This article explores the phenomenon of best employer studies, including origins, meaning, and implications of such studies through a literature review and a case study of Hewitt's Best Employers in Asia study. A conceptual model is suggested of the relationships among business strategy, HR practices, engaged employees, HR reputation, and financial performance, based on theoretical backgrounds, such as the resource-based view of the firm, strategic HR management, signaling theory, and social identity theory. Finally, implications for practice in HRD and for future research are presented.
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