Developing Employer Branding Models for Human Resource Retention: A Case Study of the Zarrin Industrial Group (Zarnam, Zarkam, Zarr Flour, Zarr Macaroni)
Keywords:
Zar Industrial Group, Organizational Justice , Employer Value Proposition , Human Resource Retention, Employer BrandAbstract
This study aims to develop and articulate a localized employer branding model to enhance human resource retention within the Zarrin Industrial Group. The study adopts an applied orientation and employs a systematic literature review with a meta-synthesis approach covering publications from 2015 to 2025. Forty-one eligible studies were selected from reputable international and national databases and analyzed using MaxQDA 2024 through open, axial, and selective coding. Analytical rigor was ensured via intercoder review and theoretical triangulation. The results indicate that employer branding is a multidimensional construct comprising six core dimensions: cultural, motivational, communicative, value-based, economic, and organizational justice and job security factors. From 981 initial open codes, 878 non-duplicative codes were retained and organized into 130 first-order subcategories, 30 second-order subcategories, and six core categories. Alignment between organizational values, justice, transparent communication, and employee experience is inferentially associated with higher loyalty and retention. The proposed localized model demonstrates that an integrated focus on culture, justice, motivation, and effective communication provides a sustainable strategic pathway for reducing turnover and strengthening employee commitment in the food industry.
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Copyright (c) 2025 Morteza Soltani (Author); Taher Roushandel Arabtani; Amir Khanlari, Mohammad Rahim Esfidani (Author)
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
