Retaining employees for service competency: The role of corporate brand identity

Corporate identity management in the banking sector: effects on employees’ identification, identity attractiveness, and job satisfaction

“…Organizational psychologists have posited that employee affiliations with and attachment to a company will determine how the employees think, feel, and behave in their jobs (Haslam et al 2003). When employees identify themselves with an organization that has favorable attributes, they will feel satisfied and motivated (Harris and de Chernatony 2001;Wheeler et al 2006). For example, an employee who feels a strong sense of identification will also perceive their actual work more positively, which leads to job satisfaction (van Dick et al 2004).…”

How strong is the business-to-business brand in the workforce? An empirically-tested model of ‘internal brand equity’ in a business-to-business setting

“…An influential textbook on brand equity (Aaker, 1991) asserts that brand loyalty is a basic element of brand equity, while a recent research study by Wheeler, Richey, Tokkman, and Sablynski (2006) has found a significant connection between employees' positive perceptions of the corporate brand and their intention to remain with the company. Thus, one measurable manifestation of internal brand equity is the intention to remain loyal to the brand and the company.…”

An exploration of policies and practices used to showcase production facilities

“…Their attitude towards the product and the way in which they carryout their job can emit a sense of pride which in turn increases the sense of brand identity for the customer. Wheeler et al (2006) concur and go on to propose that if an employee attains a high level of job satisfaction he will be keen to share it with prospective customers. Gotsi and Wilson (2001) quote one interviewee "the real proof of the pudding is when the visions, values and sense of purpose are translated into the detailed day-to-day changes to people's behaviour and success criteria".…”