Chapter 4 Case Analysis
4.3 Analysis of Employee Psychological Ownership
4.3.2 Brand Psychological Ownership
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for the company to satisfy employees’ innate needs to be efficacious, and at the same time to convince them of the importance of their roles in the company.
4.3.2 Brand Psychological Ownership
In addition to organizational psychological ownership, there is another state of ownership found in a corporate, and this is possessive feeling toward the corporate brand which signals the emergence of brand psychological ownership among
employees. According to Chiang (2009), brand psychological ownership is triggered by satisfying certain needs, including a sense of belonging toward the corporate brand, feelings of efficacy for the corporate brand and corporate brand image
extension. Besides, he also proposes three kinds of traits found in brand psychological ownership, which are positive attitude, accountability and identification with the corporate brand. When applied to Sinyi Realty, we try to figure out how its employees think of the corporate brand and how they express their feelings of possessions toward the corporate brand.
It is inferred that when employees feel they are responsible for enhancing or protecting the corporate brand, they seem to defend their own images to some extent.
For most of the respondents, whether they would like to defend Sinyi’s brand depends on to whom they are going to explain, whereas still others believe that it is their responsibilities to defend and improve the corporate brand:
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When I hear someone’s evaluation going against Sinyi Realty, I would be desperate to talk to them and share everything good about Sinyi Realty with them. I’ll do my best to explain to them. (FH12)
If someone misunderstands Sinyi Realty, whether I would stand up for it is conditional on the nature of things. I think it’s no need to do further
explanation to those who take certain thing or someone wrong. However, if they misunderstand corporate concept and brand value, I would like to actively discuss with them and tell them the truth. (FH01)
…… I would voluntarily explain to the customers the reasons of adopting these procedures and the ensuing effects on their rights after implementation.
This way makes them clearly understand the securities they obtain for their rights and further motivates them to identify with the procedures insisted by Sinyi Realty. But there are still others who don’t want to make further explanation about the procedures and reply without any concern. (MH21)
Feeling efficacy for the corporate brand is one need to be satisfied by brand
psychological ownership, which is similar to organizational psychological ownership.
As such, possessing ownership for the brand facilitates the feelings of influence over
the management of corporate brand:
I would do my best for which I’m responsible and this can avoid sales conflicts in days to come…… and other colleagues also work hard on checking on available houses to ensure the customers they are definitely not haunted houses. This way is indeed beneficial for the corporate brand. (FI16)
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As for customer, they would identify with the agents first then with the corporate brand. In other words, once the customers are satisfied with the services provided by Sinyi agents, they would start to like the Sinyi agent they work with. Further, the customers would project their good impression of the agent upon Sinyi Realty, and finally they even identify with the corporate brand. Accordingly, it is the services we provide that differentiate us from other companies. (MH21)
My working partners would feel satisfied in the store if I create and maintain a favorable and comfortable working environment for them. In this regard, the services they provide would also satisfy the external customers. By which every store aims to do like this, it definitely brings a positive impact on the corporate brand. (MI08)
Next on, this study turns to another trait of brand psychological ownership found in a corporate, which is identification with the corporate brand. Even if employees perceive their identification with the corporate brand, identification among employees
goes with a wide range of degree found in Sinyi Realty:
I have identified with Sinyi’s brand when I was a customer then; needless to say, the extent to which I identify with it has been exalted after I work for Sinyi Realty, and I also gradually realized its external brand image coincides with inner concepts and practical operation. (MA04B)
Actually, this event (Yi-Fu Realty news) is indeed against Sinyi’s brand image which is “do what I say”. As for me, this event brings little impact on my
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feeling toward Sinyi Realty instead because I’m always at the middle place of Likert Scale in terms of identification with corporate brand. I know the brand values are great, but in reality sometimes the company still can’t 100% carry them out. Therefore, I realize that the degree to my identification with it won’t go up to the top. (MI11A)
Frankly, I don’t agree with its decision that aims to expand the realty market in China. This strategy exactly conflicts with core corporate concept which stresses “doing right before getting interests”. As a result, my psychological ownership for Sinyi’s brand gradually wanes down. (MH21)
Besides, Sinyi Group has many other subsidiaries engaging in different specialties, and within it Sinyi Realty possesses the most resources and always has to share them with other subsidiary businesses. Based on the fact, one question arises from this situation and is directed at the employees of subsidiaries: which corporate brand they
identify with the most? Either certain subsidiary they work at or Sinyi Realty?
Recently, “Sinyi” has been added on to our company’s original name, and this change would raise our identification with “Sinyi Realty” in a practical manner. But here comes a question: do I belong to Sinyi Realty or to the company I work at? ……we would create our identification with the subsidiary and feel that it is our family. In this regard, I would identify with Global Asset Management much more, and comparatively identify with Sinyi Realty less. (MA04A)
However, the subsidiaries of Sinyi Group follow Sinyi’s corporate culture and brand
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spirit, whereby identification with Sinyi Realty would be strengthened among
employees of other subsidiaries. After all, subsidiaries of Sinyi Group represents the brand of “Sinyi” to some degree. On the other hand, each subsidiary would bind its
employees together to form their psychological ownership for the subsidiary itself.
