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Books on the topic 'Employee perception of the organization'

Author: Grafiati

Published: 3 June 2025

Last updated: 13 July 2025

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1

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

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2

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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3

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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4

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

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5

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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6

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

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7

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

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8

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

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9

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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10

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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11

Sievers, Burkard. Work, death, and life itself: Essays on management and organization. Walter de Gruyter, 1994.

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12

Lothar, Spillmann, and Wertheimer Michael, eds. On seen motion and figural organization. MIT Press, 2012.

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13

R, Lucas J., and James Raymond Lucas. The passionate organization: Igniting the fire of employee commitment. AMACOM/American Management Association, 1999.

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14

Mills, Daniel Quinn. The GEM principle: Six steps to creating a high performance organization. Omneo̲, 1994.

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15

1951-, Grootings Peter, Gustavsen Bjørn, Héthy Lajos, and Állami Bér- és Munkaügyi Hivatal Munkaügyi Kutatóintézete (Hungary), eds. New forms of work organization in Europe. Transaction Publishers, 1989.

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16

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

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17

Volstein, Sara Pait. Propiedad, participación y solidaridad. Ediciones INPET, 1992.

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18

Volstein, Sara Pait. Propiedad, participación y solidaridad. Ediciones INPET, 1992.

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19

Pitts, Colin. Motivating your organization: Achieving business success through reward and recognition. McGraw-Hill Book Co., 1995.

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20

Frank, Till. Determinism and Self-Organization of Human Perception and Performance. Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-28821-1.

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21

Barocas, Victor S. Planning benefits strategically: An approach to meeting organization objectives. American Compensation Association, 1997.

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22

Stein, Mark A. Successful onboarding: A strategy to unlock hidden value within your organization. McGraw-Hill, 2010.

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23

Patterson, John C. Staff screening tool kit: Keeping the bad apples out of your organization. Nonprofit Risk Management Center, 1994.

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24

translator, Noguchi Kaoru, ed. Kanittsa shikaku no bunpō: Organization in vision : geshutaruto chikakuron. Saiensusha, 1985.

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25

R, McConnell Charles, ed. Effective employee relations. Aspen Publishers, 1993.

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26

Jost, Peter-J. The Economics of Motivation and Organization: An Introduction. Edward Elgar Publishing, 2014.

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27

Johnston, Catharine G. Quality in a unionized organization: Lessons from the first executive study tour on quality in a unionized organization. Conference Board of Canada, 1994.

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28

Johnston, Catharine G. Quality in a unionized organization: Lessons from the first executive study tour on quality in a unionized organization. Conference Board of Canada, 1994.

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29

Wanyama, James. Employee Perception of the Effectiveness of Communication Patterns in Organizations. GRIN Verlag GmbH, 2017.

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30

Abiodun, Raimi-Akinleye. Leadership Behavior Impact on Employee's Loyalty, Engagement and Organizational Performance: Leadership Behavior and Employee Perception of the Organi. AuthorHouse, 2010.

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31

BAHADUR TIWARI, BHUPENDRA, E. ESWARA REDDY, and SAM X. KINGSLEY JOSHUA. INNOVATIVE HUMAN RESOURCE PRACTICES AND EMPLOYEE ENGAGEMENT WITH SPECIAL REFERENCE TO IT SECTOR. Jupiter Publications Consortium, 2023. http://dx.doi.org/10.47715/jpc.b.978-93-91303-79-2.

