Bridging Employer Brand and New Graduates' Job Application Intentions: A Chain Mediation Model

Hung-Yi Liao; Chih Huang; Jing-Lei Chen

doi:doi:10.11648/j.jhrm.20251303.14

Research Article |

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Bridging Employer Brand and New Graduates' Job Application Intentions: A Chain Mediation Model

Hung-Yi Liao

, Chih Huang^*

, Jing-Lei Chen

Published in Journal of Human Resource Management (Volume 13, Issue 3)

Received: 1 September 2025 Accepted: 15 September 2025 Published: 30 September 2025

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Abstract

In a market environment where talent competition is becoming increasingly fierce, attracting talent has become a key issue in enterprise human resource management. Therefore, how enterprises can position themselves as attractive employers in the labor market constitutes a critical strategic issue for ensuring sustainable organizational development and enhancing competitive advantage. "Based on similarity-attraction theory, this study investigated the relationship between employer brands and new graduates' application intentions, as well as the chain mediating effect. We sent a questionnaire survey to new graduates from a university in Shanghai, China and obtained 220 usable responses as data to test our hypotheses. The results show that employer brand is positively related to new graduates' application intentions and that individual-organization fit and employer attractiveness play a chain mediating role in this relationship. These findings can help enterprises improve the application intentions of new graduates. The results found that employer branding has a positive impact on recent graduates' application intentions, person-organization fit, and employer attractiveness. At the same time, person-organization fit also has a positive effect on employer attractiveness. Finally, person-organization fit and employer attractiveness act as a chain mediator. These findings guide companies in enhancing the application intentions of recent graduates, thereby effectively attracting, retaining, and motivating talent.

Published in	Journal of Human Resource Management (Volume 13, Issue 3)
DOI	10.11648/j.jhrm.20251303.14
Page(s)	90-99
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2025. Published by Science Publishing Group

Keywords

Employer Brand, Person-Organization Fit, Employer Attractiveness, Application Intention

1. Introduction

With the rise of the knowledge economy and intensifying talent competition, firms are navigating an increasingly competitive labor market. Companies respond by looking for all-encompassing strategies to draw in and keep both present and potential employees. Recently, the “Best Employer” awards, held by various social organizations, garnered significant attention, underscoring the growing importance of employer branding. In this battle for talent, companies recognize the value of their employer brand as a critical intangible asset. An employer brand represents the organization’s image and unique attributes, distinguishing it from competitors in the talent market. Its primary functions are to attract new talent and retain existing employees

[1]

. A strong employer brand enables a company to stand out in the marketplace

[2]

. According to the White Paper on the Ten-Year Changes in China’s Human Capital Ecosystem (2011-2021) by the Liepin Big Data Research Institute, 97.5% of HR professionals reported that their companies are "placing increasing importance on employer brand development," and 88.9% stated that "the budget for employer branding has increased compared to previous years." Similarly, the 2021 China Human Resources Management Annual Report by Beisen revealed that 49.7% of HR professionals aim to improve candidate experience in the recruitment process and enhance the corporate brand image through digital tools. Consequently, examining how employer brand perception impacts recent graduates' application intentions holds theoretical and practical significance.

This study explores the impact of employer brand perception on the application intentions of new graduates, focusing on two key points. First, the relationship between employer brands and application intention warrants further investigation. Past research concentrates primarily on current employees, treating employer brands as tools for talent retention. Studies examined its influence on work attitudes and behaviors such as job satisfaction

[3]

, intention to stay

[4]

, which helped establish the effectiveness of employer brand. However, employer branding is also a crucial strategy for attracting talent. Potential job seekers with no prior work experience in a company rely on fragmented information gathered from various sources to form subjective judgments about the organization

[5]

. Thus, employer brand plays a pivotal role in helping organizations attract talented candidates, expand their applicant pool, and increase the likelihood of hiring qualified employees

[6]

. Moreover, new graduates as potential employees differ significantly from current employees and the general job-seeking population. As highly sought-after candidates in the labor market, each new graduate holds the unique expectations of an employer brand. During the recruitment process, new graduates significantly interact with employers. Consequently, companies must adapt the content and delivery of their employer brands to meet the specific needs of new graduates, potentially crafting a distinct employer brand aimed at attracting this group. To gain a more accurate understanding of employer brand effectiveness, researchers must examine its impact on new graduates' application intentions, as this approach provides a more direct and insightful perspective than previous research has offered. This study seeks to fill this gap by exploring how employer brand perceptions influence new graduates’ application intentions.

Second, we see a notable gap in research regarding the role of employer brands in influencing job application intentions. Previous studies identified that employer brand impacts applicants' intention to apply through mediating factors such as their perceptions of the company

[7]

, person-organization fit (P-O fit)

[8]

, and organizational identification

[4]

. However, few studies examined the role of employer brands in shaping individual application intentions through signaling theory and similarity-attraction theory. According to signaling theory, potential applicants typically lack comprehensive knowledge of an organization’s culture and human resource practices. Consequently, they rely on external signals such as information they read, hear, or see about the company to form their perceptions of their employer

[9]

. Consequently, organizations actively work to enhance their alignment with potential applicants by conveying employer brand information, thereby creating a clear and appealing narrative about what makes the company unique and attractive

[10]

. Additionally, similarity-attraction theory

[11]

suggests that individuals are more likely to be attracted to organizations that share their values and viewpoints. They are more inclined to cooperate with entities they perceive as similar to themselves

[12]

. This theory implies that the stronger the core values communicated through the employer brand, the more likely they are to form positive emotional connections with the organization. This alignment creates a sense of belonging and makes qualified job seekers more likely to join the organization and accept job offers. Together, insights from signaling theory and similarity-attraction theory provide a more comprehensive understanding of how employer brands influence application intentions.

