Relevant bibliographies by topics / Employee perception

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Employee perception'

Author: Grafiati
Published: 4 June 2021
Last updated: 15 November 2023

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Journal articles on the topic "Employee perception"

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Govani, Dhvani. "GREEN HRM – A SUSTAINABLE TOOL FOR DEVELOPMENT OF BUSINESS." International Journal of Management, Public Policy and Research 2, no. 4 (October 17, 2023): 51–62. http://dx.doi.org/10.55829/ijmpr.v2i4.189.

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This study examines the perception of employees towards layoff policy in an organization. The research aims to identify the factors that affect employee perception of layoff policies and to explore how these perceptions may influence employee attitudes and behavior. A survey was conducted among employees in different industries and positions to gather data on their perception of layoff policies. The results of the study indicate that employees' perception of the fairness of the layoff policy, communication about the policy, and support provided to employees during the layoff process are significant factors that impact employee perception of layoff policies. Moreover, employee perception of layoff policies has a significant influence on their job satisfaction, commitment, and intention to stay with the organization. . The findings of this study provide insights for organizations to improve their layoff policies and communication strategies to better manage employee perceptions during times of organizational change.
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Amit, Patel Prinjal. "Employee Perception towards Organisational Change." International Academic Journal of Organizational Behavior and Human Resource Management 05, no. 01 (June 6, 2018): 1–25. http://dx.doi.org/10.9756/iajobhrm/v5i1/1810001.

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Yunita, Yunita, Vicky Brama Kumbara, and Mondra Neldi. "PENGARUH PERSEPSI KARYAWAN TENTANG PENILAIAN KINERJA DAN KOMPENSASI FINANSIAL TERHADAP KEPUASAN KERJA KARYAWAN PT. SEMEN PADANG." Jurnal Ekonomi Manajemen Sistem Informasi 2, no. 1 (September 22, 2020): 61–80. http://dx.doi.org/10.31933/jemsi.v2i1.330.

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The purpose of this study is to the description of employee perception about performance appraisal, financial compensation, and job statisfaction, to indentify and analyze the influence employee perceptions about of performance appraisal toward financial compensation, to identify and analyze the influence of employee perceptions about performance appraisal toward job satisfaction, to identify and analyze the influence financial compensation toward job satisfaction, and to identify and analyze the influence of employee perception about performance appraisal toward job satisfaction through financial compensation. The type used in this study is descriptive causative research. The population in this study were all employees of PT. Semen Padang totaling 1551 permanent employees. The sample in this study was 192 questionnaires from 318 questionnaires distributed, and using cluster random sampling. The Data were analyzed with the help of Amos software version 22. The results of this study concluded that employee perceptions of performance appraisals significant effect on financial compensation, employee perceptions of performance appraisal effect significant on job satisfaction, financial compensation significant effect on employee job satisfaction, employee perceptions of performance appraisal significantly influence employee satisfaction through financial compensation.
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Susan, Eneng, Faizal Mulia Z, and Asep Muhamad Ramdan. "Analisis Persepsi Karyawan Dan Lingkungan Kerja Terhadap Kepuasan Kerja Karyawan CV. Kurnia Meubel Kota Sukabumi." Journal of Economic, Bussines and Accounting (COSTING) 5, no. 2 (June 30, 2022): 1507–14. http://dx.doi.org/10.31539/costing.v5i2.2715.

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This study aims to describe employee perceptions, work environment and job satisfaction. Then to analyze employee perceptions, work environment and employee job satisfaction on CV. Kurnia Furniture Sukabumi City. The reason the researcher conducted this research was because there were problems with employee job satisfaction. The object of this research is employee perception, work environment and employee job satisfaction. The research method used in this research is descriptive and associative using a quantitative approach. The population in this study are all 53 employees using saturated sampling. The type of data used is primary and secondary data, the measurement of this study uses a Semantic Differential scale. The data analysis techniques in this study are validity and reliability tests, multiple linear regression including correlation coefficients, determination and research model testing (F test) and research hypothesis testing (T test). The results of this study indicate that the variable of employee perception and work environment on employee job satisfaction has a value of 0.822 which is included in the criteria for a very strong relationship. The relationship between employee perception variables and employee job satisfaction is 0.676. And the magnitude of the influence of employee perceptions and work environment on employee job satisfaction is 67.6% and 32.4% is influenced by other factors not included in this study. Keyword: Employee Perception, Work Environment, Job Satisfaction
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Stankevičiūtė, Živilė, and Wioletta Wereda. "Universalism values and organisational citizenship behaviour referring to employee perception of corporate social responsibility." Management & Marketing. Challenges for the Knowledge Society 15, no. 2 (June 1, 2020): 302–25. http://dx.doi.org/10.2478/mmcks-2020-0018.