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The industry of information technology in India includes the following services namely IT and software services, IT enabled services, hardware (engineering) services, and e-businesses/e-governance associated with government services. IT services are outsourcing of software support/installation, processing services, systems integration, exports of products and services, and training/education of the information technology science. The significant improvements in the industry have brought about a vital need for systematic process of managing the majority of employees in the IT industry. There was also a need created for technology in the subject matter of managing the employees and other aspects that came into picture. Hence, Innovative Human Resource practices came into existence for upgrading the skills and building the employees to work towards the goal of the organization. This gave birth to HR technology, Employee Engagement, ERP and so on. The study focuses on identifying various applications of Innovative Human resource practices in IT industry, the role of demographics and the factors influencing employee engagement and productivity. The study also analyzes the impact of innovative human resource practices on employee engagement and productivity and finally examines the mediating role of employee engagement upon the relationship between innovative human resource practices and employee productivity. To support the study, review of the relevant literature (Books, Research thesis and research papers) available in the innovative human resource practices space (both Global and Indian) was done. The research gap was identified in 4 categories i.e. empirical gap, evidence gap, methodological gap and population gap. The conceptual framework for the study was also designed. The literature review was categorized into national and international, theoretical and empirical to keep the study relevant according to the current global standards. Based on the research gap and the conceptual framework, the questionnaire was framed and according to the hypothesis the plan of analysis was structured to further the study. The data collection was completed through offline and online method, based on sample design. The analysis included Structural Equation Model, ANOVA, Independent t test and Mediation analysis – Andrew Hayes, Model 4 using SPSS and AMOS software. The study found out that HR Technology, HR Analytics, Collaboration Tools, AI in HR and Employee Pulse survey, are contributors to Innovative Human resource practices but there is no significant impact of demographic variables on perception of IHRM. Also, Employee retention, Reward and recognition, Personality development and Performance appraisal are factors influencing Employee engagement and Innovative work system, Employee contribution, Vigour, Dedication, Psychological factors, Motivational factors, Experience Factors and Individual capacity are factors influencing Employee Productivity. IHRM has significant impact on employee engagement and the employee productivity. Employee engagement mediates the relationship between IHRM and employee productivity. To conclude, this study provides insights into how employees are affected by innovative HR practices and provides practical solutions for organizations looking to encourage staff. By using motivational strategies that are directly tied to employees’ immediate interests and that are intended to affect their views and attitudes, innovative HR practices can assist firms in projecting a sense of employee engagement. Employees are further encouraged to be selfless and altruistic by the degrees of perceived satisfaction with the creative HR methods. As a result, they become more open to doing tasks that aren’t directly relevant to their professions but nevertheless helpful to their businesses. This would increase the efficiency of enterprises in managing their human resources, particularly those businesses that are team-based. Keywords: Innovative Human Resource Practices, Employee Engagement, Employee Productivity, IT Sector, Bengaluru, Human Resource Technology, Trends of IHRM, Innovative Human Resource Technology tools, IHRM Strategies, Information Technology.

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32

Beugré, Constant D. Managing Fairness in Organizations. Greenwood Publishing Group, Inc., 1998. http://dx.doi.org/10.5040/9798400682179.

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The term organizational justice refers to perceptions of fairness within organizations. Justice as a social phenomenon has received a great deal of research attention from social psychologists. With new research on fairness in organizations, scholars in organizational behavior, industrial/organizational psychology, and managers are provided with practical orientations on how to create fair working environments. Although organizational justice is not a panacea for managers, it can help boost employee morale and cooperation. Perceptions of unfairness have been related to several negative reactions such as employee theft, lack of commitment, lawsuits, and recently aggressive behaviors in the workplace. Perceptions of fair treatment, on the other hand, have been related to attitudinal and behavioral outcomes such as employee commitment, trust, and cooperation that are conducive to organizational performance. The most important asset of any organization is its workforce and the way people are treated shapes attitudes and behaviors such as commitment, trust, performance, turnover, aggression, and all issues of human resources. As we are moving toward a more educated workforce, people want not only better jobs but also to be treated with respect and dignity in the workplace. We are entering an era in which issues of fairness in a diversity of forms will be high on the agenda of corporate management, thus a better understanding of issues of justice in modern organizations is imperative for human resource managers.

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33

Making Purpose Work: The Challenge of Growing Ourselves and Our Companies. HPH Publishing, 2005.

