the present study found a significant medium effect of perceived organizational reputation on employee engagement. When employees think positively of their company, particularly when they believe that the company has strong prospects, a clear vision, promising leadership, and a fair and hospitable work environment, they are likely to engage themselves in the organization. This finding indicates the connection between cognitive perception (reputation) and psychosocial and behavioral reaction (engagement). Similarly, this finding provides empirical evidence for Parsley’s (2006) argument that managing organizational reputation is critical for employee engagement because a bad reputation may cause employees to distance themselves from the business. Therefore, the three communication outcomes, namely, relationship, reputation, and engagement, were closely related in a causal manner and cannot be empirically isolated from one another.