**1. Introduction**

This research focuses on the role of Human Resource Management strategies applied in the employer branding (EB) process, highlighting their importance in talent retention through a ffective commitment as a source of competitive advantage for organizations. Talent managemen<sup>t</sup> is, today, the critical factor for organizational performance, and, according to this, the corporate sector is increasingly applying talent managemen<sup>t</sup> programs and practices in their day-to-day managemen<sup>t</sup> [1].

The organization's ability to attract, develop, and retain talent will be its biggest competitive advantage, both in times of turbulence, and stability [2]. The need for employers to be seen di fferently has intensified in recent years, mainly due to the increased availability of employment opportunities

and the lack of talent in the labor market. Thus, EB has quickly emerged as a tool used not only to communicate to potential employees in the labor market but also to communicate to the internal customer what the employer's value proposition is, as well as in what respect it outweighs competing companies [3].

Albeit, what is true today of organizations is not entirely new, as history has shown us. "They must hear only morally sound stories, which will help them gain the appropriate social attitudes" stated Reference [4] (p. 60), in his interpretation of Plato's *Republic*, a treatise on the "life of a community" [4] (p. xi), which could well be that of a firm. To be sustainable over time, organizations should therefore highlight the unique aspects of the company in job vacancies and, in communication with the external and internal environment, establish the identity of the organization as an employer [5] with the right values [6]. In this sense, an EB strategy aims to create an "employee value proposition", that should combine not only what employees want, but also what is expected of them in return. Again, to be sustainable, firms must adhere to the reciprocity principle—give first so that you may receive later—"people repay in kind" [7] (p. 75). An employee value proposition is defined by the organization´s policies, procedures, and culture—the term culture referring to that which endures and is sustainable over time, in terms of the necessary knowledge about how to behave in a community and even in the absence of direct supervision and leadership [6]. Hence, a sense of loyalty will be created among employees which, in turn, will help as a retention factor, while it will also create a positive impact on the attraction, involvement, commitment, and motivation of collaborators [8].

Our study was in e ffect also about "what remains when that which has been learned is entirely forgotten", as Selma Lagerlof framed the definition of culture [9] (p. 16), a concept which is linked to commitment and which evolves over time and is molded by the firm, including in a ffective terms.

A ffective commitment is considered the most e ffective approach to measuring organizational commitment [10]. According to Biswas and Suar [11], EB has been gaining importance due to the growing focus on factors, such as the power of branding, the commitment of employees, the fight for talent, and the role of human resource managemen<sup>t</sup> in business. In this context, a talented workforce with inimitable and sustainable characteristics, contributes to competitive advantage and to organizational success. "The role and impact of employer branding takes on a new statement in talent managemen<sup>t</sup> and in the career managemen<sup>t</sup> of employees" [12] (p. 118).

However, there are few empirical studies in the literature that relate the perception of EB strategies to the affective organizational commitment (AOC) of employees. Although branding is a well-developed concept in the marketing literature, perspectives on EB are still evolving [5]. According to Almgren [13], no research was found on the distinct connection between internal branding and its relation to the dimensions of commitment. This makes evident a potential gap in the research literature. It is in this context that the present research aimed to evaluate the impact that EB strategies have on the affective commitment of employees. Another reason for the present investigation comes from the fact that there are many studies that focus on the impact of EB on potential employees, but few have their focus on the impact on current employees, that is, within the internal universe of organizations [8,11]. The present research aimed to fill this gap, while intending to understand the relationship between EB and AOC. The present investigation focused on furthering the conceptualization of Sezões [14], which seeks the integration of human resource managemen<sup>t</sup> (HRM) and organizational behavior theories. Therefore, it was necessary to review human resource strategies and their application to EB in order to provide a comprehensive picture of antecedents and consequences of EB, more specifically, the consequences towards the creation of AOC. Based on the previous research of Sezões [14], the theoretical basis of this investigation assumes that the employees' perception of the HRM dimensions of an organization is correlated to their AOC to the firm. This causal model makes it possible to move from a mere satisfaction assessment to an effective assessment of emotional connection and commitment. The dimensions of affective commitment were not evidenced in the research of Sezões [14], as they were in the present investigation.

