Browsing by Author "Makhafola, Kelebogile"

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    Employer brand activities for effective responses to gig economies in South Africa
    (University of the Witwatersrand, Johannesburg, 2021) Makhafola, Kelebogile; Roselyne, Koech
    This research paper aims to investigate employer brand activities that effectively respond to the engagement dynamics introduced into the working environment by gig economies. The focal points are elements which contribute to the sustenance of the organisations’ brand equity, brand reputation and competitive advantage. The paper uses two frameworks to guide the process of investigating the employer brand activities which influence employer brand attractiveness, employee value contribution, and the organisational culture amongst other research attributes and variables within this paper. The first framework used to approach the analysis is the employer brand experience framework and the second framework is the framework on Human Resource Management (HRM) and platform ecosystems in the gig economy. The study follows a qualita-tive research method, introducing the use of semi-structured interviews. Broadly, the findings communicate that effective employer branding that keeps the employees involved and valued will most likely enjoy a higher retention and productivity rate, further stimu- lating the organisational bottomline. Accessible research and material regarding employer brand effective in context to gig economies within South Africa is not popularly explored. Further- more, the investigation of employer brand activities and programmes are limited to the traditional organisational structures which exclude the attributes introduced by nuances in gig economies (roles, responsibilities, productivity, brand loyalty, the measurement of value contri- bution and innovation). The key findings further elaborate that the participating organisations (employer brands) and their employees aren’t confidently aware of the introduction of gig economies as a direct effect to their organisation. Through the findings, it further appears that they, the organisations, are not adequately prepared to embrace the new world of work in light of policies, Human Resource Management systems and work related structures