Potential Employee Segmentation: Employer Branding and Intention to Apply for a Job in Banking Sector, Pakistan.


Summer Aslam ,

Download Full PDF Pages: 111-116 | Views: 380 | Downloads: 113 | DOI: 10.5281/zenodo.3460112

Volume 4 - June 2015 (06)


There are not many studies of employer branding and intention to apply for a job. No study was attained attention on potential employee segmentation experienced versus inexperienced applicants perceived by employer branding in Pakistan. Therefore, the endeavor of this survey was to satisfy the gap by analyzing employer branding and intention to apply in recruitment function perspective to potential employee segmentation. Respondents were participated in this survey from different universities who were near to set up their careers. To make analysis between employer branding and intention to apply, respondents were requested in response about the banking sector. Consequently, the findings show that employer branding is significant with the intention to apply at 0.01 level. Not all potential employees are same. Without potential employee segmentation, organizations do not know whom they possess to attract and what they have to be attractive. Furthermore, employer names have a different meaning for different people. Identifying potential employee segment is helpful to become attractive employers and to increase applicant’s intentions too.


Employer Branding, Intention to Apply, Employee segmentation, Experienced Applicants. Inexperienced Applicants


  1. Aaker, D. (1991). Managing Brand Equity; Capitalizing on the Value of a Brand Name.
  2. Arachchige, B., & Robertson, A. (2013). Employer Attractiveness: Comparative Perceptions of Undergraduate and Postgraduate Students, 4(1), 33-48.
  3. Adler, H., & Ghiselli, R. (2015). The Importance of Compensation and Benefits on University Students’ Perceptions of Organizations as Potential Employers, 6(1), 1-9.
  4. Backhaus, K., & Tikoo, S. (2004). Conceptualizing and Researching Employer Branding", Career Development International,, 9(5), 501-517.
  5. Kufstein, F. (2013). The Impact of Employer Branding on Employee performance, 115-123.
  6. Khabir, (2014). What Are the Factors That Make an Employer Attractive in the Eyes of Prospective Employees in Bangladesh, 133-136.
  7. McKeown, T., & Lindorff, M. (2011). The Graduate Job Search Process – a Lesson in Persistence Rather than Good Career Management?, 53(4), 310-320.
  8. Mehta, P., & Sharma, K. (2012). Impact Of Employer Branding On Retention Of Employees Of Management Institutes, 2(2), 59-71.
  9. Oladipo, T., Iyamabo, J., & Otubanjo, O. (2013). Employer Branding: Moulding Desired Perceptions in Current and Potential Employees, 3(3), 55-65.
  10. Sokro, E. (2012). Impact of Employer Branding on Employee Attraction and Retention, 4(18), 164-173.
  11. Shafique, O. (2012). Recruitment in the 21st Century, 4 (2), 887-901.
  12. Taylor, J. (2005). Recruiting University Graduates for the Public Sector: An Australian Case Study, 18(6), 514-533.

Cite this Article: