Relevant bibliographies by topics / Employee perception of the organization

Contents

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

Academic literature on the topic 'Employee perception of the organization'

Author: Grafiati
Published: 3 June 2025
Last updated: 13 July 2025

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Journal articles on the topic "Employee perception of the organization"

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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 (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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Gunaseelan, D., and George Thomas. "Employee’s personal characteristics and their perception on employee engagement: A study on hotel employees." Salud, Ciencia y Tecnología - Serie de Conferencias 3 (June 12, 2024): 891. http://dx.doi.org/10.56294/sctconf2024891.

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Employee engagement is the concept by which an employee’s intellectual and his emotional attachment to work and organization is measured. Employees of the hotels are to be engaged to reduce employee turnover, enhance customer satisfaction and improved business performance that influences the sustainability of the organization in an aggressively competitive market. Data for the research has been collected from a four and five star category hotels at Kolkata which is analyzed for the role of employee’s personal characteristics, on the employee’s perception on engagement. The finding suggest that employee’s level of educational qualification and there gender have great role in their level of organizational engagement. Suggestions has been provided to improve the employee engagement in the study organizations.
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Fadillah, Silvia Listia, Putri Fatikasari, Ikva Diana Yesta, Farah Fadillah Amru, Lisa Harry Sulistiyowati, and Jay Miguel. "Quality Of the Work Environment Through the Approach of Employee Perceptions in Indonesian Manufacturing Companies." Journal of Business Innovation and Accounting Research 1, no. 1 (2023): 1–12. http://dx.doi.org/10.56442/qrm4d443.

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The purpose of this study is to investigate the relationship between perceptions of quality of work environment, behaviour and organization in PT manufacturing. The research method used was a questionnaire survey distributed to employees from different areas of the company. The variables studied include the perception of the quality of the work environment, the behaviour of the employees in performing their duties and the level of organization within the company. The results of the study show that there is a positive correlation between the perceived quality of the work environment and employee behaviour. The more positive the perception of the quality of the work environment, the better the relationship between the perceived quality of the work environment and employee behaviour. This study adds to our knowledge of how workplace quality influences employee behaviour and effective organizational performance. The results of this study suggest that organizations need to continue to improve the workplace. To create a successful and happy work environment, perception, environmental quality, behaviour and organization are critical factors that are interrelated. The secret to achieving organizational goals is a thorough understanding of how individuals' perceptions influence their behaviour and how that behaviour contributes to the organization. Organizations can improve employee performance, increase satisfaction, and gain a competitive edge in an increasingly globalised market by providing a happy, encouraging and high-quality working environment.
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Shalini,, Dr P. "EMPLOYEE PERCEPTION ABOUT ORGANIZATIONAL HR PRACTICES AND ITS CULTURE." International Scientific Journal of Engineering and Management 03, no. 05 (2024): 1–9. http://dx.doi.org/10.55041/isjem01805.

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A study on employee perception about organizational HR practices and culture at IWL India Private Limited. This study explores employee perceptions of organizational HR practices and culture and their impact on employee satisfaction and engagement. The research aims to understand how employees perceive various HR practices, such as recruitment, training, performance management, and compensation, and how these practices influence their perceptions of the organization's culture. The study also examines the relationship between employee perceptions of HR practices and their job satisfaction, organizational commitment, and intention to stay with the organization. The research adopts a descriptive research design to analyze the perspectives of 200 employees through a survey questionnaire. Using SPSS 16 for data analysis, quantitative research methodology is used. The questionnaire assesses the overall HR practices and culture. The transparency, flexibility, monetary rewards and remuneration, HR practices and culture which makes task easier and comfortable, and employee’s opinions and ideas in the study. The findings aim to provide insights into how employees perceive these practices and their impact on organizational culture. This study contributes to the existing literature by offering a comprehensive analysis of employee perceptions, which can guide organizations in improving their HR practices and fostering a positive organizational culture. Key Words: HR practices, organisational culture
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Ololube, Nwachukwu Prince, and Dennis Ogutum Ololube. "Organizational Change Management." International Journal of Applied Management Sciences and Engineering 4, no. 1 (2017): 25–42. http://dx.doi.org/10.4018/ijamse.2017010103.

