Employer branding has gained considerable interest in theory and practice, however, current hotel management literature has neglected to investigate the dimensional influence of employer branding on organisational performance through the mediating and moderating mechanism. To fill these gaps, based on the branding theory, this study aims to examine the sequential mediating role of organisational commitment, employer brand loyalty, and employee retention between employer branding dimensions and organisational performance. The results of this study led to the acceptance of all the direct and mediating hypotheses except one which is the mediating path of ethics and corporate social responsibility. The findings also revealed the insignificance of the moderating role of interdepartmental communication on employee retention and performance. The findings of this research highlight that by developing better employer branding standards, hotels can position themselves as top employers of choice to improve organisational performance.
Due to the constantly evolving business landscape, intensified competition, and the impact of globalization; employee and talent management have raised quite challenging concerns for organisations to establish an employer brand (Elegbe, 2018b). This issue is not limited to the Western world alone as organisations in the East are also facing similar challenges in their quest to boost their performance through a robust employer brand (Bussin and Mouton, 2019, Butt et al., 2020). Thus, organisational managers must monitor and evaluate their organisation's reputation as it fosters employee commitment, loyalty, and the intention to stay with their organisation (Donkor et al., 2021a, Gilani and Cunningham, 2017).
Employer branding has emerged as a crucial tool for organisations to attract and retain talented employees in today's competitive business environment. It refers to the process of creating and communicating a unique image of the organisation as an employer, which can differentiate it from its competitors and retain the most talented and motivated employees (Bharadwaj et al., 2021, Mouton and Bussin, 2019). Employer branding, which is viewed as a strategic means to enhance an organisation's growth, originates from the branding theory ideology that emphasizes the strategic use of branding as the basis for a company's growth rather than just an individual strategy. (Melewar and Nguyen, 2014, Yu et al., 2021). The branding theory provides a framework for understanding the importance of employer branding and its impact on organisational performance. By developing a strong employer brand strategy and investing in employee development and retention programs, organisations can create a positive work culture, increase employee loyalty, and their commitment to organisation, retain top talent, and enhance organisational performance (Bharadwaj et al., 2021). Thus, employer branding is a crucial aspect of human resource (HR), and it can significantly impact an organisation's performance.
Despite the significant interest in employer branding within both theory and practice, the current literature on hotel management has neglected to examine the dimensional impact of employer branding on organisational performance. Employer branding is essential both in theory and practice as it helps organisations attract and retain talented employees, and enhances their reputation in the job market. It can also positively impact the organisation's performance and overall success. However, the incorporation of employer branding seemed to absent in the hotel sector, especially in the Asian setting. To address this gap. the study aimed to investigate the impact of employer branding dimensions (HWA, WLB, TD, ECSR, and CB) on organisational performance in the hotel industry using a mediation-moderation model.
The study's results have helped to address a common issue in the industry, namely, managerial neglect in establishing an employer brand. The study's direct hypotheses, which demonstrate the significant role of HWA, WLB, TD, ECSR, and CB in determining manager performance, were all confirmed. These findings suggest that developing effective employer branding strategies is crucial not only for retaining a firm's workforce but also for improving its performance (Mouton and Bussin, 2019). Thus, managers can come up with better employer branding strategies considering the needs of employees to make them the employer of choice.