Brand Reputation of an Organisation-Free-Sample for Students

Question: To what extent can employee satisfaction level determine the internal culture and brand reputation of an organisation. Answer: In the current era, organizations represent themselves as very common social structures as because of their dynamic nature. However, the employees working in the organizations are the major role players because it is through their commitment and effective involvement that a particular organization becomes competitive in the marketplace. Although the relation in between the employees and their organization is interdependent, both the parties have influence on each others ability for achieving a positive outcome (Carter et al., 2013). However, the paper is going to elaborate on to what extent does the satisfaction level of the employees determines the brand reputation and internal culture of an organization. In most of the cases, the perception and the satisfaction level of the employees create organizational culture (Biswas Bhatnagar, 2013). Strong and powerful culture constructs an unified working atmosphere in an organization, whereas weak internal culture always lacks in shared sense of difference in between the employees. The satisfaction level of an employee encompasses a significant place in the list of main concerns of the HRM department of the organizations. This is due to two reasons. The first is that satisfaction level of the employees helps in retaining more employees and the second is that, it also raises the performance level of theirs. It is very difficult to build a successful organization if the employee turnover in the organization is excessive. Finding out new employees or candidates, then training them from the very base and later integrating them into the actual business not only takes a lot of time but also costs a lot. This may also result in lowering the overall morale. Along with a powerful company culture, which encourages the people to come to work every day, the retention number of employees too gets increased. The stronger the culture, the less will be the possibility of the employees to leave the organization. As described by Adhikari and Deb (2013), job satisfaction is a combination of physiological, environmental and psychological circumstances, which makes a man to say that he is not satisfied with his job. Furthermore, Vlachos, Panagopoulos and Rapp (2013), too have stated that job satisfaction refers to something for which an employee feels how good he is in the organization. However, a basic knowledge and understanding of culture is very important for understanding formal and informal behaviors of the employees. The organizational culture affects an employee both directly and indirectly. It affects employees productivity, performances, effectiveness, innovativeness, decision-making, leadership and his level of job satisfaction. A supportive culture trait within an organization such as of motivation, growth opportunities, supervisory support and communication makes the employees feel entitled to behave and think as leaders within their domain. Low satisfaction level of the employee job satisfaction depicts weak organizational culture (Zopiatis, Constanti Theocharous, 2014). Weak organizational culture refers to such an internal culture within the organization that is not implanted deeply into the process and organization does its things. Within a weak internal culture, there exists poor motivation and common factors for the employees as well as lack of focus. Employees in such a company are generally lost as far as the norms and core values within the company and they are unaware of their roles and duties that are expected from them. Giving the employees an ideal cultural working environment in which working is much more than just stopping themselves from quitting, it is about making them feel invested in their respective jobs. When an organization creates a culture in which its employees really love to work, they will for sure feel that their office is elaboration of their home (Pfeffer, 2014). Hence, they then will feel both passionate and excited regarding the work that they are doing. The more passionate are the workers, the more will be their production, innovation and creativity. When an employee feels satisfied with his work, he is likely to give better performance and productivity than when he was less satisfied. This will ultimately reflect the true culture of the organization. In other words, analysis of employee satisfaction works as a tool to assess the organizational or internal culture of a firm. Employee satisfaction and a strong reputation are related in various ways. The employees who are not satisfied have the potential to damage the reputation of a business (Horn et al., 2015). The satisfied employees are likely to put extra efforts as they feel valued. Furthermore, studies have shown that there is 87% less likelihood of the well-satisfied employees to leave their respective organizations as compared to the unsatisfied employees. Treating the employees poorly would never encourage their enthusiasm for the work and loyalty to the brand of the organization. This for sure, will not only have a detrimental impact on the internal environment of the company but will also affect its external reputation a lot as well. Employee satisfaction also measures their attachment and relationship with their organizations, their job roles and responsibilities, their relationship with their colleagues as well the working culture of the organization (Dhar, 2015). The level of satisfaction wi ll both positively and negatively affects the willingness of the employees to do the work beyond their responsibilities. They no longer care about working for making the customers of the organization feel valued and taken acre by the brand. Researchers have also found out that the companies with highly satisfied employees have high brand reputation. Low level of employee satisfaction is directly related to poor service and quality and high employee turnover, low company morale, safety incidents and fall in reputation. All this affect the ultimate profit of a company and their public image. Common public does not take much time to notice that there is a decline in the service. The main aim of employee satisfaction is to reduce the negative impact that could cause the brand reputation to suffer and could snowball. Hence, it can be concluded from the above discussion that the job satisfaction level of an employee do determine the internal organizational culture and the brand reputation of organizations. It can be depicted from his performance, productivity, and well being that he is indeed happy with his work. Furthermore, the employees who are not at all satisfied have no motivation to confirm the standard of service of the company. References: Adhikari, K., Deb, P. (2013). Factors influencing job satisfaction of bank employees.Sumedha Journal of Management,2(2), 22. Retrieved from https://www.academia.edu/18555846/Job_Satisfaction_of_Bank_Employees_A_Study_with_reference_to_United_Bank_of_India Biswas, S., Bhatnagar, J. (2013). Mediator analysis of employee engagement: role of perceived organizational support, PO fit, organizational commitment and job satisfaction.Vikalpa,38(1), 27-40. Retrieved from https://www.vikalpa.com/pdf/articles/2013/jan-mar-vol-38-1-27-40.pdf Carter, M. Z., Armenakis, A. A., Feild, H. S., Mossholder, K. W. (2013). Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change.Journal of Organizational Behavior,34(7), 942-958. Retrieved from https://business.troy.edu/Portal/Data/Sites/1/userfiles/46/carter-et-al-job2013.pdf Dhar, R. L. (2015). Service quality and the training of employees: The mediating role of organizational commitment.Tourism Management,46, 419-430. Retrieved from https://pdfs.semanticscholar.org/20df/1f003cc6009bb6fdc345dd311c7a9b337c42.pdf Horn, I. S., Taros, T., Dirkes, S., Her, L., Rose, M., Tietmeyer, R., Constantinides, E. (2015). Business reputation and social media: A primer on threats and responses.Journal of direct, data and digital marketing practice,16(3), 193-208. Retrieved from https://link.springer.com/article/10.1057/dddmp.2015.1 Pfeffer, J. (2014). Business and the spirit: Management practices that sustain values. InHandbook of workplace spirituality and organizational performance(pp. 43-59). Retrieved from https://journals.sagepub.com/doi/abs/10.1177/0971685816689741 Vlachos, P. A., Panagopoulos, N. G., Rapp, A. A. (2013). Feeling good by doing good: Employee CSR-induced attributions, job satisfaction, and the role of charismatic leadership.Journal of business ethics,118(3), 577-588. Retrieved from https://link.springer.com/article/10.1007%2Fs10551-012-1590-1 Zopiatis, A., Constanti, P., Theocharous, A. L. (2014). Job involvement, commitment, satisfaction and turnover: Evidence from hotel employees in Cyprus.Tourism Management,41, 129-140. Retrieved from https://clok.uclan.ac.uk/13142/1/13142_1-s2.0-S0261517713001751-main.pdf