Explaining a Phenomenological Model of Employer Branding in the Domestic Automotive Industry: A Qualitative Approach

Abstract

In today’s business environment, improving employer branding has become one of the most important determinants of success in the automotive industry. Given intensifying competition and rising customer expectations, automobile manufacturers must continuously seek approaches to enhance their employer brand. Such efforts not only contribute to the success of automotive companies but also facilitate the development of a positive and productive organizational culture. Accordingly, the present study aimed to develop a phenomenological model of employer branding with an emphasis on human capital in the domestic automotive industry. In this study, the researcher employed Van Manen’s qualitative phenomenological approach. The required data were collected through an interview protocol and in-depth interviews with eight senior managers in the automotive industry who had at least five years of senior management experience, four marketing professors with recent scholarly publications in the field of employer branding, and three customers. Data collection continued until theoretical saturation was reached. Ultimately, the researcher extracted 150 open codes and, based on the theoretical literature, conducted axial and selective coding. The findings were presented in the form of a model comprising six main dimensions, including organizational reputation, organizational culture, employer value proposition, methods of attracting organizational capital, and employer brand reputation, together with 24 subdimensions. The findings indicated that automobile manufacturers that focus on improving their employer brand are more likely to achieve a competitive advantage in today’s highly competitive market and establish long-term relationships with their internal customers, namely organizational personnel.