The Relationship Between Corporate Image Perception and Organizational Commitment in Health Institutions

¹Karabuk University Vocational School Of Health Services, First And Emergency Aid
²Karabuk University Faculty Of Health Sciences, Department Of Nursing
³Karabuk University Vocational School Of Health Services, Medical Promotion And Marketing

Corporate image can be defined as the picture that the organization visualizes in the minds of various audiences. The
corporate image must be realistic and convincing since it is the duty of the organization to create and maintain trust of the
internal and external target audience.
Organizational commitment means that employees feel the sense of belonging to the organization and provide an advantage
for the organization to benefit from the human resources needed for the continuity of the organization. Researches
conducted have showed that employees with high organizational commitment had higher motivation and productivity;
however, negative behaviors such as absenteeism, being late to work, and quitting the job were less common.
Positive corporate image contributes to provision of high quality service to the organization by ensuring an attractive
alternative for qualified personnel, while qualified personnel working with high commitment and motivation to contribute
to the development of positive corporate image. This process of interaction increases the rates of preference for the
organization by both internal and external stakeholders. Since the scope of services is human health, image management
in health institutions is much more difficult and important than other institutions. In order to increase the competitiveness
in today�s conditions; it is very important that health institution managers work to create a positive corporate image and to
increase employees� commitment. In this study, studies examining the relationship between perception of corporate image
and organizational commitment in the health sector are evaluated.

Keywords:

Sa�l�k Kurumlar�nda Kurumsal �maj Alg�s� ve �rg�tsel Ba�l�l�k Aras�ndaki �li�ki

¹Karab�k �niversitesi Sa�l�k Hizmetleri Meslek Y�ksekokulu, �lk Ve Acil Yard�m Program�
²Karab�k �niversitesi Sa�l�k Bilimleri Fak�ltesi, Hem�irelik B�l�m�
³Karab�k �niversitesi Sa�l�k Hizmetleri Meslek Y�ksekokulu, T�bbi Tan�t�m Ve Pazarlama

Kurumsal imaj (imge), kurulu�un �e�itli kitlelerin zihninde canland�rd�� resim olarak tan�mlanabilmektedir. Kurumsal imaj�n,
i� ve d�� hedef kitle �zerinde g�ven yaratma ve bunu s�rd�rme g�revi oldu�undan ger�ek�i ve inand�r�c� olmas� gerekmektedir.
�rg�tsel ba�l�l�k ise �al��anlar�n kuruma kar�� aidiyet hissetmeleri anlam�na gelmekte ve �rg�t�n devaml�l�� i�in gereksinim
duyulan insan kayna��ndan yararlanabilme konusunda kuruma �st�nl�k/avantaj sa�lamaktad�r. Yap�lan ara�t�rmalar,
�rg�tsel ba�l�l�� y�ksek �al��anlarda motivasyon ve verimlili�in daha y�ksek oldu�unu; devams�zl�k, ge� gelme ve i�ten
ayr�lma gibi olumsuz davran��lar�n ise daha az ortaya ��kt��n� g�stermektedir.
Olumlu kurumsal imaj, nitelikli personel i�in cazip bir se�enek olu�turarak kurumun kaliteli hizmet sunmas�na, nitelikli
personelin y�ksek ba�l�l�k ve motivasyonla �al��mas� ise olumlu kurumsal imaj geli�imine katk� sa�lamaktad�r. Bu kar��l�kl�
etkile�im s�reci, kurumun hem i� hem d�� payda�lar taraf�ndan tercih edilme oranlar�n� artt�rmaktad�r. �retilen hizmet kapsam�n�n
insan sa�l�� olmas� nedeniyle, sa�l�k kurumlar�nda imaj y�netimi di�er kurumlara g�re �ok daha zor ve �nemli
olmaktad�r. G�n�m�z ko�ullar�nda rekabet g�c�n� artt�rabilmek i�in sa�l�k kurumu y�neticilerinin, olumlu kurumsal imaj
olu�turmak ve �al��anlar�n ba�l�l�klar�n� artt�rmak i�in etkili stratejileri geli�tirmeleri olduk�a �nemlidir. Bu derlemede kurumsal
imaj alg�s�n�n �rg�tsel ba�l�l�k ile ili�kisini sa�l�k sekt�r�nde inceleyen �al��malar de�erlendirilmektedir.

Anahtar Kelimeler:

Tu�ba G�ng�r, Ay�eg�l Oksay �ahin, Seliha Se�il Bayram. The Relationship Between Corporate Image Perception and Organizational Commitment in Health Institutions. Journal of Health and Nursing Management. 2020; 7(2): 310-315

Corresponding Author: Tu�ba G�ng�r, T�rkiye