TARU PUBLICATIONS
 Journal of Statistics and Management Systems cover
Open Access ·Peer-reviewed·ISSN (Online): 2169-0014·ISSN (Print): 0972-0510

Monthly Journal: Publishes peer-reviewed aticles on theoretical and applied statistics and management systems, expoloring industrial statistics, actuarial and decision sciences.

Issues up to 2022 co-published with and available at:Taylor & Francis Online
submissions@tarupublications.com
Open Access Research Article

Tracing the evolution of employer branding and employee value proposition : A bibliometric analysis and future research agenda

* , ,

* Corresponding author · click or hover a name for details

pp. 1093–1121Vol. 29Issue 9September 2026DOI: 10.47974/JSMS-1750XML
Received:
01 May 2026
Published Online:
30 Sep 2026
Article type:
Research Article
Language:
EN
Article no.:
JSMS-1750
Pages:
1093–1121

Abstract

This study examines the knowledge structure of employee value proposition (EVP) and employer branding in the context of high attrition rates in various industrial sectors. By bibliometric analysis, the study, emerging themes, and potential future research opportunities. The research involved 372 articles, using software like VOSviewer and Biblioshiny. The findings highlighted the annual scientific production, key contributors to the research area, and significant publications. The bibliographic coupling revealed nine principal clusters and nine underlying themes: Employer branding, Employer attractiveness, Employer branding in context of a cross-country study, Impact of employer branding on employee behavior aspects, Employer Brand Equity, Employer brand creation, Impact of employer branding on Emotion & Trust in employees, Technology-based employer branding, and Employer branding in relation with antecedents. Each cluster has practical implications and scope for future research. The bibliometric analysis is conducted on research articles procured solely from the Scopus Database.

Keywords

Subject Classifications

91B6891B32

References

[1] C. P. Theurer, A. Tumasjan, I. M. Welpe, and F. Lievens, “Employer branding: A brand equity-based literature review and research agenda,” Int. J. Manage. Rev., vol. 20, no. 1, pp. 155–179 (2018), doi: 10.1111/ijmr.12121.

[2] K. Backhaus and S. Tikoo, “Conceptualizing and researching employer branding,” Career Develop. Int., vol. 9, no. 5, pp. 501–517 (2004), doi: 10.1108/13620430410550754.

[3] A. Ahmad, M. N. Khan, and M. A. Haque, “Employer branding aids in enhancing employee attraction and retention,” J. Asia-Pacific Bus., vol. 21, no. 1, pp. 27–38 (2020), doi: 10.1080/10599231.2020.1708231.

[4] C. N. Arasanmi and A. Krishna, “Employer branding: Perceived organisational support and employee retention—the mediating role of organisational commitment,” Ind. Commercial Train., vol. 51, no. 3, pp. 174–183 (2019), doi: 10.1108/ICT-10-2018-0086.

[5] B. Minchington, Your Employer Brand: Attract, Engage, Retain. Torrensville, SA, Australia: Collective Learning Australia (2006).

[6] C. N. Arasanmi and A. Krishna, “Linking the employee value proposition (EVP) to employee behavioural outcomes,” Ind. Commercial Train., vol. 51, nos. 7–8, pp. 387–395 (2019), doi: 10.1108/ICT-05-2019-0043.

[7] G. K. Saini and I. M. Jawahar, “The influence of employer rankings, employment experience, and employee characteristics on employer branding as an employer of choice,” Career Develop. Int., vol. 24, no. 7, pp. 636–657 (2019), doi: 10.1108/CDI-11-2018-0290.

[8] S. Rounak and R. K. Misra, “Employee value proposition: An analysis of organizational factors—the way to enhance value perception,” Develop. Learn. Org., vol. 34, no. 6, pp. 9–12 (2020), doi: 10.1108/DLO-09-2019-0216.

[9] G. K. Saini, F. Lievens, and M. Srivastava, “Employer and internal branding research: A bibliometric analysis of 25 years,” J. Product Brand Manage., vol. 31, no. 8, pp. 1196–1221 (2022), doi: 10.1108/JPBM-06-2021-3526.

