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Every manager knows that dissatisfied
employees are not good for business. "It's a
lesser known fact that companies with a high rating from both the consumers and
their employees double that arrival, it's
extraordinary." Research shows that employees prefer working
for companies that have great status, pleased customers are better to deal with and
contented employees give better service.
A new and improved model for the enterprising association is being promoted by marketing,
HR consultants and executives. This new model, known as `Living the Brand', is advertised
as escalating an organization's position in the competitive marketplace while enhancing
internal organizational efficiency, All this is achieved
by emphasizing organization-wide employee participation in the branding processes.
Minchington (2005) defines Employee branding as: "The image projected by
employees through their behaviors, attitudes and
actions". Employee branding can influence the acuity of
the current and future employees due to the employment experience offered.
Employee branding is an indirect branding effect in which the message of company
employees serves to characterize their company's brand.
It also refers to the view that employees have
about the image of their employer and employer
brand when they voice their opinion in public
about their workplace.
Employee branding is a new twist on identity regulation. It shapes employee conduct so
that they project the brand identity of their organization's products during their
everyday work behavior.
Like other creative organizations that expect their employees to exhibit inventiveness,
self-sufficiency and liability for their own
actions as they chase the organization's
interests, employees at organizations that are `living
the brand' are expected to encourage and
standardize themselves so that they correspond in
their everyday behavior the attributes that define
the brand identity. |
