**3. Development of hypotheses**

The research in this paper follows the goal of assessing the influence of employer brand dimensions on affective organizational commitment. The analysis of the literature has shown that research on this topic is still very fragmented since it either tests a part of the variables of employer branding [16] or explores different and isolated work elements and conditions that affect organizational commitment [50]. Several studies observed a relationship between employer branding as one, comprehensive construct, and organizational commitment, also as one, comprehensive construct [4, 14]. There is a need to define precisely which dimensions of employer branding affect different types of organizational commitment. This research focuses on affective organizational commitment, as the strongest type of organizational commitment. The hypotheses were formed based on previous research [11, 15, 16, 51], but they were placed in the context of small and medium-sized enterprises operating in a developing country. For a better understanding of the research background, the next sections will provide an overview of the employer brand elements and empirically investigate their influence on the development of affective organizational commitment.

#### **3.1 Dimensions of employer brand and affective organizational commitment**

In the last three decades, psychologists, scientists, and the academic and business community studying employer branding have been trying to define and group the factors that constitute a successful employer brand. A well-known approach in the literature is the one defined in 2005 by Berthon, Ewing, and Hah, who developed the

#### *The Influence of Employer Brand Dimensions on the Affective Organizational Commitment… DOI: http://dx.doi.org/10.5772/intechopen.112133*

"Employer Attractiveness ("EmpAt") Scale" to test employer attractiveness, observing it through five dimensions: (1) application value (the possibility of applying the existing knowledge in different business situations), (2) interest value (exciting work environment, new work challenges, focus on creativity and innovation), (3) social value (importance of teamwork and collegial relationships), (4) economic value (above-average salary, job security, and other benefits), and (5) development value (the possibility to grow within the organization and build new skills) [20]. The "EmpAt" scale is built upon the definition set by Ambler and Barrow in 1996, where dimensions of interest and social value refer to psychological dimensions, economic value refers to economic benefits, and dimensions of development and application value refer to functional benefits [20].

The studies conducted so far on SMEs have shown that there is a connection between corporate social responsibility and employer branding, and the above has had an additional positive effect on the long-term retention of employees in the company [52]. It was also demonstrated that socially responsible behavior and internal marketing activities were positively related to job satisfaction and commitment to the organization [53]. Another study on SME employees showed that certain dimensions of employer brand, such as application value, economic value, and social value positively influence their decision to stay in the company within the next 6 months [54]. Likewise, a study on small and medium-sized enterprises operating in Switzerland proved that certain components of human resources management (organizational support, procedural justice, and organizational reputation) positively affect organizational commitment [55]. Following the indicated studies, this research aims to extend the understanding of the determinants of affective organizational commitment in small and medium-sized enterprises operating in a developing country, by observing them within the defined dimensions of employer branding.

If an organization fosters a harmonious relationship with its employees, they will, in turn, perform better at the workplace [56]. A well-developed and defined employer brand can influence the behavior of employees [57], and increase their satisfaction [51], work engagement [58, 59], and job involvement [56]. Also, building a successful employer brand can influence the development of trust in the organization and thus increase identification with the organization [60]. Employees who are committed to the organization show a higher level of motivation and stay longer in their organizations [56]. Considering the above, the following hypotheses were formed:

*H1*: The application value of the employer brand positively influences employees' affective organizational commitment.

*H2:* The interest value of the employer brand positively influences employees' affective organizational commitment.

*H3:* The social value of the employer brand positively influences employees' affective organizational commitment.

*H4*: The economic value of the employer brand positively influences employees' affective organizational commitment.

*H5:* The development value of the employer brand positively influences employees' affective organizational commitment.