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Change management is a continuous method used in transitioning individual employee, groups, and organizations to an anticipated future change. It focuses on the change management processes that addresses individual employee, groups and organizational factors that acts as catalyst for possible changes in organization. The purpose of change management is ultimately to make use of initiatives and ensure that every employee in an organization is willing and ready to switchover to an anticipated new role in the proposed business environment. This current study evaluated the relationship between leadership perception, attitudes and application towards organizational change. Using a structured questionnaire, principal officers, their deputies and faculty perceptions were analyzed and the results revealed that though change matrix are often painful and chaotic, however, significant relationship was found between employee perception, attitude, application and organizational change. The study recommends that Nigerian universities should be proactive in the implementation of changes to improve their employees' perception, attitude and application towards organizational change.
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Emmanuel, Noko, and Joseph Nwuzor. "Employee and Organisational Performance: Employees Perception of Intrinsic and Extrinsic Rewards System." Applied Journal of Economics, Management and Social Sciences 2, no. 1 (2021): 26–32. http://dx.doi.org/10.53790/ajmss.v2i1.5.

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The study aimed to evaluate the perception of employees on both intrinsic and extrinsic reward system and whether reward system impact their performance and the organization performance at large. To achieve the objective, the study employed Structural Equation Modelling (PLS-SEM) approach to test six hypothesis. The study sampled 400 employee of Zenith Bank Plc using questionnaire send to the respondent emails. PLS-SEM result revealed that both extrinsic and intrinsic rewards have positive and significant impact on employee performance, although, extrinsic appear more potent than intrinsic rewards. It was further revealed that three of the four measure of employee performance; quality job, effective service delivery, customer rating has positive significant with organization performance while time management was unable to explain organization performance. We discovered also that gender does not play any significant role on employee performance, but age does. The study therefore concluded that rewards play an important role in both employee performance and organization performance.
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Javed, Syed Muhammad, Saqib Muneer ., and Melati Ahmad Anuar . "Impact of Training on Expectation of Employee and Employer: A comparative study." Information Management and Business Review 5, no. 12 (2013): 601–7. http://dx.doi.org/10.22610/imbr.v5i12.1094.

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Organizations today spend millions of dollars on training to enhance the performance of their employees, which leads to formation of expectation on employers end as well as employees ends observing this phenomena ,this research was conducted to analyze the expectations of employee and employer and its impact on post training satisfaction, for that matter data was collected from 20 organization where training is provided ,sample size was 20 training / HR managers and per managers 5 employees, paired sample t test was applied to gauge the difference or similarity between the perception and expectation of employees and employer, after the analysis it was found that there is significant difference between the perception of employee and employers on the expected training outcomes and no similarity existed between the expectation of employee and employer which did not have positive effect on post training satisfaction.
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Saha, Shuvabrata. "Employee Perception Regarding Corporate Social Performance: A study of the selected Banking Company in Bangladesh." International Journal of Science and Business 2, no. 3 (2018): 419–31. https://doi.org/10.5281/zenodo.1323209.

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This research studies employees’ perceptions and expectations toward their organization’s Corporate Social Performance. Researcher develops a framework and methodology for analyzing and evaluating the perception of bank employees. This framework explains how employees’ perceptions of CSR trigger attitudes and behavior in the workplace which affect organizational, social and environmental performance.  It also examines the social issues in the lens of employee perceptions by the descriptive statistical tools. To know the employee perception regarding corporate social performance ten sample banks employees have been chosen. In this study, we found that employee perception is high-quality regarding social activities of the sample banks. Specifically, the study reveals that by pursuing a series of variables will help in assessing employees’ reactions to and perceptions in the context of CSR principles. It also indicates that bank industry should pay more attention to its relevant social activities.
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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 (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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SOCKEL, HY, and BRENDA MAK. "THE RELATIONSHIP OF PERCEIVED ORGANIZATIONAL INNOVATIVENESS (PORGI) ON IS&T EMPLOYEE CONTINUANCE: A LISREL MODEL." International Journal of Innovation and Technology Management 01, no. 04 (2004): 393–414. http://dx.doi.org/10.1142/s0219877004000295.

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This paper explores how employees' perception of an organization's innovativeness impacts their desire to continue an association with the organization. The study uses Structural Equation Modeling — LISREL to explore the relationship between latent constructs of the employees' Perceived Job Satisfaction, and Perceived Organizational Innovativeness (PORGI) with their desire for (employment) Continuance with the organization. PORGI is measured through perceived innovation management, organizational career culture, personnel and innovation management policies. The latent construct of "Employee Continuance" is measured through loyalty and a desire to stay. The latent construct of Job Satisfaction is measured by the perceived job satisfaction of the employees. A survey was conducted among Information Systems and Technology (IS&T) employees and the data was analyzed using LISREL confirmatory factor analysis. The results indicate that Perceived Organizational Innovativeness and Job Satisfaction have significant impact on employee retention. Employees that perceived the organization as being innovative demonstrated higher levels of loyalty and had a higher desire to stay connected with their organization. The study concludes that it behooves organizations to support innovative technologies, if only to improve employee retention. Additional organizational implications and technological adoption strategies to strengthen employee retention are discussed.
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Dissertations / Theses on the topic "Employee perception of the organization"

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Yost, Sarah Kathleen. "Multi-generational perceptions of supervisor leadership, communication, and employee performance." Thesis, University of Phoenix, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3648732.

