INTRODUCTION
Research neccessity
In today's job market, recent graduates prioritize not only salary but also the training and development opportunities offered by employers when making job application decisions As noted by Ambler and Barrow (1996), employer branding plays a crucial role in communicating the advantages of employment to prospective candidates This branding helps potential employees distinguish between different employers, aiding their decision-making process The information they gather about an organization shapes the image they associate with its brand.
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 strong employer brand not only enhances a company's image but also serves as a competitive advantage To develop a sustainable and authentic employer brand, organizations must understand the various factors influencing career decision-making, particularly how these elements affect fresh graduates' job application choices This paper focuses on identifying the employer branding factors that impact the job application decisions of fresh graduates in Ho Chi Minh City, specifically within the retail sector.
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 studies at a university or college, or those who have graduated but possess 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 The author gathers survey data from fresh graduates with less than two years of work experience who are seeking employment in the retail sector in Ho Chi Minh City.
Research methodology
This study employs both quantitative and qualitative research methods The qualitative aspect involves creating a questionnaire informed by previous research For the quantitative component, a non-probability sampling method utilizing accidental sampling is used to gather data Respondents complete the survey, answering 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, and detailing the research contributions and objectives These elements collectively establish a foundation for understanding the research content and prepare the groundwork for exploring the theoretical background in the subsequent chapter.
Chapter two explores the concept of employer branding, highlighting its key factors, application processes, theoretical models, and prior research These foundational theories support the proposed research model, which examines how employer branding influences the job application decisions of recent graduates seeking positions in 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 findings from data analysis conducted with SPSS 20 software, focusing on six key areas: a description of the sample, statistical analysis for nominal scales, descriptive statistics for ordinal scales, reliability statistics for both dependent and independent variables, factor loading analysis for independent variables, and a coefficients analysis of independent variables Additionally, it includes an interpretation 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 research objectives and questions to address the research problem, and provides an overview of the research methods that will be elaborated on in Chapter 3 Additionally, it offers a brief outline of the thesis structure.
LITERATURE REVIEW
Important concepts
There are many ways to understand the concept of branding First of all, the term
The term "branding" emerged in marketing in 1922, referring to a trade or proprietary name (Stern, 2006) Woodside and Walser (2007) describe "brand" as a broad concept encompassing retail firms, physical products, and services Initially, as noted by Bastos and Levy (2012), branding began as a sign to denote an object's identity and evolved into a naming convention Schneider (2003) defines a brand as a name, term, sign, symbol, or design, or a combination thereof, aimed at identifying the goods and services of a seller or group of sellers while distinguishing them from competitors.
Every employer has a brand, yet not all effectively engage in employer branding to stand out 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 Various definitions exist for the concept of employer branding.
In 1996, Ambler and Barrow introduced the term "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 applies marketing strategies to attract and retain employees, with The Conference Board (2001) describing the employer brand as the company's value system and behaviors that engage current and potential employees Backhaus and Tikoo (2004) emphasized the importance of differentiating a firm's employment characteristics from its competitors, while Barrow and Mosley (2011) highlighted the employer brand's role in shaping a corporation's image and value proposition Martin et al (2011) further defined the employer brand as a recognition of providing a high-quality employment experience and a distinctive organizational identity Kucherov and Zavyalova (2012) noted that the employer brand encompasses qualitative features that create a positive image and set of advantages in the labor market Additionally, Lane (2016) outlined that employer branding involves the principles and tools that shape an enterprise's reputation and brand among employees.
Employer branding and HR marketing are essential for addressing recruitment and retention challenges in modern organizations (Martindale, 2010) As highlighted by Stuss and Herdan (2017), employer branding plays a crucial role in long-term corporate strategy, helping firms shape the perceptions of current and potential employees Urbancová and Hudáková (2017) also noted that effective marketing and employer branding can create new opportunities within these areas Ritson (2002) emphasized that employer branding offers several advantages, including reduced employee acquisition costs, improved employee relations, higher retention rates, and the ability to offer lower salaries compared to companies 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 expanding significantly 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 make purchases at retail stores Thus, retail transactions can be categorized into two main types: business-to-customer (B2C) and business-to-business (B2B) The position of retail enterprises within the supply chain is illustrated in Figure 2.1.