[10] K. C. Saling and M. D. Do, “Leveraging people analytics for an adaptive complex talent management system,” Procedia Comput. Sci., vol. 168, pp. 105–111 (2020), doi: 10.1016/j.procs.2020.02.269.

[11] T. Behrends, M. Baur, and L. Zierke, “Much ado about little: A critical review of the employer branding concept,” Manag. Rev., vol. 31, no. 1, pp. 1–30 (2020), doi: 10.5771/0935-9915-2020-1-1.

[12] J. Carlini, D. Grace, C. France, and J. Lo Iacono, “The corporate social responsibility (CSR) employer brand process: Integrative review and comprehensive model,” J. Marketing Manage., vol. 35, nos. 1–2, pp. 182–205 (2019), doi: 10.1080/0267257X.2019.1569549.

[13] I. Zupic and T. Čater, “Bibliometric methods in management and organization,” Organ. Res. Methods, vol. 18, no. 3, pp. 429–472 (2015), doi: 10.1177/1094428114562629.

[14] N. Sprong, P. H. Driessen, B. Hillebrand, and S. Molner, “Market innovation: A literature review and new research directions,” J. Bus. Res., vol. 123, pp. 450–462 (2021), doi: 10.1016/j.jbusres.2020.09.057.

[15] F. Caviggioli and E. Ughetto, “A bibliometric analysis of the research dealing with the impact of additive manufacturing on industry, business and society,” Int. J. Prod. Econ., vol. 208, pp. 254–268 (2019), doi: 10.1016/j.ijpe.2018.11.022.

[16] S. Shome, M. K. Hassan, S. Verma, and T. R. Panigrahi, “Impact investment for sustainable development: A bibliometric analysis,” Int. Rev. Econ. Finance, vol. 84, pp. 770–800 (2023), doi: 10.1016/j.iref.2022.12.001.

[17] B. Thawani, T. Panigrahi, and M. Bhatia, “Eleven years of integrated reporting: A bibliometric analysis,” Int. J. Disclosure Governance, vol. 21, no. 4, pp. 666–684 (2024), doi: 10.1057/s41310-024-00229-4.

[18] M. Dora and H. A. Kumar, “An empirical analysis of the research trends in the field of library and information science in India—2004–2015,” COLLNET J. Scientometrics Inf. Manage., vol. 11, no. 2, pp. 361–378 (2017), doi: 10.1080/09737766.2017.1317959.

[19] D. Moher, A. Liberati, J. Tetzlaff, D. G. Altman, and the PRISMA Group, “Preferred reporting items for systematic reviews and meta-analyses: The PRISMA statement,” PLoS Med., vol. 6, no. 7, Art. no. e1000097 (2009), doi: 10.1371/journal.pmed.1000097.

[20] B. Thawani, M. Bhatia, T. R. Panigrahi, and S. Mall, “Research trends on use of technology in sustainability reporting: A keyword-based bibliometric analysis,” Int. J. Disclosure Governance, vol. 22, no. 4, pp. 910–940 (2025), doi: 10.1057/s41310-025-00315-1.

[21] Y. Bhatt, K. Ghuman, and A. Dhir, “Sustainable manufacturing: Bibliometrics and content analysis,” J. Cleaner Prod., vol. 260, Art. no. 120988 (2020), doi: 10.1016/j.jclepro.2020.120988.

[22] J. M. Merigó, C. A. Cancino, F. Coronado, and D. Urbano, “Academic research in innovation: A country analysis,” Scientometrics, vol. 108, no. 2, pp. 559–593 (2016), doi: 10.1007/s11192-016-1984-4.

[23] P. Berthon, M. Ewing, and L. L. Hah, “Captivating company: Dimensions of attractiveness in employer branding,” Int. J. Advert., vol. 24, no. 2, pp. 151–172 (2005), doi: 10.1080/02650487.2005.11072912.

[24] F. Lievens, G. Van Hoye, and F. Anseel, “Organizational identity and employer image: Towards a unifying framework,” Brit. J. Manage., vol. 18, no. S1, pp. S45–S59 (2007), doi: 10.1111/j.1467-8551.2007.00525.x.

