Apology Essay - 520 Words

I am not so certain if Socrates approach to his defense is particularly the brightest one, and it certainly is not an apology as the title has named it, but, there is a certain wisdom in the simple, plain structured arguments he presents. One of the first things he mentions, is for the jury to pardon him, in the case that he should slip into his accustomed way of speaking, just as they would pardon a foreigner for speaking in his accustomed manner. This appears to me to be a wise idea, as it is true, even in todays society that we tend to judge people on face value. People who do not speak English well, as Socrates would not have spoken quot;court languagequot; very well, tend to be jusdged as stupid. Socrates next points out that†¦show more content†¦He points this out, thus probably causing the jury to examine themselves, to realize that they may have already convicted him before he even spoke, and to actually listen to what he says afterward. Through all of this, Socrates continues to claim that he is not wise. This brings into question what the real deffinition of wise is. In Socrates case, he claims that he is not wise, and the oracle must have been referring to him as wise because he knows that he knows nothing for certain. The irony of this, is that he claims to know nothing, and then proves every man he questions or talks to, to know even less than him, or at least not more than Socrates. From a scientific point of view, I can completely understand this way of thinking, that the only way to be wise is to question everything. In science, you must question everything, and accept nothing as complete truth. If scientists had accepted without question that the sun revolved around the earth, or that life spontaneously generated from non-living matter, would we be the technological scince-rich society we are today? In science, you cannot blindly accept knowledge without first investigating it. This is what Socrates is doing, except on a larger scale. He is taking all knowledge, and examining it. InShow MoreRelatedApology On The Book Apology1308 Words   |  6 PagesThe book Apology begins with Socrates making a short speech in which he defends his innocence. He was on trial because of the two â€Å"Later† charges against him. Corrupting the youth and disbelief in Athenian gods were among the charges. Before he began his speech, he made it clear to the judges that he is not familiar with the court system and also that it’s his first time in court so that he will be speaking in his â€Å"usual manner†. His accusers warned the judges that he has a great persuasive powerRead More The Apology1451 Words   |  6 PagesIn this paper I will be discussing the four charges brought against Socrates in Plato’s essay The Apology# and why exactly each of these charges is completely fictitious. The four charges brought against Socrates were that he argued the physical over the metaphysical, he argued the weaker claim over the stronger claim, he went against th e gods, and he was corrupting the youth (Singer, lecture, 9-15-11). Each of these four charges is false for varying reasons and I will be addressing each explanationRead MoreThe Apology Of Plato Apology983 Words   |  4 PagesAt the beginning of The Apology, Socrates is directly speaking to the jury in Athens. In the beginning of the apology Socrates speaks of accusations that have been made against him throughout his life. There seems to be two different kinds of accusations. The first being biases accusations that have been made on throughout his past and the other being recent accusations. Socrates explains he was accused of being, â€Å" a wise man, a student of all things in the sky and below the earth, who makes theRead MoreApology, By Plato s Apology1298 Words   |  6 Pagesknowing you know nothing.† In â€Å"Apology,† written by Plato, this ethical belief makes a bold appearance demonstrating that true ignorance only revolves around those who think that th ey know everything. In â€Å"Apology,† Socrates learns that the wisest men are those who do not think of themselves of wise, and rather make an approach of going beyond an authentic method of inquiry and helping others seek their personal philosophies which may result in conflict. In Plato’s â€Å"Apology,† Socrates demonstrates thatRead MorePlatos Apology1219 Words   |  5 PagesPlato’s Apology, is by far one of the most logical yet critical thinking text that I have ever read. Plato describes Socrates, the accused atheist and corrupter of youth in ancient Athens, as a true beacon of ethics and morality. The method that Plato uses to depict Socrates on trial gives us a look back on how the trial of a man who encourages one of sound mind to ask questions even to those who are deemed wise in the eyes of others. Despite facing odds that are stacked highly against him, and thisRead MoreApologies Are The New Teachers971 Words   |  4 PagesApologies Are the New Teachers (Three things Learned from Plato’s Apology) There are many writers, authors, and speakers in this world that are considered among the greats, but perhaps the greatest two of western speculation are Plato and Socrates. These two hand in hand had a huge influence on American Literature and others as well. Perhaps one of the most remarkable writings of Plato, since Socrates never once himself wrote anything down, is his writing of Apology. The writings of Apology showedRead More Platos Apology Essay1086 Words   |  5 PagesPlatos Apology Plato’s Apology is the story of the trial of Socrates, the charges brought against him and his maintaining of his own innocence throughout the process. At the onset of the trial, Socrates appears to challenging the charges, which included corrupting the youth, challenging belief in the gods that were accepted and reveled by the State, and introducing a new religious focus, but also belittles his own significance and suggesting that he will not attempt to disprove thatRead More Platos Apology Essay794 Words   |  4 PagesPlato’s Apology In the retelling of his trial by his associate, Plato, entitled â€Å"The Apology†; Socrates claims in his defense that he only wishes to do good for the polis. I believe that Socrates was innocent of the accusations that were made against him, but he possessed contempt for the court and displayed that in his conceitedness and these actions led to his death. In his defense, Socrates claims over and again that he is innocent and is not at all wise, â€Å"†¦for I know that I haveRead MorePlatos The Apology Essay1530 Words   |  7 Pageswas – such was the effect of them; and yet they have hardly spoken a word of truth.† – Plato â€Å"The Apology† In â€Å"The Apology,† Socrates represents himself in his own trial. He boldly questions the morality of the people of court. In this report, I will be analyzing portions of â€Å"The Apology† in order to reveal the intellectuality of this text within this time frame. I will only discuss bits of â€Å"The Apologyâ€Å" on account that it is a lengthy piece. However, before discussing the speech it is important toRead MoreThe Apology Plato Essay698 Words   |  3 PagesMelinda Leager PHIL 201-03/04/08 Instructor: Dr. Dennis L. Burke September 7, 2012 Response Paper â€Å"The Apology† by Plato In this reading Plato tells the story of Socrates and his trial which ultimately lead to his death sentence. Socrates was a 70 year old man at peace with his own mortality yet willing to face his accusers with an almost definite possibility of death to maintain his own integrity and beliefs and morality. He fully understood from the beginning of his trial what the sentence

