Bonuses and Training as an EB Tool in the Perspective of Economy 4.0

Abstract

Purpose | The purpose of this article is to determine the impact of employer branding tools on the employee’s perception of the employer in a selected company from the financial industry Research method | In the study, the observation method and free interview were used for the initial identification of explanatory variables. The statistical method was chosen for the main part of the study. The exemptions were considered a dependent variable, in this case, and selected EB tools, such as bonuses and training, were used as explanatory variables. The survey was conducted on a sample of employees of a company from the broadly understood financial intermediation industry (30 people). Our research focuses not on the future employees, but on the current employees and those who have decided to leave their jobs. The research is preliminary. We also assess the suitability of the chosen method to achieve the set goal. Results | The results indicate that the relationship between the used EB methods, the amount of training and bonuses, and the employees’ evaluation of the employer, is statistically significant. Originality / value / implications / recommendations | We circumvented difficulty in measuring the employee’s assessment of the employer by starting from the assump tion that the extreme manifestation of dissatisfaction with an employer regards an employee’s dismissal from a job, and the extreme manifestation of a good opinion of an employer regards continuity of employment. Employers should therefore take advantage of this knowledge when building appropriate bonus systems and training employees.