The study follows the general objective of evaluating the impact of EB strategies on the employees' affective commitment, therefore, it only aims at the universe of individuals in the internal environment

of organizations. Considering this problem, the following research question was raised: "What is the impact of employer branding strategies, implemented by organizations, on the affective commitment of employees?"

The hypotheses of this investigation are based on previous research [15]. The study by Reference [15] was not able to prove the relationship between the variables, and it did not use a quantitative scale to measure commitment. The role of sociodemographic variables in affective commitment was not studied; neither was the combined effect of EB strategies and sociodemographic variables on AOC, and the study was limited to a small company. Additionally, the inverse relationship of the variables under research was not tested. To address the gaps identified, the present investigation carried out data collection with the application of a questionnaire with sociodemographic questions, an EB scale, and a scale of AOC. Furthermore, it was decided to extend the scope of the field of study to the entire active population of Portugal. As for the approach, quantitative field research was the methodological framework applied in this study.

This study is divided into four parts. The first part corresponds to a literature review on EB, as well as on AOC and on talent management. The second part is the methodological approach presenting the research model developed from the literature review of each variable under investigation. In the third part, we summarize and discuss the results, and, in the last section, the main conclusions are highlighted, which integrate the research and methodological contributions, the implications for management, and the limitations of the research, as well as the suggestions for future research.

#### **2. Literature Review**

## *2.1. Employer Branding*

EB is a concept defined as a set of economic, functional, and psychological benefits that organizations offer to their employees, establishing a coherent managemen<sup>t</sup> model with the purpose of focusing on the highest priority objectives, while increasing productivity, improving the recruitment process, developing greater employee loyalty, and reducing the turnover rate [10]. Additionally, both Edwards [16] and Gray and Balmern [17] described EB as a sum of corporate identity and reputation that influences the individual's perception of an organization. Hatch and Schultz [18] defined strong branding as a link between an organization's vision, culture, and image.

Over time, the initial concept of EB has been redefined. Backhaus and Tikoo [5] defined the term EB as a set of several attributes that distinguish the organization from others, so the concept evolved from being just a simple definition of factors that an organization has, to finding what makes the organization unique. EB is the communication of a unique and attractive image of the organization as an employer–involving a distinct employer identity [4].

As EB intends to define the unique attributes of the organization, it can be seen as a long-term strategy, an oriented process, with the objective of ensuring that the best talents remain within organizations [19]. In this communication process, all stakeholders (clients, suppliers, media, the general public) are influenced, and, at the same time, they also shape the employer's brand with their behavior, identification, and attitudes [20].

Currently, EB is concisely described as a strategy to win the "war for talent", which strives to retain current employees and attract potential employees [21]. Considering that EB serves as a communication tool through which an organization presents its offer, its attributes, consequently, trigger in the target individuals the desire to apply themselves more in their work in the organization [22].

The core component of EB, the employer brand, is a valuable resource for an organization and, therefore, its managemen<sup>t</sup> should be an organizational priority [5,23]. Comparably, Ambler and Barrow [15] believe that an employer brand is like the traditional brand, with a personality and positioning. Personality and brand positioning, together with the differentiating brand, forms what is called the essence of the brand. The brand's personality is reflected through communication style and authenticity, while the positioning and differentiation are distinguishing factors compared to

competing employers [24]. The brand identity is created and designed by an organization to segmen<sup>t</sup> an audience through different channels. In comparison, the brand image is the consequence of this projected identity, that is, how it is really perceived by everyone [25]. In conclusion, a strong employer brand has all these characteristics clearly defined [26].