Perhaps sometimes they feel confused with the shift between psychological ownership for the company they work at and for Sinyi Realty.
At last, we put our emphasis on another root of brand psychological ownership which is corporate brand image extension. Simply speaking, when you think of this brand as yours and wholeheartedly identify with this brand, you would then view the corporate brand image as part of extended self (Furby, 1978). In this regard, the brand represents part of you so you hope it would become better and better. Within a
corporate, employees are still split in half that some tend to relate themselves to
corporate brand image and the others don’t, for sure Sinyi Realty is not the exception:
To be frank, I integrate myself with Sinyi Realty in a whole. As a result, I don’t want it spoiled and to hear of anything bad about Sinyi Realty. I would feel shamed if I hear of it. (FH12)
…… I hope outsiders consider me good because I came from Sinyi Realty.
Thus I’m proud of Sinyi Realty and think it is proud of me as well. (FU03)
I personally think how is the corporate brand image has a direct influence on me. …… however, I feel the strength of corporate brand is weaker than before
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because the public mostly mistake Sinyi Realty for other realty companies that are notorious for their malicious behaviors. Accordingly, I don’t really want to talk about which company I’m working for and try to avoid joining this kind of topic. Nowadays, I become afraid of relating myself to Sinyi Realty though I know the company is becoming bigger and better. It is the environment outside which alters public impressions of realty agents that changes my perception of Sinyi’s external image. (MI08)
Accordingly, even if employees identify with the corporate brand itself still some of them don’t want to relate themselves to it for certain reasons. On the other hand, when
employees view corporate brand as part of extended self, they would like to keep their images consistent with it and further hope it becomes better and stronger. Take Sinyi
Realty for example, if there are more employees who consider themselves as “Sinyi Man”, the company is much more likely to unite them to become usable momentum
for effectively carrying out core concepts of “Sin-Yi”. Further, the company would bring positive effect on the realty industry and be expected to transform public impression of realty agents.
4.4 Relations between Internal Marketing and Employee Psychological Ownership & Derivative Propositions
Based on the results of analysis, it is inferred that relationships between internal marketing and employee psychological ownership can be proved by facts and
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evidences from interview materials. Besides, drawn from the case analysis there are other critical factors that bring influence on performances of employee psychological ownership. Accordingly, in order to have a good command of the relations, it’s better to make use of graphic explanation (see figure 3). This graph explicitly points out two kinds of relations that both practices of internal marketing and some other facts found in Sinyi Realty exert their influences on employee psychological ownership.
Figure 3. Key Findings about Relation between Internal Marketing and Employee Psychological Ownership
Firstly, we focus on the relations between internal marketing and employee psychological ownership regardless of positive or negative. Generally, most of the companies would not like to lift basic salary for its employees, especially for the
newly employed. However, Sinyi Realty decides to lift basic salary up to 60 thousands per month for the newly employed in the first six months. From Sinyi’s
Employee Psychological
Ownership
Internal
Marketing
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perspective, they expect of the novice working hard and trying best without worrying their living, which makes them feel secured and strive for the company. In this regard,
the novice would gradually form sense of responsibility and positive attitude toward the company. Six months later, those who can’t pass the examination would be forced
to leave and the rest would become permanent employees. For the eligible employees, they’ve already equipped with needed skills and knowledge in the six-month period
whereby they can nail the works on their own, even though basic payment goes back to around 24 thousands per month. When it comes to the salary and bonus system of Sinyi Realty, it is totally different from that of other realty companies which
emphasizes individual bonus instead of team-work performances. As for Sinyi Realty, they make efforts to attract ideal employees who are willing to work hard, act
decently and being conscientious about their works by means of its designed salary and bonus system. It is the exclusive salary and bonus system that helps out keeping appropriate employees work for the company. Most importantly, employees who choose to stay on at Sinyi Realty are more likely to identify and further internalize the corporate concepts and brand values. It’s worth mention that Mr. Chou, Chun-Chi, chairman of Sinyi Realty, is generous in providing handsome award money, like appropriating one-third of annual revenue for employee’s year-end bonus or offering higher bonus while employees stay longer and reach certain level of sales amount.
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Accordingly, taken the specific salary and bonus system into account those employees who would like to keep working hard are expected to finally possess positive attitude
and feel sense of accountability for the company. Based on the discussion above, one related derivative proposition arises: “A more transparent, reasonable and
encouraging salary and bonus system would make employees gradually possess
positive attitude and further sense of responsibility for the company.”