Puritanism in American Literature Essay - 1149 Words

Puritanism in American Literature The Puritans had a large influence in American literature and still influence moral judgment and religious beliefs in the United States to this day. Puritan writing was used to glorify God and to relate God more directly to our world. Puritan literature was commonly a realistic approach to life. â€Å"Puritanism as a historical phenomenon and as a living presence in American life has enriched American literature in ways far too numerous to detail here.† (G. Perkins B. Perkins Phillip Leininger 888) Puritanism is a collection of many different religious and political beliefs. Common styles of Puritan writing are protestant, Calvinist, purposiveness, and the writings also directly reflected the†¦show more content†¦Puritans also believed in typology, the belief that Gods intentions are present in human action and in natural phenomenon. Failures to understand these intentions are human limitations. (â€Å"American Puritanism: A Brief In troduction†) In 1620, William Bradford formed the Plymouth Plantation with a group of Europeans that came with him to America. In only a year, their number of survivors decreased by half. Bradford kept a journal that chronicled the first 30 years of Plymouth Colony. Plain speech was the high literary value of this society, as expressed by William Bradford, who enjoined â€Å"a plain style, with singular regard to the simple truth in all things.† (The Influence of Puritanism on American Literature†) In this journal, he exhibited diplomacy and integrity, the ability to assure the colony’s survival, and made a contribution in avoiding potential disasters. His principles established religious freedom and self-government that later shaped American colonial government. John Winthrop wrote A Modell of Christian Charity either before he crossed into America in 1630 or along his journey to the New World. In this book, the struggles that were to be faced in the New W orld are discussed along with Winthrop’s ideas and plan’s to overcome them. Winthrop was considered to be a contributor to the concept of American exceptionalism, the idea that the New World is unique to other countries by ideology based on laissez-faire and egalitarianism along withShow MoreRelatedThe Influence of Puritanism on American Literature1234 Words   |  5 Pageswhich is popularly known as American Puritanism. A dominant factor in American life, Puritanism was one of the most enduring and shaping influences in American thought and American literature. Without true understanding of Puritanism, there would be no real understanding of American literature and American culture. ¡Ã‚ °Puritanism had spoken for the preeminence of the individual, for freedom from oppressive governments, and for the value of learning and education. It led Americans to examine their beliefsRead MoreJemimah Ejikeme,. Professor Clack. En 207A. 27 March 20171320 Words   |  6 PagesP uritan: Is the 21st Century America influenced by the Puritan ideology? American Puritanism began from a crusade for reform in the Church of England, which had a great socio-economic, political, theological and ethical influence on American as a Nation. A close focus on how the 21st century America emulated the Puritan moral/value and how these vales has been intertwined with the thinking process the average American. This comparative writing will enumerate on a brief history of the PuritansRead MorePuritanism And Its Negative Portrayal Of The Body1641 Words   |  7 PagesPuritanism: Resisting The Body’s Temptations Puritanism has been a strong influence on American Literature and it still is to this day. Puritans have shaped our culture immensely with their art that represents their beliefs so clearly. One of the most fascinating things we have come to learn about the Puritans is the constant battle they faced each day. Puritans struggled to stay true to their religion due to everyday temptations. One of the biggest temptations would be The Body. We can identifyRead More Puritanism in The Scarlet Letter, Bartleby, and Daisy Miller1375 Words   |  6 Pagessociety would experience benefits if a conversion to Puritanism was made or drown in its waters. Because Puritanism conformed to such austere guidelines and beliefs that almost completely obliterated the individuals role in the social unit and because the foundation of the religion is to essentially kill freedom and liberty in order to create a social purity that is virtually impossible for humans to achieve, I believe that Puritanism would only add to the degradation of society today. TheRead MoreNathaniel Hawthornes Literature During Early America1560 Words   |  7 PagesNathaniel Hawthornes literature exhibits the influence of many factors. Much of his literature addresses Puritan culture in early America, commonly focusing on the shortcomings and hypocrisies that became apparent during the numerous witch hunts. Many of his works are allegorical, using the Puritan setting to portray his own ideas about ancestry, history, and religion. While The Scarlet Letter and House of the Seven Gables are among Hawthornes most known works, he produced a large sum of workRead More Comparing Romanticism in Plymouth Plantation, Birthmark, and Rappaccinis Daughter1140 Words   |  5 Pages   Ã‚     Puritanism and Romanticism differ in style, religious references, and plot content. Puritanism began to flourish with strict God-fearing Calvinists who had fled to America to escape religious persecution in Europe. With writers such as William Bradford and Edward Taylor, Puritan literature focuses on Gods role in the lives of the people and adopts a simple religious style of writing. Romanticism