The Attraction-Selection-Attrition (ASA) theory describes how organizations cultivate their cultures by attracting, selecting, and retaining individuals aligned with their values. This theory consists of three phases which are attraction, selection and attrition. With attraction, this is where candidates are drawn to organisations that resonate with their values while selection is where organizations choose candidates they believe fit their culture. Lastly, attrition is where misaligned employees tend to leave organisations they work for. For fast food SMEs in Urban areas like Maseru, ASA theory emphasizes the significance of employer branding in recruitment and retention strategies that reflect organizational culture. According to Nunez (2022), effective employer branding is crucial for attracting candidates who align with the culture and values of fast- food SMEs. By promoting a family-oriented and team-focused environment, these organizations can appeal to individuals seeking such workplaces. This strategic approach not only enhances recruitment efforts but also fosters a sense of belonging among employees, ultimately contributing to retention and engagement. SMEs should prioritize selecting candidates whose skills and values align with their organizational objectives. This alignment is crucial for fostering a cohesive work environment and achieving business goals (Schneider, 1987). According to Leong and Said (2024), SMEs should focus on both the competencies and cultural fit of potential hires, as that will help to enhance employee satisfaction and retention.

Furthermore, Garg (2023) mentioned that employees who do not align with the organization's values are likely to leave, underscoring the necessity of maintaining a consistent employer brand that accurately reflects the company's reality. A strong and authentic employer brand fosters a sense of belonging among employees, which is crucial for retention when the brand image aligns with employee experiences. It minimizes turnover and enhances overall organizational stability. ASA theory focuses on large organizations with resources and good human resource strategies, therefore it presents limitations which include resource constraints and homogeneity and diversity when applied to fast-food SMEs. With resource constraints, the theory assumes that

organizations have ample resources to implement comprehensive attraction and selection processes. In reality, SMEs often lack the resources to implement comprehensive attraction and selection processes, limiting their employer branding efforts. In the case of homogeneity and diversity the ASA theory requires organisations to be consistent in recruiting employees of certain values. While homogeneity can strengthen culture, it may hinder diversity, which is essential for innovation. The ASA framework does not adequately address balancing cultural fit with diversity benefits. ASA Theory ignores external labor market challenges. The theory assumes that seekers are self-selected into organisations based on perceived fit. However, in Maseru Urban’s fast-food SMEs, labor markets conditions, economic instability and wage competition may force job seekers to accept roles that do not fit with their values.

The majority of manager respondents were between the ages of 25 and 44, reflecting a workforce in the mid-career phase. This age profile suggests that fast- food SMEs in Maseru rely on relatively experienced personnel to lead operations. This trend is consistent with findings from Amadasun and Mutezo (2025), who reported that SMEs in Lesotho often employ managers who possess not only relevant experience but also local knowledge and adaptability, which are critical in managing high-turnover service industries. Having managers in this age range also supports employer branding efforts, as these individuals are more likely to understand both the operational demands of the fast-food sector and the expectations of younger employees whom they supervise.

The gender distribution among managers was relatively balanced, with both male and female respondents equally represented. This balance is noteworthy, given that gender representation at leadership levels in many African SMEs tends to be male-dominated. Gender-inclusive leadership in SMEs contributes to more diverse decision-making and better alignment with a mixed- gender workforce. In the context of fast-food SMEs in Maseru, balanced gender representation may enhance employer branding by signaling a commitment to inclusivity, fairness, and equal opportunity, which can be attractive to both potential employees and customers.

Most manager respondents reported holding post-secondary qualifications such as diplomas (42%) or high school (31%). This level of educational attainment is consistent with the qualifications expected of SME

leaders who must oversee operations, manage employees, and align business strategies with market trends. In a study conducted in Botswana by Nathan, Molefhe, Mupimpila, Nkuba and Okurut (2015) found that SME performance and staff retention were positively influenced by managerial education. For fast- food SMEs in Maseru, well-educated managers are better positioned to implement effective employer branding strategies, including structured recruitment, employee engagement, and development programs.

The findings revealed that most managers had between 4-6 years and 1-3 years of experience in their current roles or in the industry. Such tenure suggests a relatively stable leadership structure within the SMEs surveyed. This level of experience is significant in shaping organizational culture and in executing employer branding strategies that are aligned with both employee expectations and market realities. According to Amadasun and Mutezo (2022), SMEs in Lesotho benefit from managers with mid-level experience as they combine operational insights with flexibility. Such managers are also better positioned to translate internal culture into employer branding strategies that resonate both existing staff and potential recruits.

Table 1. Brand reputation results

Table 1 assessed whether managers perceive the impact of brand reputation on organizational performance. The measure "We monitor and manage our brand reputation to gain a competitive advantage" was determined to have the highest mean score of 4.31 (SD = 0.99) since most managers agreed or

strongly agreed with the measure. This indicates a deliberate effort by Maseru fast-food SMEs to manage their public reputation, high on the agenda in high- turnover labor markets. Brand monitoring helps to maintain congruence between internal communication and employee experience, reducing mismatches in expectations upon hiring, as observed by Masupha, Beharry-Ramraj, and Amolo (2017).