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<p> The quantitative, descriptive study examined workplace communication breakdowns by evaluating generational perceptions of supervisor leadership, communication and employee performance. Participants included members of the Baby Boomer generation, Generation X, and Millenials. Respondents completed an online survey that contained the Supervisor Leadership Communication Inventory. Additionally, respondents answered an open-ended question that asked about a supervisor&rsquo;s role in facilitating intergenerational communication. Data analysis indicated no significant differences among generational perceptions of supervisor leadership, communication or employee performance. Themes that emerged from responses to the open-ended question aligned with SLCI themes, including leadership, communication and teamwork. Limitations to the study included a lack of participation by members of the Silent Generation, possible misinterpretation of the survey questions and limiting the participants to only those who were employed full-time. Respondents indicated effective leadership was based upon treating employees as individuals and not based upon generational cohort. Recommendations included further research to determine the occurrence of workplace communication breakdowns based upon generational differences. </p><p> <i>Keywords:</i> generation, communication, leadership, teamwork. </p>
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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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<p> Organizational leaders are increasingly implementing distance training for employees (McGuire &amp; 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.</p>
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Passer, Jeremy D. "Moderating effect of job satisfaction on the relationship between emotional intelligence and employee organizational justice perceptions." Thesis, Capella University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3665498.

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<p> This study examined the relationship of sales employees' emotional intelligence (EI) to their organizational justice (OJ) perceptions, and examined if sales employees' job satisfaction (JS) moderated the strength of the relationship between their EI and OJ perceptions. Three assessments were administered electronically and completed by 135 participants. The Job In General (JIG) assessment measured overall JS of employees. The assessment used to measure employee EI was the Emotional Quotient Inventory (EQ-i 2.0). The assessment used to measure employee justice perceptions was the Perceived Overall Justice scale. Hierarchical moderated multiple regression analysis (MRA) was used to identify any relationships. No statistically significant finding between EI, JS, and OJ were found when using hierarchical moderated MRA. Because of the violations of assumptions for MRA, it was determined that follow-up non-parametric testing was required. Non-parametric testing found a significant relationship between employees' EI and their OJ perceptions. The non-parametric testing confirmed previous findings of significant relationship between EI and OJ. Recommendations for future research include examining individual facets of EI and OJ, using different assessment to measure EI and OJ, and using a controlled environment to recruit participants.</p>
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Davidson, Bethany A. "Open Innovation in Small and Medium-Sized Enterprises: Executive and Employee Perception of Processes and Receptiveness." Antioch University / OhioLINK, 2018. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1540891008375446.

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Landuyt, Noel Gerald. "Employee perceptions of organizational quality and learned helplessness in higher education /." Digital version accessible at:, 1999. http://wwwlib.umi.com/cr/utexas/main.

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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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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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Ross, David John. "Effect of Political Skill on Perception of Organizational Politics and Work Withdrawal among Community College Employees." Thesis, Walden University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3643215.

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<p> Community college student support services are an important aspect of success among community college students. Theoretical and empirical models of organizational politics and withdrawal guided the expectation that community college employees who perceive their organizations as political may withdrawal from their organization, diminishing the services delivered to students at the institution. A multisite cross-sectional survey design was utilized to gather quantitative data via Survey Monkey from national professional organizations. Two-hundred seventeen usable surveys from community college administrators (executive, mid-level managers, and administrators) were gathered. Data were analyzed via correlation and regression models to examine if political skill reduced or moderated the relationship between perception of organizational politics and work withdrawal behaviors. Employee political skill was a partial antidote, reducing the effect of organizational politics on withdrawal behaviors, but there was not a significant interaction moderating effect. Recommendations include political skill training for community college administrators as part of their professional development program, as well as including graduate education components and new employee orientation programs. Such training could lead to positive social change in community college settings by increasing levels of service and job satisfaction and reducing attrition among community college administrators, leading to higher levels of community college student satisfaction and graduation rates.</p>
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Seidler, Tessa. "A Beautiful Mind: Examining the Effects of Emotional Intelligence and Physical Attractiveness on Employee Evaluations." TopSCHOLAR®, 2014. http://digitalcommons.wku.edu/theses/1346.

