Mohammad A. Ta'Amnha, Omar M. Bwaliez, Ihab K. Magableh
This study investigates the relationship between employer brand and employee in -role performance through the mediating role of employee’s work engagement and the moderating role of employee’s self-efficacy. It employs the integrated framework of the job demand- resource model, social exchange theory, and behavioral plasticity theory to explain these relationships. A structured questionnaire was used to collect primary data from 337 employees who work in several humanitarian organizations in Jordan. After checking the questionnaire’s validity and reliability, the research hypotheses were tested using the regression analysis and macro process plugin. The results revealed that there is a direct relationship between employer brand and employee in-role performance, and the employee’s work engagement is a mediator to this direct relationship. Furthermore, the results revealed that this relationship is stronger when an employee’s self-efficacy is low rather than high. The findings of this study pose a framework for humanitarian employees to strengthen their work engagement and in -role performance by offering employer brand activities to those individuals who have a low level of self-efficacy.