#### *2.2. A*ff*ective Organizational Commitment*

Affective commitment is interpreted as the employee's emotional connection, identification, and involvement with the organization where he or she works [27]. This type of organizational commitment refers to the emotional attachment that the individual has with the organization, the identification, and the involvement he or she has with it, with there being an emotional relationship that connects the worker with the organization [28]. Moreover, affective commitment is considered to be the most effective approach for measuring organizational commitment [10].

Affective commitment is driven by positive feelings towards the organization and is believed to be the result of a sharing of feelings between the organization and the employee. The employee develops affective feelings towards the organization in response to the correct way in which he or she is treated, showing a high affective commitment towards the firm [29]. In addition, it can then be said that affective commitment is considered to be high when the employee feels that he or she is a part of the organizational "family". This will create a personal meaning and a sense of belonging, and, when this happens, the employee will be enthusiastic about the work that he or she performs. This, in turn, will contribute to the organization's success [30]. Similarly, in the perspective of Meyer and Allen [31], affective commitment is developed through previous work experiences that mainly satisfy the employee's psychological needs, leading him or her to feel comfortable within the organization and competent in the performance of his/her position.

Gelens et al. [32] studied the relationship between being designated as a talent and affective commitment, as well as the impact of receiving this designation. This differentiated managemen<sup>t</sup> of employees helps in the allocation of crucial professionals in relevant positions. This will increase the possibility of adaptation between the professional and the organization and, consequently, promotes the employee's emotional commitment. Therefore, they recommend implementing human resource practices focused on affective commitment as the best human resource strategy for employees designated as talents [32].

#### *2.3. Talent Management and the Importance of Employer Branding for A*ff*ective Commitment*

For Michaels et al. [2], talent can be conceptualized as the sum of an employee's capacities, namely his/her skills, experience, intelligence, knowledge, character, and intrinsic commitment, as well as his/her capacity for development. In contrast, Ulrich and Smallwood [33] understand that the concept of talent concerns high potential specialists and future leaders, so investing in talent means investing in the next generation. Ulrich and Smallwood [33] describe a profile indicating four characteristics that determine whether a professional has a high potential and can therefore be considered as a talent for the organization: to be ambitious and be willing to invest their energy, dedication, and personal time to succeed in the organization; demonstrating the necessary skills and the ability to learn from past mistakes and experiences; revealing agility at various levels, whether it be mental agility, agility in the face of change, or agility in relating to others; and demonstrating that you have a history of achievements and success, as well as the ability to respond to new challenges.

Schiemann [34] presents a more inclusive concept of talent, presenting a vision of talent as being a collective effort, as opposed to the previous view, of the sum of potential and individual performances; that is, this author considers that all employees have the necessary skills to provide value to the organization. In this sense, Schiemann [34] defines talent as being collective knowledge, combined with the set of experiences, capacities, skills, values, habits, and behaviors of the entire workforce used to fulfill the organization's mission.

Furthermore, Cappelli [35] defines talent managemen<sup>t</sup> as the anticipation of human capital needs by organizations and the development of a plan that satisfies those needs. The above is in opposition to Schiemann [34], for whom talent managemen<sup>t</sup> is seen as a function that encompasses all activities and responsibilities related to the talent life cycle. In contrast, Altememi and Almashhadain [36], in their recent study, concluded that talent managemen<sup>t</sup> strategies, to be e ffective, should be created to work proactively instead of being reactive to the market. In this framework, talent managemen<sup>t</sup> is more and more related to EB models and practices as a tool for retention and proactivity.

Additionally, Tansley and Tietze [37] understand that talent managemen<sup>t</sup> encompasses the support processes for an organization's strategy, from attraction, recruitment, and selection, to training and development, to resource retention practices that add value to the organization. This is in order to ensure that the right person will be in the right role when the organization needs him/her.

According to Collings and Mellahi [38], strategic talent managemen<sup>t</sup> must contribute in a sustainable way to the competitive advantage that organizations need to be strategically positioned in the market.

