Employee Value Proposition: A Systematic Literature Review of Its Conceptualization, Dimensions, and Outcomes

Abstract

Employee value proposition (EVP) has become a central construct in human resource management as organizations compete to attract, engage, and retain talent within an increasingly tight and mobile labor market. Although the term is now widespread in practitioner discourse, the underlying construct remains conceptually fragmented, with limited consensus on its dimensions, antecedents, and outcomes. This systematic literature review synthesizes 28 peer-reviewed studies published between 2005 and 2024, identified through searches of Scopus, Web of Science, and Google Scholar. The review organizes findings around three themes: (1) the conceptualization of EVP and its relationship to adjacent constructs such as employer branding and employer attractiveness; (2) the dominant dimensional frameworks, particularly Berthon et al.'s five-value model; and (3) the antecedents and outcomes of EVP, including organizational alignment, talent retention, and employer attractiveness. The findings reveal that EVP is most consistently defined as the set of benefits, financial and non-financial, that an employee receives from an organization in exchange for their contributions. Practical implications include the need for organizations to align EVP with strategic objectives and to communicate it authentically through employer branding. The review concludes by identifying research gaps and proposing directions for future empirical work.