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AbstractOver the past decade, the number of studies investigating corporate social responsibility (CSR), its drivers and benefits has been growing. However, several gaps still remain. Previous research mostly investigated customer perceptions of CSR, leaving the employee perceptions in the sidelines and accordingly neglecting the employee importance. Furthermore, although acknowledging that employee perception of CSR is beneficial for the organisation, most of the previous studies have focused on employee attitudes as a desirable outcome forgetting about the employee behaviour, including organisational citizenship behaviour (OCB), which can be a source of competitive advantage. Moreover, although values have been recognised as key determinants of human attitudes and behaviour, it seems that the potential of values, including the universalism values, for driving the employee perception of CSR and OCB has not been revealed. Trying to close the gap, the paper aims at revealing the relationship between the employee perceptions of CSR, employee OCB and universalism values. In doing this, quantitative data were collected (301 responses in total). Consistent with the expectations, the survey indicated that employee perceptions of CSR directed at four main stakeholder groups, namely employees, customers, government, and social and non-social stakeholders had a positive effect on OCB. As it was expected, universalism values drive both the employee perception of CSR and employee OCB. Moreover, the findings support the idea that the employee perception of CSR partly mediates the relationship between the universalism values and OCB. Generally, the obtained results highlight the necessity for organisations to invest not only in CSR, but also in employee perceptions of CSR, as this could drive extra-role employee behaviour, namely OCB.
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Pawłowska, Anna, and Agnieszka Postuła. "Employee and employer. Research considering mutual perception of relationships between employee and employer with projection techniques." Problemy Zarzadzania 12, no. 1 (March 31, 2014): 30–49. http://dx.doi.org/10.7172/1644-9584.45.3.

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Alam, Mohammad Nurul, Juman Iqbal, Hammad S. Alotaibi, Nhat Tan Nguyen, Norazuwa Mat, and Ali Alsiehemy. "Does Workplace Spirituality Foster Employee Ambidexterity? Evidence from IT Employees." Sustainability 15, no. 14 (July 18, 2023): 11190. http://dx.doi.org/10.3390/su151411190.

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Incorporating spirituality into the workplace positively affects employees’ physical, psychological, mental, and spiritual well-being, hence contributing to sustainability. With this background, the objective of this study is to broaden our understanding of workplace spirituality and its association with employee ambidexterity through the theoretical lens of social exchange theory. It also examines the underlying mediational mechanism of employee perception of managerial trustworthiness and the moderating role of psychological distance A total of 384 Information Technology (IT) professionals participated in the study. Data were analyzed using Smart-PLS. It was found that workplace spirituality has a positive association with employee ambidexterity. Further, employee perception of managerial trustworthiness partially mediated the relationship between workplace spirituality and employee ambidexterity. Surprisingly, psychological distance did not moderate the relationship between workplace spirituality and employee perception of managerial trustworthiness. However, psychological distance moderated the relationship between workplace spirituality and employee ambidexterity. This study is an attempt to broaden the frontiers of workplace spirituality research, and it provides critical insights into how workplace spirituality fosters employee ambidexterity via employee perception of managerial trustworthiness. The findings also contribute to the scant research on the moderating role of psychological distance. Although studies have emphasized the need to explore the positive consequences of workplace spirituality, scant attention has been paid to its association with employee ambidexterity. To the best of our knowledge, no prior examination has been done on such a model, making our study unique and novel.
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Chen, Shyh-jer, Pei-fen Lin, Chia-mei Lu, and Chiung-wen Tsao. "THE MODERATION EFFECT OF HR STRENGTH ON THE RELATIONSHIP BETWEEN EMPLOYEE COMMITMENT AND JOB PERFORMANCE." Social Behavior and Personality: an international journal 35, no. 8 (January 1, 2007): 1121–38. http://dx.doi.org/10.2224/sbp.2007.35.8.1121.

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In this study a hierarchical linear model was employed to identify the specific relationships between employee affective commitment, employee perceptions of HR practices and job performance, and the moderating effect of HR strength was examined, using the extent to which employers and employees share the same perceptions of HR practices as a proxy for consistency. The data were collected via structured questionnaire from hairdressing salons throughout Taiwan. Usable questionnaires from 307 hairdressers and 103 shop owners constituted individual- and organizational-levels of data. We found that the more consistent the perception of HR practices between hairdressers and shop owners, the greater the employee affective commitment to the organization, emphasizing the value of HR practices in communicating clear and direct signals to employees regarding norms and expectations.
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Pimentel, Duarte, and Raquel Rodrigues. "Employee Silence and Entrepreneurial Orientation in Small and Medium-Sized Family Firms." European Journal of Family Business 12, no. 1 (March 8, 2022): 39–50. http://dx.doi.org/10.24310/ejfbejfb.vi.13536.