= 0.67), also supporting the importance of employer image when employing skilled workers. This is in alignment with research conducted by Amadasun and Mutezo (2022), who determined that African SME job applicants are increasingly motivated by non-monetary employer qualities such as trust and consistency. The final entry, "Our brand reputation results in higher employee retention," had a mean of 4.11 (SD = 0.70). This indicates that employees do tend to remain with employers who are viewed positively. Amadasun and Mutezo (2022) also noted that brand identity in Lesotho SMEs is a factor in long-term employee commitment, especially where there is open communication and practice of values.

Table 2. Employee value proposition

Table 2 evaluated EVP competitiveness and supportiveness from the perspective of SME managers. The item "The organization's culture makes it a great place to work" achieved the highest mean score of 4.50 (SD = 0.60), reflecting a strong internal culture. Organizational culture is typically a core pillar of employer branding because it dictates how employees co-mingle and feel valued. This supports research by Montiero, Santos, and Reis (2020), who pointed out that strong internal cultures form the basis of successful employer branding in SMEs. The statement on pay — "The organization's compensation packages are competitive in the fast-food industry" — scored 3.97 (SD = 0.60). While high, it shows mild divergence in perception, perhaps from differences in remuneration or benefits. Montiero, Santos, and Reis (2020) found that fair and transparent pay improves employer reputation and helps with retention and brand reputation. The lowest mean score of 3.67, SD = 1.18, was discovered for "The organisation provides clear pathways for career advancement and professional development." This may reflect poor long-term employee planning, which can lower perceived value. Motlokoa, Sekatle and Tsikoane (2018) said

that SMEs with unclear chances of advancement lose good employees, particularly the young and ambitious seeking advancement.

Table 3. Retention Effectiveness

In this case, table 3 addressed the internal retention strategy effectiveness. Firstly the statement "Our organisation has a low turnover rate compared to other SMEs" scored 3.83 (SD = 0.80), which is indicative of moderate managers' confidence at holding on to employees. This indicates that even where brand is excellent, retention performance is divergent.

"Competitive compensation is the most significant component of EVP that motivates workers to stay" had a rating of 4.11 (SD = 0.84), again highlighting the influence of fair remuneration in employee decision-making. This follows earlier EVP studies and corroborates research like Tsheole and Ngulube (2024) that highlighted remuneration as the top Southern African SME retention factor.

"Few career advance opportunities are one of the core reasons people leave" had a relatively high mean rating of 3.47 (SD = 1.17), also indicating prior EVP gaps. This indicates the importance of career mobility as an element of internal branding.

The assertion "Retention policies are reviewed and revised in light of employees' views" was rated lower at 3.28 (SD = 1.07), which reflects that such policies may not be necessarily responsive or structured. Amadasun and Mutezo (2022) reported in their study that Lesotho SMEs usually do not have formal HR planning, which weakens strategic consistency between employees' needs and such policies.

Table 5. Regression Model Summary

The regression analysis for managers showed that brand retention had a negative beta value (–0.402), suggesting that stronger brand-related retention efforts may reduce the time it takes to fill vacancies. While this result was not statistically significant (p ≈ 0.076), it still provides meaningful trend. It indicates

that when an organization retains employees effectively, it often creates positive work environment that appeals to potential job seekers, thereby shortening recruitment timelines. Ugwuoke (2023) noted similar dynamics in Nigerian SMEs, where strong internal branding was associated with quicker and higher- quality hires. For fast-food SMEs in Maseru, strengthening internal brand consistency could yield both direct and indirect recruitment benefits.

Table 6. Regression coefficients

The regression analysis for managers produced a lower R value of 0.357, which suggests a weaker correlation between brand retention, career growth pathways, and compensation competitiveness with the dependent variable, time to fill vacancies. The R-squared value of 0.127 indicates that only 12.7% of the variance in the time it takes to fill positions can be explained by the included predictors. The adjusted R-squared value of 0.080 suggests that this explanatory power decreases slightly when adjusted for the number of predictors. None of the variables were statistically significant at the 0.05 level, although brand retention showed a marginal relationship (β = -0.402, p ≈ 0.076). This may imply that stronger employer retention practices could be associated with faster recruitment, though the evidence is not definitive. These findings echo trends in the SME sector identified by Monchuk, Dulvy, Malik Franz (2024), who found that retention strategies can indirectly improve recruitment efficiency in resource-constrained settings. Nonetheless, the weak model fit suggests the need for further exploration of additional factors influencing recruitment timelines in fast-food SMEs.

The research received no specific grant from any funding agency in the public, commercial or non-profit sectors.