Beyond Reputation: Ethical Employer Branding and the Future of Human-Centred Organisations

Michael Oyedele Oyenuga ()
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Michael Oyedele Oyenuga: Department of Marketing, School of Business, Woxsen University, Hyderabad, India

Marketing and Branding Research, 2026, vol. 13, issue 1, 14-32

Abstract: Organisations increasingly realise that employer branding is not only about talent attraction but also includes ethical governance, organisational culture, and long-term stakeholder relations. This work presents a narrative synthesis of evidence integrating contemporary literatures in employer branding with stakeholder theory, signalling theory, Corporate Social Responsibility (CSR), Environmental, Social and Governance (ESG), Diversity, Equity and Inclusion (DEI) as well as human-oriented organisational design to create an integrated conceptual framework. The synthesis explores the role of ethical employer branding as a strategic tool for talent attraction, engagement and retention to combine organisational resilience and sustainability. It also explores the interaction of employee value proposition, governance and leadership, stakeholder engagement, authentic organisational practices and digital communication to create credible employer brands. It concluded that ethical employer branding has the greatest potential as an organisational capability conceptualised not necessarily as a recruitment or communications tool, but primarily in terms of developing a governance driven authentic human resource practice aligned with the employee value proposition, stakeholder engagement and ESG commitments. This holistic perspective provides practical insights for implementing robust, human-centred corporate forms that can sustain work and trust, organisational legitimacy and long-term competitiveness in an increasingly transparent socio-technical context.

Keywords: ESG; Ethics Washing; Employer Branding; Human-Centred Organisations; Signalling; Stakeholder Theory; Sustainability (search for similar items in EconPapers)
Date: 2026
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Persistent link: https://EconPapers.repec.org/RePEc:bco:mbraaa::v:13:y:2026:p:14-32

DOI: 10.32038/mbr.2026.13.01.02

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