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This paper aims to assess differences between employees of family and non-family firms regarding their levels of employee silence and their perceptions of the company’s entrepreneurial orientation. Moreover, focusing on family firms, we assess the relationship between the levels of employees’ silence and their perceptions of the firm’s entrepreneurial orientation. The empirical evidence is provided by a sample of 245 Portuguese employees, 117 employees of family firms, and 128 of non-family firms, who responded to a questionnaire that included employee silence and entrepreneurial orientation measures. Results reveal that family firms’ employees show higher levels of employee silence but perceive their companies as less entrepreneurially oriented than employees of non-family companies. In addition, our results do not support the idea that there is a relationship between the levels of employee silence and the employee’s perception of the company’s entrepreneurial orientation. This paper offers initial insights into the debate on the relationship between the levels of employee silence and the employee’s perception of the company’s entrepreneurial orientation in family firms.
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Špoljarić, Anja, and Ana Tkalac Verčič. "Internal communication satisfaction and employee engagement as determinants of the employer brand." Journal of Communication Management 26, no. 1 (October 1, 2021): 130–48. http://dx.doi.org/10.1108/jcom-01-2021-0011.

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PurposeThis study aims to contribute to the understanding of internal communication and its connections to engagement and employer brands. The authors wanted to test the relationship between the three variables and explore if employees' perception of employer brands is affected by internal communication satisfaction and engagement. Creating a desirable employer brand can have significant benefits for organizations, such as higher employee satisfaction, employee engagement and retention. It is crucial to have a clear grasp of how the determinants of these relationships affect each other.Design/methodology/approachA total of 1,805 employees participated in a large communication survey that measured internal communication satisfaction, employee engagement and perception of employer brand (operationalized as employer attractiveness). To test the relationship between variables, the authors used multiple regression analysis.FindingsThe results show internal communication satisfaction and employee engagement as significant predictors of employer brand. All of the internal communication satisfaction dimensions and two out of three employee engagement dimensions have been identified as determinants of at least two employer attractiveness dimensions.Research limitations/implicationsLimitations include using a cross-sectional dataset, which reduces the possibility of determining causality, using self-reports and a common source bias.Originality/valueThe authors added to the body of knowledge by analyzing the effects of workplace attitudes on attitudes toward the organization. The authors found that both internal communication satisfaction and employee engagement significantly shape the perception of employer brands.
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Dissertations / Theses on the topic "Employee perception"

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Vithessonthi, Chaiporn. "A perception-based view of the employee : a study of employees' reactions to change /." Saarbrücken VDM Verlag Dr. Müller, 2005. http://d-nb.info/98934861X/04.

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Vithessonthi, Chaiporn. "A perception-based view of the employee : a study of employees' reactions to change." Saarbrücken VDM Verlag Dr. Müller, 2008. http://d-nb.info/98934861X/04.

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Hardin, Hilary S. "Organizational Leaders' Use of Distance Training| Employee Perception." Thesis, The Chicago School of Professional Psychology, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3632725.

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Organizational leaders are increasingly implementing distance training for employees (McGuire & Gubbins, 2010) and it is not clear if employees perceive this training delivery approach to be an effective means of acquiring new skills. No current qualitative studies address the perceptions and experiences of employees in a distance training format. As a result of ten individual interviews seven themes and 17 sub-themes emerged during data analysis. The themes and sub themes represent the experiences of employees attending distance training including: (a) use of distance training, (b) benefits of training, (c) perceptions of training, (d) expectations of training, (e) training delivery format, (f) training techniques, and (g) technology. This qualitative case study confirmed there are a variety of perceptions among employees attending training in a distance training format. While this study contributes to the body of knowledge by increasing awareness of the common themes experienced by employees attending distance training more research is needed to further address the themes that emerged.

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Diaz, Yenny Farinas. "Predicting employee compliance with safety regulations, factoring risk perception." FIU Digital Commons, 2000. http://digitalcommons.fiu.edu/etd/2731.

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The purpose of this research was to develop a methodology that would evaluate employees’ personality traits, demographic characteristics, and workplace parameters to predict safety compliance along with the moderating effect of risk perception. One hundred and twenty five employees of a manufacturing facility were given questionnaires to gather their demographic and perception information. Surveys were also used to measure their personality characteristics, and periodic observations were recorded to document employee’s safety compliance. A significant correlation was found between compliance and the worker's perception of management's commitment to safety (r = 0.27, p < 0.01), as well as with gender (r = -0.19, p < 0.05). Females showed a significantly higher average compliance (78%), than males (69%). These findings demonstrated the value of developing a model to predict safety behavior that would assist companies In maintaining a safe work environment, preventing accidents, ensuring compliance, and reducing associated costs.
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Stephens, Joshua J. "Data Governance Importance and Effectiveness| Health System Employee Perception." Thesis, Central Michigan University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10751061.

