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Purpose This study examines employee attraction and retention issues and uses a case study of an Australian regional medium-sized enterprise to highlight the importance of organisational context factors such as place and scale in designing human resource (HR) solutions. Design/methodology/approach The research presents a qualitative case study, with data drawn from strategic documents, interviews and focus groups, analysed thematically. Findings A carefully constructed set of HR strategies – including purposeful use of employer branding, synchronising of human resource management (HRM) formality and informality and capitalising on the regional context – are key to employee attraction and retention and in turn the growth and competitiveness of the case study organisation. Originality/value The HRM literature acknowledges the tendency to study larger corporations in metropolitan areas, at the expense of more nuanced research related to context. This research contributes to knowledge of attraction and retention through employer branding, with particular attention to scale and place, through study of a medium sized firm in a regional location. It highlights the importance of informality-formality dynamism.
Amarakoon et al. (Tue,) studied this question.