How organisational image affects employee attitudes

Abstract

Organisational image has mostly been studied using an external perspective focused on strategy and marketing issues. Given its salience in employees' symbolic environment, however, image may also have internal as well as external consequences. Yet, the potential impact of image on internal HR aspects has received only pminimal interest from researchers. This article presents the results of a study that explored the impact of perceived external prestige (PEP) on three individual outcomes: job satisfaction, affective organisational commitment and affective well‐being at work. It is based on a survey of 527 French managers. The findings show that all individual outcomes are related to PEP. Moreover, it was found that the impact of corporate image on some of the outcomes was stronger for individuals working in sales/marketing than for other employees.

Corporate Social Responsibility, Organizational Justice and Positive Employee Attitudes: In the Context of Korean Employment Relations

“…This definition brings out the affective aspect of organizational commitment that indicates to a deeper affiliation between the employee and the organization by linking at least a part of individual identity with the organization [63]. We argue that affective organizational commitment is, like job satisfaction, a multilayered concept that can be affected by both personal and institutional variables [63].…”

“…This definition brings out the affective aspect of organizational commitment that indicates to a deeper affiliation between the employee and the organization by linking at least a part of individual identity with the organization [63]. We argue that affective organizational commitment is, like job satisfaction, a multilayered concept that can be affected by both personal and institutional variables [63]. Based on the norms of reciprocity, which are the basis of all meaningful social exchanges [82] employee perceptions of distributive justice may set a pattern in which employees may increase their investment in the company, demonstrating positive workplace attitudes, and high organizational affective commitment [83].…”

Perceptions of Authentizotic Climates and Employee Happiness: Pathways to Individual Performance?

“…On the contrary, when trust and communication with the leader are poor, employees may feel pressed to express emotions that differ from those that they privately feel, thus experiencing emotional dissonance and lower PWB (Morris & Feldman, 1996). The perceptions of trustful behaviors of leaders also favor more cooperative behavior among colleagues, which can further lead to pleasant affect (Herrbach & Mignonac, 2004). It is also likely that the employees consider their leaders as authentic, and thus become more strongly identified with them and with the organization and experience more positive emotional states and higher self-realization (Ilies et al, 2005).…”

“…These effects, in turn, can lead to positive affect (Herrbach & Mignonac, 2004). It is also possible that people develop stronger senses of job competence and autonomy when they perceive learning opportunities, inducing them to feel more enthusiastic and comfortable in presence of the job requirements (Daniels, 2000).…”

“…Hence: improving their well-being (Kramer & Tyler, 1996;Aycan & Eskin, 2005). They can also promote employees' self-esteem and identification with the organization, leading to more pleasant affects (Herrbach & Mignonac, 2004). On the contrary, when trust and communication with the leader are poor, employees may feel pressed to express emotions that differ from those that they privately feel, thus experiencing emotional dissonance and lower PWB (Morris & Feldman, 1996).…”