was introduced to Americans in the nineteenth century, delivering a fresh literary and artisticRead MoreYoung Goodman Brown: The Evils of Puritanism Essay1728 Words   |  7 PagesPuritanism dominated 17th century history and literature. Nathaniel Hawthorne born in 1804 was an American writer who sought to resolve his conflicts with Puritanism through his writing. Hawthorne wrote several stories showing the world the horrors of the Puritan faith and the isolation of individuals who failed to uphold the faith. For Hawthorne, Young Goodman Brown illustrates the difference between Puritan teaching and practicing and reflects his own guilt about the mistreatment of men at theRead MoreNathaniel Hawthorne s The Scarlet Letter1187 Words   |  5 PagesPuritanism in Red Nathaniel Hawthorne’s The Scarlet Letter shows the early view of Puritanism by concentrating on sin, guilt, and its effects on society. Nathaniel Hawthorne conveyed a dark and romantic style of writing in â€Å"The Scarlet Letter†, impacting the society by focusing on the concepts of romanticism. The Scarlet Letter is considered a classic book and is still read today. Nathaniel Hathorne was born in Salem, Massachusetts on July 4, 1804. He was the son of Nathaniel and Elizabeth ClarkRead MoreThe 17th Century Puritan Influence on the Writings of Thomas Paine1578 Words   |  6 Pagesto invoke the traditional American stance of Puritanism in writing Common Sense to reach his intended audience the commoners of the colonies. In order to properly demonstrate that Common Sense contains a number of elements that were distinctive to and fairly endemic of 17th century Puritanism, it is first necessary to explore just exactly what those elements are and how they would come to characterize this type of literature as a whole. In many ways, Puritan literature resembled the religion uponRead MoreHistorical Journalism At The Salem Witch Trials863 Words   |  4 PagesHistorical Journalism at the Salem Witch Trials The Salem Witch Trials are one of the best known outbreaks of hysteria and fear in American history. This event began when Betty Parris, who was a daughter of Salem’s church’s minister, and Abigail Williams, who was her cousin, experiences several occasions of odd, violent behavior that they blamed on witchcraft. They accused two white women, Sarah Good and Sarah Osborne, as well as a slave, Tituba, of practicing witchcraft in the village. The three

Employee Retaintion Free Essays

CONTENTS 1. INTRODUCTION 2. BRANDING 3. We will write a custom essay sample on Employee Retaintion or any similar topic only for you Order Now INTERNAL BRANDING 4. IMPORTANCE OF INTERNAL BRANDING 5. INTERNAL BRANDING TOOLS 6. INTERNAL BRANDING PROCESS 7. FACTOR OF SUCCESS AND FAILURE OF INTERNAL BRAND 8. ROLE OF HR IN INTERNAL BRAND 9. RESEARCH METHODOLGY 10) DATA ANALYSIS 11) FINDINGS 12) CONCLUSION 13) SUGGESTIONS 14) REFERNCES 15) QUESTIONNAIRE INTRODUCTION A company’s branding strategy often has a large impact on the success or failure of a particular product. This is especially true for large, multi-national corporations because it effects how the consumer correlates a product with the manufacturer. Some large companies choose not to use the manufacturer name and/or logo on all their brands. Often, a company name is well-known within business circles but unfamiliar to the average consumer, in which case, dissonance can prevent consumers from recognizing the brand name. Other companies pick and chose which of their products will carry the corporate brand name A fundamental problem with regards to international branding is that firms currently do not pay enough attention to their employees’ expertise regarding brand strategy . If a company is able to make a consumer look at a certain product for a fraction of a second longer than its competitors’ products, the probability purchase intent increases significantly. Therefore, the way a company brands its products can have a direct link to the success of the product and the brand. This encouraging framework, however, does not mean that employee perceptions of the strategy will be positive; without which the performance of both the brand and the company will be hindered in a significant fashion. Therefore, there exists a need for research to be done regarding how employees feel about current and future brand strategies in order to maximize company potential. Due to the complexity of balancing proper brand strategies for multi-national enterprises, balancing which products should carry the manufacturer name and/or trademark is an essential consideration. It is necessary, therefore, to look into studies to see if using a company’s name on all products helped or hindered product sales. Effective utilization of international branding strategies takes into account whether stand alone brands need a corporate name to be successful, how sales will be affected by using corporate brand names, and what the benefits of adding a corporate name or logo would be compared to the potential costs. By exploring employee perceptions of these facets of international branding, we can determine if a multi-national firm’s global image is a product of its employees’ collective perceptions. The primary objective of this study is to examine the context of the relationship between the global image of the fast food industry and employee opinions of the firm’s various branding strategies. The key independent variables are stand alone brands owned by fast food industry, effect of the company brand name on sales, benefits vs. costs of using the company logo, and fast food industry current global image as a product of its employee’s perception. BRANDING A brand is a â€Å"name, term, sign, symbol, or design, or a combination of them, intended to identify the goods and services of one seller or group of sellers and to differentiate them from those of competition† American Marketing Association definition . A strong brand has been found to be instrumental in the facilitation of numerous marketing goals including: improved brand loyalty, brand-based price premiums and higher margins, improved successful new product introductions, greater shareholder and stakeholder returns, and clear, valued and sustainable points of differentiation as well as the simplification of consumer decision making, the reduction of consumer risk, and the establishment of expectations. The role of perception in branding is therefore critical: The challenge for marketers in building a strong brand is ensuring that customers have the ight type of experiences with products and services and their accompanying marketing programs so that the desired