[25] R. Wilden, S. Gudergan, and I. Lings, “Employer branding: Strategic implications for staff recruitment,” J. Marketing Manage., vol. 26, nos. 1–2, pp. 56–73 (2010), doi: 10.1080/02672570903577091.

[26] C. Foster, K. Punjaisri, and R. Cheng, “Exploring the relationship between corporate, internal and employer branding,” J. Product Brand Manage., vol. 19, no. 6, pp. 401–409 (2010), doi: 10.1108/10610421011085712.

[27] F. Lievens, “Employer branding in the Belgian army: The importance of instrumental and symbolic beliefs for potential applicants, actual applicants, and military employees,” Hum. Resour. Manage., vol. 46, no. 1, pp. 51–69 (2007), doi: 10.1002/hrm.20145.

[28] L. Moroko and M. D. Uncles, “Characteristics of successful employer brands,” J. Brand Manage., vol. 16, no. 3, pp. 160–175 (2008), doi: 10.1057/bm.2008.4.

[29] A. M. Sivertzen, E. R. Nilsen, and A. H. Olafsen, “Employer branding: Employer attractiveness and the use of social media,” J. Product Brand Manage., vol. 22, no. 7, pp. 473–483 (2013), doi: 10.1108/JPBM-09-2013-0393.

[30] R. Maxwell and S. Knox, “Motivating employees to ‘live the brand’: A comparative case study of employer brand attractiveness within the firm,” J. Marketing Manage., vol. 25, nos. 9–10, pp. 893–907 (2009), doi: 10.1362/026725709X479282.

[31] C. Brewster, P. Sparrow, and H. Harris, “Towards a new model of globalizing HRM,” Int. J. Hum. Resour. Manage., vol. 16, no. 6, pp. 949–970 (2005), doi: 10.1080/09585190500120590.

[32] N. J. van Eck and L. Waltman, “Text mining and visualization using VOSviewer,” ISSI Newsletter, vol. 7, no. 3, pp. 50–54 (2011).

[33] K. Tanwar and A. Kumar, “Employer brand, person-organisation fit and employer of choice: Investigating the moderating effect of social media,” Personnel Rev., vol. 48, no. 3, pp. 799–823 (2019), doi: 10.1108/PR-10-2017-0299.

[34] K. Tanwar and A. Prasad, “Exploring the relationship between employer branding and employee retention,” Global Bus. Rev., vol. 17, pp. 186S–206S (2016), doi: 10.1177/0972150916631214.

[35] N. U. Hadi and S. Ahmed, “Role of employer branding dimensions on employee retention: Evidence from educational sector,” Adm. Sci., vol. 8, no. 3, Art. no. 44 (2018), doi: 10.3390/admsci8030044.

[36] V. Maheshwari, P. Gunesh, G. Lodorfos, and A. Konstantopoulou, “Exploring HR practitioners’ perspective on employer branding and its role in organisational attractiveness and talent management,” Int. J. Organ. Anal., vol. 25, no. 5, pp. 742–761 (2017), doi: 10.1108/IJOA-03-2017-1136.

[37] K. K. Maurya and M. Agarwal, “Organisational talent management and perceived employer branding,” Int. J. Organ. Anal., vol. 26, no. 2, pp. 312–330 (2018), doi: 10.1108/IJOA-04-2017-1147.

[38] M. Mičík and K. Mičudová, “Employer brand building: Using social media and career websites to attract Generation Y,” Econ. Sociol., vol. 11, no. 3, pp. 171–189 (2018), doi: 10.14254/2071-789X.2018/11-3/11.

[39] S. Nayak, J. Bhatnagar, and P. Budhwar, “Leveraging social networking for talent management: An exploratory study of Indian firms,” Thunderbird Int. Bus. Rev., vol. 60, no. 1, pp. 21–37 (2018), doi: 10.1002/tie.21911.

[40] A. Tkalac Verčič and D. Sinčić Ćorić, “The relationship between reputation, employer branding and corporate social responsibility,” Public Relat. Rev., vol. 44, no. 4, pp. 444–452 (2018), doi: 10.1016/j.pubrev.2018.06.005.

