Suomi, K., Saraniemi, S., Vähätalo, M. et al. Employee Engagement and Internal Branding: Two Sides of the Same Coin?. Corp Reputation Rev 24, 48–63 (2021). https://doi.org/10.1057/s41299-019-00090-0
Employee engagement and internal branding : two sides of the same coin?
|Author:||Suomi, Kati1; Saraniemi, Saila2; Vähätalo, Mervi1;|
1Pori Unit, Turku School of Economics at the University of Turku, PL 170, 28101 Pori, Finland
2Oulu Business School, University of Oulu, Oulu, Finland
3The Centre for Economic Development, Transport and the Environment, Helsinki, Finland
|Online Access:||PDF Full Text (PDF, 0.7 MB)|
|Persistent link:|| http://urn.fi/urn:nbn:fi-fe2019111237708
|Publish Date:|| 2020-11-06
This study examines the link between employee engagement and internal branding. It seeks to understand which antecedent factors healthcare professionals consider important for employee engagement and what kinds of implications this engagement-related information may have for internal branding. The study reviews the literature on employee engagement and internal branding and presents a conceptualisation of the linkage between the two concepts. The empirical portion content analyses more than 1200 answers to open questions to examine employee engagement in the case organisation, a large private healthcare organisation in Finland. The findings suggest the following eight antecedent factors to be particularly important for healthcare professionals’ employee engagement: organisational culture, reward, working environment, training, HR practices, reputation and values, communication, and physical environment. Based on the empirical and theoretical analyses, it can be said that the antecedent factors of employee engagement and elements of internal branding can be considered two sides of the same coin.
Corporate reputation review
|Pages:||48 - 63|
|Type of Publication:||
A1 Journal article – refereed
|Field of Science:||
512 Business and management
© Reputation Institute and Springer Nature Limited 2019. Published in cooperation with
Palgrave Macmillan. This is a post-peer-review, pre-copyedit version of an article published in : Corporate Reputation Review. The final authenticated version is available online at: https://doi.org/10.1057/s41299-019-00090-0.