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Sustainable Employer Branding as a Catalyst for Safety Voice Behavior in Healthcare: The Mediating Role of Employee Engagement

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  • Mohammad Ta’Amnha

    (College of Business Administration, American University of the Middle East, Egaila 54200, Kuwait)

  • Selma Kurtishi-Kastrati

    (College of Business Administration, American University of the Middle East, Egaila 54200, Kuwait)

  • Ihab K. Magableh

    (Small and Medium Enterprises Center, Arab Planning Institute, Safat 13059, Kuwait)

  • Hosam Alden Riyadh

    (Accounting Department, School of Economics and Business, Telkom University, Bandung 40257, Indonesia
    Accounting and Finance Department, Faculty of Business, Curtin University Malaysia, Miri 98009, Malaysia)

Abstract

Sustainable marketing emphasizes the integration of social and environmental responsibility into business strategies, positioning employer branding as a vital tool for advancing sustainable organizational practices. Within the healthcare context of Jordan—a country facing unique socio-cultural and systemic challenges—employer branding may foster a culture that promotes safety and employee well-being. While the findings are context-specific, they offer preliminary insights that may be useful in similar healthcare environments in the Middle East or other collectivist settings. This study explores the use of employer branding as a strategic lever to enhance nurses’ safety voice behavior, a critical component of organizational safety and patient care, through the mediating role of employee engagement. Drawing on employer brand theory and self-determination theory, this research investigates how a strong employer brand image contributes to a more engaged nursing workforce, thereby encouraging proactive communication regarding safety concerns. Data were collected from 240 nurses employed at Jordanian hospitals between September and November 2024. The findings reveal that sustainable employer branding—characterized by transparent, ethical, and inclusive organizational values—significantly enhances employee engagement and, in turn, motivates safety voice behavior. By cultivating a supportive work environment that aligns with nurses’ intrinsic motivations, hospitals can improve not only internal communication around safety but also long-term organizational resilience and trust. This aligns with sustainable marketing principles, which advocate for responsible internal stakeholder engagement as part of a broader sustainability agenda.

Suggested Citation

  • Mohammad Ta’Amnha & Selma Kurtishi-Kastrati & Ihab K. Magableh & Hosam Alden Riyadh, 2025. "Sustainable Employer Branding as a Catalyst for Safety Voice Behavior in Healthcare: The Mediating Role of Employee Engagement," Sustainability, MDPI, vol. 17(11), pages 1-19, May.
    • Handle: RePEc:gam:jsusta:v:17:y:2025:i:11:p:4890-:d:1664948
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    References listed on IDEAS

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    1. Akinjide F. Badru & Georgiana Karadas & Olusegun A. Olugbade, 2024. "Employee voice: the impact of high-performance work systems and organisational engagement climate," The Service Industries Journal, Taylor & Francis Journals, vol. 44(7-8), pages 563-591, June.
    2. Hongdan Zhao & Yuanhua Chen & Weiwei Liu, 2023. "Socially Responsible Human Resource Management and Employee Moral Voice: Based on the Self-determination Theory," Journal of Business Ethics, Springer, vol. 183(3), pages 929-946, March.
    3. Matteo Curcuruto & Michelle Renecle & Francisco Gracia & James I. Morgan & Ines Tomas, 2024. "Improving workplace safety through mindful organizing: participative safety self-efficacy as a mediational link between collective mindfulness and employees’ safety citizenship," Journal of Risk Research, Taylor & Francis Journals, vol. 27(1), pages 85-107, January.
    4. Mohammad Ta'Amnha, 2020. "Institutionalizing the Employer Brand in Entrepreneurial Enterprises," International Journal of Economics and Financial Issues, Econjournals, vol. 10(6), pages 183-193.
    5. Abd Al-Aziz Al-refaei & Hairuddin Bin Mohd Ali & Ali Ahmed Ateeq & Mohammed Alzoraiki, 2023. "An Integrated Mediating and Moderating Model to Improve Service Quality through Job Involvement, Job Satisfaction, and Organizational Commitment," Sustainability, MDPI, vol. 15(10), pages 1-22, May.
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