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34

Marchington, Mick. Employee Voice Systems. Edited by Peter Boxall, John Purcell, and Patrick M. Wright. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199547029.003.0012.

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Employee voice appears to be the latest in a long line of terms used to describe employment practices designed to allow workers some ‘say’ in how their organizations are run; previous variants include worker participation, industrial democracy, employee involvement, and empowerment. The term is rarely defined precisely, and voice tends to incorporate HR practices of both a direct and an indirect form, in unionized and non-union settings, and in task-related and off-line teams. This article first develops a framework within which different forms of voice can be considered. Second, it discusses links between embedded voice and worker perceptions, focusing on the use of multiple and ‘deep’ techniques. Third, it analyzes a number of factors promoting or impeding voice at national, organizational, and workplace levels, in so doing noting the tensions surrounding the concept. Finally, some conclusions are drawn.

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35

Podsakoff, Nathan P., Elizabeth W. Morrison, and Tomas M. Martinez. The Role of a Good Soldier: A Review of Research on Organizational Citizenship Behavior Role Perceptions and Recommendations for the Future Research. Edited by Philip M. Podsakoff, Scott B. Mackenzie, and Nathan P. Podsakoff. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780190219000.013.5.

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Although the original conceptualization of organizational citizenship behavior (OCB) defined these behaviors as discretionary in nature, over two decades of research on how employees view OCBs and their job responsibilities indicates that the boundary between in-role and extra-role behavior is blurry, and that there is substantial variation in employees’ OCB role perceptions. In this chapter, we provide a review of over 40 articles that have examined the perceived boundary between required and discretionary citizenship behaviors. These include studies that have examined the predictors of OCB role perceptions, role perceptions as antecedents of OCBs, and role perceptions as mediators and moderators of the relationships between other predictors and OCBs. We conclude with several recommendations regarding future research directions for scholars interested in further understanding how OCBs are perceived by employees and the implications of different role perceptions for understanding employee performance.

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36

Vesga R., Juan Javier, Rafael Chiuzi, Roberto O. Díaz-Juarbe, et al. La vigencia del contrato psicológico: Aproximaciones teóricas y empíricas desde las Américas. Edited by Carlos-María Alcover. Editorial Universidad Católica de Colombia, 2020. http://dx.doi.org/10.14718/9789585133617.2020.

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The continuous changes that characterize the world of work and labor relations today change in various ways the perceptions, expectations and beliefs of workers and employers regarding the content and fulfillment of their commercial relations. Thus, these perceptions, expectations and beliefs configure psychological contracts which define the framework of the interactions between individuals and organizational agents and influence their attitudes, behaviors and decisions as well. That’s why the psychological contract constitutes a fundamental element for understanding the psychosocial processes involved in labor relations. This book aims to offer an overview of the diversity that characterizes the conceptual reflection and research on the psychological contract carried out from various countries in the Americas. Researchers from Colombia, Puerto Rico, Mexico, Brazil, Canada and Spain present a set of theoretical and empirical works that seek to deepen the understanding of employee-organization relations in the multiple labor contexts of their countries. Summarizing, this book offers for the first time a broad, though not exhaustive, overview of psychological contract research in a selection of Spanish, English, and Portuguese-speaking American countries in the south, center, and north of the continent, also represents a valuable contribution to research in organizational and work psychology in those contexts.

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37

Shore, Lynn M., Jacqueline A.-M. Coyle-Shapiro, and Lois E. Tetrick, eds. The Employee-Organization Relationship. Routledge, 2012. http://dx.doi.org/10.4324/9780203138878.

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38

The employee-organization relationship. Routledge, 2012.

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39

Probst, Tahira M., Lixin Jiang, and Wendi Benson. Job Insecurity and Anticipated Job Loss: A Primer and Exploration of Possible Interventions. Edited by Ute-Christine Klehe and Edwin van Hooft. Oxford University Press, 2014. http://dx.doi.org/10.1093/oxfordhb/9780199764921.013.025.