Furthermore, previous studies focused primarily on simple or parallel mediation models, with less attention paid to chain mediation models. Chain mediation models enable researchers to examine the sequential relationships between mediating variables, offering a deeper understanding of the influencing process. They allow researchers to identify key mediators (fundamental mediators) that influence changes in the relationship between the independent and dependent variables

[13]

, as well as the assessment of the strength and significance of each step in the chain. From the framework of this study, the company shapes new graduates' perceptions by aligning individuals' values with organizational values through effective employer branding, attracting them to the employer and fostering the intention to apply. For the company, this represents a positive psychological state, indicating that new graduates recognize and identify with their employer’s brand. Building on this, this study further investigates the chain mediation effects of individual-organization fit and employer attractiveness on the relationship between employer brands and new graduates' application intentions. This study aims to identify the underlying mechanisms and enrich the literature on this subject.

In summary, this study aims to explore the impact mechanism of employer brand perception on the application intentions of new graduates, grounded in similarity-attraction theory. This research focuses on new graduates (potential employees) who need employment and examines the chain mediating effects of individual-organization fit and employer attractiveness between employer brand and new graduates' application intentions. This helps elucidate the internal mechanisms underlying employer brand perceptions. The findings of this research offer practical insights for human resource professionals to enhance the application intentions of new graduates.

2. Literature Discussion and Hypotheses

2.1. Employer Brand and Application Intention

Employer branding involves applying the marketing brand concept to human resources and focusing on establishing a corporate image as an ideal workplace within the potential labor market

[6]

. Employer brand refers to the unique characteristics that distinguish a company from its competitors in the talent market. Its primary function is to attract talent and retain employees

[1]

. Backhaus and Tikoo (2004) highlight the connection between employer branding and the company, where employer branding showcases the distinct features of a company's employment offerings and environment

[14]

. It attracts, motivates, and retains current and potential employees, setting the company apart from its competitors. Lievens and Highhouse (2003) categorize employer brands into two dimensions: instrumental and symbolic

[10]

. Instrumental characteristics involve the tangible benefits provided to employees, such as salary, benefits, working conditions, and opportunities for promotion and training. Symbolic characteristics refer to subjective, intangible benefits, including corporate reputation, innovation, and organizational culture. These two organizational attributes influence potential applicants’ perceptions of and emotional responses toward the company’s brand image, helping job seekers choose the right employer and significantly affecting their intention to apply

[15]

. In the job search process, applicants consider both the instrumental and symbolic characteristics of an employer’s brand. While instrumental factors such as salary address the material needs of job seekers, symbolic factors such as reputation fulfill their psychological needs.

Application intention refers to jobseekers’ attitudes toward a specific employer or job, encompassing their willingness to apply for a position at a company and accept a job offer

[16]

. The stronger a job seeker's application intention, the higher the likelihood that they or will take job-seeking actions. In the early stages of recruitment, potential applicants have limited contact with the organization and are unable to accurately evaluate the job and organization. To mitigate risks, they often gather and assess information about the organization based on concrete, factual details, such as salary, benefits, work environment, career prospects, and organizational structure. Consequently, they tend to choose employers who can fulfill their employment promises. According to signaling theory, organizations deliberately convey positive brand information to influence jobseekers’ perceptions and intentions. That is, when a company sends out organizational signals, job seekers, who have limited information, use these signals to form their perceptions of the company. If potential applicants perceive a company as having a positive employer image, it can stimulate positive attitudes and behaviors toward the employer brand. Therefore, the more distinctive the employer brand image, the stronger the employment signal conveyed to job seekers and the more likely it is to trigger potential applicants' job search intentions. Guillot-Soulez and Soulez (2014) also find that Generation Y workers regard the information provided by the employer brand as a key factor in job selection

[17]

. Similarly, Peiffer, Habibpour, Jegers, and Pepermans (2018) demonstrate a positive relationship between organizational image and job seekers' job search intentions

[18]

. Therefore, this study proposes the following hypothesis:

Hypothesis 1: Employer brand is positively related to new graduates' application intentions.