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The current paper describes the concepts of emotional intelligence (EI) and physical attractiveness in relation to their impact on applicant evaluations. As EI has been shown to be linked to work outcomes including job performance, job satisfaction and interpersonal relationships, and as physical attractiveness has been found to influence rater decisions and perceptions of intellectual competence, an examination of these constructs in concert was the focus of the current study. Results found that, on average, attractive employees, older employees, and male employees were rated higher on several dimensions than their counterparts. There was no support for rater EI being linked to attractiveness- or age-related evaluation bias or for rater gender being related to attractiveness- or gender-related rating bias. However, results found that individuals with low EI were less consistent in their ratings, when job irrelevant information was disclosed versus undisclosed, than those with high EI. Implications and recommendations for future research are discussed.
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Phillips, Sarah Elizabeth. "The relationship between person-organization fit, attribution theory, and psychological contract violations within organizational settings." CSUSB ScholarWorks, 2003. https://scholarworks.lib.csusb.edu/etd-project/2291.

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Books on the topic "Employee perception of the organization"

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Styhre, Alexander. Perception and Organization. Palgrave Macmillan UK, 2008. http://dx.doi.org/10.1057/9780230584167.

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Chaykowski, Richard P. Employee perceptions of organizational practices and the impacts of plant modernization: A Canadian case study. Sloan School of Management, Massachusetts Institute of Technology, 1989.

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MacKay, Donald G. The Organization of Perception and Action. Springer New York, 1987. http://dx.doi.org/10.1007/978-1-4612-4754-8.

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

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Han, Henry Hyunwook. Problems and prospects of the Organization of American States: Perceptions of the member states' leaders. P. Lang, 1987.

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Garone, Stephen J. The future organization: New leadership and employee roles. Conference Board, 1999.

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Deal, Terrence E. Managing the hidden organization. Warner Books, 1994.

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Ontario. Task Force on the Organization of Work. The Organization change process. The Council, 1994.

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Patterson, Malcolm G. Organizational climate and company productivity: The role of employee affect and employee level. Centre for Economic Performance, London School of Economics and Political Science, 2004.

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San Francisco (Calif.). Dept. of Human Resources. Employee Relations Division. Employee relations information: Index by job class and employee organization, detail by class number. Employee Relations Division, 1995.

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Book chapters on the topic "Employee perception of the organization"

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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… Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-10912-1_217.

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Uskarcı, Algan, and Onur Demirörs. "A Case Study on Employee Perceptions of Organization Wide Continuous Process Improvement Activities." In Communications in Computer and Information Science. Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-30439-2_3.

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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. Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-7924-6_4.

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Sanda, Mohammed-Aminu. "Learning from Employee Perceptions of Human-Work and Work-Organization in Digitized Production-Drilling Activity in Mines." In Advances in Intelligent Systems and Computing. Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-20040-4_39.

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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. 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. Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-08605-7_5.

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Melazzini, Michele, and Gianluca Carella. "Designing Employee Experience to Experiment with Novel Working Modes. Action Research Project to Support Organizations in Engaging Employees in a Post-pandemic Scenario." In Springer Series in Design and Innovation. Springer Nature Switzerland, 2023. http://dx.doi.org/10.1007/978-3-031-49811-4_47.

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AbstractIn a post-pandemic context, the application of user experience design to employees’ perspectives represents one of the stimulating challenges both among design practitioners and researchers. The paper discusses novel approaches that Design may implement to support organizational transformation. How can Employee Experience Design be applied to support organizations in redefining working scenarios? A qualitative analysis has been run to address this question, with a Participatory Action Research method through observations and tests developed with the support of the HR department of the Corporate Investment Banking division in Intesa Sanpaolo.Findings show how identifying key trends in employee perceptions and critical touchpoints, designing a set of experiential options and experience models to be tested, and engaging employees in the process of reflection in a collaborative design context can enhance the gradual redefinition of a qualitative employee experience. Moreover, the paper proposes a framework for design intervention in an organizational context, aiming to stimulate future opportunities for design practitioners and researchers to intervene in how people experience working routines.
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Reklitis, Panagiotis, Panagiotis Trivellas, Ioannis Mantzaris, Elisavet Mantzari, and Dimitrios Reklitis. "Employee Perceptions of Corporate Social Responsibility Activities and Work-Related Attitudes: The Case of a Greek Management Services Organization." In Sustainability and Social Responsibility: Regulation and Reporting. Springer Singapore, 2017. http://dx.doi.org/10.1007/978-981-10-4502-8_10.

