Employer Brandin of Private Higher Education Institutions Between Attraction and Retention: Expert Perspectives

La marque employeur des Etablissements d'Enseignement Supérieur Privés entre l'attraction et la rétention: points de vue des experts

Hind Benkirane () and Naima Idouaarabe ()
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Hind Benkirane: UH2C - Université Hassan II de Casablanca = University of Hassan II Casablanca = جامعة الحسن الثاني (ar)
Naima Idouaarabe: Université Sultan Moulay Slimane de Béni Mellal

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Abstract: Abstract The rapid growth of private higher education institutions (PHEIs) in Morocco is an emerging phenomenon that brings several challenges, notably high staff turnover. In this context, attracting and retaining faculty members represent a strategic priority for PHEIs to ensure a sustainable competitive advantage and strengthen their employer brand. This brand relies on both an external dimension, oriented toward students (Whisman 2009; Nguyen et al. 2019), and an internal dimension focused on employees, which is recognized as essential (Chapleo et al. 2019). A review of the existing literature reveals a near-total absence of research addressing the link between employer branding in higher education institutions and the attraction and retention of top talent, whether in Morocco or elsewhere. This article explores the internal approach through a qualitative study involving 18 professors from two private business and engineering schools, using thematic content analysis. Our findings reveal that developing an employer brand within PHEIs is vital. However, other attractive attributes also influence teachers' decision-making processes regarding their choice of institution, such as work-life balance, ethical behavior, managerial style, compensation, and career development. Keywords: Employer brand, private higher education institution, work-life balance, ethical behavior, managerial style, compensation, career development.

Keywords: career development M12; Marque employeur établissement de l'enseignement privé équilibre entre vie privée et vie professionnelle comportement éthique style managérial rétribution évolution de carrière. JEL Classification : M12 M14 M31 Type du papier : Recherche empirique Employer brand private higher education institution work-life balance ethical behavior managerial style compensation career development M12 M14 M31; Marque employeur; établissement de l'enseignement privé; équilibre entre vie privée et vie professionnelle; comportement éthique; M31; style managérial; compensation; managerial style; ethical behavior; work-life balance; private higher education institution; M31 Type du papier : Recherche empirique Employer brand; M14; évolution de carrière. JEL Classification : M12; rétribution (search for similar items in EconPapers)
Date: 2026
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Published in International Journal of Accounting, Finance, Auditing, Management and Economics, 2026, ⟨10.5281/zenodo.20358869⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05639375

DOI: 10.5281/zenodo.20358869

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