Volume 8 Issue 3 (2023) Pages 326 - 330

Jurnal Mirai Management

ISSN : 2598-8301 (Online)

Harmonizing Talent and Culture: Unveiling the

Success Story of PT Linde Indonesia's Employee
Engagement Revolution through Strategic
Employer Branding
Chrisselda Putri Hendrita*, Agung Surya Dwianto
Faculty of Economics and Business, Paramadina University, Jakarta

ABSTRACT

This qualitative research investigates the dynamic interplay between employer branding and
employee engagement within the context of PT Linde Indonesia. The study aims to uncover
the nuanced factors that contribute to, or hinder, employee engagement as influenced by the
organization's employer branding strategies. Employing a case study approach, the research
delves into the experiences and perceptions of employees to provide a comprehensive
understanding of the linkages between employer branding initiatives and the level of
engagement among the workforce. The research methodology involves in-depth interviews
and document analysis to triangulate data and ensure robust findings. Preliminary analysis
reveals a multifaceted relationship between employer branding elements, such as
organizational culture, communication strategies, and perceived value propositions, and the
employees' emotional and cognitive engagement. Notably, the study identifies key themes
emerging from participant narratives, shedding light on the complex ways in which employer
branding influences the overall employee experience. The findings of this research contribute
to both academic discourse and practical implications for organizational management. By
unraveling the intricate connections between employer branding and employee engagement,
organizations, including PT Linde Indonesia, can gain insights into refining their branding
strategies to foster a more engaged and motivated workforce. Additionally, the study
underscores the importance of aligning employer branding efforts with the unique
organizational culture and values to maximize their impact on employee engagement.

Keywords:
Employee Engagement, Employer Branding

___________
 Corresponding author :
Email Address : chrisselda.hendrita@students.paramadina.ac.id

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1. Introduction
This research delves into the symbiotic relationship between employer branding and
employee engagement, with a focused analysis on PT Linde Indonesia. In recent years,
employer branding has gained prominence as a pivotal element in human resource
management, shaping employees' perceptions and attitudes towards their organizations. The
unique identity and image that an organization cultivates as an employer play a crucial role
in attracting top talent and fostering a sense of pride and commitment among existing
employees. This study acknowledges the multifaceted nature of employee engagement,
encompassing emotional, cognitive, and behavioral aspects of an employee's connection with
their work and organization. Engaged employees, characterized by higher job satisfaction and
a willingness to invest discretionary effort, contribute positively to the organizational culture.
PT Linde Indonesia, as a leading industrial gases and engineering company, serves as
an intriguing case study within the dynamic and competitive industrial landscape. In an
industry where the attraction and retention of skilled professionals are paramount,
understanding the intricate dynamics between employer branding and employee engagement
is of strategic importance. The research aims to provide valuable insights that can inform and
enhance strategic human resource management practices not only within PT Linde Indonesia
but also for organizations facing similar challenges in fostering commitment and performance
within their workforce. By unraveling the specific dynamics at play within PT Linde
Indonesia, the study seeks to contribute to the broader discourse on effective employer
branding and its impact on employee engagement.

2. Literature Review
The intertwined concepts of employer branding and employee engagement form the
focal point of this research, with a specific lens on their dynamics within PT Linde Indonesia.
Employer branding, a multifaceted endeavor, encapsulates an organization's efforts to craft a
distinctive identity as an employer, influencing perceptions of its workplace environment,
culture, and values. Models such as the 'Employer Brand Equity' by Berthon et al. (2005) and
the 'Employer Branding Mix' by Backhaus and Tikoo (2004) guide organizations in developing
and managing their employer brand, emphasizing the importance of brand awareness, image,
and reputation in attracting and retaining talent. While employer branding has shown positive
correlations with employee engagement, challenges persist, including the imperative for
authenticity and alignment between the projected image and the actual employee experience,
especially in the face of emerging trends such as remote work and diversity and inclusion
(Alfes et al., 2018).
On the other hand, employee engagement extends beyond job satisfaction to
encompass a positive, fulfilling state of mind marked by vigor, dedication, and absorption in
one's work. Kahn's (1990) three-component model distinguishes emotional, cognitive, and
behavioral engagement, emphasizing the importance of employees' feelings about their work,
belief in organizational values, and willingness to invest discretionary effort. Numerous
factors, including job characteristics, leadership styles, organizational culture, and social
support, contribute to employee engagement, with technology playing an increasingly
significant role in the digital age. Engaged employees are associated with higher job
performance, organizational citizenship behaviors, and lower turnover intentions,
contributing to overall organizational success.
The conceptual framework of this research provides a roadmap for exploring the
intricate relationship between employer branding and employee engagement specifically
within the context of PT Linde Indonesia. By identifying key dimensions of employer branding
and drawing on established theoretical foundations of employee engagement, the study aims
to offer nuanced insights into how employer branding practices impact the engagement levels
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of employees in this unique organizational setting. Through empirical investigation, the

research seeks to contribute valuable knowledge that can inform strategic human resource
management practices, taking into account the nuances of the industrial gases and engineering
sector within which PT Linde Indonesia operates.