thoughts, feelings, images, beliefs, perceptions, opinions, and soon become linked to the brand . While branding initiatives most frequently focus on external stakeholders, internal marketing, employee branding and/or internal branding efforts establish systems/processes an d consequent employee behaviors that are consistent with the external branding efforts. The terms employee branding and internal branding are essentially synonymous in the literature and internal marketing has also been used to describe these activities and programs. For the sake of parsimony, the term internal branding will be used throughout the remainder of the paper to describe these processes and outcomes. The concept of internal branding is not new to corporate America. Promoting the brand to employees, and educating them about brand values, is steadily growing in popularity among corporate giants such as Southwest , Standard Register, Cisco, Ernst Young (Boone, 2000), BASF (Buss, 2002), Sears, BP, IBM, Nike and Miller Brewing (Mitchell, 2002). All are examples of firms that have realized the inherent power of an informed workforce committed to delivering the brand promise. Unfortunately, in many organizations there is a fundamental disconnect between the external and internal branding systems: Many companies do a brilliant job of advertising and marketing to customers. Then comes the hard part; delivering. While they put millions of dollars into marketing [external branding], most companies invest little to ensure that employees transform brand messages into reality in terms of the customer’s experience. Its one thing to tell customers who you are and quite another to show them who you are. Employees have to be engaged to make the brand come alive. Therefore, the messages sent to employees about the brand are just as important as the ones sent to customer. Due to the substantial potential for synergy between internal and external branding initiatives, those in both the academic and business communities are devoting more of their time to the doctrine, all stress the importance of a coordinated internal and external branding program and the inherent benefits of marketing efforts that address not only the needs and wants of the target market, but the proper hiring, training, and motivation of those who must deliver the brand’s promise. Within Hallmark, a group of internal managers is responsible for brand training and education. Hallmark has regular brand training sessions, a brand-based intranet site, internal publications, a speaker series, and even daily brand promise reminders on the start-up screens of employees’ computers. Hallmark consistently focuses on conducting internal assessments of employees’ perceptions of the brand with the intent of focusing on gaps between internal perceptions and marketplace perceptions. The value of a well-coordinated program aimed at educating and training employees on the brand message and how to incorporate it in their work appears to be growing significantly. But the importance and specific role of the HR management department remains somewhat cloudy. Through a wide variety of HR plans, processes and actions, it is possible to make a tremendous impact on the branding success of an organization. While none of this constitutes a revelation – the role of HR in influencing branding (both externally and internally) has been recognized in isolated ways, ways that are certainly intuitive – the need for HR to be more comprehensive in its role to support branding efforts has not been recognized a great deal in the literature, nor has it been revealed in the actions of most HR professionals. The work of Gotsi and Wilson (2001) identifies what is necessary to close the gap between what an organization is saying to its external constituents and what is believed and practiced by internal constituents. The respondents suggested that HR management practices such as recruitment policies, performance appraisal, and training need to be aligned with brand values to avoid sending conflicting messages. This study looks at the relationship between specific HR internal branding activities, the incorporation of the brand message into work activities and employee personal attitude toward the brand to determine the degree to which cross-functional synergy between internal and external branding initiatives is being realized in the business community. INTERNAL BRANDINGInternal branding is considered as a means to create powerful corporate brands. It assists the organization in aligning its internal process and corporate culture with those of the brand. Management and brand consultants have been key figures in providing valuable insights to the concept of internal branding. Little research has, however, been devoted to exploring the perceptions of the employees. As the concept underlines the role of services employees, their views may be important if management is to implement the most appropriate internal branding programmes. The objective of internal branding is to ensure that employees transform espoused brand messages into brand reality for customers and other stakeholders. A number of publications have identified that successful internal branding engenders employees’ commitment to, identification with and loyalty to the brand. When employees internalize the brand values, they will consistently deliver on the brand promise across all contact points between the company and its stakeholders. To implement successful internal brand building, IM has been suggested as a key instrument. Although IM is regarded as an appropriate approach for communicating the brand internally, communication is not the sole method to ensure the success of the internal branding campaign. Machtiger remarked that one of the six pitfalls in internal branding is to rely largely on internal communications (ICs). In fact, internal branding requires a broader integrative framework across corporate marketing, corporate management and corporate human resource management. Marketing functions as a link between communication, service and quality. Both service and quality could in part be enhanced by understanding techniques used by the HR function, as it is involved in developing the human asset to enhance the organization’s economic performance and its brand’s success. If management can understand and orchestrate marketing and HR theories, it is argued that employees will better accept and internalize the brand values and align their attitudes and behavior, accordingly. This will result in the brand promise being delivered to the organization’s clients, providing it with customer satisfaction, customer preference and