The effect of perceived organizational reputation on job satisfaction in US federal agencies: Exploring the mediating role of perceived organizational identity

Abstract

Although organizational reputation research is growing, scholarly attention has exclusively focused on external dynamics. We focus on reputation’s internal consequences, examining how it is captured by public employees and translated into individual-level outcomes. Drawing on insights from the social identity approach, we investigate the perceived organizational reputation–job satisfaction relationship among US federal employees, focusing on perceived organizational identity's mediating role. Empirical results show that how employees perceive their organization's reputation affects their job satisfaction and is mediated by their perceived organizational identity. We conclude by discussing the theoretical and practical implications.

Points for practitioners:

• External cues shape self-definition via organizational identity; make credible outsider evaluations visible and frame them around ‘who we are’, so identity channels reputation into higher job satisfaction. This means that reputation management should not be seen solely as an outward-facing strategy for legitimacy or public trust.

• To build a better organization, it is important to treat reputation and identity as linked levers. Managers should translate favorable reputational signals into identity-building practices that convert reputation into stronger attachment and satisfaction.