The Dark Side of Employer Branding: A Conceptual Framework

Employer branding has emerged as a strategic approach for attracting, engaging, and retaining talented employees in increasingly competitive labour markets. While existing literature predominantly emphasises the positive outcomes of employer branding, limited attention has been devoted to its potential negative consequences. This study addresses this gap by examining the underexplored dark side of employer branding and developing a conceptual framework that explains how the negative employer branding practices may generate adverse outcomes for employees and organisations. Adopting a conceptual research design, the study synthesises existing literature on employer branding, psychological contracts, organisational behaviour, employee engagement, diversity and inclusion, and reputational management. The findings reveal three primary pathways through which the dark side of employer branding emerges: unrealistic promises leading to psychological contract breaches, employer branding façades that prioritise image over substance, and exclusivity biases that undermine diversity and inclusion. The study further identifies digital transparency, social media visibility, changing workforce expectations, and institutional pressures as contextual factors that amplify these effects. These mechanisms collectively contribute to employee cynicism, emotional exhaustion, disengagement, turnover intentions, reputational deterioration, and organisational sustainability challenges. The study contributes to employer branding literature by offering an integrated conceptual framework that extends existing knowledge beyond the traditionally positive perspective of employer branding. The findings highlight the importance of authenticity, transparency, and inclusivity in employer branding practices and provide valuable insights for organisations seeking to build sustainable and credible employer brands.