Employer branding and employee retention: the mediating role of organizational fit and identification

Purpose The objective of this study is to analyze the influence of employer branding on employee retention, considering the mediating role of person-organization fit and organizational identification. It specifically analyzes which internal dimensions effectively drive psychological compatibility. Design/methodology/approach Adopting a quantitative design, data from 189 employees in Brazil were analyzed using partial least squares structural equation modeling (PLS-SEM). The model tested the impact of five branding dimensions: Work-Life Balance, Ethics/CSR, Compensation, Training and Healthy Work Atmosphere. Findings Results demonstrate that symbolic and socio-emotional dimensions (Healthy Work Atmosphere, Work-Life Balance and Ethics) significantly predict person–organization fit. Surprisingly, instrumental attributes (Compensation and Training) showed no direct influence on fit. Furthermore, fit and organizational identification successfully mediate the relationship with retention. Originality/value This research challenges traditional management assumptions by revealing that financial rewards and training opportunities function as “hygiene factors” rather than drivers of value alignment. The study advances the field by empirically demonstrating that retention depends predominantly on lived, experiential and ethical dimensions rather than structural benefits.