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Lapierre, Laurent M., Paul E. Spector, Tammy D. Allen, et al. "Family-Supportive Organization Perceptions, Multiple Dimensions of Work-Family Conflict, and Employee Satisfaction: A Test of Model across Five Samples." In From Stress to Wellbeing Volume 2. Palgrave Macmillan UK, 2013. http://dx.doi.org/10.1057/9781137309341_15.

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Ololube, Nwachukwu Prince, and Dennis Ogutum Ololube. "Organizational Change Management." In Research Anthology on Digital Transformation, Organizational Change, and the Impact of Remote Work. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-7297-9.ch087.

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Change management is a continuous method used in transitioning individual employee, groups, and organizations to an anticipated future change. It focuses on the change management processes that addresses individual employee, groups and organizational factors that acts as catalyst for possible changes in organization. The purpose of change management is ultimately to make use of initiatives and ensure that every employee in an organization is willing and ready to switchover to an anticipated new role in the proposed business environment. This current study evaluated the relationship between leadership perception, attitudes and application towards organizational change. Using a structured questionnaire, principal officers, their deputies and faculty perceptions were analyzed and the results revealed that though change matrix are often painful and chaotic, however, significant relationship was found between employee perception, attitude, application and organizational change. The study recommends that Nigerian universities should be proactive in the implementation of changes to improve their employees' perception, attitude and application towards organizational change.
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Conference papers on the topic "Employee perception of the organization"

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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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TUICĂ, Maria Alexandra, and Maria Claudia IONESCU. "Psychological contract – diferences between state-owned and private organizations." In Ştiință și educație: noi abordări și perspective. "Ion Creanga" State Pedagogical University, 2023. http://dx.doi.org/10.46727/c.v1.24-25-03-2023.p209-215.

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Psychological contract, the unwritten agreement between employee and employer, has a strong connection to employees’ organizational commitment, to their level of satisfaction and to a good quality of work relationships, and respecting this contract offers to both employees and organizations the chances to develop and succeed. The violation of this contract has different consequences on organizational behavior and could even make the employee leave the organization. This study aims to investigate possible differences between employees’ perceptions from state-owned and private organizations on psychological contract fulfilment. The results indicate significant differences in job content, organizational policies and rewards between the two groups.
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Perić, Aleksandra, Slavica Mitrović Veljković, Ana Nešić Tomašević, Predrag Vidicki, and Olga Ivetić. "HUMAN RESOURCE MANAGEMENT THROUGH ORGANIZATIONAL SUPPORT FOR EMPLOYEES." In 19th International Scientific Conference on Industrial Systems. Faculty of Technical Sciences, 2023. http://dx.doi.org/10.24867/is-2023-t6.1-17_04341.

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The theory of organizational support takes into account employees' subjective perceptions of how much the organization values their contributions and cares about their well-being. This subjective perception arises as a response to the manner in which the organization attends to employees’ social and emotional needs. The practices of human resource management that empower employees and motivated organizational behavior are positively correlated. The study examines how human resource management affects employees' subjective perception of organizational support while also analyzing how employees evaluate the organization's level of support and the environment it cultivates for employees to feel valued and respected. The methodology of this paper is based on the analysis of empirical data gathered using a standardized questionnaire that was administered in a manufacturing company. The most important result of research emphasizes the fact that having a good relationship based on respect and care helps establish motivated behavior of employees.
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Mert, Esvet, and Sabahat Bayrak Kök. "An Examination of the Relationship between Organizational Justice and Psychological Empowerment." In International Conference on Eurasian Economies. Eurasian Economists Association, 2017. http://dx.doi.org/10.36880/c08.01861.

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The perceptions of empowerment and justice that employees create in their minds affect all processes within the organization. Psychological empowerment is the perception of the organization that the organization has built to empower its employees. Organizational justice encompasses rules and social norms developed in the distribution of benefits, distribution processes and interpersonal relationships. This study aims to determine the relationship between psychological empowerment and perceptions of organizational justice. The 105 employees who work in a public institution constitute the universe of the researcher. According to Spearman correlation analysis results, the statistically significant relation was found between psychological empowerment and organizational justice perception. The main hypothesis has not been rejected. The study also examined the relationship between dimensions of psychological empowerment and dimensions of organizational justice. The results revealed a statistically significant relationship. The most striking result is that the relationship between the dimension of autonomy and the dimension of organizational justice is found to be strongest. The weakest relationship is the relationship between the meaning dimension of psychological empowerment and the dimensions of the concept of organizational justice.
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Junior, Christina, Nicole A. Buzzetto-Hollywood, and John H Padgett. "Perceptions of DEIA, Job Satisfaction, and Leadership Among U.S. Federal Government Employees." In InSITE 2024: Informing Science + IT Education Conferences. Informing Science Institute, 2024. http://dx.doi.org/10.28945/5289.