Figure 2.1 The supply chain model
In this research, the term "retailer" refers to an original equipment manufacturer (OEM), with suppliers, manufacturers, and distributors categorized as 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, with their profit calculated as (sale price - purchase price) multiplied by the quantity sold Various types of retailers employ different sales techniques to cater to diverse consumer groups, 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 make selections that suit their needs By purchasing goods in bulk from manufacturers or distributors, retailers can break down these products into smaller, more consumable sizes Additionally, they maintain inventory close to consumers, ensuring convenience and accessibility Beyond simply selling products, retailers enhance value by providing supplementary services To succeed, retailers must excel in three critical areas: identifying a specific niche or market segment for their offerings, targeting a market with growth potential, and designing an effective retail format tailored to their audience.
Fresh graduates are recognized as valuable potential employees due to their fresh perspectives and up-to-date knowledge, which can significantly contribute to a company's growth While the definition of "fresh graduates" varies, it generally refers to 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 obtained their degrees and are seeking professional employment Borghans and Golsteyn (2012) describe fresh graduates as college alumni with limited work experience, specifically within the first three years post-graduation Furthermore, Anas and Hamzah (2020) define fresh graduates as entry-level employees who have been in the workforce for less than two years.
Mansor et al (2014) highlighted that many companies face challenges in recruiting fresh graduates due to time constraints Students, preoccupied with assignments and extracurricular activities, often struggle to apply for job vacancies, as this process requires preparing and sending necessary documentation to potential employers.
Theoretical models and the previous studies
This section explores key theoretical models such as the Theory of Reasoned Action (TRA) and the Theory of Planned Behavior (TPB) in relation to career decision-making It examines various career decision-making models and outlines the process involved in making career choices Additionally, the author formulates research hypotheses and constructs a model grounded in relevant prior research findings.
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, weighing available information and considering the consequences of their actions According to Fishbein and Ajzen (1977), a person's intention is influenced by two key factors: personal beliefs and social influences The personal factor refers to an individual's positive or negative evaluation of a behavior, known as their attitude toward that behavior.
Behavioral beliefs influence a person's attitude toward a specific action, leading to the intention to perform that behavior, especially when it is viewed positively and supported by perceived expectations from important others The second key factor is the individual's perception of social pressures, known as the subjective norm, which is shaped by normative beliefs Essentially, if a person believes that significant individuals in their life expect them to engage in a behavior, they are more likely to feel compelled to comply with that expectation.
2.2.1.2 Theory of Planned Behaviour (TPB)
The theory of planned behavior (TPB), developed by Ajzen in 1985, builds on the earlier theory of reasoned action by Ajzen and Fishbein from 1977 Both theories emphasize that an individual's intention to engage in a specific behavior significantly impacts their actual behavior TPB identifies three distinct factors that independently influence behavioral intentions.
The first determinant influencing behavior is an individual's attitude, which encompasses their positive or negative evaluation of the behavior The second determinant is the subjective norm, indicating the perceived social pressure to engage in the behavior The third determinant is perceived behavioral control (PBC), reflecting an individual's sense of control over their ability to perform the behavior, informed by past experiences and anticipated challenges Lastly, personal or moral norms also play a crucial 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) described career decision-making as an inherently flawed process, outlining five distinct models that capture its complexity: the attribute-matching model, the need-reduction model, the problem gain model, the social structure model, and the complex information processing model A summary of these models' characteristics can be found 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 Next, he evaluated the necessary qualities for successful adaptation in various job roles and chose the employment requirements that aligned most closely with his 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 meet 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 an expectancy theory framework to analyze job selection They identified two key concepts: Effort to Performance expectancy, which assesses the likelihood of successfully obtaining a job, and Performance to Outcome expectancy, which evaluates the potential benefits of that job, such as high pay and personal growth The theory posits that the appeal of a behavior is shaped by both the desirability of its outcomes and the likelihood of achieving those outcomes To quantify this appeal, Performance to Outcome probabilities are multiplied by the Valence of each outcome, and the resulting products are summed to calculate the overall attractiveness of a behavior.
