Perceived Corporate Reputation and Pride as Drivers of Frontline Employees’ Reputation Impact Awareness: Mediating Role of Job Satisfaction

Abstract

Purpose-Service employees play a crucial role in creating and sustaining the reputation of service fi rms. Their attitudes and commitment to the fi rm are refl ected in customers' perceptions of quality and loyalty, which ultimately improve corporate performance. The aim of this study is to better understand what contributes to raising frontline employees' awareness of their role in building and sustaining the corporate reputation of service fi rms. Design/methodology/approach-We adapt Helm's (2011) conceptual framework based on a work-related social identity theory and test the adapted model through an empirical study on 544 service fi rms' frontline employees. Findings-Our fi ndings show that job satisfaction of frontline employees is a signifi cant determinant of their reputation impact awareness, as well as a mediator of Sažetak Svrha-Zaposlenici uslužnih poduzeća imaju ključnu ulogu u stvaranju i održavanju reputacije poduzeća. Stavovi zaposlenih i njihova posvećenost poduzeću odražavaju se u percepcijama korisnika o kvaliteti usluge i lojalnosti, što u konačnici unapređuje performanse poduzeća. Svrha rada jest bolje razumjeti što doprinosi podizanju svijesti kontaktnoga osoblja uslužnih poduzeća o njihovoj ulozi u izgradnji i održavanju korporativne reputacije. Metodološki pristup-Prilagođen je konceptualni okvir koji je razvila Helm (2011), a koji je temeljen na teoriji društvenog identiteta vezanoga uz posao. Prilagođeni je model empirijski testiran na uzorku 544 zaposlenikakontaktne osobe iz uslužnih poduzeća. Rezultati i implikacije-Rezultati istraživanja pokazuju da je zadovoljstvo poslom kontaktnog osoblja značajna odrednica njihove svjesnosti o utjecaju reputacije, kao i

Organizational pride as an antecedent of employee creativity in the petrochemical industry

“…Attitudinal pride (in contrast to the individuality of emotional pride) is collective and results from the employees' need to belong to the organization (Fisher and Ashkanasy, 2000). Attitudinal pride can be viewed as a form of collective pride arising from the need for employees to be identified with a particular group, such as the organization for which they work (Babić-Hodović and Arslanagić-Kalajdžić, 2019; Lea and Webley, 1997).…”

Antecedents of internal reputation and its consequences on organizational outcomes: a systematic review

“…Under the umbrella of consequences, the constructs identified under affective outcomes include trust, pride, job satisfaction, communal relationship (Babić-Hodović and Arslanagić-Kalajdžić, 2019; Esenyel, 2019; Esenyel and Emeagwali, 2019; Helm, 2011; Lee, 2020). These outcomes coincide with the end results of successful interpersonal relationships as determined by Hon and Grunig (1999).…”

“…Two separate studies investigated the impact of internal reputation on employees' pride and job satisfaction (Babić-Hodović and Arslanagić-Kalajdžić, 2019; Helm, 2011). Helm’s (2011) study was based upon responses from employees of Fortune’s index of America’s Most Admired Companies, while Babíc-Hodović and Arslanagić-Kalajdžić’s (2019) was from frontline employees in professional services in a European country. Both studies showed positive associations.…”

Communication as a Key Performance Indicator in Employer Branding in the Context of the Social Economy—A Quantitative Study

“…This leads to increased customer growth and a boost in sales [58]. As representatives of the corporate image, employees with direct customer contact are often seen as ambassadors, as they play an active role in the external communication [59] of SEOs. They are a valuable tool for monitoring immediate results in the context of service interactions and strategic initiatives [60].…”

“…They are a valuable tool for monitoring immediate results in the context of service interactions and strategic initiatives [60]. Customer satisfaction and loyalty are shaped by employees' understanding of their role within the service process [59,61].…”