Impact of recruitment practices on organizational commitment: mediating role of employer image

Abstract

Purpose

From managerial perspective, the authors investigate the boundary and effective conditions of recruitment practices (e.g. job advertising and manager recruiting behavior) on recruitment outcomes that include employer image and organizational commitment in the context of recruitment practices. Drawing on signaling theory, the authors argue that using recruitment practices is generally more effective for creating employer image and organizational commitment.

Design/methodology/approach

The authors received a final sample of 213 from the employees of beverage industry. In doing so, statistical softwares SPSS (v.23) for data screening and SmartPLS (v.3.3.3) were used for hypothesis testing.

Findings

Using survey-based study, the study finds (1) that recruitment practices including job advertising and managers' recruiting behavior can be superior to developing employer image that positively can value the organizational commitment (2) The study identifies a significant role of employer image that is mediating between recruitment practices and post recruitment outcome (e.g. organization commitment).

Practical implications

The outcomes of the study provide valuable directions for human resource (HR) managers in national and multinational public organizations. The article offers recruitment strategies/practices to enhance employer image and organizational commitment.

Originality/value

The novelty of the study is the unique research framework, as the current paper is among the pioneers to empirically analyze the effect of recruitment practices on post-recruitment outcome testing the mediating relationship of employer image between job advertising organizational commitment and between managing recruiting behavior and organizational commitment.

Citation

Hussain, T., Channa, K.A. and Bhutto, M.H. (2024), "Impact of recruitment practices on organizational commitment: mediating role of employer image", Journal of Economic and Administrative Sciences, Vol. 40 No. 3, pp. 605-621. https://doi.org/10.1108/JEAS-10-2020-0176