Employer Branding and Employee Retention Strategies in Hotels in Muntinlupa City: Inputs to a Human Resource Development Framework

Abstract

The hospitality industry faces persistent challenges in attracting and retaining qualified employees, making employer branding an important strategic approach to sustaining workforce stability. This study examined the relationship between employer branding and employee retention strategies among selected hotels in Muntinlupa City as the basis for developing a Human Resource Development Framework. A descriptive-correlational research design was employed, involving 124 respondents comprising recruitment officers, department heads, and hotel staff from five selected hotels. Data were collected using a validated researcher-developed questionnaire and analyzed using weighted mean, one-way analysis of variance, Pearson product-moment correlation, and Tukey's HSD test. The findings revealed that employer branding was Highly Evident, whereas employee retention strategies were Evident. Significant positive relationships were found between employer branding and employee retention strategies, indicating that stronger employer branding contributes to higher employee commitment and retention. Communication and Reputation Management demonstrated the strongest association with Job Security and Stability. Respondents also identified challenges related to leadership consistency, workload management, career advancement opportunities, employee recognition, and communication practices. Based on these findings, a Human Resource Development Framework was developed to strengthen employer branding, enhance employee retention, and support sustainable organizational performance in the hospitality industry. The study highlights the strategic role of employer branding in improving workforce stability and provides evidence-based guidance for hospitality organizations seeking to strengthen human resource management practices.