This quantitative study examined the effect of organizational rebranding on employee satisfaction. In an increasingly changing world of brand re-engineering, perception is reality. Moreover, employee attitudes mirror customer perceptions, as employees are customers themselves. There is a growing connection between how an organization wants to be seen and how it is perceived by customers and employees alike. However, customers' perceptions of an organization do not always mirror employee perceptions or customer satisfaction. Are you equating perception and attitude? Rather, employee attitudes mirror customers' attitudes, and employee satisfaction reflects customer satisfaction. However, little research has been done on the impact of change programs on employees; instead, the focus has largely been on customers. Therefore managers, leaders, change agents, and practitioners in the field of change need to understand some of the moderating variables involved in understanding effective change processes and design and in carrying out successful organizational change. Using archival data from a diverse Chinese workforce, we analyzed surveys administered to 25 Chinese-based organizations including 895 subordinates and 321 supervisors, total of 1,216 participants. This study employed a multilevel analysis of variance to test the null hypothesis; the level of statistical significance was set at .01. The regression analysis reflected the level of statistical significance between employees who experienced rebranding, as they tended to report high levels of intentions to leave the company after rebranding. An analysis of the results indicated a strong positive correlation between rebranding and employee satisfaction, as evidenced by the employee retention rate.