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 an individual exploring recruitment sources for available positions After identifying suitable vacancies, they select jobs to apply for based on their likelihood of success and appeal Subsequently, the individual receives job offers and chooses the most attractive option Notably, candidates often apply for multiple positions simultaneously, which is significant in the context of expectancy theory, as it examines how individuals make choices among mutually exclusive 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) describes a decision-making model as a psychological process that involves organizing information, evaluating alternatives, and committing to a specific course of action The author identifies 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, prompting individuals to engage in both overt and covert behaviors to navigate these issues effectively This structured approach guides candidates through the complexities of making and executing career decisions, 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 data is subjectively processed 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 complete their decision-making journey and transition to Commitment To successfully move forward, the individual requires additional information about available alternatives or a clearer understanding of 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 They then integrated this commitment into their self-concept and developed detailed implementation plans, including specific action steps and contingency strategies Additionally, they recognized the need for thorough information to support their decision-making process 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, determined by factors such as employee count, revenue, and number of locations, plays a crucial role in differentiating companies, as seen in the comparison between Company A and Company B Research by Sheard (1970) indicates that larger companies tend to attract more candidates in the recruitment market Additionally, studies by Franca & Pahor (2012), Lievens et al (2001), and Rynes, Bretz & Gerhart suggest that larger organizations often possess a stronger employer brand compared to their smaller counterparts.
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 among applicants Research by Saini et al (2014) highlights that monetary benefits significantly impact candidates' choices, making organizations stand out from their competitors (Bretz, Ash, and Dreher, 1989) and attracting potential employees (Cable & Judge, 1994; Gerhart & Milkovich, 1990) Ash and Bendapudi (1996) emphasize that organizations leverage benefits not only to attract candidates but also to retain existing employees Additionally, Terjesen, Vinnicombe, and Freeman (2007) found that salary is particularly appealing to Generation Y graduates Weathington (2008) noted that benefits are key factors in workplace decisions and are critical in determining employer attractiveness Ultimately, when companies offer benefits that candidates value, it significantly influences their 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 for potential candidates Research by Terjesen et al (2007) indicates that training and development are among the top organizational attributes that attract final-year university students in the UK to management trainee positions Such opportunities enhance employability and are crucial for retaining employees across all age groups, as noted by Rhebergen and Wognum (1997) and Armstrong-Stassen and Templer.
Research indicates that organizations can attract potential candidates by offering development opportunities (Cable & Graham, 2000) Additionally, Judge and colleagues (2000) found a strong connection between development potential and employee satisfaction Saari and Judge (2004) further supported this by highlighting that perceived opportunities for development and promotion are positively associated 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 expenditures, and industry type (Cable & Graham, 2000) Employer reputation, on the other hand, reflects job seekers' perceptions of how the public evaluates an organization This reputation is shaped by employer familiarity and image, which also influences the organization's overall image and its ability to attract talent (Cable & Turban, 2001).
Research indicates that corporate reputation significantly influences a company's ability to attract prospective candidates, particularly among university students considering potential employers A firm's reputation, defined as its standing compared to competitors, plays a crucial role in recruiting fresh graduates.
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 indicates that fresh graduates' positive perceptions of an organization significantly influence their intentions to apply for jobs there A strong corporate reputation is positively correlated with potential employees' job application intentions Additionally, a company's reputation as an employer plays a crucial role in application decisions, making organizations with higher reputations 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 interaction between current employees and their social circles, highlighting the importance of personal recommendations in shaping an employer's brand (Dowling, 2001) Positive endorsements from current or former employees demonstrate the strength of an employer's internal brand, as these individuals have firsthand experience with the company's commitments (Edwards, 2010) In contrast, job seekers primarily rely on the promises presented in employer branding efforts, which may not fully reflect the reality of the workplace.