loyalty. ICs aim to influence employees’ brand knowledge, attitudes and behaviors. The outcomes of ICs include employee commitment, shared vision, a service-minded approach, loyalty and satisfaction. While ICs operate with the current members inside the organization, the role of the HR department begins with selecting and recruiting the right prospects. With the rise of the concept of ‘person-organization fit’, de Chernatony underlines the value congruence between the candidates, the organizations and the brand. As values are hard to change, staff recruitment based on the level of value congruence is sometimes more viable than emphasizing merely on their technical/operational skills. Then, training and development programmes are essential to enhance employee performance and to bring consistency to the xternal brand experience. Therefore, HR should be led by marketing and incorporate the brand concept into all employee development programmes. To maintain brand standards, an organization should reward employees accordingly. Effective reward and recognition schemes can enhance employee motivation and commitment. When the right employees are kept satisfied, the organizat ion tends to retain the best people facilitating superior performance. Therefore, incorporating the wisdom from HR practitioners, ICs move beyond merely distributing brand information through media towards creating shared brand understanding. Although a number of publications have addressed how to implement a successful internal branding process, most of these insights have been acquired from a management’s and brand consultant’s perspective. Few studies have been done to unearth the perceptions of employees who are considered as the ‘internal customers. IMPORTANCE OF INTERNAL BRANDINGMany companies do a brilliant job of advertising and marketing to customers. Then comes the hard part: delivering. While they put millions of dollars into marketing, most companies invest little to ensure that employees transform brand messages into reality in terms of the customer’s experience. Its one thing to tell customers who you are and quite another to show them who you are. Employees have to be engaged to make the brand come alive. Therefore, the messages sent to employees about the brand are just as important as the ones sent to customers. EX- David Reyes-Guerra, associate director of brand management at Ernst ; Young, says internal branding plays a vital role in powerfully and accurately conveying the Ernst ; Young brand around the world. Reyes-Guerra’s goal is to create 75,000 â€Å"brand ambassadors† who present a consistent, clear, professional image of a global firm. To that end, his department has set up The Branding Zone on the corporate intranet. â€Å"We felt that the intranet would be our best tool for establishing a global focus on branding,† The Branding Zone, launched in January of this year, is a central source for branding, marketing, and advertising information at Ernst Young. It contains a threaded discussion area where people throughout the firm can access a topic and then pose a question to the global branding and marketing community. There is also an extranet for the company’s outside agencies. The information on this extranet includes standards, fonts and logos, and material from advertising campaigns. By providing this information, the internal branding group insures that all marketing collateral-whether produced in house or by an agency-is consistent with the brand message. The Branding Zone has generated a significant level of interest inside the firm. In the first 90 days after it was launched, one presentation template was downloaded 9,000 times. A graphics standards manual on the site was downloaded 10,000 times. An image library garnered another 10,000 downloads of photography and advertising icons. Even though it’s in its early stages, Reyes-Guerra anticipates that the site will have significant impact, including streamlining the entire design process by eliminating the need for extensive custom design of collateral materials. â€Å"A focus on internal branding and the successful practice of digital brand management via Web site tools inspires collaboration and breeds integration,† Reyes-Guerra says. â€Å"It’s very effective in breaking down barriers, creating synergies, and opening lines of communication-all of which are critical to success in today’s business environment. INTERNAL BRANDING TOOLS| | | INTERNAL BRANDING PROCESS Employee branding is a process by which employees internalize the desired brand image and are motivated to project the image to customers and other organizational constituents. The messages employees take in and process influence * the extent to which they perceive their psychological contracts with the organization to be fu lfilled * the degree to which they understand and are motivated to deliver the desired level of customer service In so doing, they drive the formation of the employee brand. The messages employees receive must be aligned with the employees ‘organizational experiences if the psychological contract is to be upheld. Therefore, the conscious development of organizational messages is the fundamental building block in this process. The messages must then be delivered through appropriate message sources. The following guidelines provide a starting point in this process: * Organizational messages should be carefully thought out and planned in much the same way mission and vision statements are thought out and planned. The organizational messages should reflect the organization’s mission and values. * Messages directed toward external constituencies must be in line with the messages sent to employees. * Messages directed toward external constituencies should be sent internally as well. * The design of recruitment and selection systems should incorporate messages that consistently and frequently reflect the brand and organizational image. * The compen sation system should incorporate messages that consistently and frequently reflect the brand and organizational image. For instance, managers in organizations that value training must be held accountable when they fail to train and develop their employees. * Training and development systems should help managers and employees internalize their organization’s mission and values and help them understand how the mission and values pertain to their roles in their organization. This should enable them to more effectively articulate messages that consistently and frequently reflect the brand and organizational image. * Advertising and public relations systems should communicate messages that consistently and frequently