[41] M. Vetráková, M. Hitka, M. Potkány, S. Lorincová, and L. Smerek, “Corporate sustainability in the process of employee recruitment through social networks in conditions of Slovak small and medium enterprises,” Sustainability, vol. 10, no. 5, Art. no. 1670 (2018), doi: 10.3390/su10051670.

[42] S. E. Myrden and K. Kelloway, “Young workers’ perception of brand image: Main and moderating effects,” J. Organ. Effect., vol. 2, no. 3, pp. 267–281 (2015), doi: 10.1108/JOEPP-09-2014-0055.

[43] W. J. L. Elving, J. J. C. Westhoff, K. Meeusen, and J.-W. Schoonderbeek, “The war for talent? The relevance of employer branding in job advertisements for becoming an employer of choice,” J. Brand Manage., vol. 20, no. 5, pp. 355–373 (2013), doi: 10.1057/bm.2012.21.

[44] G. K. Saini, P. Rai, and M. K. Chaudhary, “What do best employer surveys reveal about employer branding and intention to apply?,” J. Brand Manage., vol. 21, no. 2, pp. 95–111 (2014), doi: 10.1057/bm.2013.10.

[45] P. Kissel and M. Buttgen, “Using social media to communicate employer brand identity: The impact on corporate image and employer attractiveness,” J. Brand Manage., vol. 22, no. 9, pp. 755–777 (2015), doi: 10.1057/bm.2015.42.

[46] L. P. Sommer, S. Heidenreich, and M. Handrich, “War for talents—How perceived organizational innovativeness affects employer attractiveness,” R&D Manage., vol. 47, no. 2, pp. 299–310 (2017), doi: 10.1111/radm.12230.

[47] N. L. Chhabra and S. Sharma, “Employer branding: Strategy for improving employer attractiveness,” Int. J. Organ. Anal., vol. 22, no. 1, pp. 48–60 (2014), doi: 10.1108/IJOA-09-2011-0513.

[48] U. Weske, A. Ritz, C. Schott, and O. Neumann, “Attracting future civil servants with public values? An experimental study on employer branding,” Int. Public Manage. J., vol. 23, no. 5, pp. 677–695 (2020), doi: 10.1080/10967494.2018.1541830.

[49] G. Martin and P. J. Gollan, “Corporate governance and strategic human resources management (SHRM) in the UK financial services sector: The case of the RBS,” Int. J. Hum. Resour. Manage., vol. 23, no. 16, pp. 3295–3314 (2012), doi: 10.1080/09585192.2012.689159.

[50] S. A. Taj, “Application of signaling theory in management research: Addressing major gaps in theory,” Eur. Manage. J., vol. 34, no. 4, pp. 338–348 (2016), doi: 10.1016/j.emj.2016.02.001.

[51] M. Baum and R. Kabst, “How to attract applicants in the Atlantic versus the Asia-Pacific region? A cross-national analysis on China, India, Germany, and Hungary,” J. World Bus., vol. 48, no. 2, pp. 175–185 (2013), doi: 10.1016/j.jwb.2012.07.002.

[52] Ruchika and A. Prasad, “Untapped relationship between employer branding, anticipatory psychological contract and intent to join,” Global Bus. Rev., vol. 20, no. 1, pp. 194–213 (2019), doi: 10.1177/0972150917713897.

[53] J. H. Block, C. O. Fisch, J. Lau, M. Obschonka, and A. Presse, “Who prefers working in a family firm? An exploratory study of individuals’ organizational preferences across 40 countries,” SSRN, 2016. [Online]. Available: SSRN 2654608.

[54] A. Matongolo, F. Kasekende, and S. Mafabi, “Employer branding and talent retention: Perceptions of employees in higher education institutions in Uganda,” Ind. Commercial Train., vol. 50, no. 5, pp. 217–233 (2018), doi: 10.1108/ICT-03-2018-0031.

[55] B. Ruiz, J. A. García, and A. J. Revilla, “Antecedents and consequences of bank reputation: A comparison of the United Kingdom and Spain,” Int. Marketing Rev., vol. 33, no. 6, pp. 781–805 (2016), doi: 10.1108/IMR-06-2015-0147.