2.2. The Mediating Role of Person-Organization Fit

Person-organization fit (P-O fit) refers to the alignment between employees' beliefs, values, and culture with the employer's image and is a critical indicator of the effectiveness of human resource management practices

[19]

. P-O fit reflects the compatibility between employees and organizations. This occurs when one entity successfully meets the needs of another entity based on shared characteristics. Backhaus and Tikoo (2004) argue that potential employees compare the image of their employer’s brand with their own values and personality

[12]

. According to signaling theory, in the early stages of the recruitment process, applicants often rely on incomplete information to evaluate an organization as a potential workplace

[7]

. Companies use employer branding and its related activities to send positive signals to the external world. Job seekers, who typically have one-sided information, use the limited information available to form their perception of a company. If a positive employer image is established in an applicant’s mind, it can stimulate positive attitudes and behaviors toward the company. The higher the alignment between the employer’s brand signals and potential applicants’ expectations, the stronger the fit

[20]

. This alignment reflects a high degree of information consistency that can encourage jobseekers to better understand, support, and recognize an organization's brand image.

Cable and Turban (2003) also highlight that job seekers often view the employer brand as an important "signal" used to assess the attributes of career opportunities

[21]

. In other words, jobseekers receive employer brand characteristics as signals from their employer, prompting them to conduct self-evaluations to determine whether they are a good fit for the company. Bhatnagar and Srivastava (2008) find that increasing an organization's visibility in the minds of potential employees is crucial for improving its P-O fit

[22]

. Furthermore, Tanwar and Kumar (2019) identify employer brand dimensions such as work culture, corporate social responsibility, and compensation as key predictors of P-O fit in a study of Indian business school students

[8]

. Therefore, this study proposes the following hypothesis:

Hypothesis 2: Employer brand is positively related to P-O fit.

Previous studies demonstrate that a high degree of fit between individuals and organizations leads to positive outcomes for both employees and organizations. P-O fit significantly contributes to reducing employee turnover, enhancing work engagement, strengthening organizational citizenship behavior, and improving overall performance

[23]

. Tanwar and Kumar (2019) report that the fit between individuals and organizations fully mediates the relationship between employer brand and choice

[8]

, suggesting that the alignment between individuals and organizations helps position the employer brand as a preferred choice. According to signaling theory, the greater the alignment between the employer brand signal and perceptions of potential applicants, the stronger the fit, and vice versa

[20]

. Further research also supports the idea that P-O fit positively influences job seekers’ search intentions

[24]

. Therefore, this study proposes the following hypothesis:

Hypothesis 3: P-O fit mediates the relationship between employee brands and new graduates' application intentions.

2.3. The Mediating Role of Employer Attractiveness

Employer attractiveness refers to the extent to which an organization appeals to potential job applicants

[25]

. Aiman-Smith, Bauer, and Cable (2001) define employer attractiveness as an individual's overall positive attitude toward the organization, perceiving it as an ideal entity with which a relationship can be established

[26]

. The reason for this positive attraction is largely the core values conveyed by the employer brand, which closely align with the personal values and personality traits of potential applicants. Previous research highlights that perceived similarity between individuals and an organization is the most important factor in predicting attraction. In other words, employer attractiveness depends on the perceived similarity between an individual’s and an organization's values. According to signaling theory, during the recruitment process, companies use both instrumental benefits (e.g., salary and benefits, promotion opportunities) and symbolic meanings (e.g., innovation, social responsibility, corporate culture), as well as employer brand activities (e.g., advertising, promotional campaigns) as key signals. These efforts aim to establish a high degree of perceived similarity between the company and potential applicants, encouraging them to psychologically identify the organization as an ideal workplace and foster their desire to join.

From the perspective of job seekers' reception of signals, Carless and Imber (2007) demonstrate that job and organizational characteristics perceived by job seekers positively impact job attractiveness

[27]

. Terjesen, Vinnicombe, and Freeman (2007) argue that the decision of new graduates to apply for a job is influenced by the values and image conveyed through the organization’s promotional activities

[28]

. From the perspective of corporate signal transmission, Bauer and Aiman-Smith (1996) find that companies with strong environmental policies were more attractive to potential employees than those without such policies

[29]

. Aiman-Smith et al. (2001) show that companies known for good ecological practices have a significant impact on their attractiveness to potential employees

[26]

. Tsai, Joe, Lin, and Wang (2014) find that companies engaged in civic behaviors such as economic, legal, moral, or charitable actions positively affect their ability to attract potential applicants

[30]

. Therefore, this study proposes the following hypothesis:

Hypothesis 4: Employer brand is positively related to employer attractiveness.

Backhaus and Tikoo (2004) emphasize that an organization’s attractiveness as an employer largely depends on the value proposition of its employer brand, which it offers to potential employees

[14]

. The closer the attributes potential applicants expect are align with the value proposition presented by the organization, the more attractive the organization becomes as an employer

[31]

. This alignment, in turn, enhances jobseekers’ willingness to establish an employment relationship with their organization

[32]

. The employer attraction model proposed by Berthon et al. (2005) also highlights that jobseekers are drawn to organizations based on factors such as development and economic value, which, in turn, influence their intention to apply

[15]

. Additionally, Carless and Imber (2007) find that employer attractiveness can significantly increase the likelihood of potential employees choosing to work for their organization

[27]

. Therefore, this study proposes the following hypothesis:

Hypothesis 5: Employer attractiveness mediates the relationship between employee brands and new graduate application intentions.

