Document Type : Original Article


1 Ph.D Candidate, Department of Business Management, Allameh Tabataba'i University, Tehran, Iran.

2 Assistant Professor, Department of Tourism Management, Allameh Tabataba'i University, Tehran, Iran.

3 Associate Professor, Department of Educational Sciences, Allameh Tabataba'i University, Tehran, Iran.

4 Assistant Professor, Department of Business Management, Allameh Tabataba'i University, Tehran, Iran.



Purpose: Employer brand as a strategic activity for organizations shows how to manage human capital. As a result, this research was conducted with the aim of identifying and ranking the dimensions and components of the employer brand pattern of the Ministry of Education with using the multiple attribute decision making method.
Methodology: This study in terms of purpose was applied and in terms of implementation method was mixed (qualitative-quantitative). The population of the research qualitative part was the professors of the department of educational sciences of Farhangian University and Tehran universities and the executive directors and consultants of the Ministry of Education in 2020 year, which according to the principle of theoretical saturation number of 15 people of them were selected as a sample with using the purposeful and snowball sampling methods. The population of the research quantitative part was the employees of the Ministry of Education in 2019 year with number of 872,000 people, which according to Krejcie and Morgan's table number of 384 people of them were selected as a sample by cluster random sampling method with considering the classes based on the type of educational, administrative and service jobs. The research tool in the qualitative part was a semi-structured interview and in the quantitative part was a researcher-made questionnaire (28 items), which whose validity and reliability were confirmed. The research data in the qualitative part were analyzed with the coding method and in the quantitative part were analyzed with the multiple attribute decision making method and the simple additive weighting technique.
Findings: The findings showed that for the employer brand pattern of the Ministry of Education were identified 28 components in the 7 dimensions including the recruitment strategy, employee recognition, employer brand position, management style, human resource management system, brand strategy and brand promotion and enhancement. Also, among the dimensions of the employer brand pattern of the Ministry of Education, respectively the dimensions of the human resources management system, brand strategy, recruitment strategy, management style, employer brand position, employee recognition and brand promotion and enhancement had a higher rank and priority. In addition, among the components of the employer brand pattern of the Ministry of Education, respectively the components of talent management and practical styles were in the first rank, competent human resources, infrastructure program of recruitment, attraction and employer system were in the second rank, modern management of human resources, job satisfaction, motivation and solving the commercialization problem were in the third rank and other components were in the ranks of fourth to eleventh.
Conclusion: According to the identified dimensions and components for the employer brand pattern of the Ministry of Education and their ranking, the experts and planners of education can design and implement programs to improve employers in the Ministry of Education.


Adler H, Ghiselli R. (2015). The importance of compensation and benefits on university students' perceptions of organizations as potential employers. Journal of Management and Strategy, 6(1): 1-9.
Afjahi SAA, Alizadehfar Z. (2017). The relationship of perception from employer brand with job attitudes of employees. Management Studies in Development and Evolution, 26(84): 73-96. (In Persian)
Afzalabadi MH, Navehebrahim A, Abdollahi B, Abbasian H. (2017). Designing an employer brand-making model in public NGOs. Journal of Research in Human Resources Management, 9(3): 72-96. (In Persian)
Beigloo L, Esgandari K. (2017). Designing an employer brand model for social security organization with an emphasis on internal marketing. Journal of Marketing Management, 33(33): 117-134. (In Persian)
Benraiss-Noaliies L, Viot C. (2021). Employer brand equity effects on employees well-being and loyalty. Journal of Business Research, 126: 605-613.
Esmaili M. (2019). Students absent teachers. Tehran: Jam Jam Newspaper, 5448: 18. (In Persian)
Fernandez-Lores S, Gavilan D, Avello M, Blasco F. (2016). Affective commitment to the employer brand: Development and validation of a scale. BRQ Business Research Quarterly, 19(1): 40-54.
Gorizan L, Ahmadi SA, Chenari V. (2021). Employer brand model based on social responsibility in national Iranian south oil company (NISOC). Strategic Studies in Petrolume and Energy Industry, 12(48): 218-237. (In Persian)
Hamidizadeh A, Babashahi J, Mohamadnezhad Fadardi M. (2016). Identification, validate and prioritize "employer brand attractiveness" (Case: Job seekers in the city of Qom). Organizational Culture Management, 14(1): 301-321. (In Persian)
Itam U, Misra S, Anjum H. (2020). HRD indicators and branding practices: A viewpoint on the employer brand building process. European Journal of Training and Development, 44(6-7): 675-694.
Kucherov DG, Tsybova VS, Lisovskaia AY, Alkanova ON. (2022). Brand orientation, employer branding and internal branding: Do they effect on recruitment during the COVID-19 pandemic? Journal of Business Research, 151: 126-137.
Kurath G, Szabo-Balint B, Jarjabka A. (2022). Can a university's anniversary be used to strengthen employee engagement and improve the employer brand? Perspectives: Policy and Practice in Higher Education, 26(1): 11-18.
Mazraeh Sh, Shaemi Barzoki A, Safari A. (2021). Developing an employer branding model based on the expectations of talented employees. Journal of Business Management, 13(2): 337-361. (In Persian)
Molk A. (2018). Structures, strategizing, and contested territories: A structuration perspective on strategy development in employer branding. Scandinavian Journal of Management, 34(4): 326-334.
Puncheva-Michelotti P, Hudson S, Jin G. (2018). Employer branding and CSR communication in online recruitment advertising. Business Horizons, 61(4): 643-651.
Reis GG, Braga BM. (2016). Employer attractiveness from a generational perspective: Implications for employer branding. Revista de Administracao, 51(1): 103-116.
Tanwar K, Prasad A. (2016). Exploring the relationship between employer branding and employee retention. Global Business Review, 17(3): 1-21.
Tikhonov A. (2019). Applying of employer branding system in the IT-companies. Human Resource Management, 40: 23-35.
Valafar A, Feiz D, Zarei A, Gholami M. (2022). Exploration of factors affecting the development in employer brand using Q method (Case study: Defense Universities). Journal of Human Resource Studies, 12(1): 107-130. (In Persian)
Vercic AT, Coric DS. (2018). The relationship between reputation, employer branding and corporate social responsibility. Public Relations Review, 44(4): 444-452.
Yadegari M, Mogibi T, Imankhah N, Mehdizadeasrafi A. (2020). Providing employer branding pattern in private insurance companies. Iranian Journal of Insurance Research, 35(3): 157-184. (In Persian)
Zahedi A, Malikakhlaq I, Mohtashami A, Doostdar M. (2021). Designing a model for human resource management in education in accordance with the document of fundamental document. Journal of Research in Human Resource Management, Volume 13(2): 171-212. (In Persian)