Research indicates that word of mouth significantly impacts job application decisions among potential candidates Higgins (2001) notes that when applicants lack detailed information about organizations and perceive their job choice as crucial and emotional, they often seek insights from their social circles Additionally, Collins and Stevens (2002) found that a higher number of employees within an organization enhances the likelihood of positive word of mouth, which influences applicants' intentions to apply Prospective candidates tend to rely on information from credible sources, such as friends and family, when making job decisions (Van Hoye and Lievens, 2007, 2009) Furthermore, Saini (2019) emphasizes that endorsements from current and former employees serve as a strong indicator of an organization's internal employer brand strength.
Numerous studies indicate that external, company-independent sources significantly influence an applicant's decision to join an organization Research by Fisher, Ilgen, and Hoyer (1979) reveals that fresh graduates find information from outside the organization more credible than that from internal representatives, leading them to be more inclined to accept job offers when exposed to positive company information Additionally, word-of-mouth communication operates independently of an organization's recruitment efforts Van Hoye and Lievens (2007) highlight that graduates' perceptions of organizational attractiveness are heavily influenced by informational social cues, while negative word-of-mouth can adversely affect recruitment advertising outcomes Moreover, receiving positive employment information through word-of-mouth from strong connections early in the recruitment process correlates positively with perceptions of organizational attractiveness and actual application decisions (Van Hoye and 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 outlines key concepts related to the research topic, including the Theory of Planned Behaviour (TPB), the Theory of Reasoned Action (TRA), and various career decision-making models It also reviews relevant previous studies to identify employer branding factors that influence job application decisions Additionally, the author formulates research hypotheses and a research model, proposing five hypotheses regarding how employer branding factors impact 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, quantitative research is conducted using a questionnaire survey, where the author develops a research model and scale based on qualitative research findings This leads to the creation of a preliminary questionnaire, which is then refined into a formal version The results from the official survey are analyzed using SPSS software to generate a comprehensive report for 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, the initial observed variables are not aligned with the research focus, prompting the author to modify and enhance them to better suit the subject of fresh graduates seeking employment in retail firms.
The author undertakes qualitative research to develop a model that identifies employer branding factors affecting the job application decisions of fresh graduates This research is carried out in two distinct phases.
The research process begins with a review of previous studies on the impact of employer branding factors on job application decision-making The author synthesizes and selects the most relevant survey questions tailored to the research objectives, making necessary adjustments to 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, followed by the design of 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 form the basis of the job application decision-making scales, highlighting the critical aspects graduates consider when applying for jobs.
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 join a reputable firm known for its positive reputation, as well as a socially responsible organization that prioritizes ethical practices Additionally, I seek to work for an innovative employer 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 comprehensive insights into the company and the job, significantly impacting my decision-making process when applying for a position Reviews from current and former employees play a crucial role in shaping my perceptions and choices regarding potential employment.
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 determined by the analytical methods employed, specifically Exploratory Factor Analysis and regression analysis According to Hair et al (1998), the minimum sample size should be five times the total number of observed variables and should also consider the number of scales included in the model analysis With 26 observed variables in this study, the minimum required sample size is calculated 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 tool consisting of a structured set of questions and answers, serving as a communication bridge between researchers and respondents across various interview methods It typically comprises two main sections.
- 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 conducted an online survey targeting fresh graduates residing in Ho Chi Minh City, utilizing non-probability sampling methods, specifically convenient sampling This approach was chosen to optimize time, costs, and human resources while ensuring easy access to the questionnaire for respondents, resulting in a high response rate.