In the process of the employer brand's influence on potential applicants' job intentions, potential applicants first assess the degree of fit between the company's values, goals, and corporate culture and their own values, needs, and aspirations

[14]

. When this alignment is high, it enhances the attractiveness of the organization to individuals. Previous studies have also confirmed that the fit between people and organizations positively impacts employer attractiveness

[24, 33]

. Consequently, after comparing and validating their compatibility with the company, potential applicants tend to develop positive emotions and a sense of satisfaction toward organizations that share similar characteristics, associating these positive feelings with the employer brand.

Hypothesis 6: P-O fit and employer attractiveness have a chain mediating effect on the relationship between employer brands and new graduates' application intentions.

Based on the above discussion and similarity-attraction theory, we propose that P-O fit (similarity path) and employer attractiveness (attraction path) mediate the relationship between employer brands and new graduates' application intentions. Therefore, we developed a chain mediating model. Figure 1 illustrates the conceptual model.

Download: Download full-size image

Figure 1. Conceptual model.

3. Methods

3.1. Sample and Procedures

This study’s survey sample comprised fresh graduates from a university in Shanghai, China. The sample comprised of fresh graduates belonging to different majors. Ask them to evaluate the target company based on their most recent job search experience. We examined the hypotheses using data obtained from questionnaires distributed online to these individuals. After completing the online survey, each respondent returned the questionnaire anonymously and directly to the authors. In total, 225 questionnaires were collected and after deleting invalid samples that are not fresh graduates and have no job search experience, 220 valid questionnaires were used (97.77% valid response rate). Among the total respondents, 50% were female and 94.5% were college students. The average age was 24.22 years (SD = 3.26). In terms of professional type, 29.1% of respondents were economics and management, 52.7% were science and engineering and 18.2% were literature and history.

3.2. Measures

To ensure the reliability and validity of the measurement and to follow the translation and back-translation procedure suggested by Brislin (1986)

[34]

, we created Chinese versions of the measures our variables.

Employer brand. We assessed employer brand using the 10-item scale of Lievens and Highhouse (2003), which includes two dimensions: feature and symbolic

[10]

. Respondents were asked to rate their perception of the company’s employer brand using a 5-point Likert scale (where 1 = strongly disagree and 5 = strongly agree). Items included “The company has clear and smooth promotion channels” and “The company has high visibility and influence in the industry.” The Cronbach’s alpha for this scale was 0.84.

Person-organization fit. We assessed person-organization fit using the 4-item scale of Tanwar and Kumar (2019)

[8]

. Respondents were asked to rate their perception of person-organization fit using a 5-point Likert scale (where 1 = strongly disagree and 5 = strongly agree). Items included “My skills and abilities match what the company is looking for in its employees.” and “I think I will find like-minded colleagues in this company.” The Cronbach’s alpha for this scale was 0.72.

Employer attractiveness. We assessed employer attractiveness using the 5-item scale of Williamson et al. (2010)

[6]

. Respondents were asked to rate their perception of the company’s employer attractiveness using a 5-point Likert scale (where 1 = strongly disagree and 5 = strongly agree). Items included “The company would be a good place to work” and “The company cares for its employees.” The Cronbach’s alpha for this scale was 0.78.

Application intentions. We assessed application intentions using the 6-item scale of Aiman-Smith, Bauer and Cable (2001)

[26]

. Respondents were asked to rate their application intentions for the company using a 5-point Likert scale (where 1 = strongly disagree and 5 = strongly agree). Items included “I would accept a job offer from this company” and “I would request more information about this company.” The Cronbach’s alpha for this scale was 0.82.

Control variables. Based on previous studies, we controlled for the possible influences of samples’ age (years), gender (1 = male; 2 = female), education (1 = colleges; 2 = master) and majors (1 = economics and management; 2 = science and engineering; 3 = literature and history) on job search (see Arijs et al., 2018).

4. Data Analysis Results

4.1. Measurement Model Analysis

Following the recommendations of Anderson and Gerbing (1988)

[35]

regarding convergent and discriminant validities, we formed a four-factor CFA model. Inspection of the fit indices indicated that, although the chi-square was significant, χ²(269) = 648.31, p < 0.05, and other practical fit indices fell within acceptable ranges (RMSEA = 0.08, NFI = 0.94, NNFI = 0.96, CFI = 0.97, IFI = 0.97). Furthermore, in order to determine whether the four-factor model was the best model to use, we also developed (1) a three-factor model by combining employer brand and P-O fit into one factor (Δχ²(1) = 5.86, p < 0.05); (2) a two-factor model that combined employer brand, P-O fit and employer attractiveness into one factor (Δχ²(3) = 6.35, p < 0.05) and (3) a one-factor model that combined all items into one factor (Δχ²(6) = 35.88, p < 0.01). The results showed that the proposed four-factor model provided a better fit to the data than the other models.

4.2. Assessing Common Method Bias

We conducted Harman’s one-factor test using exploratory factor analysis for all the independent variables (except demographics) to check common method bias. The first factor accounted for 30.85% of the total variance, does not exceed the 50%, and multiple factors are extracted. As Harman’s one-factor test and the CFA both showed, the variables were distinct; thus, common method bias may not be a serious issue in this study.