reflect the brand and organizational image. Managers should be taught the importance of communicating messages that are consistent with their organization’s mission, vision, policies, and practices. * Performance management systems should address inconsistencies between practices and policies to minimize violations of employees’ psychological contracts. * Accurate and spe cific job previews should be given to new employees so that realistic expectations are incorporated into their psychological contracts. * Corporate culture (artifacts, patterns of behavior, management norms, values and beliefs, and assumptions) should reinforce the messages employees receive. Individual output should be measured and analyzed to determine if there are message-related problems at the departmental, divisional, or organizational levels. * Individual messages should be continually examined for consistency with other messages. * Message channels should be examined to ensure consistency of message delivery. * In the event that messages need to be changed or psychological contracts altered, organizations must take careful steps in rewriting the messages. * Measures should be used to assess outcomes such as customer retention, service quality, turnover, and employee satisfaction and performance FACTORS OF FAILURE AND SUCCESS IN INTERNAL BRANDING Organization Factors in the organizational dimension are difficult to change or indeed influence at all, given the scope and intangibility of many of these factors. Thus, while culture has a large impact on internal branding programmes, awareness, rather than change of this culture, may be appropriate. However, cultural change may be necessary where there exists no fit between the prevailing culture and the objectives of the internal branding programme. Cross-functional coordination and cooperation have been suggested to reduce internal competition and departmentalized thinking. Information The effectiveness and overall success of internal branding programmes is dependent on an in-depth knowledge and understanding of the internal as well as the external environment of the organization. While market research provides such information , the measurement of target performances and collection of feedback from all organizational levels as well as from outside the organization enables management to assess the suitability of the current programme to the and highlights any necessary changes to be made . Management This dimension is concerned with the degree and nature of visible support given by management to the internal branding programme. In order to be regarded as legitimate by the target audience, management has to lend its support to the programme, as well as visibly adhere to it. In fact, as internal branding is concerned with the corporate brand, responsibility for the internal branding effort should lie with the CEO of an organization, given that role’s intensive association with the organization’s strategy and brand. It has been suggested in the literature that a multi-departmental approach may be most appropriate for internal branding, particularly with a view to the importance of the HR function. Also, the composition and management of brand teams has been mentioned as having an impact on internal branding programmes. Communication Information needs to be made available to everyone in the organization without exposing individuals to too much detail in order to avoid information overload. Likewise, messages should be internally and externally aligned to avoid confusion. Only where the objectives of the internal branding programme are in line with the overall business objectives and properly translated to the target audience is a programme capable of achieving its intended outcome. The effectiveness of communication depends on constant reinforcement on one hand, and adaptation to internal and external changes on the other. Strategy Alignment should exist between all strategies and programmes employed by an organization, including the fit between the internal (or external) brand and the objectives of the business. Conflict between these will reduce the appeal and believability of the brand and greatly reduce a program me’s effectiveness. Further aspects under this dimension include scheduling the most suitable timing and budget the programme. Staff Recruiting, motivating and rewarding staff are all aspects that can influence the readiness among employees to adopt a new or altered strategic direction with respect to the internal brand. Consequently, like the organizational dimension, the staff dimension addresses the most favorable preconditions for internal branding as well as techniques capable of further enhancing the effectiveness of the programme. Likewise, this dimension highlights the importance of gaining not only leadership support, but also the support of employees at all levels, since they constitute the largest audience for the internal branding programme. Internal branding is deemed most effective where the programme has been designed in participation with employees. Education Out of the previous six dimensions arises the need for a seventh concerned with the education of staff and management to prevent some of the failures that may occur during internal branding programmes as a result of ignorance and flawed preconceptions. Thus, this dimension calls for the identification of such beliefs, attitudes, and mental models through market research and constituency assessments and their alignment with organizational objectives and policies through education. ROLE OF HR IN INTERNAL BRANDING The degree of HR involvement in internal branding was evaluated using the mean of the five-item measure presented in diagram The measure’s mean of 3. 31 on a six-point scale (1 – strongly agree; 6 – strongly disagree) does not indicate a strong degree of HR involvement in internal branding activities. In fact, fully one-fifth of the respondents generally or strongly disagreed that brand value training is provide or that the knowledge is used in staffing decisions. More than 30 percent generally or strongly disagreed that annual performance reviews or departmental plans consider the brand values. It is apparent that HR is not heavily involved in the internal branding process, and/or that internal brandingis not considered a high priority function at most American firms. When asked who within the company delivers the brand message, more than two-thirds (68 percent) of respondents indicated it was top management, followed by marketing personnel (35 percent), the immediate supervisor (27 percent), and human resources (16 percent). Since respondents were able to check more than one response, it is apparent that in many cases more than one individual in the company delivers the brand message, and the involvement of HR could be stronger. Incorporation of the brand message into work activities The incorporation of the brand message into work activities is not particularly strong. With an overall mean of 2. 