Talent managemen<sup>t</sup> refers to the process of developing and integrating new employees, retaining the current workforce, while trying to attract new highly qualified talents to the organization [8]. EB is quickly emerging as a long-term human resource managemen<sup>t</sup> strategy to attract and retain talent [39]. Talents are fundamental elements of an organization. Talent managemen<sup>t</sup> implies developing the necessary actions to attract new talent, retaining, and developing existing talent, in order to respond to business requirements [40].

The expression "war for talent" was coined in 1997 by Mckinsey, an international human resource consultant [41]. Since then, EB has become a priority in the fight to conquer the best talent present in the job market. The increase in demand for highly qualified professionals alongside the ever-smaller talent pool presents a challenge for companies. An e ffective EB strategy can attract the attention of potential candidates by creating the desire to apply for work in the organization [8].

Once we find ourselves in a knowledge economy, the intellectual capacities of individuals become much more valuable than physical resources, since human resources become assets that contribute to the development and di fferentiation of organizations [42].

Correspondingly, Holland and Scullion [43] defend that, in a globalization and competitiveness reality, talent retention is one of the biggest challenges in Talent Management, considering that substituting talented and valuable HR has high associated direct and indirect costs. Costs such as inactivity in the position, the period of recruitment and hiring, the training of the new employee, loss of organizational memory, and a decrease of strategic knowledge and productivity.

In order to retain talent in organizations there are factors identified as being critical, including the following: security, location, relationships, recognition, contribution, salary, flexibility, learning, responsibility, and innovation. Albeit, the new generation's demands and the aging of the population is also a ffecting talent policies, forcing companies to pay more attention to development and engagement, while also focusing on outcomes, such as job satisfaction, motivation, commitment, and also on the performance of the firm [44]. Furthermore, we should consider that retention and attracting have a direct relation, that is to say: it is important to hire employees that share the same values of organizational cultures [45].

Fernandez-Lores et al. [46] highlighted that companies are trying to engender a ffective commitment, defined as the "identification with, involvement in, and emotional attachment to the organization" in their best employees to guarantee talent retention and to ensure sustainable competitive advantage. Similarly, for Thakur and Bhatnagar [47], a ffective commitment is an important way to retain talent in organizations. When talents are engaged, they are less inclined to leave as work does not feel like "work". On the other hand, internal branding corresponds to an organization's identity, aimed at retaining current employees [48].

The importance of creating a marketing strategy and a brand, as an employer, to communicate the principles, values, and talent managemen<sup>t</sup> policies of an organization is increasingly evident. This whole process, called EB, materializes in the creation of an assumed and shared brand image that must encompass the attributes that the organization wishes to value as an employer and promoter of excellence policies in terms of human capital management. The employer's brand must promote the global image among the stakeholders, such as, for example, its employees, customers, suppliers, the media, and the public [49].

In addition, the work of Fernandez-Lores et al. [46] demonstrated that a ffective commitment to the Employer Brand refers to enthusiasm with the employer brand (positive emotions of being energetic, active, and relatively invulnerable to trouble or worry), emotional attachment to the employer brand (emotional component in the employee-employer relationship; a ffection, belongingness, and support towards the employer brand), and long-term orientation (refers to the employee´s implicit intention of maintaining his or her bond with the employer and thus remaining loyal to the brand),

Comparably, Michaels et al. [2] defend that there are five imperatives that must be assumed by the organization in order to win the battle for talent and make human capital a competitive advantage: implement a "talent mindset"; create a winning employer value proposition; redefine the recruitment strategy; implement development strategies; and di fferentiate your employees.

Based on the list above, many companies are developing EB models as a method to attract and retain talent [50]. Finally, attention has been drawn to a ffective commitment and employer brand relations as being important factors, as it has been recognized that committed employees to a brand are a decisive matter [46].