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The focus of this study was to understand how health system employees define Data Governance (DG), how they perceive its importance and effectiveness to their role and how it may impact strategic outcomes of the organization. Having a better understanding of employee perceptions will help identify areas of education, process improvement and opportunities for more structured data governance within the healthcare industry. Additionally, understanding how employees associate each of these domains to strategic outcomes, will help inform decision-makers on how best to align the Data Governance strategy with that of the organization.

This research is intended to expand the data governance community’s knowledge about how health system employee demographics influence their perceptions of Data Governance. Very little academic research has been done to-date, which is unfortunate given the value of employee engagement to an organization’s culture juxtaposed to the intent of Data Governance to change that culture into one that fully realizes the value of its data and treats it as a corporate asset. This lack of understanding leads to two distinct problems: executive resistance toward starting a Data Governance Program due to the lack of association between organizational strategic outcomes and Data Governance, and employee, or cultural, resistance to the change Data Governance brings to employee roles and processes.

The dataset for this research was provided by a large mid-west health system’s Enterprise Data Governance Program and was collected internally through an electronic survey. A mixed methods approach was taken. The first analysis intended to see how employees varied in their understanding of the definition of data governance as represented by the Data Management Association’s DAMA Wheel. The last three research questions focused on determining which factors influence a health system employee’s perception of the importance, effectiveness, and impact Data Governance has on their role and on the organization.

Perceptions on the definition of Data Governance varied slightly for Gender, Management Role, IT Role, and Role Tenure, and the thematic analysis identified a lack of understanding of Data Governance by health system employees. Perceptions of Data Governance importance and effectiveness varied by participants’ gender, and organizational role as part of analytics, IT, and Management. In general, employees perceive a deficit of data governance to their role based on their perceptions of importance and effectiveness. Lastly, employee perceptions of the impact of Data Governance on strategic outcomes varied among participants by gender for Cost of Care and by Analytics Role for Quality of Analytics. For both Quality of Care and Patient Experience, perceptions did not vary.

Perceptions related to the impact of Data Governance on strategic outcomes found that Data Quality Management was most impactful to all four strategic outcomes included in the study: quality of care, cost of care, patient experience, and quality of analytics. Leveraging the results of this study to tailor communication, education and training, and roles and responsibilities required for a successful implementation of Data Governance in healthcare should be considered by DG practitioners and executive leadership implementing or evaluating a DG Program within a healthcare organization. Additionally, understanding employee perceptions of Data Governance and their impact to strategic outcomes will provide meaningful insight to executive leadership who have difficulty connecting the cost of Data Governance to the value realization, which is moving the organization closer to achieving the Triple Aim by benefiting from their data.

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Terkowski, Ann-Christin, de Loo Justus van, and Pascal Pelikan. "Leaders’ Perception of the Connection between Sustainability and Employee Engagement." Thesis, Malmö universitet, Fakulteten för kultur och samhälle (KS), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-21435.

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Todays’ organizations are facing low levels of employee engagement, with a tendency to decrease evenfurther. Sustainability has been found to positively affect employee engagement as it providesemployees with a higher purpose in their work. Therefore, this research study reveals leaders’perception on the contribution of sustainability towards employee engagement, with a focus onmultinational organizations in the Öresund region. This qualitative study combines Herzberg´s “Two-Factor Theory” and transformational leadership to analyze the research findings with a theoreticalframework. The results display that sustainability has a significant influence on the level of employeeengagement and various activities of organizations and leaders contribute towards this. The researchalso underlines that there is a potential for organizations to implement further strategies in this regardand thereby not only strengthen the satisfaction and loyalty of their current workforce, but also gain acompetitive advantage in the future for attracting new talents.
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Mock, Freddie Lowe. "Superintendents' perceptions of employee assistance programs in public schools." Diss., Virginia Polytechnic Institute and State University, 1986. http://hdl.handle.net/10919/70572.

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The purpose of this study was to determine if certain variables could discriminate between those school systems that do and those that do not have employee assistance programs. Using six variables identified in the literature, superintendents across the nation were surveyed to determine the status of these variables in their school systems. Discriminant analysis was used to test how well the variables predicted the existence of employee assistance programs. The results of the analysis indicated that two variables can be used to predict EAP presence. These variables are the superintendent's perception of the benefits of employee assistance programs and the superintendent's perception of the popularity of employee assistance programs in other organizations in the community.
Ed. D.
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Mao, Chang. "To Voice or Not to Voice: How Anonymity and Visibility Affordances Influence Employees' Safety and Efficacy Perceptions." The Ohio State University, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=osu1492600637076618.

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Bryant, Gerdina, and n/a. "Employee Perceptions of stress and organisational change." University of Canberra. Education, 1995. http://erl.canberra.edu.au./public/adt-AUC20060619.154654.

