Employer branding predicts organizational attractiveness through organizational commitment and openness to experience moderates the relationship

Abstract This study examines how employer branding influences organizational attractiveness by considering both mediating and moderating mechanisms. A total of 594 participants were involved across two studies. Study 1 used a cross-sectional survey of 484 internship participants to examine whether organizational commitment mediated the relationship between employer branding and post-exposure organizational attractiveness. Study 2 employed an experimental design with 110 participants, contrasting strong versus weak employer-branding conditions and testing the moderating role of openness to experience. The results of Study 1 showed that employer branding was directly and indirectly associated with organizational attractiveness through organizational commitment, indicating partial mediation. Study 2 showed that participants exposed to strong employer branding reported higher organizational attractiveness than those exposed to weak employer branding, and this effect was stronger among individuals higher in openness to experience. Theoretically, the findings advance an integrated account by positioning employer branding as a socio-symbolic organizational signal that carries both exchange-based and trait-relevant meaning. In practice, organizations may enhance their attractiveness by communicating clear employer-branding signals about support, fairness, development opportunities, and growth, particularly for early-career audiences.