The Effects of Organizational Justice, Organizational Reputation and Self-Esteem on Job Seeker Attraction: A Moderated Mediation Model


  • Hasnun Anip Bustaman
  • Mohammad Nazri Mohd Nor
  • Azni Zarina Taha
  • Maheran Zakaria


The present study examined the roles of organizational justice, organizational reputation perceptions and self-esteem in determining the expectations of success in attracting job seekers to an organization. We hypothesized that organizational reputation mediated the relationship between organizational justice and job seeker attraction and that self-esteem then moderated the relationship. Our sample consisted of 327 respondents undergoing internships who assumed the role of job seekers. The study required the respondents to assess the organizations in which they were undergoing internshipssince they would havegained experience and knowledge about the organizations during their internships and thus would have formed informed opinions about organizational justice, organizational reputation, and self-esteem and their attractiveness as job seekers. A moderated mediation model indicated that organizational reputation mediates the organizational justice and job seeker attraction relationship and that it was stronger for undergraduates with high self-esteem. The findings showed that organizations could improve organizational reputation through organizational justice,which would attract job seekers, especially those with high self-esteem. It was suggested that rather than focusing solely on undergraduate competency, the government and stakeholders should collaborate with each other to assist organizations to promote organizational justice, organizational reputation,as well asimprove self-esteem of undergraduates, to attract undergraduates to apply for jobswhich is mitigates the choosiness attitude.