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This study explored employees' perceptions of organisational change as a stressor within a public sector work place undergoing significant change. A number of major stress-producing factors in that environment were examined and data collected of employees' perceptions of the nature of stress, changes in health status and data gathered of stress-related compensation claims. Data was also collected of employees' perceptions of effective strategies for coping with change from an individual and organisational perspective. The research design was a case study with embedded units of analysis incorporating elements of quantitative analysis. The method was chosen to flesh out the limited choices offered by many standard questionnaires. A case study approach and various categories of stress-related factors were selected measures to evaluate the perceived effects of work place change on stress levels. The eight females and three males, aged 27�50 were each interviewed for an hour for their perceptions of stress and reports of stress related illness, relationship changes and other reported changes�diet, sleep, heart disease, asthma, anxiety and headaches. Workplace changes to the Division were analysed, Departmental claims officers were interviewed and Comcare data analysed. Results show participants appeared to feel or experience "stress" in a way which they distinguished as different from feelings or experiences which were nonstressful states and they appeared able to separate these states and ascribe to each particular qualities. They also seemed able to identify that the stressful state occurred in response to some form of demands. Some subjects (36%) reported developing strategies for managing their stress. The majority of subjects (82%) believed work place change was inevitable and a number of subjects (45%) reported they believed implementation of change to be poorly managed, while some subjects (36%) perceived change impacting negatively on the work place. On the basis of the results, it would appear that a human resource management framework may enable more successful implementation of change in public sector organisations.
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Hamid, Suneeza. "Analyzing the Employee Perception of CRM Systems in Two ICT Companies." Thesis, KTH, Skolan för informations- och kommunikationsteknik (ICT), 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-208476.

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In today’s business environment companies are customer oriented rather than product or business oriented. Hence to build the good relations with their customers they need to keep their information in appropriate manner for the appropriate usage, to accomplish this task companies implement the Customer Relationship Management (CRM) information systems and the stored information is used for different business purposes in future. The successful implementation of CRM systems is a significant issue nowadays as these systems are complex and expensive. In this study many factors are revealed which have their influence over the successful implementation and/or use of CRM systems. The main purpose of this thesis work is to know and analyze the employee perception of selected ICT companies which help out to understand the behavior and attitudes of the people in companies who are interacting with the implemented CRM system. The result of this study depicts that to get the best output from the implemented CRM system it is important to identify the human behaviors that are going to interact with systems because they are one of the most important factor who lead the system towards failure or success. If the organizations are well aware about the individual’s attitude, perception and understanding towards the CRM then it helps them to improve the efficiency of system, to move towards a new system or also help those companies who have plan to implement CRM in future.
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Books on the topic "Employee perception"

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Surti, Kirtida. Labourers' perception about their work environment. New Delhi: Oxford & IBH Pub. Co., 1988.

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Cooke, Margaret Ellen. Nurse leaders' demographic characteristics and self-perception of management style of empowerment. Spokane, Wash: Whitworth College, 1994.

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Kim, Sang-hŭi. Susa kyŏngchʻal ŭi ŭisik e kwanhan yŏnʼgu =: A study on the perception of police investigators. Sŏul: Hanʼguk Hyŏngsa Chŏngchʻaek Yŏnʼguwŏn, 1991.

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What do they see when they see you coming?: The power of perception over reality : how they perceive you is your business! Toccoa, GA: Lectern Pub., 1993.

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Erez, Miriam. Culture, self-identity, and work. New York: Oxford University Press, 1993.

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Townsend, Ruth. Employee consultation: Perceptions, effectiveness and value. Oxford: Oxford Brookes University, 2002.

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Ryan, Michael J. An investigation to determine what extent does individual perception of hazard and risk influence the effective implementation of health and safety policies and procedures in the workplace. Dublin: University College Dublin, 1998.

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F, Westin Alan, and United States. Bureau of Justice Statistics., eds. Employer perceptions of workplace crime. [Washington, DC]: U.S. Dept. of Justice, Bureau of Justice Statistics, 1987.

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A, Baker Michael. Employer perceptions of workplace crime. [Washington, DC]: U.S. Dept. of Justice, Bureau of Justice Statistics, 1987.

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Todd, M. Employee and managers perceptions on managing mergers. Oxford: Oxford Brookes University, 1996.

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Book chapters on the topic "Employee perception"

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Hochegger, Simone, and Ralf Terfutter. "Consumer = Prospective Employee? The Influence of Organizational Products/Services on the Perception of the Employer Brand." In Marketing Dynamism & Sustainability: Things Change, Things Stay the Same…, 668–79. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-10912-1_217.

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Diaz, Estrella, Águeda Esteban, Rocío Carranza, Carlos Sánchez-Camacho, and David Martín-Consuegra. "How Do Affect the Infusion of Smart Technology and Mindfulness of Tourism SMEs on Competitiveness?" In Information and Communication Technologies in Tourism 2023, 77–81. Cham: Springer Nature Switzerland, 2023. http://dx.doi.org/10.1007/978-3-031-25752-0_7.

