American Research Journal of Humanities and Social Sciences

Employer attractiveness has become increasingly important for organizations seeking to strengthen employee performance and retain valuable human resources. This study examines how employer attractiveness practices influence individual work performance and turnover intentions among employees, while also investigating whether talent changes these relationships. Data were collected from 227 employees between 18 and 62 years of age and analyzed using linear regression techniques. The findings indicate that several dimensions of employer attractiveness, including role value, familiarity value, career growth value, localization value, and development value, significantly influence employee-related outcomes. The analysis further demonstrates that talent plays a moderating role in the association between employer attractiveness and individual work performance. Talent quality significantly alters the relationship between career growth value and contextual performance, suggesting that employees with different levels of talent may respond differently to career-related organizational attractiveness. These findings highlight the importance of aligning employer attractiveness strategies with workforce capabilities and expectations. The study contributes to the understanding of how talent characteristics shape the effectiveness of employer attractiveness practices and offers practical implications for organizations seeking to improve employee performance while supporting workforce retention.

Keywords: Employer Attractiveness, Individual Work Performance, Turnover Intentions, Talent Management, Career Growth, Employee Retention, Contextual Performance, Organizational Attractiveness.