The author evaluates the validity of the collected responses by ensuring that each respondent thoroughly completes the information and answers all questions Additionally, it is crucial that the answers, particularly in section two regarding factors influencing job application decision-making, exhibit 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 scale By testing the scale's reliability, the author identifies and eliminates observed variables that do not meet the established reliability standards, often referred to as "garbage variables." Previous research, including studies by Nunnally (1978) and Peterson (1994), indicates that a Cronbach's Alpha coefficient of 0.6 or higher is acceptable, particularly for new concepts or unfamiliar respondents However, Nunnally (1994) notes that Cronbach's Alpha alone does not determine which variables should be retained or discarded Consequently, researchers often employ the item-total correlation coefficient, with variables scoring below 0.3 typically removed from the analysis.
After eliminating unreliable variables in the Cronbach's Alpha analysis, the author employs factor analysis to streamline and categorize the variables, 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 measures the correlation between variables and factors, with a recommended threshold of 0.40 for effective exploratory factor analysis (EFA), as noted by Hair and colleagues In this study, a sample size of 200 was utilized, indicating that any variable with a loading coefficient above 0.40 demonstrates a strong relationship with the factor Conversely, variables with a loading coefficient below 0.40 will be 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 they indicate a substantial amount of variation explained by the factor Factors with Eigenvalues less than 1 do not effectively summarize information compared to the original variables, since each standardized variable has a variance of 1 Additionally, the model 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 effectively, it is crucial to test the correlations between independent and dependent variables using a correlation coefficient matrix According to John and Benet Martinez (2000), a correlation coefficient below 0.85 indicates that the discriminant value between variables can be reliably ensured However, if the coefficient exceeds 0.85, it raises concerns about multicollinearity, suggesting that one independent variable may be explained by another.
In the process of building and testing a regression model, the author selects relevant variables for inclusion and utilizes the R Square (R²) coefficient to assess the model's fit However, a key limitation of the R² coefficient is that it artificially increases with the addition of more independent variables, which does not necessarily indicate a better fit for the data To address this issue, the Adjusted R Square (Adjusted R²) coefficient is employed as a more reliable measure, as it accounts for the number of variables in the model, providing a clearer evaluation of the model's effectiveness.
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 This indicates that the independent variables effectively explain the variation in the dependent variable, allowing the author to construct a model that accurately fits the data.
In Step 3, it is crucial to test for violations of regression assumptions to ensure the suitability of the regression model for the research population After constructing the regression equation, the author must evaluate several key assumptions: the presence of a linear relationship between independent and dependent variables, the distribution of residuals from the dependent variable, the absence of heteroskedasticity, the independence of errors (indicating no correlations among residuals), and the lack of multicollinearity (ensuring no correlations between 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 Variance Inflation Factor (VIF) to assess multicollinearity in the model As outlined by Hoang Trong and Chu Nguyen Mong Ngoc (2005), a VIF value exceeding 10 indicates the presence of multicollinearity.
Conclusion
This chapter explores essential aspects of research methodology, including the research process, qualitative and quantitative research methods, sampling techniques, questionnaire design, and approaches to 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
In a recent survey, 157 respondents, accounting for 69.5%, identified as female, while 69 respondents, or 30.5%, identified as male The majority of participants, 93.8%, held a university degree, contrasting with only 6.2% who had a college qualification Most respondents, approximately 71.7% (162 responses), were final year students preparing for graduation, followed by 11.9% (27 responses) who had recently graduated Additionally, 10.2% of graduates reported having less than two years of work experience (23 responses), while 6.2% had less than one year of experience (14 responses).
A survey revealed that 184 respondents prefer using recruitment websites like Vietnamworks and Ybox for job postings, indicating a strong trend towards online recruitment In contrast, traditional media such as newspapers and magazines account for only 3.6 percent of recruitment sources, highlighting a significant shift in job-seeking behaviors.
