TABLE 2.
Summary of quantitative studies with employer attractiveness or related concepts as independent variables (IV) or a mediator.
| Nr.a | Author(s) (year) | Journal | Country | Dependent variables | Input factors and moderators |
| 1 | Arasanmi and Krishna (2019) | Industrial and Commercial Training | New Zealand | Employee retention | Antecedents: perceived organisational support (POS) as dimension of employer attractiveness Mediator: organisational commitment |
| 2 | Bareket-Bojmel and Shuv-Ami (2019) | International Journal of Manpower | Israel | Turnover intention | Antecedents: organisational brand equity Mediator: organisational commitment |
| 3 | Bussin and Mouton (2019) | South African Journal of Economic and Management Sciences | South Africa | Compensation expectation, retention | Antecedents: employer brand perceptions |
| 4 | Deepa and Baral (2019) | Journal of Organisational Effectiveness-People and Performance | India | Employee engagement | Antecedents: different dimensions of employer brand – economic value (e.g., salary and compensation), development value (e.g., career growth opportunities, empowerment to take decisions, opportunities to develop new skills through training), social value (e.g., culture of supportive and encouraging colleagues, culture of supportive leadership), work value (periodic feedback on performance, adequate resources to perform on the job), employer reputation (organisation’s focus on environmental and CSR activities, organisation’s focus on high quality products and/or services, organisation’s focus on innovative products and/or services) |
| 5b | Hamidizadeh and Fadardi (2019) | Human Systems Management | Iran | Employee retention, employee productivity | Antecedents: different dimensions of employer brand (economic value, development value, social value, work value and employer reputation) Mediators: organisational identity, job satisfaction, organisation commitment |
| 6 | Slatten et al. (2019) | BMC Health Services Research | Norway | Turnover intention, employee engagement, services quality provision | Antecedents: internal market-oriented cultures (IMOC), i.e. frontline-focused culture Mediator: organisational attractiveness |
| 7b | Tumasjan et al. (2019) | Human Resource Management | Germany | Firm performance | Antecedents: employer brand orientation Mediator: positive affective climate (employees only) |
| 8 | Davies et al. (2018) | Journal of Organisational Effectiveness-People and Performances | United Kingdom | Employee engagement | Antecedents: employee views of corporate brand image Mediators: employee satisfaction Moderators: age, experience gender, whether the role involved customer contact |
| 9 | De Stobbeleir et al. (2018) | International Journal of Human Resource Management | Belgium | Employee absenteeism | Antecedents: internal employer brand perceptions (job content, career development, social atmosphere, financial rewards, and work–life balance) |
| 10 | Hoppe (2018) | Journal of Product and Brand Management | Germany | Brand citizen behaviour | Antecedents: perceived employer brand image Mediators: corporate brand identification |
| 11 | Kashyap and Verma (2018) | International Journal of Organisational Analysis | India | Employee turnover intention | Antecedents: different dimensions of employer brand (interest value, social value, development value, application value, economic value) |
| 12 | Matongolo et al. (2018) | Industrial and Commercial Training | Uganda | Talent retention | Antecedents: reward strategy, people oriented-ness, leadership and development |
| 13 | Mohamad et al. (2018) | International Food Research Journal | Malaysia | Employee retention | Antecedents: employer brand dimensions (organisation, individual, growth) |
| 14 | Sahu et al. (2018) | Leadership & Organisation Development Journal | India | Employees’ intention to leave, employer brand, psychological attachment | Antecedents: transformational leadership Mediators: employee engagement, employer branding |
| 15 | Ul Hadi and Ahmed (2018) | Administrative Sciences | Pakistan | Employee retention | Antecedents: different dimensions of employer brand (application, development, interest value) work-life-balance |
| 16 | Charbonnier-Voirin et al. (2017) | Canadian Journal of Administrative Sciences | Canada | Organisational identification, positive word-of-mouth | Antecedents: value congruence Mediators: employer brand |
| 17 | Guerrero and Challiol-Jeanblanc (2017) | Personnel Review | France | Turnover intention | Antecedents: perceived external prestige (PEP) Moderator: ex ante i-deals |
| 18b | Urbancova and Hudakova (2017) | Economics & Sociology | Czechia | Employee retention, employee motivation, financial performance | Antecedents: knowledge continuity, talent management, age management, diversity management, Career Management Mediator: employer brand Moderators: business sector, majority ownership (national vs. international), size of organisation, number of employees, gender |
| 19 | Ardakani et al. (2016) | Iranian Journal of Management Studies | Iran | Human resource productivity (job satisfaction, turnover intention, organisational citizenship behaviour (OCB), job involvement) | Antecedents: Diversity Management Mediators: Organisational attractiveness, organisational justice, social identity |
| 20 | Kashyap and Rangnekar (2016b) | Global Business Review | India | Turnover intention | Antecedents: different dimensions of employer brand Mediator: trust |
| 21 | Kashyap and Rangnekar (2016a) | Review of Managerial Science | India | Employee turnover intention, employer brand | Antecedents: servant leadership, employer brand perception Mediators: level of trust employees placed in their leaders and employer brand perception |
| 22 | Tanwar and Prasad (2016) | Management Decision | India | Job satisfaction | Antecedents: different dimensions of employer brand (Training and development, reputation, diversity, work-life-balance, Corporate Social Responsibility CSR, organisational culture Moderators: gender |
| 23b | Uen et al. (2015) | Asia Pacific Journal of Human Resources | Taiwan | Positive word-of-mouth by employees | Antecedents: employer brand management Mediators: organisational prestige (internal and external) |
| 24 | Dogl and Holtbrugge (2014) | International Journal of Human Resource Management | Multiple | Employee commitment | Antecedents: green strategy culture, green technology and products, green recruitment and evaluation, green communication Moderators: environmental reputation, cultural differences (developed vs. developing countries) |
| 25 | Hanin et al. (2013) | Psychologica Belgica | Belgium | Affective commitment | Antecedents: different dimensions of employer brand (employment experience and employment offering) Mediators: perceived organisational support and psychological contract violation |
| 26 | Ito et al. (2013) | Career Development International | Canada | Retrospective satisfaction, affective commitment, intention to search | Antecedents: employer brand attributes (pay, flexibility, security, development, promotion, values) Moderators: from entry to exit, age, between managers and staff |
| 27 | Van Hoye (2013) | Human Performance | Belgium | Positive or negative referrals | Antecedents: help job seekers find good-fitting jobs/avoid bad-fitting jobs, help the organisation find good-fitting employees/avoid bad-fitting employees, job satisfaction or dissatisfaction |
| 28 | Schlager et al. (2011) | Journal Of Services marketing | Multiple | Employees’ satisfaction and identification with the company | Antecedents: different dimensions of employer brand (economic, development, social, diversity and reputation value) |
| 29 | Davies (2008) | European Journal of Marketing | United Kingdom | Perceived differentiation, affinity, satisfaction and loyalty | Antecedents: different dimension of employer brand |
| 30b | Lievens et al. (2007) | British Journal of Management | Belgium | Employee identification | Antecedents: perceived identity dimensions, construed external image dimensions |
aStudies are listed by the year of publication from latest to earliest, in alphabetical order.
bStudy focused on both, potential and existing employees.