Reputation and Performance Influence Opinions

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<p><strong>Wayne, Pa. &mdash; Dec. 20</strong><br />Research conducted by the Kenexa Research Institute (KRI), a division of Kenexa, a provider of talent acquisition and retention solutions, evaluated workers&rsquo; views of their companies&rsquo; reputation and performance. The report is based on the analysis of data drawn from a representative sample of workers surveyed in 2007 through WorkTrends, KRI&rsquo;s annual survey of worker opinions. The survey included workers from Brazil, China, Germany, India, the United Kingdom and the United States.<br /><br />The results from the latest cross-culture study indicate that among the six countries surveyed, 36 percent of workers believe their organization&rsquo;s reputation and performance have improved over the past 12 months. Comparatively speaking, workers in China are more likely (50 percent) to indicate their organization&rsquo;s reputation and performance are improving, while those in the United Kingdom (12 percent) are more likely to report that their organization&rsquo;s reputation and performance are declining.<br /><br />Across all six countries, employees who believe their company&rsquo;s reputation and performance have improved also have more favorable opinions of their senior management. They are much more likely to feel that senior managers demonstrate employees are important to the success of the company, that management has the ability to deal with company challenges and provides employees with a clear picture of the company&rsquo;s direction. In addition, these employees are also more likely to believe that senior management supports and practices high standards of ethical conduct and is more trustworthy.<br /><br />For all workers studied, having a strong reputation and improved performance favorably impacts how workers rate their pride in their organization, willingness to recommend it as a place to work and their overall job satisfaction. Additionally, if employees have favorable views of the organization&rsquo;s reputation and performance, they are more likely to have confidence in the future of the organization and are less likely to state an intention to leave.<br /><br />&ldquo;The data support what most believe &mdash; that it really starts at the top. The importance of great leadership cannot be overstated. Whether playing Little League baseball or competing on the global corporate stage, people have a deep yearning to be on a winning team. Maybe not always in the short term, but certainly over the longer haul winning teams are led by great leadership &mdash; capable, ethical leaders who view their workers as a source of great ideas and competitive strengths, and who make sure those same workers know what the company stands for and where it is headed,&rdquo; said Jack Wiley, executive director, Kenexa Research Institute. </p>

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