68 on a six point scale (1 – strongly agree; 6 – strongly disagree), it appears that American professionals do not emphasize the integration their firm’s brand message into their general work activities, at least at the level one might expect given recent accounts in business and academic literature. Personal involvement in the brand Respondents’ attitude toward the company brand was stronger than may have been suspected by the human resource involvement and the incorporation of the brand message into work activities. The measure’s mean of 2. 4 on a six-point scale illustrates a relatively strong respondent attitude toward their respective brands, and possible opportunity for furthering the development of incorporation the brand in work activities. Relationship between HR involvement in internal branding and the incorporation of the brand message into work activities and personal involvement in the brand While perceived HR involvement in internal brandingand the incorporation of the brand message into work activities appears moderate at best within US businesses, there is a relatively strong relationship between the means of the two variables. As the findings in Table IV indicate, the relationship between mean HR involvements in internal branding and mean incorporation of the brand message as well as the relationship between mean HR involvements in internal branding and mean personal attitude toward the brand are significantly correlated. In other words, respondents who perceived a stronger involvement of the HR function in internal branding were more likely to incorporate the brand message in work activities and/or had a more positive personal attitude toward the brand. HR involvement in internal branding and the incorporation of the brand message into specific work activities Not only does a strong relationship exist between mean HR involvements in internal branding and mean incorporation of the brand message, but a relatively strong relationship also exists between mean HR involvement and each of the specific work activities tested. In each case a significant, positive relationship can be found, as well as possible opportunity for enhance brand integration among American professionals. RESEARCH METHODOLGY Data Collection:- There are two main sources for collecting data. These are: 1. Primary Data 2. Secondary Data 1. Primary Data: The primary data was collected in the form of questionnaire from employees of various industries like IT industry, Hotel industry etc. 2. Secondary Data: The secondary data was to be collected from reference books, journals, magazines, and newspapers and through internet. The research instrument was Questionnaire. SAMPLE SIZE: The sample size for the questionnaire was 50 employees. SAMPLE METHOD: Simple random method of sampling. The limitation of the study was:- * The area covered was only pune city. * There was the lack of diversification within each sample, and the relatively low total sample size employed. * The respondents may be biased or influenced by some other factors. DATA ANALYSIS 1) Did your organization carry out induction program? YES| NO| 80%| 20%| Through this graph we have tried to show that 80% of the organizations carry out the induction program whereas 20% of the organizations do not carry out the induction program. 2) Did in induction program you cover Employee branding? YES| NO| 80%| 20%| In the second graph we have tried to figure out how many organization in induction program cover the employee branding technique and the result was that 80% of the organization mainly It industry do cover the employee branding technique whereas 20%of the industry do not cover it. ) Which technique do you use for employee branding? Mentoring| Presentation| Apprenticeship| Other| 30%| 20%| 30%| 20%| In these graph we have tried to find out which method do they use to tell them about their brands they use various method like mentoring where only 30% of them use it then other is mentoring where only 20% only use it other apprenticeship where only 30% use it and there are other method which only 20% of the organization use it. ) Do you have any other employee branding program for existing employee? YES| NO| 10%| 90%| Through this graph we have tried to figure out how many organization uses any other employee branding program for their existing employee the result was that 10% says they do have where they send their employee for training for some limited amount of time to brush up their knowledge and 90% says they do not have. 5) What is the best way to approach employee branding? EMPLYOEE | CUSTOMER| 50%| 50%| In this we try to find out who is the best way to approach Employee branding and we come to know that marketers should look at employees as an internal market, where the objective is to make them feel valued and give them a sense of belonging because this is a basic human need. But equally staff should be viewed as another vehicle to communicate and manifest the brand. 6) Who should take charge of employee branding? TOP LEVEL| HR DEPARTMENT| MARKETING DEPARTMENT| OTHER| 40%| 40%| 10%| 10% | In this we try to find out who has the main responsibility of conveying the employee branding and the result was it is not whole-sole responsibility of one department it is the responsibility of all the department. 7) How do you communicate internal branding? MEETINGS| SPONSORING | NARRATING STORY| OTHERS| 20%| 40%| 10%| 30%| Through we try to find out what is the best way to communicate your brand to people because brand is at the centre of the organization that why organization uses meetings, narrating events to tell them about their brands. ) What are the ways you use to make them interested in the brands? TV-ADS| SPONSORING| INTERNET| OTHERS| 40%| 30%| 20%| 10%| In this we have shown which are the best medium to communicate about our brand we have seen TV-ads , internet ,organizing events were the best way to communicate about it because it attract lot of attention of the customers. 9) How do you monitor the success of your internal brand? SETTING TARGET| CLIENT ASSESSMENT| OTHER S| 40%| 40%| 20%| In this we have tried to figure out that how they monitor the success of their brand because sometime it become benchmarking exercise to try to see if anything is becoming problematic so they set target and sometime they do client assessment test where they interviewed 50 people from client organization. 