Recent Papers

Employee branding has emerged as a critical strategic tool for enhancing organizational culture and improving employee retention, particularly in competitive labor markets like Bangladesh. This study examines the impact of employee branding on organizational culture and employee retention within the Bangladeshi corporate sector, focusing on industries such as banking, IT, telecommunications, and manufacturing. Using a mixed-methods approach, the research combines quantitative survey data from 150 employees with qualitative insights from 20 HR professionals to explore the relationships between these variables.The findings reveal that strong employee branding significantly enhances organizational culture and reduces turnover intentions, with a notable positive correlation (r 0.62, p < 0.01). Employees who identify closely with their organizations brand exhibit higher job satisfaction and are 2.3 times more likely to remain long-term. Key challenges include generational differences in brand engagement and discrepancies between stated values and actual workplace behaviors.The study highlights the mediating role of organizational culture, which accounts for 42% of brandings impact on retention. Practical recommendations include adopting localized branding strategies, conducting regular cultural audit, and implementing peer-driven recognition programs. By bridging the gap between theory and practice, this research contributes to the limited literature on employee branding in Bangladesh and provides actionable insights for HR professionals and policymakers aiming to foster sustainable workforce retention.Keywords: Employee branding, organizational culture, employee retention, HR strategies.

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