4.3. Descriptive Statistics and Correlation Analysis

Table 1 lists the means, standard deviations and bivariate correlations of the variables. As expected, employer brand was positively correlated with fresh graduates' application intention (r = 0.77, p < 0.01). Moreover, employer branding was positively correlated with P-O fit (r = 0.80, p < 0.01) and employer attractiveness (r = 0.81, p < 0.01) respectively. In addition, P-O fit and employer attractiveness was positively correlated with fresh graduates' application intention (r = 0.69, p < 0.01; r = 0.83, p < 0.01).

Table 1. Means, standard deviations and correlations.

Variables	Means	SD	1.	2.	3.	4.	5.	6.	7.	8.
1. Gender	1.50	0.50	－
2. Age	24.22	3.25	-0.36^**	－
3. Education	1.94	0.41	0.08	-0.15^*	－
4. Majors	1.89	0.68	-0.14^*	0.18**	0.07	－
5. EB	3.76	0.56	0.09	-0.01	-0.04	-0.05	－
6. POF	3.77	0.61	0.04	0.05	-0.03	0.01	0.80^**	－
7. EA	3.82	0.65	0.07	0.02	-0.04	-0.07	0.81^**	0.77^**	－
8. AI	3.78	0.64	0.10	0.01	-0.00	-0.09	0.77^**	0.69^**	0.83^**	－

Note. N = 220. EB: employer brand; POF: personal-organization fit; EA: employer attractiveness; AI: application intention.

*p < 0.05, **p < 0.01.

4.4. Hypothesis Testing

To test our main hypothesis, we performed the procedure and conducted hierarchical regressions using SPSS 23 software. As shown in Table 2, after controlling for the effects of demographic variables, employer brand was positively related to fresh graduates' application intention (β = 0.77, p < 0.001, M6). The Hypothesis 1 was supported.

After controlling for the effects of demographic variables, employer brand was positively related to P-O fit (β = 0.81, p < 0.001, M2). Moreover, the results showed that when both employer brand and P-O fit were included as predictors, P-O fit was positively related to fresh graduates' application intention (β = 0.19, p < 0.01, M6), but employer brand was weakened (β = 0.61, p < 0.001, M6). Consequently, Hypothesis 2 and Hypothesis 3 were supported.

After controlling for the effects of demographic variables, employer brand was positively related to employer attractiveness (β = 0.76, p < 0.001, M4). Moreover, the results showed that when both employer brand and employer attractiveness were included as predictors, employer attractiveness was positively related to fresh graduates' application intention (β = 0.60, p < 0.001, M7), but was employer brand weakened (β = 0.28, p < 0.001, M7). Consequently, Hypothesis 4 and Hypothesis 5 were supported.

Furthermore, we used the SPSS PROCESS macro (Model 6) proposed by Hayes (2013)

[36]

to test the statistical significance of the indirect effects of employer brand on fresh graduates' application intention via P-O fit and employer attractiveness (Hypothesis 6). With our sample, we conducted a bootstrapping procedure with 2,000 random samples at a 95% confidence level. After controlling for demographic variables, the indirect effect of employer brand on fresh graduates' application intention through P-O fit was significant (β = 0.18, SE = 0.07, 95% confidence interval: [0.04, 0.31]). Moreover, the indirect effect of employer brand on fresh graduates' application intention through employer attractiveness was also significant (β = 0.56, SE = 0.07, 95% confidence interval: [0.42, 0.74]). Consequently, Hypothesis 3 and Hypothesis 5 were again supported. Finally, the chain mediating effect of employer brand on fresh graduates' application intention through P-O fit and employer attractiveness was significant (β = 0.17, SE = 0.04, 95% confidence interval: [0.09, 0.29]). These results indicate that employer brand will have a significant impact on fresh graduates' application intention through P-O fit and employer attractiveness. Hence, Hypothesis 6 was supported.

Table 2. Results of the hierarchical regression analysis.

Variables	POF		EA		AI
Variables	Model 1	Model 2	Model 3	Model 4	Model 5	Model 6	Model 7	Model 8
Controls
Gender	0.07	-0.00	0.09	0.03	0.11	0.03	0.03	0.03
Age	0.07	0.05	0.06	0.01	0.07	0.06	0.04	0.03
Education	-0.02	0.01	-0.03	-0.01	0.00	0.03	0.03	0.03
Majors	0.01	0.05	-0.07	-0.08	-0.09	-0.06	-0.07	-0.03
Predictors
EB		0.81^***		0.76^***		0.77^***	0.61^***	0.28^***
POF							0.19^**
EA								0.60^***
R²	0.00	0.66	0.01	0.60	0.02	0.61	0.62	0.73
Adj R²	-0.01	0.65	-0.00	0.59	0.00	0.60	0.61	0.72
ΔR²	0.00	0.65^***	0.01	0.58^***	0.02	0.58^***	0.01^**	0.12^***
F	0.46	83.66^***	0.89	64.79^***	1.21	66.87^***	58.62^***	95.63^***

Note. N = 220. EB: employer brand; POF: personal-organization fit; EA: employer attractiveness; AI: application intention.

*p < 0.05, **p < 0.01.

