing productivity.
• Faculties are considering the cost of living to be a very important factor affecting
employee compensation.
• Most of the organisations offer certificates or awards for the faculty’s work
performance.
• Faculty are receiving promotions while performing their jobs well.
• Recognition is a very important factor in employer branding in Higher Education
institutions.
• A very high factor affects security for internal CSR activity to increase productivity.
• In most organisations, employee development programmes have been initiated.
 Learning of the Project

➢ In this project, we learnt that what employer branding is, what employer branding is
in higher education institutions and what the benefits and challenges are.
➢ When we are analysing or doing research on this particular area, we see that in this
field, very little research work is done.
➢ Most private organisations use employer branding activities.
➢ We will learn that this project will help create a strong and positive impact on
Employer Branding in Higher Education Institutions in Ahmedabad.
➢ Employer Branding is also influencing employers to enhance their careers and
achieve their goals.
➢ In this project, we identify how Employer Branding affects the Education Industry.
➢ Also, we identify that Employer Branding is an important part of any organisation,
and it is especially important in Higher Education Institutions.
➢ During this project, we identified that most employers are looking for designation and
salary when finding a new opportunity.
➢ We are identifying that monetary rewards are a very motivating factor for employers
to increase their productivity.
➢ We understand that very high compensation influences changes in employer
behaviour.
➢ So, we are learning about all of the factors that are affecting employer branding in
Higher Education Institutions.
 Conclusion

So, in the above Comprehensive Project report on “Factor Affecting Employer Branding of
Higher Education Institutions in Ahmedabad,” which we have successfully completed
under the guidance of Prof. Deepali Mandalia.

In Our report, we have analysed how Employer Branding affects higher education institutions
in Ahmedabad. We have analysed the factors affecting Employer Branding in the education
industry.

We have identified some factors that are most affecting Employer Branding in Higher
Education Institutions. These factors are the institution's culture, monetary reward, cost of
living, recognition, job security, certificates or awards, promotion, and employee
development programmes.

We have used IBM SPSS software for calculating the hypotheses and collecting data for our
study. We have calculated Descriptive Statistics, the chi-Square test, and Pearson’s R
correlation.

So, here we conclude our project by presenting you all the data with their references and
proofs in the form of the Report.
 References

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International Journal of Applied Business and Economic Research, 9.

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Almira Puan Rachmadhani, N. U. (2018). Factor identification of higher education choice to enhance
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Amir Ikram, M. F. (2021). Internal Corporate Responsibility as a Legitimacy Strategy for Branding
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Asuman Matongolo, F. K. (2018). Employer branding and talent retention: perceptions of employees
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Christian P. Theurer, A. T. (2018). Employer Branding: A Brand Equity-based Literature Review and
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Christopher N. Arasanmi, A. K. (2019). Employer branding: perceived organisational support and

employee retention – the mediating role of organisational commitment. Industrial and
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Haroon Khan, D. M. (2021). FACTORS AFFECTING EMPLOYER BRANDING AND ITS

IMPACT ON RETENTION AND ATTRACTION OF EMPLOYEES - A CASE OF
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Books:

Employer Branding for Dummies by Alicia A. Garibaldi

Research Methodology Methods & Techniques by C.R Kothari

Website:

https://haiilo.com/blog/employer-branding

https://blog.hubspot.com/marketing/employer-branding
 Annexure

 Questionnaire: -

1. Name

2. Email

3. Age
o 25-35
o 35-45
o 45-5504
o 55-65

4. Gender
o Male
o Female

5. Education
o Post Graduation
o PhD
o Others

6. Designation
o Professor
o Assistant Professor
o Associate Professor
o Others

7. Institute: ____________________

8. Do you think employers should establish their employer brand image?

o Yes
o No
o Maybe

9. Which higher education is using Employer Brand Image for branding?

o Public
o Private

10. For brand building of institute faculty members are involved.

o Strongly Disagree
o Disagree
o Neutral
o Agree
o Strongly Agree

11. When looking for a new job opportunity, what are the main things you look at?
o Salary
o Designation
o Benefits
o Work/Job Profile
o Growth Opportunity
o Culture
o Employer Brand Name
o Others

12. Which factor motivates you to increase productivity?

o Monetary Reward
o Non-monetary Reward

13. Which of the following factors affecting employee compensation?

(Very High, High, Medium, Low, Very Low)
• Cost of Living
• Economic Conditions
• Legislation
• Worth of a Job
• Employer’s Affordability
14. What are the factors affecting employer branding in higher education institutions?
(Very High, High, Medium, Low, Very Low)
• Organisational Culture and Environment
• Package of Benefits
• Training, Development and Career Progression
• Market Value and Prestige
• Recognition
• Location

15. Following factors affect the internal CSR activity to increase productivity.
(Very High, High, Medium, Low, Very Low)
• Succession Planning
• Counselling about their Retirement and Termination
• Retrenchment
• Security
• Employee Equity
• Performance Appraisal

16. What do you think about your institutions culture?

o Positive
o Negative
o Neutral

17. Do you feel progressive at your current work place?

o Yes
o No

18. Are you having good relationship with your colleagues?

o Yes
o No
o Neutral

19. There is proper flow of communication among the faculty members.

o Strongly Disagree
o Disagree
o Neutral
o Agree
o Strongly Agree

20. There is proper co-ordination among the faculty members.

o Strongly Disagree
o Disagree
o Neutral
o Agree
o Strongly Agree

21. There is proper co-ordination among the departments.

o Strongly Disagree
o Disagree
o Neutral
o Agree
o Strongly Agree

22. There is job security within my organisation.

o Yes
o No

23. How compensation affects employee behaviour in higher education institution?

o Highly Motivated
o Motivated
o Moderate
o Low
o Very Low

24. As a faculty member I’m fairly compensated for the work.

o Strongly Disagree
o Disagree
o Neutral
o Agree
o Strongly Agree

25. Which of the following type of reward are offered by the organisation for
performance?
✓ Monetary Rewards
✓ Certificates or Awards
✓ Special Training
✓ Promotion
✓ Others

26. What you receive for performing job well?

✓ A pay raises
✓ Job Security
✓ A Promotion
✓ More Freedom and Opportunity
✓ Training and Development Opportunity
✓ A reward or token of appreciation

27. This Institution always makes the faculty members to know the
development/achievements of the Institution.
o Strongly Disagree
o Disagree
o Neutral
o Agree
o Strongly Agree

28. The Institution facilitates in the career development of its faculty.

o Strongly Disagree
o Disagree
o Neutral
o Agree
o Strongly Agree
29. Workshops, seminars and conference ensure that the goals of the faculty members are
in line with that of the Institution’s goal.
o Strongly Disagree
o Disagree
o Neutral
o Agree
o Strongly Agree

30. Which of the following training and development program have been initiated by your
organisation?
✓ Training with assessment
✓ Employee development programs
✓ Employee orientation programs
✓ Process training
✓ Mentoring
✓ Special skills training