10) To what extent do employees understand what their organization brand represents? At 20%| At 50%| At 70%| 70% or above| 10%| 40%| 30%| 20%| In this we have tried to find out how much employees of an organization understand their brand so we have try to present in the form of numeric form FINDINGS In general, the majority of participants were able to articulate (in varying degrees) what their organization’s brand represents In relation to the way in which employees acquire organizational knowledge for the purpose of carrying out their roles and responsibilities, the results revealed three strong themes, that is, training, customer/market information and work environment (co-workers). The employees devoid of brand knowledge are unable to transform the brand vision into the brand reality evidence presented here suggests that there is still an inconsistent practitioner approach to the provision of employee-relevant brand information. This is somewhat surprising, given that it is apparent from the comments provided by the participants who lacked customer or market information that employee satisfaction and their ability to successfully carry out their roles and responsibilities is adversely impacted. Despite the speed with which business decisions need to be made today in order to remain competitive, individuals within organizations are still not being given the support and skills they feel are necessary for them to respond effectively to the business challenges of today. CONCLUSION It could be concluded that employee branding is becoming the concept or mantra of today’s business world. Employee branding helps the companies to have better perspective of their consumers and motivate the employees as well. The brand interpretation in the mind of customer is very important. At the end of the day, how the brand is positioned in the minds of the consumers is heavily dependent on company’s employees. Investment in an organization’s human capital is a precursor for subsequent organizational success, especially in such a competitive global market. While conceptually this appears to be a reasonable assumption, the empirical evidence is limited to the validation of the link between employee satisfaction and customer loyalty. In particular, internal brand management has been identified as a means to engender such outcomes (eg organizational success and employee satisfaction) and yet there appears to be limited understanding as to the impact of such efforts from an employee perspective. Without such insight, attainment of a desired level of employee satisfaction could be considered synonymous to ‘flying blind’. Furthermore, it becomes increasingly challenging to justify such an internal investment without evidence of the impact such an investment has on the organization as manifested in employee attitude and behavior. SUGGESTIONS * Cultivate a culture that reinforces your Brand Contract and encourage employees to â€Å"live the brand† * Measure the effectiveness of your internal branding strategy to maximize the ROI on your internal branding initiatives * Insist that senior management models brand-focused behavior and cultural values. * Set communication alignment goals (are you even measuring the effectiveness of your internal communication. Make positive examples of employee behavior that represents your values, mission, brand and business strategy. * Reward employees for demonstrating their commitment to your brand contract and values. * Show daily how commitment to mission and values is the touchstone that drives your decisions. * Harness the entire creativity of every employee i n bringing the brand to life. * Involve all departments in branding, not just marketing – HR, operations, customer support, development, finance, and more. REFERENCES BOOKS AND JOURNALS * Aurand, T. W. , L. Gorchels and T. R. Bishop (2005), ‘Human resource management’s role in internal btanding: an opportunity for cross-functional brand message synergy’, Journal of Product and Brand Management, vol. 14, no. 3, pp. 163-9. * Bak, C. A. , L. H. Vogt, W. R. George and I. R. Greentree (1994), ‘Management by team: an innovative tool for running a service organization through internal marketing’, Journal of Services Marketing, vol. 8, no. 1, pp. 37-47. * Ballantyne, D. (1997), ‘Internal networks for internal marketing’, Journal of Marketing Management, vol. 13, no. 5, July, pp. 343-66. * Barnes, B. R. , M. T. Fox and D. S. Morris (2004), ‘Exploring the linkage between internal marketing, relationship marketing and service quality: a case study of a consulting organization’, Total Quality Management, vol. 15, nos. 5/6, pp. 593-601. * Beagrie, S. (2003), ‘How to †¦ influence employee behavior through internal marketing’, Personnel Today, August, p. 35- * Bergstrom, A. , D. Blumenthal and S. Crothers (2002), ‘Why internal branding matters: the case of Saab’, Corporate Reputation Review, vol. 5, nos. 2/3, Fall, pp. 133-42. * Berry, L. L. (1981), ‘The employee as customer’, Journal of Retail Banking, vol. , pp. 25-8. * Berry, L. L. , M. C. Burke and J. S. Hensel (1976), ‘Improving retailer capability for effective consumerism response’, Journal of Retailing, vol. 52, no. 3, Fall, pp. 3-15. * Berry, L. L. and A. Parasuraman (1992), ‘Services marketing starts from within’, Marketing Management, vol. 1, no. 1, pp. 24-34. * Bo wen, D. E. and E. E. Lawler III (1992), ‘the empowerment of service workers: what, why, how, and when’, Sloan Management Review, vol. 33, no. 3, spring, pp. 31-9. INTERNET SITES www. google. com www. philipkotler. com www. Shrm. org www. wikipedia. com QUESTIONNAIRE ) Did your organization carry out induction program? Yes No 2) Did in induction program you cover employee branding techniques? Yes No 3) Which techniques do you use for employee branding? Mentoring Presentation Apprenticeship Other 4) Do you have any other employee branding program for existing employee? Yes No 5) What is the best way to approach employee branding? Employees Customer 6) Who should take charge of employee branding? Top level Hr department Marketing department other 7) How do you communicate internal brands to people? Meetings nsor sponsoring narrating story Other 8) What are the ways you use to make them interested in the brand? TV-ads Sponsoring Internet Other 9) How do you monitor the success of your internal brand? Setting targets client Assessment Other 10) To what extent do employees understand their organization brand represent? At 20% At 50% A At 70% 70% or above How to cite Employee Retaintion, Papers