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Aim/Purpose . The quantitative comparative ex post facto research study covered in this paper aims to fill gaps in the literature by focusing on whether gender influences perceptions of leadership; diversity, equity, inclusion, and accessibility (DEIA); and job satisfaction among federal employees within the Department of Justice using empirical data. The study also explores whether there are relationships between the perception of leadership and job satisfaction and the perception of DEIA and job satisfaction. Background. Since 2002, the United States Office of Personnel Management (OPM) has administered the Federal Employee Viewpoint Survey (FEVS), which measures employee perceptions of whether and to what extent successful organizational conditions exist in their agencies. Areas currently assessed within the FEVS include training, job satisfaction, leadership effectiveness, management effectiveness, work-life balance, and diversity, equity, inclusion, and accessibility. The exploration of variations in perceptions of leadership, DEIA efforts, and job satisfaction among U.S. federal employees by gender and other criteria are crucial areas for research that are underrepresented in the literature. This is not only important for the United States federal government, which is grappling with high attrition rates, but also for public administrations around the world. Methodology. A quantitative ex post facto research design was used to analyze data from responses of U.S. federal employees working for the Department of Justice. Leadership, job satisfaction, and DEIA were all measured using aggregate scores from pre-determined question sets. Differences based on gender were analyzed using t-tests. Additionally, chi-squares and Spearman’s rank correlations were employed in order to explore whether there is a relationship between the perception of leadership and job satisfaction and the perception of DEIA efforts and job satisfaction among U.S. federal government workers. Contribution. The findings of this study aid in providing empirical data to support the need for federal government leadership to understand the impact of employees’ perceptions on their willingness to continue working in the federal government. The research study was grounded in Public Service Motivation Theory, which centers around factors that motivate individuals to pursue and maintain careers in the public service sector. More specifically, this study supported the public service motivation theory in that it looked at gender as a mitigating factor in public service motivation as well as explored the role of leadership and DEIA as a correlating factor to job satisfaction. The results of this research have practical implications for federal government leaders interested in increasing employee motivation and retention and who should be considering the range of sociocultural and demographic characteristics that have been found in the research to impact employee perceptions and experiences. Findings. The analyses found differences in perceptions of leadership, DEIA, and job satisfaction among United States Federal Government employees based on gender. Additionally, perceptions of leadership and DEIA were both found to influence job satisfaction. The first research question explored in this study used a t-test to consider whether the perception of leadership among U.S. federal employees differed based on participant gender with significance found. The second research question examined whether the perceived job satisfaction of U.S. federal employees differed based on gender, with statistical significance detected. The third research question focused on whether perception of DEIA differed when gender was explored and the results of the t-test indicated a significant difference in perceptions of DEIA when gender was considered. The fourth research question considered the relationship between the perception of leadership and job satisfaction. A Chi-square and a Spearman Rank Correlation were performed, and a relationship was found to exist. Research question five explored whether a relationship exists between the perception of diversity, equity, inclusion, and accessibility initiatives and job satisfaction, with significance found following a chi-square and a Spearman rank correlation. Recommendations for Practitioners. Leadership behaviors of managers and the existence of DEIA policies play a critical role in employees’ job satisfaction and commitment. The recommendations for organizational leadership in the public service sector include addressing gender inequality in work practices and environments and cultivating more inclusive organizational cultures. Recommendations for Researchers. The lack of inclusion of socio-cultural norms in the research on public service motivation is a gap that has yet to be sufficiently addressed and is an area of research that should be explored. Impact on Society. Research on public service motivation in local, state, national, and international government employment can aid organizations in developing strategies for improving recruitment, selection, and retention in public service organizations. This information can advance scientific knowledge on transforming management and leadership practices across sectors. Future Research. Future research can expound on what has been done here by examining in more detail how various identities, and more specifically intersecting identities, within the LGBTQIA+ community as well as other historically marginalized groups, impact such factors as perceptions of leadership, job satisfaction, employee motivation and retention, and work-life balance. Perceptions of specific DEIA initiatives should also be further explored.
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Moody, Janette. "Public Perceptions of Biometric Devices:The Effect of Misinformation on Acceptance and Use." In InSITE 2004: Informing Science + IT Education Conference. Informing Science Institute, 2004. http://dx.doi.org/10.28945/2743.

