Integrating digital recruitment and employer branding into strategic HRM to foster employee retention through perceived organizational support

https://doi.org/10.35912/ahrmr.v5i4.3271
Diterbitkan: Dec 8, 2025

Abstrak:

Purpose: This study examines how Digital Recruitment and Employer Branding influence Employee Retention through Perceived Organizational Support (POS), addressing gaps in strategic HRM research regarding the integrated role of digital hiring and employer branding.

Research Methodology: A cross-sectional survey involving 200 employees from digitally mature Indonesian organizations was analyzed using PLS-SEM with 5,000 bootstrapped subsamples. The measurement model showed strong reliability and validity (? > .86; CR > .88; AVE > .54), and structural testing evaluated five direct hypotheses and mediation effects.

Results: Employer Branding significantly predicts POS and retention, whereas Digital Recruitment enhances POS but shows no direct effect on retention. POS strongly predicts retention and fully mediates the Digital Recruitment–Retention relationship while partially mediating the Employer Branding–Retention link. The structural model explains 43% of POS variance and 51% of retention, supported by medium–large effect sizes and positive Q² values.

Conclusions: The findings confirm POS as the key psychological mechanism through which modern HR practices translate into retention outcomes. Employer Branding drives retention both directly and indirectly, while Digital Recruitment contributes indirectly via POS.

Limitations: Cross-sectional data limit causal inference, and the digital-sector sample restricts generalizability.

Contribution: The study integrates digital recruitment and employer branding within one strategic HRM framework and establishes Digital Recruitment as an empirical antecedent of POS, reinforcing POS’s centrality in digital-era retention strategies.

Penulis:
1 . Nazifah Husainah
Muhammadiyah University of Jakarta, Tangerang Selatan, Banten, Indonesia
2 . Suhartini Suhartini
Serang Raya University, Serang, Banten, Indonesia
3 . Peppy Fachrial
Trisakti Institute of Transportation and Logistics, Jakarta, Indonesia
4 . Ahmad Sopyan
High School of Economics (STIE) Karakatu, Pringsewu, Lampung, Indonesia
5 . Pipit Sundari
High School of Economics (STIE) Semarang, Jawa Tengah, Indonesia
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Cara Mengutip
Husainah, N., Suhartini, S., Fachrial, P., Sopyan, A., & Sundari, P. (2025). Integrating digital recruitment and employer branding into strategic HRM to foster employee retention through perceived organizational support. Annals of Human Resource Management Research, 5(4), 45–60. https://doi.org/10.35912/ahrmr.v5i4.3271
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Vol 5 No 4 (2025): December
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Referensi

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    Akbari, P., Dehghanizade, M., & Abbiat, A. (2023). The Effect of the Satisfaction from Internal Communication on Employee Engagement, Perceived Organizational Support and Employer Branding (Case Study: Maskan Bank of Yazd Province). Journal of Brand Management, 9(4), 143-184. doi:https://doi.org/10.22051/bmr.2023.40523.2350

    Aliddin, L. A., Syaifuddin, D. T., Montundu, Y., & Marlina, S. (2024). The Impact of Perceived Organizational Support and Social Support on Employee Performance: The Mediating Role of Organizational Commitment. Journal of Economics, Business, and Accountancy Ventura, 27(2), 253-273. doi:https://doi.org/10.14414/jebav.v27i2.4610

    Alzaid, D., & Dukhaykh, S. (2023). Employer Branding and Employee Retention in the Banking Sector in Saudi Arabia: Mediating Effect of Relational Psychological Contracts. Sustainability, 15(7), 1-14. doi:https://doi.org/10.3390/su15076115

    Arasanmi, C. N., & Krishna, A. (2019). Employer Branding: Perceived Organisational Support and Employee Retention–The Mediating Role of Organisational Commitment. Industrial and Commercial Training, 51(3), 174-183. doi:https://doi.org/10.1108/ICT-10-2018-0086

    Azhar, A., Rehman, N., Majeed, N., & Bano, S. (2024). Employer Branding: A Strategy to Enhance Organizational Performance. International journal of hospitality management, 116(1). doi:https://doi.org/10.1016/j.ijhm.2023.103618

    Bawack, R. E., Kamdjoug, J. R. K., & Dennehy, D. (2024). Digital Platform Continuance During the Great Resignation: Evidence from Knowledge Workers in Europe and Africa. Information Systems Frontiers, 26(6), 2391-2412. doi:https://doi.org/10.1007/s10796-023-10447-w

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  3. Akbari, P., Dehghanizade, M., & Abbiat, A. (2023). The Effect of the Satisfaction from Internal Communication on Employee Engagement, Perceived Organizational Support and Employer Branding (Case Study: Maskan Bank of Yazd Province). Journal of Brand Management, 9(4), 143-184. doi:https://doi.org/10.22051/bmr.2023.40523.2350
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  24. Huang, I.-C., Du, P.-L., Wu, L.-F., Achyldurdyyeva, J., Wu, L.-C., & Lin, C. S. (2021). Leader–Member Exchange, Employee Turnover Intention and Presenteeism: The Mediating Role of Perceived Organizational Support. Leadership & Organization Development Journal, 42(2), 249-264. doi:https://doi.org/10.1108/LODJ-03-2020-0094
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