A Matter of Reputation and Pride: Associations between Perceived External Reputation, Pride in Membership, Job Satisfaction and Turnover Intentions

Abstract

This study investigates how job satisfaction and turnover intentions are related to external reputation as perceived by employees and their pride in membership. Based on a cross‐sectional survey including 439 employees, it also provides insights into external reputation as a possible source of collective pride. Study results indicate that, in agreement with social identity theory, outsiders' views of the organization are closely associated with employees' pride in organizational membership as well as job satisfaction. Both pride and job satisfaction mediate the relationship between perceived external reputation and turnover intentions. Hence, a favourable reputation matters in managing turnover intentions and is closely related to employee pride and satisfaction. Tenure of employees is positively associated with pride while intensive customer contact is negatively related to perceived external reputation and pride. Implications pinpoint the need for alignment of reputation management and human resources management. Furthermore, managers need to focus on new staff and employees with frequent customer contact and should implement pride‐building strategies according to the tenure of employees and intensity of customer contact.

Do we work hard or are we just great? The effects of organizational pride due to effort and ability on proactive behavior

“…In line with the introductory quote, research generally confirms the beneficial consequences of employees' pride in their organization (Tyler and Blader 2001), which is defined as a collective form of pride resulting from one's membership in a group (Helm 2013). Taking pride in their organization, employees show more commitment (Tyler and Blader 2002), intend to remain with the organization (Helm 2013), exert proactive and extra-role behaviors (Blader and Tyler 2009), and voice their opinion in favor of the organization (Tangirala and Ramanujam 2008).…”

“…Thereby, one important potential source of organizational pride has so far been overseen: Attributes of the organization's employees. This is the more surprising considering that organizational pride is expected to result from seeing oneself as belonging to a group (Helm 2013), i.e., the employees of an organization, and employees are seen as an important source of organizational performance (Barney 1991). Thus, there appears to be considerable reason for taking organizational pride in employees.…”

“…Taking pride in their organization, employees show more commitment (Tyler and Blader 2002), intend to remain with the organization (Helm 2013), exert proactive and extra-role behaviors (Blader and Tyler 2009), and voice their opinion in favor of the organization (Tangirala and Ramanujam 2008). Thus, organizational pride particularly fuels employees' affective commitment to the organization and motivates employees to deliver more than expected in terms of working harder, taking initiative, and overcoming obstacles (Katzenbach 2003).…”

“…But unlike individual pride, organizational pride is generally expected to be beneficial in organizations because it activates identification processes (Blader and Tyler 2009) resulting from belonging to a positively evaluated group (Tajfel and Turner 1979). These identification processes may be expected for organizational pride in employees' efforts and abilities alike because both arise from the positive evaluation of being with one's employer (Helm 2013).…”

“…Aiming to provide indications on how organizational pride can be fostered, prior research showed that it is instilled by factors such as favorable work conditions (Kraemer and Gouthier 2014), volunteer programs (Jones 2010), or an organization's positive external reputation (Cable and Turban 2003;Helm 2013). Thus, current examinations concentrate on attributes of the organization as sources of organizational pride.…”