The Effect of Employer Branding on Employees’ Intention to Stay: The Mediating Role of Organizational Commitment
Article Sidebar
Main Article Content
Abstract
This study aims to analyze the effect of employer branding on employees’ intention to stay, with organizational commitment as a mediating variable in the construction industry in Manokwari. This study uses a quantitative approach with a survey method. The data were analyzed using Structural Equation Modeling with Partial Least Squares (SEM-PLS). The findings show that employer branding has a positive and significant effect on organizational commitment. However, employer branding and organizational commitment are not proven to have a significant effect on intention to stay. In addition, organizational commitment is unable to mediate the relationship between employer branding and intention to stay. These findings indicate a high level of response homogeneity (scores of 4 and 5) among senior employees, which results in low data variance (ceiling effect). Under these conditions, the intention to stay tends to be stable and is more strongly influenced by job security and economic considerations than by organizational psychological factors.
Article Details
This work is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License.
References
[1] B. C. Holtom, “Employee retention and intention to stay: A review of recent literature,” Annu. Rev. Organ. Psychol. Organ. Behav., vol. 9, pp. 231–263, 2022.
[2] K. Tanwar and A. Prasad, “The effect of employer branding on turnover intentions and brand advocacy: Has CSR a role to play?,” Bus. Strateg. Dev., vol. 3, no. 3, pp. 310–322, 2020.
[3] M. Vatsa and A. Sharma, “Building employer brand through employee value proposition: A study on intention to stay,” Manag. Labour Stud., vol. 48, no. 2, pp. 150–168, 2023.
[4] D. Kucherov and E. Zavyalova, “HRD practices and talent management in the companies with the employer brand,” Eur. J. Train. Dev., vol. 36, no. 1, pp. 86–104, 2012, doi: 10.1108/03090591211192647.
[5] P. M. Blau, Exchange and Power in Social Life. New York: Wiley, 1964.
[6] A. Putra, “Analisis strategi retensi karyawan melalui komitmen organisasi dan lingkungan kerja,” J. Manaj. dan Kewirausahaan, vol. 26, no. 1, pp. 12–25, 2024.
[7] H. Nguyen, “Organizational support and employee outcomes: The mediating role of commitment,” J. Bus. Res., vol. 158, pp. 113–125, 2023.
[8] A. Halim, “The inconsistency of organizational commitment as a mediator in turnover intention studies,” J. Appl. Manag. Bus., vol. 13, no. 1, pp. 45–60, 2025.
[9] T. Ambler and S. Barrow, “The employer brand,” J. Brand Manag., vol. 4, no. 3, pp. 185–206, 1996, doi: 10.1057/bm.1996.42.
[10] K. Backhaus and S. Tikoo, “Conceptualizing and researching employer branding,” Career Dev. Int., vol. 9, no. 5, pp. 501–517, 2004, doi: 10.1108/13620430410550754.
[11] D. G. Kucherov and E. K. Zavyalova, “Employer branding and its effect on employee behaviors: The role of psychological contracts,” Int. J. Hum. Resour. Manag., vol. 33, no. 4, pp. 780–805, 2022.
[12] J. P. Meyer and N. J. Allen, “A three-component conceptualization of organizational commitment,” Hum. Resour. Manag. Rev., vol. 1, no. 1, pp. 61–89, 1991, doi: https://doi.org/10.1016/1053-4822(91)90011-Z.
[13] D. P. Sari and A. Nugroho, “Pengaruh komitmen organisasi terhadap turnover intention pada industri kreatif,” J. Ris. Manaj., vol. 8, no. 2, pp. 88–102, 2021.
[14] I. Ajzen, “The theory of planned behavior,” Organ. Behav. Hum. Decis. Process., vol. 50, no. 2, pp. 179–211, 1991, doi: https://doi.org/10.1016/0749-5978(91)90020-T.
[15] R. Pratama and I. B. K. Surya, “Peran komitmen organisasi dalam memediasi pengaruh lingkungan kerja terhadap retensi karyawan,” E-Jurnal Manaj. Univ. Udayana, vol. 11, no. 3, pp. 512–530, 2022.
[16] Sugiyono, Metode Penelitian Kualitatif Kuantitatif dan R&G. Bandung: Alfabeta, 2018.
[17] Y. R. Putri, “Pengaruh employer branding dan employer value proposition terhadap komitmen organisasi dosen Telkom University,” J. Ilm. LISKI, vol. 3, no. 1, pp. 73–88, 2017, doi: 10.25124/liski.v3i1.808.
[18] N. Dudija, S. Naibaho, and S. B. Wibowo, “Enhancing Performance: The Role of Organizational Culture, Commitment, and Support in Indonesian Paper Industry,” J. Psikol., vol. 51, no. 2, pp. 141–157, 2024, doi: 10.22146/jpsi.81915.