There would be many other people working together in the same place, and what really counts is the practices of organizational communication. In Sinyi Realty, all newly employed would be assigned a specific senior mentor to give them timely and proper instructions while they are in need for work. This kind of apprenticeship helps the novice adapt themselves to the works sooner and the working place as well. In fact, if the appointed mentors do their best to guide, teach and interact with the newly employed they would hold a much more positive attitude toward the works and form their sense of belonging to the working place little by little. However, if the mentors would not like to take on responsibility of taking good care of the novices, they may ask no one for help and feel frustrated in the end. Some may turn to other seniors for help, whereas still some can’t bear facing such situation because they don’t receive due care and support from the company. On the other hand, ways of communication implemented by direct supervisor would be another issue. According to interview
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materials, in recent years Sinyi Realty starts to stress the importance of
communicating with subordinates, especially for the realty agents. Take store manager for example, they are now expected to listen attentively to the subordinates and also help create a more harmonious working environment. Actually it is widely recognized
the working place which is conducive to having communications would be thought to be a pleasant place to stay and work. What’s more, gradually sense of belonging
would then emerge to some extent among employees. In terms of weekly or monthly meetings, senior authorities mostly would attend related meetings in person, which creates chances for employees to have conversation with the high-level seniors and makes them feel valued by the company. Once their opinions and ideas are recognized or even adopted, then employees would start to form feelings of efficacy over the company. In this regard, one related proposition comes out: “The extent to which working environment is conducive to and in support of having communication has a
huge impact on forming sense of belonging and feelings of efficacy for the company
among employees, which directly affects the turnover of staff.”
Every company has its own specific corporate culture which also exerts
significant influence on employee psychological ownership. As for Sinyi Realty, when it comes to job promotion or internal job switch, there is no restriction at all as long as you’re capable of doing things and willing to take on the ensuing responsibility. For
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example, a realty agent who has worked for two some years can turn to striving for managerial position mostly the store manager. Generally speaking, most of the
companies think highly of employee’s seniority in terms of job promotion, whereas Sinyi Realty doesn’t seem to limit its employees’ capacities and possibilities in career
development. Moreover, there have been some changes in corporate culture for the past few years in respect of organizational communication and monthly leave. In the past, effective communication didn’t seem to appear frequently within Sinyi Realty and vertical communication in particular, but in recent years the company has kept putting more and more emphasis on having effective communication with employees.
In order to put the concept into effect, direct supervisors are asked to possess more empathy, treat subordinates with due respect and be inclined to give them timely encouragement. Under such condition, employees are more likely to be encouraged to possess higher working morale and passion. On the other hand, Sinyi Realty also starts to stress the work-and-life balance, which indicates the company tries hard to carry out the regulated monthly leave specific to employees. In general, the changes
in corporate culture of Sinyi Realty are deemed as perceptible internal progress by its employees. As a result, here comes another derivative proposition which is “The
corporate culture which seems more favorable for employees is the key to motivating
them to hold positive attitude and further identify with the company.”
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In addition to internal progress recognized by employees, Sinyi Realty aims to lift external growth as well for sure. Sinyi Realty is the only one listed realty company in Taiwan, and it also actively explores and expands foreign markets, including China and Japan. When a company scales up then it needs more and more assistance to take care of its businesses, which refers that there would be more and more internal job vacancies released. In other words, employees may switch their jobs to another without transferring to other companies. Besides, there is no special restriction on such application as long as employees are deemed as capable of doing the job and taking on ensuing responsibilities. As for employee, having the opportunity to transfer the original job to a new one increases the possibility for them to meet challenges from works. In fact, higher challenging the job is, higher working passion employees would hold. Further, they are more likely to form sense of accomplishment to some extent when successfully tackling the challenges from work. Therefore, employees are able to exert their capacities and further manifest self-worth of their existences by means of shift in job. Most importantly, by the time they find their own values in the
company they would like to stay on and keep working for it. Accordingly, it is
inferred that “only if employees have fun at work, hold working passion for the works
and finally realize their own values for the company would they like to stay on in the
company and further identify with it.”
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CEO of Sinyi Realty refers to another meaning which is “Chief Ethical Officer”.
Actually, this position is regarded as the heart of the company. CEO of Sinyi Realty perhaps is the unprecedented position in Taiwan, let alone other realty companies.
Compared to organizational communication, the company seems to put more focus on brand communication with its employees. The CEO is responsible for convincing employees that combining brand values with practical operation is possible.
Implementing the combination has its difficulties in theoretical and practical aspect.
As a result, Sinyi Realty has kept paying attention to this latent problem and finally it sets up the position of CEO which is directly subordinate to Mr. Chou, Chun-Chi. The CEO has to transform corporate concepts into practical measures which could be effectively applied by employees and realty agents in particular. By the time employees can smoothly interact with the customers in accord with brand concepts and spirit, it seems that somehow those addressed rules and concepts would be
internalized to become part of their personal characters. In other words, establishment of CEO can be regarded as a contributor to enhancing psychological ownership for the corporate brand. Whereby constantly carrying out the corporate concepts through works, employees would be more likely to believe in the company and identify with
internalized to become part of their personal characters. In other words, establishment of CEO can be regarded as a contributor to enhancing psychological ownership for the corporate brand. Whereby constantly carrying out the corporate concepts through works, employees would be more likely to believe in the company and identify with