Corporate Reputations, Branding and People Management

A Strategic Approach to HR


  • Graeme Martin, Director of the Centre for Reputation Management at the University of Glasgow's School of Business and Management, UK
  • Susan Hetrick, Visiting Research Fellow, University of Glasgow.

The book helps HR practitioners understand corporate-level concepts and their relevance to the key strategic agendas of organizations by drawing on a wide range of ideas from branding, marketing, communications, public relations and reputation management. It then examines how effective people management strategies and the role of HR specialist can contribute to this corporate agenda. This contribution lies in four key areas: organizational communications strategies, developing compelling employee value propositions and employer branding; HR strategies, employer of choice policies and talent management; creating new forms of psychological contracts and building stronger individual-organizational linkages through employee identification, employee commitment and psychological ownership; and in developing supportive employee behaviors. The book is based on a new model of the links between HR, corporate reputation and branding, developed from an extensive review and synthesis of different bodies of management literature. This model has been refined from extensive case research and practical experience in building corporate reputations and brands. Specially researched cases include Orange, Aegon, Scottish Enterprise, Hudson International, BSkyB, Standard Life Investments and the Royal Bank of Scotland.
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Primary readership: HR Practitioners and Executive Development Courses in this fieldSecondary readership: Supplementary text for masters programs in HRM, MBA students undertaking specialist courses in HR


Book information

  • Published: June 2006
  • ISBN: 978-0-7506-6950-4


“ … lays out the meanings of and differences between corporate brands, reputations, organizational identities and images. It also examines how the employer’s relationship with individual employees drives corporate reputations and regard for brands “from the inside out.” Building their research on practical experiences and corporate examples, the authors offer case studies from different industries, including telecommunications, banking, investment and government.” — HR Magazine, November 1, 2006

Table of Contents

1 The Corporate Agenda and its Links with Human Resource Management2 Managing Corporate Brands and Reputations3 Organizational Identity, Action and Image: The Lynchpin4 The Quality of Individual Employment Relationships and Individual Employee Behavior5 Four Lenses on HR Strategy and the Employment Relationship6 New Developments in HR Strategy and the Employment Relationship7 Corporate Reputation and Branding in Global Companies: The Challenges for People Management and HR8 Corporate Communications and the Employment Relationship9 Corporate Strategy, Leadership and Identity, and Corporate Social Responsibility10 Corporate Reputations, Branding and the Future of HR