Employer Value Proposition: A Conceptual Framework and Scale Development for Indian Information Technology Professionals

Employer Value Proposition: A Conceptual Framework and Scale Development for Indian Information Technology Professionals

Salila Kumar Pattnaik, Rajnish Kumar Misra
DOI: 10.4018/978-1-5225-1913-3.ch023
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In a competitive global market, organizations are striving to retain the best talent by providing sustainable employer value proposition (EVP); ‘value proposition' employees perceive or expect from their employer. Although EVP is conceptually appealing, there has been little systematic effort to empirically examine the dimensions of EVP. Information technology companies are adopting strategies to provide proposition that attract and retain employees. This paper identifies the attributes of EVP from the perspective of employees working in Information Technology companies in India. A scale is developed and validated to measure EVP on a sample size of 474. EVP scale was tested for its factor structure, reliability and validity. The results indicated that EVP scale comprised of five attributes; developmental value, inspirational value, work environment value, work value, and work life balance. The finding of the research is discussed; limitations noted; recommendations for enhancing EVP in IT companies, and future research directions.
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2. Theoretical Background

Integrating Sustainable HRM practices in the EVP enables organizations to address existing and potential employees in different life and career stages (App et al., 2012). EVP is a set of associations and offerings provided by the organization in return for the skills, capabilities and experiences an employee brings to the organization (EBI, 2012). An attractive employer should have compelling value proposition (Sears, 2003; Armstrong, 2006) which communicates what the organization can offer to its employees as a ‘great place of work’. The factors that contribute to being an employer of choice are the provision of a reasonable degree of security; enhanced future employability because of the reputation of the organization, as one that employs and develops high quality people, as well as the learning opportunities it provides; employment conditions that satisfy work- life balance needs; a reward system that recognizes and values contributions and provides competitive pay and benefits; interesting and rewarding work; and opportunities for learning, development and career progression (Armstrong, 2006).

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