Employer Attractiveness From an Employee Perspective: A Systematic Literature Review

Abstract

With the growing interest in employer attractiveness, research is unsystematic on how this phenomenon can be conceptualized and studied. Studies tend to make little conceptual differentiation regarding for whom employers should be attractive, and therefore, address the perspectives of potential as well as current employees, who work in organizations for long periods of time. In this study our arguments relate to the phenomenon’s conceptual clarity as well as its differentiation from other related concepts. By focusing on employer attractiveness for current employees, we have systematically reviewed 48 studies published in business and management journals, and categorized findings into the Inputs–Mediators–Outputs model. This approach allowed us to depict significant limitations in the existing knowledge about employer attractiveness from the current employees’ perspective, and offer avenues for future research. Next, to delineate the future research agenda, we have suggested that employer branding in organisations needs to be targeted more toward current employees.

Investigating the relationship of employer branding to retention and attraction: A structural equation modelling approach

“…Our sample size is strong enough for conducting the study since the minimum acceptable sample size is five responses per item (Hair et al, 2009) [22] . We have adopted three 5-point Likert scales (ranging from 'Strongly Disagree' to 'Strongly Agree' with an assigned point from 1 to 5) to capture the employee perception regarding the EB, retention and attraction synthesizing the [19,18,31,33] . 15 items are used to measure the construct of Organisational Branding (Branding), 9 items are used to measure the construct of Employee Attraction (Attraction) and 9 items are also used to measure the construct of Employee Retention (Retention).…”

“…Nguyen et al (2021) [26] also experimented with the impact of employer attractiveness on current employees. Dassler et al (2022) [19] grouped the literature on employer attractiveness into two phases -'Laying the ground (1990)(1991)(1992)(1993)(1994)(1995)(1996)(1997)(1998)(1999)(2000)(2001)(2002)(2003)(2004)(2005)(2006)(2007)(2008)(2009)' where potential employees are focused on, and 'Rise of employee focus (from 2010 onwards)' where perceptions of present employees are studied. We have considered the modern approach to analyse the organisational attractiveness from the view of existing employees.…”

Unveiling organizational appeal in Lithuania: A study on employee perceptions of organizational attractiveness as an employer

“…Employer branding is related to authenticity, which is an indicator of employer attractiveness (Kumar, 2023). Importantly, several research findings suggest a positive correlation between appealing employer brands and employee well-being (Benraïss-Noailles & Viot, 2021), which allows one to affirm that organizational attractiveness and employee well-being are closely related and mutually influence each other (Parker & DeCotiis, 1983;Saaranen et al, 2007;Bendaravičienė, 2014;Gustainienė et al, 2014;Šorytė & Pajarskienė, 2014;Dassler et al, 2022). In attractive organizations, employees exhibit higher levels of efficiency, readily endorse others, display heightened motivation and dedication, exhibit lower turnover rates, and are more inclined to engage in supplementary activities that correspond to their priorities and needs.…”

Employer branding, organization’s image and reputation, and intention to apply: the moderating role of the availability of organizational information on social media

“…Job seekers tended to be drawn to apply for companies that shared their characteristics. These symbolic qualities give a subjective and intangible description of the position or organization, and they may be important in drawing young people to it via social media and websites ( Robertson et al, 2019 ; Dassler et al, 2022 ).…”