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Sundari, Pipit
STIE Semarang
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Journal : Annals of Human Resource Management Research

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Integrating digital recruitment and employer branding into strategic HRM to foster employee retention through perceived organizational support Husainah, Nazifah; Suhartini, Suhartini; Fachrial, Peppy; Sopyan, Ahmad; Sundari, Pipit
Annals of Human Resource Management Research Vol. 5 No. 4 (2025): December
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v5i4.3271

Abstract

Purpose: This study examines how Digital Recruitment and Employer Branding influence Employee Retention through Perceived Organizational Support (POS), addressing gaps in strategic HRM research regarding the integrated role of digital hiring and employer branding. Research Methodology: A cross-sectional survey involving 200 employees from digitally mature Indonesian organizations was analyzed using PLS-SEM with 5,000 bootstrapped subsamples. The measurement model showed strong reliability and validity (? > .86; CR > .88; AVE > .54), and structural testing evaluated five direct hypotheses and mediation effects. Results: Employer Branding significantly predicts POS and retention, whereas Digital Recruitment enhances POS but shows no direct effect on retention. POS strongly predicts retention and fully mediates the Digital Recruitment–Retention relationship while partially mediating the Employer Branding–Retention link. The structural model explains 43% of POS variance and 51% of retention, supported by medium–large effect sizes and positive Q² values. Conclusions: The findings confirm POS as the key psychological mechanism through which modern HR practices translate into retention outcomes. Employer Branding drives retention both directly and indirectly, while Digital Recruitment contributes indirectly via POS. Limitations: Cross-sectional data limit causal inference, and the digital-sector sample restricts generalizability. Contribution: The study integrates digital recruitment and employer branding within one strategic HRM framework and establishes Digital Recruitment as an empirical antecedent of POS, reinforcing POS’s centrality in digital-era retention strategies.
Integrating digital recruitment and employer branding into strategic HRM to foster employee retention through perceived organizational support Husainah, Nazifah; Suhartini, Suhartini; Fachrial, Peppy; Sopyan, Ahmad; Sundari, Pipit
Annals of Human Resource Management Research Vol. 5 No. 4 (2025): December
Publisher : Goodwood Publishing

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35912/ahrmr.v5i4.3271

Abstract

Purpose: This study examines how Digital Recruitment and Employer Branding influence Employee Retention through Perceived Organizational Support (POS), addressing gaps in strategic HRM research regarding the integrated role of digital hiring and employer branding. Research Methodology: A cross-sectional survey involving 200 employees from digitally mature Indonesian organizations was analyzed using PLS-SEM with 5,000 bootstrapped subsamples. The measurement model showed strong reliability and validity (? > .86; CR > .88; AVE > .54), and structural testing evaluated five direct hypotheses and mediation effects. Results: Employer Branding significantly predicts POS and retention, whereas Digital Recruitment enhances POS but shows no direct effect on retention. POS strongly predicts retention and fully mediates the Digital Recruitment–Retention relationship while partially mediating the Employer Branding–Retention link. The structural model explains 43% of POS variance and 51% of retention, supported by medium–large effect sizes and positive Q² values. Conclusions: The findings confirm POS as the key psychological mechanism through which modern HR practices translate into retention outcomes. Employer Branding drives retention both directly and indirectly, while Digital Recruitment contributes indirectly via POS. Limitations: Cross-sectional data limit causal inference, and the digital-sector sample restricts generalizability. Contribution: The study integrates digital recruitment and employer branding within one strategic HRM framework and establishes Digital Recruitment as an empirical antecedent of POS, reinforcing POS’s centrality in digital-era retention strategies.
Co-Authors Ahmad Ali Ahmad Hariyadi, Ahmad Ahmad Laut Hasibuan Ahmad Sopyan Anggarwati Dewi, Kadek Ratih Arma, Aulia Azhari, Ananda Rika Budhi Cahyono Cahyani Tunggal Sari, Cahyani Tunggal Damanik, Novia Wulandari Dwi Novaria Misidawati Eko Widodo, Rintis Estuti, Erni Puji Fachrial, Peppy Fajar, Arfi Fauzi Jaya Sakti, Reza Fauziyanti, Wachidah Felas Silitonga, Grace Fidyah Yuli Ernawati, Fidyah Yuli Giri. S, Maranatha Constantine Sindhu Hariyani, Putu Fajar Hartarini, Yovita Mumpuni Heru Sulistyo Hutasuhut, Dina Hidayati Ika Sandra Dewi Indraningtyas, Yeni Junedi, Achmad Kadek Ratih Anggarwati Dewi Khairina Ulfa Syaimi Khasanah, Aulia Sista Ayu Nur Kustiyono Kustiyono Laswitarni, Ni Ketut Lingga, Henvy Yulifasari Martini, Ni Putu Surya Megawanti Fitri Astuti Muzaroah, Siti Nafiar, Zumrotun Nafi’ah, Zumrotun Natoil, Natoil Nazifah Husainah Ni Luh Nita Sulastrini Ni Nyoman Nurani Ni Putu Eka Safitri Noor Laila Ramadhani Nugroho, Bayu Sapta Adi Nugroho, Galih Satrio Nurul Bayu P, Diah Pertiwi, Dyah Nurul Bayu Prasidi, Abi Pratiwi, Selly Primadi Candra Susanto Priyanto Priyanto Puji Estuti, Eni Rushami Zien Yusoff Sanjaya, Ucta Pradema Sapta Adi N, Bayu Sarbullah Sarbullah Sarbullah Satria Avianda Nurcahyo Setiyarti, Tettie Shofwani, Siti Aniqoh Shofwani, Siti Aniqoh Sidjabat, Sonya Silvia Hendrayanti Siska Yuli Anita Subagio, Mochammad Subekti, Heni Sugiarti Sugiarti Suhartini Suhartini Suhendra, Agus Tia Lestari, Wahyuni Tunggal Sari, Cahyani Wanuri Wanuri Widagdo, Teguh Harso WIjayanthi, Ida Ayu Trisna Yovita Mumpuni Hartarini Yuntina, Lily