| dc.description.abstract | This study seeks to address the question: ＂When organizations encounter job seekers with varying work values, how do they effectively convey their corresponding values and culture through recruitment advertisements, and what implications does this have for corporate recruitment?＂ The study is structured into five parts: the first part probes whether ＂work values＂ will directly influence ＂employer attractiveness＂; the second part investigates whether ＂employer attractiveness＂ directly impacts ＂job-seeking intention＂; the third part examines whether ＂work values＂ directly affects ＂job-seeking intention＂; the fourth part explores if ＂work values＂ influence ＂employer attractiveness＂, subsequently interfering with ＂job-seeking intention＂; the fifth part employs motivating factors (intrinsic motivation, extrinsic motivation) as moderating variables to ascertain whether they will affect the relationship between ＂work values＂ and ＂employer attractiveness.＂
Employing a hierarchical linear model, this study conducts a cross-level analysis with employees of Taiwanese enterprises as the survey subjects. The respondents were divided into four groups, and the survey was distributed over a two-week interval. A total of 319 valid responses were received. The results reveal that ＂work values＂ significantly affect ＂employer attractiveness＂; ＂employer attractiveness＂ considerably impacts ＂job-seeking intention＂; and ＂work values＂ profoundly influence ＂job-seeking intention.＂ Additionally, ＂employer attractiveness＂ serves as a mediator between ＂work values＂ and ＂job-seeking intention.＂ Lastly, when using intrinsic and extrinsic motivation as moderating variables, both ＂work values＂ and ＂employer attractiveness,＂ as well as ＂employer attractiveness＂ and ＂job-seeking intention,＂ display moderating effects.
The contribution of this research can be distilled into four elements. Firstly, it confirms that the disparity in work values directly influences an employer′s appeal to job seekers, which not only manifests in the organization′s image but also through their individual work values. For instance, a company that promotes innovation will be more attractive to employees who value creativity, while those who prioritize stability may favor a company that offers long-term employment security. Secondly, similar to the impact of work values on job seekers, employer attractiveness bridges the gap between work values and job-seeking intentions, thereby influencing talent recruitment. Thirdly, it is found that work values directly shape job seekers′ intentions, even in the absence of employer attractiveness. Fourthly, this study substantiates that intrinsic and extrinsic motivators exert moderating effects on work values, an area neglected in past research. Lastly, when developing and enhancing an employer brand, organizations need to comprehend and consider the work values of their target employees, in order to formulate effective attraction strategies. This not only amplifies the company′s allure but also boosts employee job satisfaction and retention rates.
Keywords: recruitment advertising, work values, work motivation, employer attractiveness, job search intentions, motivational factors, intrinsic motivation, extrinsic motivation | en_US |