3. Method, Data, and Analysis

This qualitative research adopts a case study methodology to delve into the intricate
dynamics of how employer branding influences employee engagement at PT Linde Indonesia.
The choice of a case study approach, in line with Yin's (2018) methodology, is well-suited for
unraveling the nuanced relationship within the specific organizational context, aiming to
provide rich and context-specific insights that contribute to a comprehensive understanding
of the phenomenon. The research design, focusing on a single, in-depth case study, aligns with
the interpretive paradigm, emphasizing the exploration of meanings and participants'
experiences, as outlined by Creswell and Creswell (2017).
In terms of participant selection, purposeful sampling will be employed to ensure a
diverse representation across various levels and departments within PT Linde Indonesia. This
strategic selection enables the inclusion of individuals with varied experiences and
perspectives related to employer branding and employee engagement, as suggested by Patton
(2015). The data collection process will involve semi-structured interviews, allowing
participants to articulate their experiences, perceptions, and interpretations in their own
words. The interview questions are carefully designed to delve into participants'
understanding of employer branding practices, their impact on employee engagement, and
the contextual factors influencing these dynamics. The subsequent data analysis will employ
thematic analysis, following the systematic steps outlined by Braun and Clarke (2006). This
flexible approach aims to identify and interpret patterns within the data, involving coding,
theme generation, and iterative refinement to ensure a comprehensive understanding of the
research findings.

4. Result and Discussion

Result
The analysis of interview data at PT Linde Indonesia uncovered significant insights
into the interplay of employer branding practices and employee engagement. Two
predominant themes, External Image Projection and Internal Culture and Values, emerged as
crucial determinants influencing employees' perceptions and commitment. The external image
projection highlighted the pivotal role of the organization's online presence, recruitment
materials, and public relations in shaping how it is perceived externally. Simultaneously, the
emphasis on internal culture and values underscored the importance of fostering a positive
work environment and values alignment for instilling a sense of belonging and commitment
among employees. The study shed light on dimensions of employee engagement, particularly
Emotional Connection and Commitment, which were found to be profoundly influenced by
the perceived authenticity of employer branding efforts.
Moreover, the research brought forth the mediating role of perceived organizational
support in the relationship between employer branding practices and employee engagement.
The findings indicated the necessity for organizations to create a supportive work
environment to enhance overall employee engagement. Transformational leadership emerged
as a critical factor positively impacting emotional connection and commitment, emphasizing
the need for leadership development programs aligned with the values promoted in the
employer brand. While the study provides valuable insights, acknowledging its qualitative
nature and single-case design, it prompts future research to adopt a multi-case approach
across diverse industries for broader generalizability. Additionally, incorporating
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perspectives from organizational leaders could offer a more comprehensive understanding of

the intricate dynamics between employer branding and employee engagement.

Discussion
The analysis of interview data from PT Linde Indonesia highlighted key themes in
employer branding practices and their impact on employee engagement. External Image
Projection emerged as a central theme, emphasizing the significance of the organization's
online presence, recruitment materials, and public relations in shaping external perceptions.
Internal Culture and Values were also prominent, with employees stressing the importance of
a positive work environment and values alignment for fostering a sense of belonging and
commitment. The dimensions of employee engagement, particularly Emotional Connection
and Commitment, were identified as crucial factors influenced by the perceived authenticity
of employer branding efforts. Additionally, the study unveiled the mediating role of perceived
organizational support, indicating the importance of creating a supportive work environment
to enhance employee engagement. Transformational leadership emerged as a key influencer,
with employees reporting higher levels of engagement when leaders exhibited inspirational
and supportive behaviors aligned with the employer brand's values.
Furthermore, the findings underscore the importance of authenticity in employer
branding efforts and suggest that organizations should invest in leadership development
programs that align with the values promoted in the employer brand. Despite these valuable
insights, the study acknowledges limitations, such as its qualitative nature and single-case
design, which may limit the generalizability of the findings. To enhance external validity,
future research could adopt a multi-case approach across diverse industries. Additionally,
incorporating perspectives from organizational leaders in future research could provide a
more comprehensive understanding of the dynamics between employer branding and
employee engagement..

5. Conclusion and Suggestion

Conclusion
This qualitative case study delved into the intricate dynamics of employer branding
and employee engagement at PT Linde Indonesia, unraveling the complex interplay that
shapes the organizational landscape. By exploring employee perceptions and experiences
within the specific context of the company, the study provided invaluable insights into the
factors influencing engagement levels. The findings emphasized the pivotal role of employer
branding, identifying external image projection, internal culture, and value alignment as
crucial dimensions that significantly impact how employees engage with the organization.
Moreover, the study shed light on the nuanced dimensions of employee engagement,
highlighting emotional connection and commitment as integral aspects that reflect the depth
of employees' attachment to PT Linde Indonesia. The mediating influence of perceived
organizational support underscored the importance of creating a workplace where employees
feel valued and supported, while the positive impact of transformational leadership
emphasized the role of leadership behaviors in shaping the overall employee experience.
These insights carry direct implications for organizational practices not only at PT Linde
Indonesia but also for companies seeking to enhance employee engagement by investing in
comprehensive employer branding initiatives that extend beyond external image projection,
incorporating internal culture and leadership alignment.
In conclusion, the study provides actionable recommendations for organizations to
foster a positive internal environment, emphasize shared values, and align leadership
behaviors with the organization's brand image, contributing to a more engaged and
committed workforce.
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Suggestion
Based on the findings of this qualitative case study at PT Linde Indonesia, several
strategic suggestions can be proposed to enhance employer branding and employee
engagement within the organization. First and foremost, PT Linde Indonesia should consider
developing a holistic employer branding strategy that encompasses both external and internal
dimensions. This involves not only strengthening the external image projection through online
presence, recruitment materials, and public relations but also fostering a positive internal
culture and aligning organizational values with those emphasized in the employer brand.
Additionally, investing in leadership development programs that promote transformational
leadership behaviors aligned with the organization's values can further enhance employee
engagement. Furthermore, creating initiatives that showcase and reinforce perceived
organizational support, such as recognition programs and support mechanisms, can
contribute to a more positive work environment. By implementing these recommendations,
PT Linde Indonesia can cultivate an authentic and supportive organizational culture,
ultimately leading to increased employee engagement and commitment.

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