Exploring employer branding and company performance results in non-crisis and crisis times: the mediating role of HRM outcomes in Central European MNC

Purpose The main goal of the article is to identify, analyze and diagnose the relationships between employer branding (EB) and company performance results in multinational companies (MNCs) from the perspectives of their headquarters (HQs) and foreign subsidiaries in both non-crisis and crisis times, with the latter specifically referring to the COVID-19 pandemic period. Additionally, it is to reveal how the strategic approaches to EB adopted by these entities have influenced their ability to navigate and thrive during these two periods. Design/methodology/approach The empirical research included 200 MNCs from Central Europe. A computer-aided telephone interviewing (CATI) method was used for data collection. The raw data were converted using the efficiency index (EI) to accurately delineate the relationships between the variables under study. The research hypotheses were examined, and the mediating effects were assessed through partial least squares structural equation modeling (PLS-SEM). Findings The research findings provide valuable insights by exploring the mediating role of human resources management (HRM) outcomes between EB and company performance results, emphasizing HRM’s crucial role in enhancing results in finance, innovativeness and quality, particularly during crises. They underscore the strategic importance of HRM and EB in fostering organizational performance and resilience. Practical implications The findings offer actionable insights for various business practitioners, including managerial staff across different levels, specialists, business partners and managers and directors of HR departments. The evidence supports the notion that investment in EB serves not only immediate goals related to workforce management but also contributes to long-term strategic objectives. For MNCs, the study highlights the importance of contextualized and localized EB strategies that address the unique operational, cultural and regulatory environments of foreign subsidiaries, enhancing global performance. Originality/value The study introduces a novel methodological innovation by employing the EI for accurately quantifying the relationships between EB, HRM and company performance outcomes. However, the greatest added value of this article is the creation of the Crisis-Responsive EB-HRM Mediation Theory for MNC Performance and Resilience.