Corporate Reputations, Branding and People Management 11. This book is essential reading for CEOs, marketing and HR practitioners who are serious about making a valued contribution to the success of their organization. This book outlines the future scope and contribution of human resources to business strategy. It is one of the first serious studies of the corporate landscape and is very well researched and practical. I hope you get as much out of this book as I have. | 84 Corporate Reputations Branding and People Management chapter. . sIIIS. ls H talisisoi boardsofdirectors weprobably have a greater chance of managing at the organizational identity level becanm we have more control zavet its key elements and drivers eg its dsetnedeeitee from otheroennnizations than managing identification io ehe hrdividuta revel. Tim le because individual idenOzy remands lion ptooor o of indieiduais and In driven by der tho snk Oemseivn non dzrw kitek tee dte o zation. Indiidukt idemio- is thud morn diffute end VifZirkit for others to conooZ Snarnow and Gn eVi 2003 . Figure Identity as a cause and identification as a justification based on Whetten and Mackey 2002 p. 407 . Two examples serve to illustrat e wiiviliisiniglii lie ilw case. The first arisoi fromsome research wehave conducted on the impact of infonnautm and voitrmi nir tVisns tedm-hogies eCTi and HR. Mtnsy orgznioiOona ese mbSe1 tS HR poneds to okoen a corporate fate arpoasdtoniO tdenetd dt their organieetiont. Not only mo sucR potirSz assn to loan zo e mote opzcme ads tity but otzea in plnee ene ussci tojuaiity nmiher iznveseme za hi e-HR to promote employee self-service for HR services and have line managers take on more eespoozlbiihy azo posfe rnennvte merit. Hooecm dznra d mne sdez lone ernpiaezcs and line managers perceiev this -a a as Me rnnra than so ndOn i even worse it causes them to re-evaluate their traditional rela-f tionship dt o Kt re n de-peszonvZized one in nuning rennrino their individual identification with the organization. So although the undmsta K ii g of nZcc we ark din Oa adnasssed tho Z oh identificaneo rnokdekOnz kdrnosesheZmeneseianhpereeovonr of some individuals are not seen to coincide with the organiza-e tional aims of self-service. Chapter 3 Organizational identity action and image the linchpin 85 The se condexample isfrom research conductedbyour close colleagues Judy Pate and Phil Beaumont into a public sector organization responsihlefor ernironmanal