5. Discussion

The primary aim of this study is to investigate how employer brands influence new graduates’ job application intentions. Grounded in signaling and similarity-attraction theory, this study incorporates two key antecedents of job application intention, P-O fit and employer attractiveness, into the research framework as mediating variables. It explores in-depth how employer brands impact the psychological processes of potential jobseekers, providing a clearer understanding of how employer brands affect individual job application intentions. The findings confirm that employer brand perception significantly and positively influences new graduates’ job application intentions. Furthermore, P-O fit and employer attractiveness sequentially mediate the relationship between employer brand perception and job application intentions.

5.1. Theoretical Implications

Building on similarity-attraction theory, this study examines the relationship between employer brand perception and job application intention. The results indicate a positive relationship between employer brand and the job application intentions of new graduates, highlighting the critical role of employer brand in influencing potential applicants' decisions to choose a company as an employer

[37]

. During the early stages of recruitment, job seekers have limited exposure to the organization, and their evaluations of both the job and organization are often imprecise. Consequently, they rely on multiple channels to gather information about the organization’s characteristics, choose an employer who demonstrates employment commitment, and reduce the risks associated with job searching. Consistent with previous research, this study’s findings show that a more favorable employer brand image leads to stronger job application intentions. This study provides empirical support for the relationship between employer brands and job application intentions, further enriching the existing literature on this topic.

Second, this study identifies a positive relationship between employer brand perception and P-O fit, with P-O fit playing a mediating role between employer brand perception and job application intentions. These results indicate that jobseekers assess the degree of alignment between the employer’s brand image conveyed by the organization and their personal values, needs, and beliefs, which influence their decision to apply. Signaling theory suggests that the higher the degree of consensus between the organization and jobseeker regarding brand signals, the stronger the fit

[20]

. When jobseekers perceive that the employer brand closely aligns with their own values, ideas, and needs, they are more likely to internalize this information, leading to a greater desire to cooperate with the organization and, in turn, enhancing their intention to apply. The findings highlight the influence of employer brands on application intentions, confirm the mediating role of P-O fit, and make valuable theoretical contributions to the literature.

Furthermore, the results show a positive relationship between employer brand perception and employer attractiveness, with employer attractiveness mediating the relationship between employer brand perception and job application intention. These findings suggest that jobseekers evaluate an employer's attractiveness based on the employer’s brand, which influences their decision to apply. According to similarity-attraction theory, people are generally more drawn to individuals, groups, and organizations with similar values and beliefs and are more inclined to work with them

[12]

. The greater the alignment between a job seeker's self-concept and personality and the organizational characteristics of the job they are pursuing, the more attracted they are to the organization and develop a desire to become a part of it. The findings underscore the role of employer brands in influencing job application intentions, confirm the mediating role of employer attractiveness, and contribute to the theoretical understanding of this process.

Finally, this study introduces two mediating variables, P-O fit and employer attractiveness, to further explore the potential impact mechanism of employer brands on job application intentions. The results demonstrate that employer brand perception sequentially influences job application intention through P-O fit and employer attractiveness. Thus, in the early stages of recruitment, potential applicants, given their limited ability to accurately assess the organization, use both instrumental and symbolic characteristics of the employer brand to evaluate the alignment with their own values, personality, and beliefs. When they perceive a high degree of consistency, the similarity effect strengthens the attractiveness of the firm’s signals, fostering a positive emotional connection that ultimately influences their application intention. Unlike previous studies that chiefly examine the mediating effect of a single variable, which may not fully capture the entire psychological process, this study proposes a chain mediation model based on the similarity-attraction theory, integrates multiple theories and variables, and provides empirical support. This study thereby addresses a research gap in this area and contributes to both the theoretical development and practical applications.

5.2. Practical Implications

The results suggest the following practical implications for corporate managers and human resource professionals involved in recruitment.

In the early stages of recruitment, recent graduates often cannot assess either the organization or job opportunity accurately. As such, organizations should adopt a strategic approach that integrates both instrumental and symbolic elements to promote their employer brands. Specifically, companies should articulate their value propositions clearly and emphasize the tangible benefits that prospective applicants may receive, such as competitive compensation packages, clear career progression pathways, professional development opportunities, and supportive work environments. Simultaneously, organizations should highlight how they differ from their competitors by showcasing intangible assets such as corporate reputation, innovation, and organizational culture. This dual approach to communication is expected to enhance jobseekers’ perceptions of the alignment between their personal values and a company’s image. In an increasingly competitive labor market where attracting talent can be challenging, this strategy can help organizations appeal to highly qualified candidates, thereby improving their chances of securing top talent.

Moreover, corporate management and recruitment teams should focus on expanding the reach and influence of their employer brands by diversifying communication channels and actively investing in building brand reputation. For instance, organizations can collaborate with industry associations, media outlets (both traditional and online), professional communities, and educational institutions to organize a range of activities, such as specialized training programs, industry-academia internship collaborations, forums, conferences, and professional competitions. These initiatives can broaden the employer brand’s communication channels while also enhancing the organization's reputation as an employer of choice, thereby increasing the likelihood of attracting talented jobseekers and boosting their job application intentions.

