Impact of Employer Branding on Employee Retention of Executive-Level Employees in a Selected Apparel Company in Western Province: The Mediating Role of Perceived Organizational Support and the Moderating Effect of Career Development Opportunities

Abstract

Employee retention has become a strategic priority in Sri Lanka’s apparel industry due to increasing competition, evolving workforce expectations, and the rising global demand for skilled executives. Despite extensive investment in employer branding, organizations continue to face challenges in retaining executive-level employees. This study looks at how employer branding affects employee retention while evaluating the moderating effect of career development opportunities (CDO) and the mediating role of perceived organizational support (POS). This study used a quantitative research design, guided by Social Exchange Theory, and gathered information from 169 executive-level employees of a chosen Western Province clothing company. The results showed that employee retention is significantly improved by employer branding. While CDO considerably increases the impact of employer branding on retention, POS only partially mediates this relationship. The study highlights how crucial it is to combine effective employer branding campaigns with encouraging HR procedures and planned developmental pathways. Future research directions and suggestions for organizational practice are discussed.