The idea that brand is a reflection of culture has to do with internal and external experiences of an organization.
Can You Make Organizational Change Easier? | Psychology Today
Culture is about the internal, employee experience; it's what attracts the best team to the organization and motivates them to succeed. This in turn engages customers with your organization's brand when there's a meaningful purpose, values that act as a roadmap towards that purpose, and people whose daily habits reflect the values of the organization. This intersection of culture and brand matters more today than ever before. To your customers, culture is brand. Culture drives every aspect of the employee and customer experience. If we want to improve perceptions of our brand, culture is a good place to start.
Positive psychology supports this effort by helping people grow, personally and professionally, so that they can bring the best of themselves to the culture and the brand. Positive psychology is based on the work of Martin Seligman, and before him, Abraham Maslow. Most people are familiar with Maslow's hierarchy of needs, which states that humans are first motivated to meet physiological needs like air, food and water, safety and rest, and when these are met they ascend to meeting higher order needs such as love and belonging, self esteem, and self-actualization.
Self actualization means achieving your full potential and living a life that is meaningful. Seligman took things a step further, hypothesizing that people can achieve happiness by using their individual strengths in the service of something larger than themselves. Working for a purpose-driven organization is one way people can achieve happiness. Positive psychology can transform an organization by putting individual strengths to work, but it requires a change from traditional management approaches.
We have to show people that we are investing in them. Positive psychology is an obvious fit for star performers, but how can organizations help employees who may be struggling? Can positive psychology help them become a stronger asset to the organization? The evaluation of change at a certain point in time affects the psychological contract of employees, and consequently influences their attitudes towards work.
By means of in-depth interviews with 29 employees the existence of typical patterns of change in the psychological contract balancing, revision, and abandonment has been examined. Balancing and revision were the most prominent patterns found, next to some cases of abandonment. Unable to display preview.
Viewing Change from the Employee’s Perspective
Download preview PDF. Skip to main content. Advertisement Hide. This is a preview of subscription content, log in to check access. Anderson, N. The psychological contract in retrospect and prospect.
The role of psychological climate in facilitating employee adjustment during organizational change
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