University of Isfahan Research in Cognitive and Behavioral Sciences 2251-7642 9 2 2019 12 22 Perceptions, employee-organization relationships and perceived corporate reputation on employees' engagementreputation on employees engagement Perceptions, employee-organization relationships and perceived corporate reputation on employees' engagementreputation on employees engagement 47 64 25391 10.22108/cbs.2021.125015.1447 FA Reza Ebrahimzadeh Dastjerdi Assistant Professor of Facuty Management Isfahan (Khorasgan) Branch, Islamic Azad University, Isfahan, Iran Abbas Ghaedamini Harouni Assistant Professor of Facuty Management Isfahan (Khorasgan) Branch, Islamic Azad University, Isfahan, Iran Ali Reza Abedini MSc. Student Manager of Public Administration, Isfahan Islamic Azad University, Khorasgan, Isfahan, Iran Journal Article 2020 09 21 The purpose of the present study was to determine the effects of leader motivating language on employees engagement through intermediary variables of transparent and symmetrical communication perceptions, employee-organization relationships and perceived corporate reputation on employees engagement in Tuka Foolad Investment (Holding) Company. For this purpose, 787 employees of Toka Foolad Investment Holding Company were classified according to the volume. They responded to research tools. The instruments were: Dozier et al. (1995) Symmetric Communication Questionnaire, Rawlins Transparent Communication Questionnaire (1992), Han and Groning (1999) Individual Communication Questionnaire, Gardberg & Fumbron (2002) Organizational Reputation Questionnaire, Sex and Employee Enthusiasm Questionnaire Rothman (2006) and Kang (2010), Leader Wimfield et al. (1998) Motivational Language Questionnaire Research data were analyzed by Structural Equation Modeling (SEM). The results indicated that there is a positive significant relationship between motivating language and symmetrical communications with the coefficient value of 0.41, between motivating language and transparent communication perceptions with the coefficient value of 0.48, between two-way symmetrical communications and transparent organizational communication perceptions with the coefficient value of 0.26, between transparent organizational communication perceptions and employee-organization relationships perception with the coefficient value of 0.14, between employee-organization relationships perception and the variables of perceived corporate reputation and employee engagement with the coefficient values of 0.61 and 0.64, and corporate reputation and employee engagement with the coefficient value of 0.30. the major hypothesis is confirmed although the direct effect of motivating language on employee engagement with the coefficient value of 0.04 was not significant. However, the effect of motivational language directly on the employees' enthusiasm variable with an impact factor of 0.04 was not significant. Therefore, by recognizing the atmosphere and environment of the organization, managers can establish a more appropriate two-way relationship with their followers and share their expectations and mindsets more easily and clearly with their followers. On the other hand, these transparent and reciprocal relationships and supportive language of senior managers make the employees of this holding feel good about being in this company or a group of companies of this holding, which leads to the improvement of the employees 'relations with their organization, the internal reputation perceived by them and the employees' enthusiasm. The purpose of the present study was to determine the effects of leader motivating language on employees engagement through intermediary variables of transparent and symmetrical communication perceptions, employee-organization relationships and perceived corporate reputation on employees engagement in Tuka Foolad Investment (Holding) Company. For this purpose, 787 employees of Toka Foolad Investment Holding Company were classified according to the volume. They responded to research tools. The instruments were: Dozier et al. (1995) Symmetric Communication Questionnaire, Rawlins Transparent Communication Questionnaire (1992), Han and Groning (1999) Individual Communication Questionnaire, Gardberg & Fumbron (2002) Organizational Reputation Questionnaire, Sex and Employee Enthusiasm Questionnaire Rothman (2006) and Kang (2010), Leader Wimfield et al. (1998) Motivational Language Questionnaire Research data were analyzed by Structural Equation Modeling (SEM). The results indicated that there is a positive significant relationship between motivating language and symmetrical communications with the coefficient value of 0.41, between motivating language and transparent communication perceptions with the coefficient value of 0.48, between two-way symmetrical communications and transparent organizational communication perceptions with the coefficient value of 0.26, between transparent organizational communication perceptions and employee-organization relationships perception with the coefficient value of 0.14, between employee-organization relationships perception and the variables of perceived corporate reputation and employee engagement with the coefficient values of 0.61 and 0.64, and corporate reputation and employee engagement with the coefficient value of 0.30. the major hypothesis is confirmed although the direct effect of motivating language on employee engagement with the coefficient value of 0.04 was not significant. However, the effect of motivational language directly on the employees' enthusiasm variable with an impact factor of 0.04 was not significant. Therefore, by recognizing the atmosphere and environment of the organization, managers can establish a more appropriate two-way relationship with their followers and share their expectations and mindsets more easily and clearly with their followers. On the other hand, these transparent and reciprocal relationships and supportive language of senior managers make the employees of this holding feel good about being in this company or a group of companies of this holding, which leads to the improvement of the employees 'relations with their organization, the internal reputation perceived by them and the employees' enthusiasm.

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