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Given the increasing prevalence of job insecurity across the globe, the purpose of this chapter is to identify variables operating at the individual, occupational, organizational, and societal levels that have been found to influence employee perceptions of job insecurity and to discuss the outcomes (related to organizational well-being and employee well-being) that accrue as a result of such insecurity. In doing so, we bring together two disparate bodies of literature on economic stress (job insecurity and anticipated job loss) by integrating them into a comprehensive model that explicitly advocates a multilevel perspective and acknowledges that employees are embedded in multiple intersecting and influential contexts (e.g., socioeconomic conditions). Although a vast body of research suggests that the consequences of job insecurity are largely negative, this chapter also explores organizational- and societal-level interventions to attenuate these negative consequences.

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40

Cropanzano, Russell S., Deborah E. Rupp, Meghan A. Thornton, and Ruodan Shao. Organizational Justice and Organizational Citizenship. Edited by Philip M. Podsakoff, Scott B. Mackenzie, and Nathan P. Podsakoff. Oxford University Press, 2016. http://dx.doi.org/10.1093/oxfordhb/9780190219000.013.19.

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In this chapter, we provide a detailed examination of the relationship between employee justice perceptions and organizational citizenship behavior OCB. Beginning with the earliest research on OCB, we articulate how these two topics within organizational sciences developed alongside one another as researchers attempted to articulate not only what kinds of justice would influence extra-role behaviors but also how those effects emerge. We also discuss modern trends in the study of justice and OCB, examining new theoretical perspectives and multifoci, third-party, and multilevel approaches to assessing this phenomenon. Our aim is to provide a comprehensive discussion of not only where research has been but also where it will go as scholars continue to develop new insights into justice and citizenship behaviors in the workplace.

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41

Perceptual Organization. Taylor & Francis Group, 2017.

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42

Kubovy, Michael, and James R. Pomerantz. Perceptual Organization. Taylor & Francis Group, 2019.

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43

PATEL, Priyanka, and Priyanka PRIYANKA PATEL. Employee Satisfaction: Impact on Organization. Independently Published, 2017.

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44

Durmaz, Ismet Burçak Vatansever. Perception of Employer Branding in Relation with Organizational Commitment, Organizational Identification and Communication Climate in Higher Education Institutions. Lang GmbH, Internationaler Verlag der Wissenschaften, Peter, 2020.

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45

Durmaz, Ismet Burçak Vatansever. Perception of Employer Branding in Relation with Organizational Commitment, Organizational Identification and Communication Climate in Higher Education Institutions. Lang GmbH, Internationaler Verlag der Wissenschaften, Peter, 2020.

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46

Durmaz, Ismet Burçak Vatansever. Perception of Employer Branding in Relation with Organizational Commitment, Organizational Identification and Communication Climate in Higher Education Institutions. Lang GmbH, Internationaler Verlag der Wissenschaften, Peter, 2020.

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47

Durmaz, Ismet Burçak Vatansever. Perception of Employer Branding in Relation with Organizational Commitment, Organizational Identification and Communication Climate in Higher Education Institutions. Lang GmbH, Internationaler Verlag der Wissenschaften, Peter, 2020.

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48

Chaykowski, Richard P. 1958, and Sloan School of Management. Employee Perceptions of Organizational Practices and the Impacts of Plant Modernization: A Canadian Case Study. Creative Media Partners, LLC, 2018.

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49

Shrestha, Arjun Kumar. Perceptions of Organizational Politics and Employee Outcomes: A Study in Nepali Banking and Financial Institutions. LAP Lambert Academic Publishing, 2012.

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50

Holcombe, Alex. The Temporal Organization of Perception. Edited by Johan Wagemans. Oxford University Press, 2014. http://dx.doi.org/10.1093/oxfordhb/9780199686858.013.057.

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