Organisational reputation and impact on employee attitude: A case study of MTN Ghana limited and Vodafon Ghana Limited

Abstract

The impact organisational reputation has on employee attitude is very crucial to the fortunes of any organisation, and employees are the fuel that runs the engine of the organisation, and it is believed that their attitude towards the organisation creates a positive performance for the organisation. This study, therefore, sought to determine organisational reputation and the impact on employee attitude by determining the contribution of employee in achieving the reputation of the organisation. The type of research design was a survey, and it relied on secondary information such as reviewing available literature and primary data through the dissemination of questionnaires. The findings suggests that employees contribute earnestly and effectively to organisations reputation, and this creates an enabling environment for creativity and growth, as employees see themselves as stakeholders who play part in the achievement of organisations reputation to the market. It was also revealed that when employees are taken for granted, they become dissatisfied and apathetic, which is likely to adversely affect organisational performance and goes a long way to drag the image of the organisation into the mud. It is recommended that employees' feelings are sought on matters that affect their lives and work, and they should work under conducive and healthy environments as this would give employees the feeling that their employers are concerned about their wellbeing, and this builds a positive attitude to work within employees who in turn work to achieve the goals of their organisation.

Cognitive computing based ethical principles for improving organisational reputation: A B2B digital marketing perspective

“…The concept of organisational reputation (OR) plays a central role as it is embedded in the past actions of the relationships formed by the organisation (Lange et al, 2011). The literature on OR has proposed using measures such as stakeholder behaviour (Luoma-aho, 2008), employee commitment (Otchere-Ankrah et al, 2016) and decisions related to specific inputs and outputs (Yang & Grunig, 2005). Organisational effectiveness (OE) is the accomplishment of goals accepted in the mission or vision statement of the organisation (Manoharan & Singal, 2019) and to different people, it means different things (Cameron, 2015).…”

Unleashing the power of support: how co-worker and supervisor support mediate firm performance through performance management

“…If non-managerial employees are motivated, engaged and satisfied with their work, this can create a positive work environment that fosters creativity, collaboration and innovation. On the other hand, if nonmanagerial employees are disengaged or unhappy, this can lead to low morale, high turnover and a negative work environment that can impede the firm's performance (Otchere-Ankrah et al, 2016;Tenakwah, 2021). The target firms were directly through email, phone, or in-person visits to make introductions about the study.…”

The effects of quality of services and emotional appeal on university reputation: stakeholders’ view

“…Reputation becomes a success indicator in the competitive world (Fombrun et al , 2000) and companies consider reputation as a strategic asset in value creation (Otchere-Ankrah et al , 2016). Although there is no commonly accepted definition for reputation, Walsh and Beatty (2007) define reputation as “the customer’s overall evaluation based on his or her reactions to the goods, services, communication activities, and interactions”.…”

“…The positive perception of reputation yields significant benefits to organizations (Wepener and Boshoff, 2015) such as attracting the best students and employees, an increase in the performance of employees (Otchere-Ankrah et al , 2016), or generating emotional ties among the personnel (Perez and Torres, 2017). The critical effect of reputation leads institutions to measure their reputation to achieve standards.…”