Chapter 13: Institutionalizing Well-Being Marketing into Employer Brand Management: A Normative Framework Impacting Employee Engagement and Outcomes

In the area of business ethics, well-being marketing (WBM) and employer brand management (EBM) literatures have overlooked the value of institutionalizing WMB into EBM processes, from the corporate “call to action” to the development of an internal branding platform; including an employer value proposition (EVP) and its outcomes. This chapter serves to begin this discussion. Conceptually, WBM (when aligned with the organizational mission and “brought to life”) has the potential to be used as a strategic lever when institutionalized through the EBM process, resulting in a positive influence on employee engagement (EE) and a variety of individual, work group, and organizational outcomes. CWB research uses subjective and objective measures and serves to produce the metrics used (Pancer & Handelman, 2012) to evidence WBM’s community impact created through a firm’s marketing function. It has been shown that when firms effectively measure, report, and communicate marketing performance metrics, it ultimately leads to improvements in overall performance (O’Sullivan, Abela, & Hutchinson, 2009). A normative framework for WBM’s institutionalization into EBM processes is provided along with propositions, practical implications, and future research discussion.