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AbstractThe purpose of this research is to analyse the effect of the infusion of smart technologies and the mindfulness of tourism small and medium-sized organisations (SMEs) in the use of smart technologies on several aspects related to the companies and their employees. Specifically, its effect on service advantage, value co-creation, employee job satisfaction, employees’ perception of service cannibalisation and competitiveness of tourism companies is analyzed. The total sample obtained was 877 employees/managers of tourism SMEs located in Europe and the United States. The model proposed in the study was estimated with PLS-SEM, a variance-based structural equation modeling statistical technique. The results of the study offer important implications and recommendations to researchers in the tourism field, tourism organisations and destinations on the importance of using smart technologies.
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Assunção, Alysson Bruno M., Osvaldo Luiz G. Quelhas, Marcelo J. Meiriño, Sergio L. B. França, Julio Vieira Neto, Adriane D. Quelhas, Gilson Brito A. Lima, and Nicholas V. E. Ludolf. "Corporate Social Responsibility According to Employee Perception: The Case of an Energy Company." In World Sustainability Series, 193–205. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-59975-1_13.

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Fichtel, Sina, Nina Blankenberg, and Stefanie Ammler. "Impact of Front-line Employee Performance on Brand Perception – a Case from AUDI AG." In Serviceorientierung im Unternehmen, 163–79. Wiesbaden: Gabler, 2010. http://dx.doi.org/10.1007/978-3-8349-8577-4_7.

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Akbaş, Halil Emre, Serdar Bozkurt, Sadiye Oktay, and Semih Yılmazer. "Analyzing the Effect of Corporate Social Responsibility Perception on Organizational Identification from Employee Perspective." In Ethics, Social Responsibility and Sustainability in Marketing, 65–81. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-7924-6_4.

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Jedel, Izabella, and Adam Palmquist. "Factors Related to the Use and Perception of a Gamified Application for Employee Onboarding." In Advances in Intelligent Systems and Computing, 653–61. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-74009-2_83.

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Rahimić, Zijada, Elvir Čizmić, Munira Šestić, and Anes Hrnjić. "Differences of the Employee Perception to the Main Job Design Parameters in the Context of Digitalization." In Lecture Notes in Networks and Systems, 1069–75. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-05230-9_126.

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Reeves, Andrew, Kathryn Parsons, and Dragana Calic. "Whose Risk Is It Anyway: How Do Risk Perception and Organisational Commitment Affect Employee Information Security Awareness?" In HCI for Cybersecurity, Privacy and Trust, 232–49. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-50309-3_16.

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Munduate, Lourdes, Ana Belén García, Erica Pender, Patricia Elgoibar, and Francisco José Medina. "Employee Representatives in Spain. Which are the Perceptions and Expectations by Employers?" In Promoting Social Dialogue in European Organizations, 147–62. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-08605-7_11.

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Colson, Aurélien, Patricia Elgoibar, and Francesco Marchi. "Employee Representatives in France: Employers’ Perceptions and Expectations Towards Improved Industrial Relations." In Promoting Social Dialogue in European Organizations, 67–78. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-08605-7_5.

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Conference papers on the topic "Employee perception"

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Yao, Zhao, Zhang Mingguang, Song Jian, and Zhang Ya. "System Dynamical Simulation of Risk Perception for Enterprise Employee." In 2018 IEEE International Conference of Safety Produce Informatization (IICSPI). IEEE, 2018. http://dx.doi.org/10.1109/iicspi.2018.8690447.

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Çalis, Nezahat, and Bülent Fişekçioğlu. "Mobbıng Perception of Employee Personnel in Non-Seated Sports Federations." In 2nd International Conference on Research in Education. Acavent, 2019. http://dx.doi.org/10.33422/2nd.icre.2019.12.956.

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Gurbaxani, Arpita, and R. Raman. "Perception of SMEs in India towards Employee Health Insurance Plan." In 2022 International Conference on Sustainable Islamic Business and Finance (SIBF). IEEE, 2022. http://dx.doi.org/10.1109/sibf56821.2022.9939961.

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Kováčová, Petra, and Ondřej Drahotský. "Employee Development in Retail Organization." In 6th International Scientific Conference – EMAN 2022 – Economics and Management: How to Cope With Disrupted Times. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2022. http://dx.doi.org/10.31410/eman.s.p.2022.91.

