The role of talent management and employee psychological contract on employer branding: a pragmatic conceptual model

Abstract

Purpose The purpose of the article is to investigate the role of talent management and employee psychological contract on employer branding and to develop a pragmatic conceptual model while identifying gaps between core concepts. Design/methodology/approach The archival method was adopted along with systematic review based on Khan et al.’s (2003) five steps of systematic literature review. The systematic review has enclosed published research articles between 1960 and 2022 in fields of human resource management (HRM), brand management and psychology. In total, 260 Articles were initially scrutinized, and 230 were systematically reviewed finally to explore core concepts, identify gaps and model development. Findings This study explored five gaps among key concepts based on systematic review and linked theories, namely, social exchange theory and signaling theory. A conceptual model has been developed to explore the impact of talent management on employer branding with mediating and moderating role of employee psychological contract. Research limitations/implications This study is limited to conceptual model development; nevertheless, there is enormous scope for empirically testing the model related to various global contexts in future studies. Originality/value The developed conceptual model is a vibrant contribution for future investigations of impact of talent management on employer branding with mediating and moderating role of employee psychological contract in diverse global contexts in wining “war for talent.” This study endows a momentous input to whole frame of HRM knowledge because it discourses significant knowledge gaps amongst relationships and effects of identified variables, which has not been formerly revealed.

Employer brand and international employer brand: literature review

“…, 2005; Cable and Turban, 2003). In 14 articles, the authors opted for a qualitative research approach (Sandeepanie et al. , 2023; Sinčić Ćorić and Špoljarić, 2021; Theurer et al.…”

“…The majority of the analyzed articles, or 20 out of the 37 in total, employed a quantitative research approach to the topic ( Spoljari c and Tkalac Ver ci c, 2022; Benraiss-Noailles and Viot, 2021; Sarkiunaite and Sciukauske, 2021;Gr ajdieru and Khechoyan, 2019;Alnıaçık et al, 2014;Men, 2014;Rampl, 2014;Rampl and Kenning, 2014;Terera and Ngirande, 2014;Baum and Kabst, 2013;Edwards and Edwards, 2013;Arachchige and Robertson, 2011;Sivertzen et al, 2013;Davies, 2008;Berthon et al, 2005;Pietersis et al, 2005;Cable and Turban, 2003). In 14 articles, the authors opted for a qualitative research approach (Sandeepanie et al, 2023;Sin ci c Cori c and Spoljari c, 2021;Theurer et al, 2018;Ruchika and Prasad, 2017;Backhaus, 2016;Lievens and Slaughter, 2016;Heilmann et al, 2013;Martin et al, 2005Martin et al, , 2011Wilden et al, 2010;Moroko and Uncles, 2008;Backhaus and Tikoo, 2004;Gioia et al, 2000;Ambler and Barrow, 1996). A mixed research method was used in only three articles (Deepa and Baral, 2022;Kunerth and Mosley, 2011;Elving et al, 2013).…”

“…(2005) highlighted the importance of performance of such psychological contract for the perception of employer attractiveness among existing employees. Additionally, Sandeepanie et al. (2023) have emphasized the role psychological contracts and their fulfillment have in employer branding by suggesting psychological contracts as one of the key determinants of employer brand perception.…”

“…Martin et al (2005) highlighted the importance of performance of such psychological contract for the perception of employer attractiveness among existing employees. Additionally, Sandeepanie et al (2023) have emphasized the role psychological contracts and their fulfillment have in employer branding by suggesting psychological contracts as one of the key determinants of employer brand perception. In a case study focusing on the development of the Philips employer brand, Pietersis et al (2005) stressed the need for consistency, both with regard to the values represented by the brand itself and to the communication used by the organization in an international (global) business environment.…”

Industry talent branding: a collaborative and strategic approach to reducing hospitality’s talent challenge

“…Its core purpose is to increase the job satisfaction of existing employees (Davies et al , 2018) and make an organisation attractive to potential employees (Cable and Turban, 2001; Collins and Han, 2004; Keefe, 2007, p. 20). Employer branding is a key element of effective talent management (Maheshwari et al , 2017; McDonnell and Wiblen, 2021; Sandeepanie et al , 2023; Theurer et al , 2018).…”