Exploring the Relationship between Employer Branding and Employee Retention

Abstract

The employment environment, nowadays, is becoming increasingly competitive. In such competitive environment, employer branding is fast emerging as a long-term human resource (HR) strategy to attract and retain talented workforce. The purpose of this article is to determine the antecedents of employer branding from the perspective of current employees. Most studies are dedicated to the examination of employer branding as a talent attraction technique among potential employees. However, the present research examines the impact of employer branding on retention of existing workforce. The research develops a conceptual framework of antecedents and outcomes of employer branding. Using qualitative data from a pilot study of an IT giant, it provides insights as to how the predicted outcomes of employer branding can lead to increased retention among employees. The research also analyzes the role of employer branding in building brand advocates who spread positive word of mouth about the organization. Results of the qualitative interviews show positive relationship between outcomes of employer branding (job satisfaction and psychological contract) and employee retention. In addition, a positive relationship is found between employer branding and organizational commitment which in turn contributes towards development of brand advocacy. Academic and managerial implications are also discussed. The study accentuates the importance of employer branding construct and its potential to alleviate the imminent problem of employee attrition.

Integrating Herzberg and Social Exchange Theories to Underpinned Human Resource Practices, Leadership Style and Employee Retention in Health Sector

“…Therefore, organizations are duty bound to recruit and retain the most valuable, resourceful, efficient and productive workforce for optimal benefits. This is because turnover has a negative impact on organization especially on productivity, service and profitability (Tanwar, & Prasad, 2016), In fact, the cost of replacing and hiring new employees is high and finding skilled employees can also be difficult (Kwenin, Muathe, & Nzulwa, 2013).…”

Pengaruh Talent Management Terhadap Kinerja Karyawan Dengan Komitmen Organisasi Sebagai Variabel Moderasi Pada Karyawan

“…Sumber daya manusia yang dibutuhkan perusahaan harus memiliki komitmen organisasi terbaik yang didapatkan berdasarkan proses panjang yang dilakukan perusahaan (Tanwar & Prasad, 2016). Prosesnya merupakan pencarian ketat maupun pelatihan yang diberikan perusahaan itu sendiri.…”

Virtual Career Fairs: Perspectives from Norwegian Recruiters and Exhibitors

“…Prospective applicants at job fairs reportedly gain a sense of the 'personality' of an organization and are thus able to assess their potential fit with the organization [22]. Related to the point of attrition, researchers [13] also found that the outcomes of employer branding, such as job satisfaction and psychological contract, influence subsequent employee retention. In their qualitative study of an IT company, a positive relationship between employer branding and commitment also support brand advocacy by employees [13].…”

“…Related to the point of attrition, researchers [13] also found that the outcomes of employer branding, such as job satisfaction and psychological contract, influence subsequent employee retention. In their qualitative study of an IT company, a positive relationship between employer branding and commitment also support brand advocacy by employees [13]. Such advocacy may complement employer branding and recruitment at virtual fairs.…”

“…The goal of the recruiters participating in these events is to initiate a conversation with potential applicants, "either for the explicit purpose of encouraging them to apply, or to create groups associated with the company so that these connections can be used for recruitment purposes" [12], in line with employer branding efforts to raise organizational advocacy (e.g., [13]). There are other benefits for companies to embrace the use of e-tools for their recruitment processes, and these benefits might be transferable to virtual career fairs.…”