[56] A. Poulis and Z. Wisker, “Modeling employee-based brand equity (EBBE) and perceived environmental uncertainty (PEU) on a firm’s performance,” J. Product Brand Manage., vol. 25, no. 5, pp. 490–503 (2016), doi: 10.1108/JPBM-04-2015-0852.

[57] U. Itam, S. Misra, and H. Anjum, “HRD indicators and branding practices: A viewpoint on the employer brand building process,” Eur. J. Training Develop., vol. 44, nos. 6–7, pp. 675–694 (2020), doi: 10.1108/EJTD-05-2019-0072.

[58] D. Hoppe, “Linking employer branding and internal branding: Establishing perceived employer brand image as an antecedent of favourable employee brand attitudes and behaviours,” J. Product Brand Manage., vol. 27, no. 4, pp. 452–467 (2018), doi: 10.1108/JPBM-12-2016-1374.

[59] S. Fernandez-Lores, D. Gavilan, M. Avello, and F. Blasco, “Affective commitment to the employer brand: Development and validation of a scale,” BRQ Bus. Res. Q., vol. 19, no. 1, pp. 40–54 (2016), doi: 10.1016/j.brq.2015.06.001.

[60] G. Davies, M. Mete, and S. Whelan, “When employer brand image aids employee satisfaction and engagement,” J. Organ. Effect., vol. 5, no. 1, pp. 64–80 (2018), doi: 10.1108/JOEPP-03-2017-0028.

[61] S. Sahu, A. Pathardikar, and A. Kumar, “Transformational leadership and turnover: Mediating effects of employee engagement, employer branding, and psychological attachment,” Leadership Organ. Develop. J., vol. 39, no. 1, pp. 82–99 (2018), doi: 10.1108/LODJ-12-2014-0243.

[62] Z. Stofkova and V. Sukalova, “Sustainable development of human resources in globalization period,” Sustainability, vol. 12, no. 18, Art. no. 7681 (2020), doi: 10.3390/su12187681.

[63] W. F. Cascio, “Leveraging employer branding, performance management and human resource development to enhance employee reten tion,” Hum. Resour. Develop. Int., vol. 17, no. 2, pp. 121–128 (2014), doi: 10.1080/13678868.2014.886443.

[64] A. Tumasjan, F. Kunze, H. Bruch, and I. M. Welpe, “Linking employer branding orientation and firm performance: Testing a dual mediation route of recruitment efficiency and positive affective climate,” Hum. Resour. Manage., vol. 59, no. 1, pp. 83–99 (2020), doi: 10.1002/hrm.21980.

[65] K. Jonsen, S. Point, and E. K. Kelan, “Diversity branding: A five-country comparison of corporate websites,” Acad. Manage. Proc., vol. 2016, no. 1, Art. no. 11605 (2016), doi: 10.5465/ambpp.2016.11605abstract.

[66] J. Anselmsson, N. Bondesson, and F. Melin, “Customer-based brand equity and human resource management image: Do retail customers really care about HRM and the employer brand?,” Eur. J. Mark., vol. 50, nos. 7–8, pp. 1185–1208 (2016), doi: 10.1108/EJM-02-2015-0094.

[67] W. F. Cascio and B. Z. Graham, “New strategic role for HR: Leading the employer-branding process,” Organ. Manage. J., vol. 13, no. 4, pp. 182–192 (2016), doi: 10.1080/15416518.2016.1244640.

[68] K. Backhaus, “Employer branding revisited,” Organ. Manage. J., vol. 13, no. 4, pp. 193–201 (2016), doi: 10.1080/15416518.2016.1245128.

[69] P. Puncheva-Michelotti, S. Hudson, and G. Jin, “Employer branding and CSR communication in online recruitment advertising,” Bus. Horiz., vol. 61, no. 4, pp. 643–651 (2018), doi: 10.1016/j.bushor.2018.04.003.

[70] S. Alshathry, M. Clarke, and S. Goodman, “The role of employer brand equity in employee attraction and retention: A unified framework,” Int. J. Organ. Anal., vol. 25, no. 3, pp. 413–431 (2017), doi: 10.1108/IJOA-05-2016-1025.