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Employee development became one of the key topics in the field of human resources management in current organizations. Taking a prop­er approach to employee and business development in this area can be a source of competitive advantage for organizations. However, few empirical studies have been conducted on the subject matter; there is still a need for further research to be conducted. The research deal with the analysis of the perception of development activi­ties in the retail organization based on a survey conducted through a struc­tured questionnaire survey and analysis of internal company materials. The goal is to point out the perception of development activities by employees based on the survey, as well as to find out the main barriers that prevent em­ployees from their development. The results of the survey show that employees perceive the development on an individual level, the greatest benefit is seen in their professional and personal growth. The employees are interested in development, but only in their working hours, they are interested in training such as foreign language and computers skills. The primary motive for development is financial. The main barrier that prevents employees from their development is time or per­ceived lack of time. Another negative factor is that manager does not check, or control acquired knowledge and skills after training. On the other hand, as a positive result is seen the internal trainer at the training and receiving feedback from the manager on employees’ performance. This paper is created for the retail organization to improve the area of em­ployee development, as well as for scholars researching this topic and others interested in the development of employees in an international company.
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Gupta, Ruchika, Garima Bhardwaj, and Gurinder Singh. "Employee Perception and Behavioral Intention to Adopt BYOD in the Organizations." In 2019 International Conference on Automation, Computational and Technology Management (ICACTM). IEEE, 2019. http://dx.doi.org/10.1109/icactm.2019.8776815.

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Abdullah, Nor Hazana, Lee Lee Ping, Eta Wahab, and Alina Shamsuddin. "Perception on training and employee innovativeness: An evidence from small firms." In 2014 IEEE International Conference on Management of Innovation and Technology (ICMIT). IEEE, 2014. http://dx.doi.org/10.1109/icmit.2014.6942404.

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Parkin, Simon, and Sanket Epili. "A technique for using employee perception of security to support usability diagnostics." In 2015 Workshop on Socio-Technical Aspects in Security and Trust (STAST). IEEE, 2015. http://dx.doi.org/10.1109/stast.2015.9.

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Lee, Hoyeon, and Meesuk Wang. "The Perception of Medical Quality Improvement Status of the Municipal Hospitals Employee." In Healthcare and Nursing 2016. Science & Engineering Research Support soCiety, 2016. http://dx.doi.org/10.14257/astl.2016.132.20.

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"Study on the Effect of Justice Perception in Performance Appraisal on Employee Performance." In 2018 International Conference on Education Technology, Economic Management and Social Sciences. Clausius Scientific Press, 2018. http://dx.doi.org/10.23977/etemss.2018.1606.

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Mattes, Carolin, Florian J. Meier, and Sven Laumer. "Employee Perception of Enforced Telework in the Context of the Covid-19 Pandemic." In SIGMIS-CPR '22: 2022 Computers and People Research Conference. New York, NY, USA: ACM, 2022. http://dx.doi.org/10.1145/3510606.3551897.

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Reports on the topic "Employee perception"

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Bergeron, Diane, Kylie Rochford, and Melissa Cooper. Actions Speak Louder Than (Listening to) Words. Center for Creative Leadership, 2023. http://dx.doi.org/10.35613/ccl.2023.2055.

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This Research Insights paper challenges the assumption that ‘good’ listening behaviors are sufficient to make employees feel listened to (which we refer to as felt listening, i.e., the holistic perception of feeling listened to). In Study 1, using 133 qualitative critical incidents, we explored leader behaviors that make employees feel listened to (or not) when they speak up to leaders at work. In Study 2, in an experiment with 187 employees, we examined the role of leader responses to employee voice on employee perceptions of felt listening and how leader responses influence employees’ intentions to speak up again in the future. Overall, our findings augment some of the oft-given advice about how leaders should listen. We highlight four key findings: Action matters. Overwhelmingly, how leaders respond (by taking action or not taking action) surfaced consistently as a critical factor in whether employees feel listened to. It’s not just how well leaders listen – it’s what they do about what they hear. Leader responses influence whether employees feel listened to and if they will speak up again in the future. When leaders act on employee voice, employees feel listened to and are more likely to raise suggestions, concerns and ideas in the future. When leaders do not take action, employees do not feel listened to and are less likely to speak up again. Employee judgments of leader listening include longer term assessments of leader actions. Employees view listening as a relational process. Their retrospective perceptions of leader listening include both listening behaviors in the moment as well as later, longer term assessments about whether the leader took any action on what was voiced. Beyond action, leaders need to pay attention to demonstrating other listening ‘signals.’ If leaders want to elicit more employee voice but cannot act on the specific idea or suggestion, they need to send other signals. These can include validating employees, supporting or engaging with employee ideas and suggestions, endorsing ideas and concerns, and making time to listen.
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Stawiski, Sarah, Jennifer Deal, and William Gentry. Employee perceptions of corporate social responsibility: The implications for your organization. Center for Creative Leadership, 2010. http://dx.doi.org/10.35613/ccl.2011.2022.

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Vlaicu, Razvan, and Philip Keefer. Employee Trust and Performance Constraints in Public Sector Organizations. Inter-American Development Bank, September 2022. http://dx.doi.org/10.18235/0004456.

