Abstract
In the recent past, studies regarding employer branding have peaked up and cross-disciplinary scholars have introspected it from different aspects. Irrespective of the fact that different directions have been explored extant literature is still silent on internal employer branding (IEB) (Theurer, Tumasjan, Welpe & Lievens, 2018) and its association with employee experience perception. We argue that there is a need to identify separate antecedents and outcomes for internal and external employer branding. Employing the resource-based view (Barney, 1991), this study extends with the assumption that investment in human capital resources (Backhaus & Tikoo, 2004) such as employee experience, perceptions of workforce might enhance organizational performance (i.e., financial/non-financial). This framework strongly aligns with the internal employer branding which rests with the assumption that advancing employment offerings or value propositions nurture the employee experience impacting the performance of the organization. In the same vein, this study aims to identify the drivers and outcome of internal employer branding. The results disclosed that reward & recognition, reputation and diversity drives internal employer branding, which in turn decreases the turnover intention. Further, reward & recognition was found to be an important prognosticator of internal employer branding.