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Organizations are introducing biometric devices into various sections of the economy for various reasons. What began as a security feature for a limited number of government organizations has been adapted to such diverse uses as paying for school children’s lunches to tracking employees’ work attendance. From an organizational perspective, justifications for use of biometric devices are plentiful. However, the public’s perception of these devices may be quite different. These perceptions in turn will influence public willingness to accept and use biometric devices. Although employee use of biometric devices can be mandated, a more productive alternative might be to understand their perceptions and address those specifically through education and information. This paper describes common types of biometrics, reviews their current use in organizations, presents findings of a recent survey of public perceptions to determine the areas requiring the most education, and concludes with suggestions for providing this education.
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Sethumadhavan, R. "A study on Employee Perception of Artificial Intelligence in the Recruitment process of an IT Organization." In 2023 International Conference on the Confluence of Advancements in Robotics, Vision and Interdisciplinary Technology Management (IC-RVITM). IEEE, 2023. http://dx.doi.org/10.1109/ic-rvitm60032.2023.10435121.

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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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Stanković, Milica, and Marko Slavkovic. "Does Employer Branding Matter in Healthcare Organizations? Perception of Healthcare Workers in the Republic of Serbia." In 29th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2024. http://dx.doi.org/10.46541/978-86-7233-428-9_426.

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Attracting and retaining high-quality employees is the ultimate task of healthcare organizations in order to achieve their mission of providing quality healthcare services. Building a strong employer brand can not only reduce the turnover rate, but also make the healthcare organization a desirable place to work. Accordingly, the aim of the paper is to identify the perception of healthcare workers about the employer brand of healthcare organizations in the Republic of Serbia. The research results show a significant gap for the development of the employer brand in healthcare organizations.
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Nakash, Maayan, and Dan Bouhnik. "The Influence of COVID-19 on Employees’ Use of Organizational Information Systems." In InSITE 2023: Informing Science + IT Education Conferences. Informing Science Institute, 2023. http://dx.doi.org/10.28945/5136.

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Aim/Purpose. COVID-19 was an unprecedented disruptive event that accelerated the shift to remote work and encouraged widespread adoption of digital tools in organizations. This empirical study was conducted from an organizational-strategic perspective, with the aim of examining how the COVID-19 pandemic outbreak affected employees’ use of organizational information systems (IS) as reflected in frequency. Background. To date, only a limited effort has been made, and a rather narrow perspective has been adopted, regarding the consequences of the adoption of new work environments following COVID-19. It seems that the literature is lacking in information regarding employee use of organizational IS since the outbreak of the pandemic. Specifically, this issue has not yet been examined in relation to employees’ perception about the organization’s digital efforts and technological maturity for remote work. The present study bridges this gap. Methodology. The public sector in Israel, which employs about a third of the Israeli work-force, was chosen as a case study of information-intensive organizations. During the first year of COVID-19, 716 questionnaires were completed by employees and managers belonging to four government ministries operating in Israel. The responses were statistically analyzed using a Chi-Square and Spearman’s Rho tests. Contribution. Given that the global pandemic is an ongoing phenomenon and not a passing episode, the findings provide important theoretical and practical contributions. The period prior to the COVID-19 pandemic and the period of the pandemic are compared with regard to organizational IS use. Specifically, the study sheds new light on the fact that employee perceptions motivated increased IS use during an emergency. The results contribute to the developing body of empirical knowledge in the IS field in the era of digital transformation (DT). Findings. More than half of the respondents who reported that they did not use IS before COVID-19 stated that the pandemic did not change this. We also found a significant positive correlation between the perception of the digital efforts made by organizations to enable connection to the IS for remote work and a change in frequency of IS use. This frequency was also found to have a significant positive correlation with the perception of the organization’s technological maturity to enable effective and continuous remote work. Recommendations for Practitioners. In an era of accelerating DT, this paper provides insights that may support chief information officers and chief digital officers in understanding how to promote the use of IS. The results can be useful for raising awareness of the importance of communicating managerial messages for employees regarding the organizational strategy and the resilience achieved through IS not only in routine, but also in particular in emergency situations. Recommendations for Researchers. Considering that the continual crisis has created challenges in IS research, it is appropriate to continue researching the adaptation and acclimation of organizations to the “new normal”. Impact on Society. The COVID-19 pandemic created a sudden change in employment models, which have become more flexible than ever. The research insights enrich the knowledge about the concrete consequences of this critical change. Future Research. We suggest that researchers investigate this core issue in other sectors and/or other countries, in order to be obtain new and complementary empirical insights on a comparative basis.
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Reports on the topic "Employee perception of the organization"

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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, 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, 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, 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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Sangiampongsa, Pisanu. Governmental and nongovernmental organizations in Thailand : similarities and differences in their characteristics and roles within public services and public policy. Chulalongkorn University, 2001. https://doi.org/10.58837/chula.res.2001.37.

