International Journal of Scientific Research and Engineering Development

Corporate Culture Washing refers to the disconnect between an organization's externally communicated cultural values and the actual workplace experiences encountered by employees. As organizations increasingly emphasize employer branding and employee-centric narratives, concerns regarding organizational hypocrisy, psychological contract breaches, and cultural inauthenticity have gained importance within Human Resource Management (HRM). This study aims to examine Corporate Culture Washing as an emerging HR challenge and explore its implications for employee trust, organizational commitment, engagement, and turnover intentions. The study adopts a qualitative conceptual research approach using secondary data collected from academic literature, organizational reports, and contemporary HR frameworks. Drawing upon Psychological Contract Theory, Organizational Hypocrisy Theory, and employer branding literature, the study synthesizes existing knowledge to establish Corporate Culture Washing as a strategic organizational concern. The findings indicate that misalignment between employer branding and internal workplace realities contributes to employee cynicism, disengagement, presenteeism, and increased turnover intentions. The paper further proposes strategic HR interventions, including culture alignment mechanisms, HR audit frameworks, and evidence-based culture measurement practices to strengthen organizational authenticity. The study contributes to contemporary HR literature by positioning Corporate Culture Washing as a critical Human Resource challenge requiring sustained organizational attention and strategic HR intervention.

Neha Singh,"Corporate Culture Washing: An HR Challenge" International Journal of Scientific Research and Engineering Development, V9(3): Page(1092-1112) May-June 2026. ISSN: 2581-7175. www.ijsred.com. Published by Scientific and Academic Research Publishing.