[71] A. Mölk and M. Auer, “Designing brands and managing organizational politics: A qualitative case study of employer brand creation,” Eur. Manage. J., vol. 36, no. 4, pp. 485–496 (2018), doi: 10.1016/j.emj.2017.07.005.

[72] L. V. Rampl and P. Kenning, “Employer brand trust and affect: Linking brand personality to employer brand attractiveness,” Eur. J. Mark., vol. 48, no. 1, pp. 218–236 (2014), doi: 10.1108/EJM-02-2012-0113.

[73] L. Moroko and M. D. Uncles, “Employer branding and market segmentation,” J. Brand Manage., vol. 17, no. 3, pp. 181–196 (2009), doi: 10.1057/bm.2009.10.

[74] L. V. Rampl, “How to become an employer of choice: Transforming employer brand associations into employer first-choice brands,” J. Marketing Manage., vol. 30, nos. 13–14, pp. 1486–1504 (2014), doi: 10.1080/0267257X.2014.934903.

[75] L. V. Rampl, C. Opitz, I. M. Welpe, and P. Kenning, “The role of emotions in decision-making on employer brands: Insights from functional magnetic resonance imaging (fMRI),” Marketing Lett., vol. 27, no. 2, pp. 361–374 (2016), doi: 10.1007/s11002-014-9335-9.

[76] N. Nawaz, “Artificial intelligence interchange human intervention in the recruitment process in Indian software industry,” Int. J. Adv. Trends Comput. Sci. Eng., vol. 8, no. 4, pp. 1433–1442 (2019), doi: 10.30534/IJATCSE/2019/62842019.

[77] D. M. Küpper, K. Klein, and F. Völckner, “Gamifying employer branding: An integrating framework and research propositions for a new HRM approach in the digitized economy,” Hum. Resour. Manage. Rev., vol. 31, no. 1, Art. no. 100686 (2021), doi: 10.1016/j.hrmr.2019.04.002.

[78] N. Nawaz and A. M. Gomes, “Editorial preface from the desk of managing editor… associate editors,” Int. J. Adv. Comput. Sci. Appl., vol. 10, no. 9, pp. 1–5 (2019). [Original bibliographic record retained; website verification did not establish this citation with sufficient confidence.]

[79] M. K. Biswas and D. Suar, “Antecedents and consequences of employer branding,” J. Bus. Ethics, vol. 136, no. 1, pp. 57–72 (2016), doi: 10.1007/s10551-014-2502-3.

[80] K. Nyborg and T. Zhang, “Is corporate social responsibility associated with lower wages?,” Environ. Resour. Econ., vol. 55, no. 1, pp. 107–117 (2013), doi: 10.1007/s10640-012-9617-8.

[81] A. Dabirian, J. Paschen, and J. Kietzmann, “Employer branding: Understanding employer attractiveness of IT companies,” IT Prof., vol. 21, no. 1, pp. 82–89 (2019), doi: 10.1109/MITP.2018.2876980.

[82] D. Kucherov and A. Zamulin, “Employer branding practices for young talents in IT companies (Russian experience),” Hum. Resour. Develop. Int., vol. 19, no. 2, pp. 178–188 (2016), doi: 10.1080/13678868.2016.1144425.

[83] N. Jain and P. Bhatt, “Employment preferences of job applicants: Unfolding employer branding determinants,” J. Manage. Develop., vol. 34, no. 6, pp. 634–652 (2015), doi: 10.1108/JMD-09-2013-0106.

[84] J. H. Block, C. O. Fisch, J. Lau, M. Obschonka, and A. Presse, “How do labor market institutions influence the preference to work in family firms? A multilevel analysis across 40 countries,” Entrepreneurship Theory Pract., vol. 43, no. 6, pp. 1067–1093 (2019), doi: 10.1177/1042258718765163.

[85] H. K. Aggerholm, S. E. Andersen, and C. Thomsen, “Conceptualising employer branding in sustainable organisations,” Corporate Commun., vol. 16, no. 2, pp. 105–123 (2011), doi: 10.1108/13563281111141642.

[86] T. Ambler and S. Bar

Views: 54Downloads: 36Citations: 0