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Theory suggests that employee trust is key to productivity in organizations, but empirical evidence documenting links between trust and constraints on performance is scarce. This paper analyzes self-collected data on public sector employees from eighteen Latin American countries and finds that individual-level trust is relevant to three types of performance factors. First, high-trust employees are more willing to collaborate and share information with coworkers and are more supportive of technological innovation. Second, high-trust respondents have different perceptions of organizational constraints: they are less concerned with low staff quality or lack of discretion to innovate, and more concerned with staff shortages. Third, trust in coworkers is associated with stronger mission motivation. Instrumental variable strategies based on the transmission of trust through social and professional channels account for potential sources of endogeneity. A survey experiment on preferences for social distancing policies provides further evidence that trust enhances mission motivation: employee policy preferences align better with the implied government policy when their trust in the public sector is higher.
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Keefer, Philip, and Razvan Vlaicu. Employee Trust and Performance Constraints in Public Sector Organizations. Inter-American Development Bank, December 2022. http://dx.doi.org/10.18235/0004596.

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Theory suggests that employee trust is key to productivity in organizations, but empirical evidence documenting links between trust and constraints on performance is scarce. This paper analyzes self-collected data on public sector employees from eighteen Latin American countries and finds that individual-level trust is relevant to three types of performance factors. First, high-trust employees are more willing to collaborate and share information with coworkers and are more supportive of technological innovation. Second, high-trust respondents have different perceptions of organizational constraints: they are less concerned with low staff quality or lack of discretion to innovate, and more concerned with staff shortages. Third, trust in coworkers is associated with stronger mission motivation. Instrumental variable strategies based on the transmission of trust through social and professional channels account for potential sources of endogeneity. A survey experiment on preferences for social distancing policies provides further evidence that trust enhances mission motivation: employee policy preferences align better with the implied government policy when their trust in the public sector is higher.
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Ferry, Korn. Personnel Perception of Talent Management in the Indian Social Sector Report. Indian School Of Development Management, September 2022. http://dx.doi.org/10.58178/2209.1010.

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Drawing from a study with 92 social sector personnel, this report documents the perception of personnel towards their organizations as well as the social sector at large. It presents a holistic understanding of the perception of employees about their sense of affiliation; compensation and benefits received; and work structure in their organizations.
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Bhan, Gautam, Divya Ravindranath, Antara Rai Chowdhury, Rashee Mehra, Divij Sinha, and Amruth Kiran. Employer Practices and Perceptions on Paid Domestic Work: Recruitment, Employment Relationships, and Social Protection. Indian Institute for Human Settlements, 2022. http://dx.doi.org/10.24943/epppdwrersp11.2022.

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The key question of this study is to ask: What are the beliefs, motivations, and perceptions of employers toward recruitment, employment conditions, and social protection for domestic workers?We draw from personal interviews with 403 households in two large metropolitan Indian cities– Bengaluru and Chennai – with variations across socio-economic status, caste, neighbourhood type and across households with and without women working for wages. This Executive Summary outlines key findings and implications.
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Yurchisin, Jennifer, Sasikarn Cook, Areti Vogel, and Hyo Jung Julie Chang. Perceptions of Apparel Retailers� Culture Based on Employees� Style of Dress Featured on Corporate Recruitment Websites. Ames (Iowa): Iowa State University. Library, January 2019. http://dx.doi.org/10.31274/itaa.8854.

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McGowan, Harvey. Differences Between Supervisor and High and Low-Rated Employees' Perceptions of Job Performance Ratings and Importance of Job Factors. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.2051.

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Pytlovany, Amy. Recruitment Marketing: How Do Wellness and Work-Life Benefits Influence Employer Image Perceptions, Organizational Attraction, and Job Pursuit Intentions? Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.7215.

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Santhya, K. G., A. J. Francis Zavier, Snigdha Banerjee, and Shilpi Rampal. Ethical recruitment and employment in the construction industry in India: Perspectives and experiences of workers and micro-contractors. Population Council, 2022. http://dx.doi.org/10.31899/sbsr2022.1037.

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In India, the construction industry is the second-largest employer, with 51 million workers currently employed. Contracting and subcontracting has contributed to the rise of intermediary labor contractors, who provide migrants with information about labor markets and bring them to construction sites for work. Engagement in physically demanding low-skill jobs, low wages, harsh working conditions, and often deplorable living arrangements characterize the lives of many migrant construction workers. The Population Council, in partnership with the Global Fund to End Modern Slavery and the Norwegian Agency for Development Cooperation, undertook a qualitative study to explore the nature of the labor supply chain in the construction industry and the relationship between workers, micro-contractors, other contractors, and construction firms/companies. The study also explored vulnerabilities faced by migrant construction workers, perceptions of workers and micro-contractors about ethical recruitment and employment practices, and challenges faced by micro-contractors in following these ethical recruitment and employment practices. Twenty-five micro-contractors and 236 workers were interviewed from June to August 2022 in construction sites in Bengaluru and Delhi in India.
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