(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 jobs through online platforms, while 19.8% secured employment via company websites Additionally, 14.6% reported finding jobs through friends and relatives, and 5.7% were introduced to opportunities by University Associations, Groups, and Student Affairs Departments Furthermore, 49 respondents found employment by participating in career fairs, and 6% discovered job openings through other 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, all component scales demonstrate correlation coefficients above the minimum threshold of 0.3, and removing any individual component scale does not enhance overall reliability.
Following a thorough reliability analysis of various scales, 26 scales were identified, corresponding to five independent variables: Organizational Size, Compensation and Benefits, Training and Development, Corporate Reputation, and Word of Mouth, along with one dependent variable, Job Application Decisions These scales are now prepared for Exploratory 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, while Bartlett's test significance is 0.000, indicating a strong correlation among the observed variables Consequently, we reject the null hypothesis (H0) and confirm that the survey data meet the necessary conditions for conducting exploratory factor analysis (EFA) and utilizing the results 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 consists of four components with Eigenvalues greater than 1, collectively explaining 63.660%, which exceeds the 50% threshold Additionally, after applying the Varimax rotation method, 17 observed variables exhibit 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 that the model's KMO coefficient is 0.665, exceeding the standard threshold, and it successfully passes Bartlett's test with a significance level of 0.000 Consequently, the exploratory factor analysis for the research model is deemed appropriate.
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 indicates 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 exhibit factor loading coefficients greater than 0.4 These findings will be further 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 assess the correlations among variables to examine the relationships between independent variables and the dependent variable, as well as to identify multicollinearity among the independent variables We utilize Pearson's test to analyze the correlations between the following variables: Organizational Size, Training and Development, Corporate Reputation, and Word of Mouth, in relation to the dependent variable, which is the 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 indicates a linear correlation between the dependent variable, Job Application Decisions, and all independent variables The highest Pearson correlation coefficient, 0.586, is observed between Job Application Decisions and Word of Mouth, while the correlation with Organizational Size is lower at 0.430 Furthermore, the significance levels of all independent variables are below the standard threshold of 0.05, confirming their suitability for regression analysis in studying the job application decisions of fresh graduate students.
Based on the analysis of the correlation coefficient matrix, the independent and dependent variables in the model are deemed suitable for proceeding to the next phase of regression analysis The overall model for this analysis is established as follows:
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 results presented in Table 4.9 indicate that the adjusted R-squared value of the model is 0.454, meaning that the independent variables account for 45.4% of the variation in the dependent variable The remaining 54.6% is attributed to out-of-model variables and random error Consequently, while this linear regression model is effective in explaining 45.4% of the variance, it also highlights the significance of the unexplained error (54.6%) for management implications.
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, indicating that the regression standardized residuals align with a normal distribution The mean value is approximately 0 (6.12E – 15), and the standard deviation is close to 1 (0.991), suggesting that the residuals are nearly normally distributed Consequently, we can conclude that the assumption of normal distribution for the residuals is upheld.
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 significance (2-tailed) value from the T-test in the "Equal variances not assumed" row is 0.214, which is greater than the 0.05 threshold This indicates that we fail to reject the null hypothesis (H0), suggesting that there is no significant difference in job application decision-making based on gender.
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 0.734 and 0.386, respectively This finding confirms 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 above 0.05, specifically at 0.873 and 0.757 This suggests that there is no statistically significant difference in job application decision-making based on graduation status or qualifications.
Conclusion
This chapter evaluated the influence of various employer branding factors on the job application decisions of fresh graduates, focusing on a proposed research model that included Organizational Size, Compensation and Benefits, Training and Development, Corporate Reputation, and Word of Mouth The reliability test yielded a Cronbach's Alpha ranging from 0.749 to 0.873, indicating high reliability, with Corporate Reputation showing the highest coefficient at 0.873 and Organizational Size the lowest at 0.749 Using Exploratory Factor Analysis (EFA), the author applied a factor loading coefficient of 0.4 to assess correlations among the observed variables and components, ultimately deciding to exclude the Compensation and Benefits factor from the analysis.
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.