5.3. Limitations and Future Directions

This study had several limitations that future research could address. First, in terms of the research design, this study employed a cross-sectional approach in which data for all variables were collected simultaneously. However, the job search process is inherently dynamic and spans multiple stages, with the success or failure of job search efforts potentially influencing subsequent job-seeking behaviors. This situation may lead to ambiguous causal relationships. Future studies could adopt a longitudinal design, incorporate data from multiple time points, and conduct follow-up surveys with job seekers to clarify causal relationships and enhance the reliability of the findings. Second, this study focused on the relationship between employer brand, P-O fit, employer attractiveness, and job application intention to investigate the chain mediating effect of P-O fit and employer attractiveness. Future research could expand this framework by exploring additional mediating variables (e.g., employer reputation and employer trust) or moderating variables (e.g., industry type, job characteristics) to provide a more comprehensive understanding of how employer brands influence job-seeking intentions. These approaches would deepen the body of knowledge in this area.

Abbreviations

P-O fit

Person-organization Fit

Funding

This study was supported by grants from the Introduction (Cultivation) Talent Scientific Research Funding of Shaoguan University and Social Science Research Project of Shaoguan University (SY2023SK11).

Data Availability Statement

The data is available from the corresponding author upon reasonable request.

Conflicts of Interest

The authors declare no conflicts of interest.

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Liao, H., Huang, C., Chen, J. (2025). Bridging Employer Brand and New Graduates' Job Application Intentions: A Chain Mediation Model. Journal of Human Resource Management, 13(3), 90-99. https://doi.org/10.11648/j.jhrm.20251303.14

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Liao, H.; Huang, C.; Chen, J. Bridging Employer Brand and New Graduates' Job Application Intentions: A Chain Mediation Model. J. Hum. Resour. Manag. 2025, 13(3), 90-99. doi: 10.11648/j.jhrm.20251303.14

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AMA Style

Liao H, Huang C, Chen J. Bridging Employer Brand and New Graduates' Job Application Intentions: A Chain Mediation Model. J Hum Resour Manag. 2025;13(3):90-99. doi: 10.11648/j.jhrm.20251303.14

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@article{10.11648/j.jhrm.20251303.14,
  author = {Hung-Yi Liao and Chih Huang and Jing-Lei Chen},
  title = {Bridging Employer Brand and New Graduates' Job Application Intentions: A Chain Mediation Model
},
  journal = {Journal of Human Resource Management},
  volume = {13},
  number = {3},
  pages = {90-99},
  doi = {10.11648/j.jhrm.20251303.14},
  url = {https://doi.org/10.11648/j.jhrm.20251303.14},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20251303.14},
  abstract = {In a market environment where talent competition is becoming increasingly fierce, attracting talent has become a key issue in enterprise human resource management. Therefore, how enterprises can position themselves as attractive employers in the labor market constitutes a critical strategic issue for ensuring sustainable organizational development and enhancing competitive advantage. "Based on similarity-attraction theory, this study investigated the relationship between employer brands and new graduates' application intentions, as well as the chain mediating effect. We sent a questionnaire survey to new graduates from a university in Shanghai, China and obtained 220 usable responses as data to test our hypotheses. The results show that employer brand is positively related to new graduates' application intentions and that individual-organization fit and employer attractiveness play a chain mediating role in this relationship. These findings can help enterprises improve the application intentions of new graduates. The results found that employer branding has a positive impact on recent graduates' application intentions, person-organization fit, and employer attractiveness. At the same time, person-organization fit also has a positive effect on employer attractiveness. Finally, person-organization fit and employer attractiveness act as a chain mediator. These findings guide companies in enhancing the application intentions of recent graduates, thereby effectively attracting, retaining, and motivating talent.},
 year = {2025}
}

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TY  - JOUR
T1  - Bridging Employer Brand and New Graduates' Job Application Intentions: A Chain Mediation Model

AU  - Hung-Yi Liao
AU  - Chih Huang
AU  - Jing-Lei Chen
Y1  - 2025/09/30
PY  - 2025
N1  - https://doi.org/10.11648/j.jhrm.20251303.14
DO  - 10.11648/j.jhrm.20251303.14
T2  - Journal of Human Resource Management
JF  - Journal of Human Resource Management
JO  - Journal of Human Resource Management
SP  - 90
EP  - 99
PB  - Science Publishing Group
SN  - 2331-0715
UR  - https://doi.org/10.11648/j.jhrm.20251303.14
AB  - In a market environment where talent competition is becoming increasingly fierce, attracting talent has become a key issue in enterprise human resource management. Therefore, how enterprises can position themselves as attractive employers in the labor market constitutes a critical strategic issue for ensuring sustainable organizational development and enhancing competitive advantage. "Based on similarity-attraction theory, this study investigated the relationship between employer brands and new graduates' application intentions, as well as the chain mediating effect. We sent a questionnaire survey to new graduates from a university in Shanghai, China and obtained 220 usable responses as data to test our hypotheses. The results show that employer brand is positively related to new graduates' application intentions and that individual-organization fit and employer attractiveness play a chain mediating role in this relationship. These findings can help enterprises improve the application intentions of new graduates. The results found that employer branding has a positive impact on recent graduates' application intentions, person-organization fit, and employer attractiveness. At the same time, person-organization fit also has a positive effect on employer attractiveness. Finally, person-organization fit and employer attractiveness act as a chain mediator. These findings guide companies in enhancing the application intentions of recent graduates, thereby effectively attracting, retaining, and motivating talent.
VL  - 13
IS  - 3
ER  -