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There has been an increase in the role of nongovernmental organizations (NGOs) in the Thai policy process. This study examines some of their characteristics by comparing them to those of public organizations. Their roles in public policy as well as their relationship with public organizations are also studied. This study focuses further attention on two policy types-environment and welfare. A survey on public organizations and NGOs involving in the environmental and welfare policy areas, through the perception of the organizations’ employees, is used as the method of data collection. Comparative analyses are performed on two organizational and two policy types with respect to some characteristics and roles of the organizations in the policy process. The study results found many positive characteristics of NGOs, such as their high level of altruism and civic consciousness, effectiveness, efficiency, commitment and high sense of reward among their employees, as well as their active roles in public policy. Less corruption is reported from NGOs than from public organizations. However, while the two organizations share tasks in the policy process, differences in organizational characteristics and attitudes, such as their different focus on national versus local interests, likely contribute to conflicts between them. Few shared traits, such as their multiple social goals could be the focal point in the effort to build relationship between them, so that they can complement and supplement each other’s role in public policy. In terms of the two policy areas, environmental policy area exhibits a high level of conflict in public organizations and NGOs’ relation. A more pleasant work atmosphere in the form of more cooperative effort is found in welfare policy area. An attempt to explain such empirical finding is offered at the end of the study’s report.
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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, 2000. http://dx.doi.org/10.15760/etd.7215.

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Kipp, Jacob W. Western Threat Perception and the Military Doctrine of the Warsaw Treaty Organization. Defense Technical Information Center, 1990. http://dx.doi.org/10.21236/ada231791.

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Deal, Jennifer, Kristin Cullen, Sarah Stawiski, William Gentry, and Marian Ruderman. World Leadership Survey Biannual Report on Employee Commitment and Engagement 2013–2014. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2048.

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" From the Executive Summary: ""The purpose of the World Leadership Survey (WLS) is to provide a window into how professionals, managers, and executives view their life within the organization. This view of the employee experience will help leaders of organizations understand what employees experience, and what the organization can do to improve commitment and reduce turnover. The good news for organizations in the United States and Canada (the sample for this report) is that respondents are mostly committed to their organizations, satisfied with their jobs and their pay, work more than the typical 40-hour workweek, and do not currently intend to leave their jobs. The professionals, managers, and executives surveyed feel supported by their organization and by their direct supervisor, and think that their organizations are economically stable. Unfortunately they also feel overloaded, with their work disproportionately interfering with the rest of life, and that there is a high level of political behavior within their organization. Both overload and overt political behavior can reduce individual and organizational effectiveness. This report describes the current employee experience, and what organizations can focus on to maintain and improve commitment and engagement."
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Diamond, Wayne, and Richard Freeman. Will Unionism Prosper in Cyber-Space? The Promise of the Internet for Employee Organization. National Bureau of Economic Research, 2001. http://dx.doi.org/10.3386/w8483.

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Karam, Sofia, Morteza Nagahi, Vidanelage Dayarathna, Junfeng Ma, Raed Jaradat, and Michael Hamilton. Integrating systems thinking skills with multi-criteria decision-making technology to recruit employee candidates. Engineer Research and Development Center (U.S.), 2021. http://dx.doi.org/10.21079/11681/41026.

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The emergence of modern complex systems is often exacerbated by a proliferation of information and complication of technologies. Because current complex systems challenges can limit an organization's ability to efficiently handle socio-technical systems, it is essential to provide methods and techniques that count on individuals' systems skills. When selecting future employees, companies must constantly refresh their recruitment methods in order to find capable candidates with the required level of systemic skills who are better fit for their organization's requirements and objectives. The purpose of this study is to use systems thinking skills as a supplemental selection tool when recruiting prospective employees. To the best of our knowledge, there is no prior research that studied the use of systems thinking skills for recruiting purposes. The proposed framework offers an established tool to HRM professionals for assessing and screening of prospective employees of an organization based on their level of systems thinking skills while controlling uncertainties of complex decision-making environment with the fuzzy linguistic approach. This framework works as an expert system to find the most appropriate candidate for the organization to enhance the human capital for the organization.
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