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Author Information

Hung-Yi Liao

Business School, Shaoguan University, Shaoguan, China

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http://orcid.org/0000-0002-5100-4613
Chih Huang

Business School, Shaoguan University, Shaoguan, China

Contact Email

http://orcid.org/0000-0002-0822-7723
Jing-Lei Chen

College of Philosophy, Law and Political Science, Shanghai Normal University, Shanghai, China

Contact Email

http://orcid.org/0009-0003-0861-4955

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Figure 1

Figure 1. Conceptual model.

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APA Style

Liao, H., Huang, C., Chen, J. (2025). Bridging Employer Brand and New Graduates' Job Application Intentions: A Chain Mediation Model. Journal of Human Resource Management, 13(3), 90-99. https://doi.org/10.11648/j.jhrm.20251303.14

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ACS Style

Liao, H.; Huang, C.; Chen, J. Bridging Employer Brand and New Graduates' Job Application Intentions: A Chain Mediation Model. J. Hum. Resour. Manag. 2025, 13(3), 90-99. doi: 10.11648/j.jhrm.20251303.14

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Liao H, Huang C, Chen J. Bridging Employer Brand and New Graduates' Job Application Intentions: A Chain Mediation Model. J Hum Resour Manag. 2025;13(3):90-99. doi: 10.11648/j.jhrm.20251303.14

Copy | Download

@article{10.11648/j.jhrm.20251303.14,
  author = {Hung-Yi Liao and Chih Huang and Jing-Lei Chen},
  title = {Bridging Employer Brand and New Graduates' Job Application Intentions: A Chain Mediation Model
},
  journal = {Journal of Human Resource Management},
  volume = {13},
  number = {3},
  pages = {90-99},
  doi = {10.11648/j.jhrm.20251303.14},
  url = {https://doi.org/10.11648/j.jhrm.20251303.14},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jhrm.20251303.14},
  abstract = {In a market environment where talent competition is becoming increasingly fierce, attracting talent has become a key issue in enterprise human resource management. Therefore, how enterprises can position themselves as attractive employers in the labor market constitutes a critical strategic issue for ensuring sustainable organizational development and enhancing competitive advantage. "Based on similarity-attraction theory, this study investigated the relationship between employer brands and new graduates' application intentions, as well as the chain mediating effect. We sent a questionnaire survey to new graduates from a university in Shanghai, China and obtained 220 usable responses as data to test our hypotheses. The results show that employer brand is positively related to new graduates' application intentions and that individual-organization fit and employer attractiveness play a chain mediating role in this relationship. These findings can help enterprises improve the application intentions of new graduates. The results found that employer branding has a positive impact on recent graduates' application intentions, person-organization fit, and employer attractiveness. At the same time, person-organization fit also has a positive effect on employer attractiveness. Finally, person-organization fit and employer attractiveness act as a chain mediator. These findings guide companies in enhancing the application intentions of recent graduates, thereby effectively attracting, retaining, and motivating talent.},
 year = {2025}
}

Copy | Download

TY  - JOUR
T1  - Bridging Employer Brand and New Graduates' Job Application Intentions: A Chain Mediation Model

AU  - Hung-Yi Liao
AU  - Chih Huang
AU  - Jing-Lei Chen
Y1  - 2025/09/30
PY  - 2025
N1  - https://doi.org/10.11648/j.jhrm.20251303.14
DO  - 10.11648/j.jhrm.20251303.14
T2  - Journal of Human Resource Management
JF  - Journal of Human Resource Management
JO  - Journal of Human Resource Management
SP  - 90
EP  - 99
PB  - Science Publishing Group
SN  - 2331-0715
UR  - https://doi.org/10.11648/j.jhrm.20251303.14
AB  - In a market environment where talent competition is becoming increasingly fierce, attracting talent has become a key issue in enterprise human resource management. Therefore, how enterprises can position themselves as attractive employers in the labor market constitutes a critical strategic issue for ensuring sustainable organizational development and enhancing competitive advantage. "Based on similarity-attraction theory, this study investigated the relationship between employer brands and new graduates' application intentions, as well as the chain mediating effect. We sent a questionnaire survey to new graduates from a university in Shanghai, China and obtained 220 usable responses as data to test our hypotheses. The results show that employer brand is positively related to new graduates' application intentions and that individual-organization fit and employer attractiveness play a chain mediating role in this relationship. These findings can help enterprises improve the application intentions of new graduates. The results found that employer branding has a positive impact on recent graduates' application intentions, person-organization fit, and employer attractiveness. At the same time, person-organization fit also has a positive effect on employer attractiveness. Finally, person-organization fit and employer attractiveness act as a chain mediator. These findings guide companies in enhancing the application intentions of recent graduates, thereby effectively attracting, retaining, and motivating talent.
VL  - 13
IS  - 3
ER  -

Copy | Download