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1
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’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 & 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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Clarke, Cassandre M. "The influence of activation on recall and perception of a negative performance appraisal." CSUSB ScholarWorks, 1995. https://scholarworks.lib.csusb.edu/etd-project/1024.
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Dawkins, Michael L. "Employee Perception of the Value of Customer Focus Training in Public Transportation." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/491.
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The number of service-oriented jobs has increased locally and nationally, and organizations are spending millions of dollars to train front-line employees to maintain customer satisfaction and compete in the service industry. Despite the financial investments of these training programs, little research has investigated the holistic effectiveness of customer-focused training (CFT) programs. Researchers found positive relationships between the constructs under investigation and reported that when CFT programs are delivered on a consistent basis with leadership support, they help build a service-oriented culture. The purpose of this case study was to investigate employee perceptions of CFT and relationships between performance, engagement, and building a service-oriented culture, where the questions were designed to address front-line employees in the transit system of Southeastern Pennsylvania. The conceptual framework for this study was by Service Quality, where the concepts for the framework support organizational culture and social exchange. The total number of participants was 36 with 27 for interviews and 9 for a focus group. The participants were selected using a purposeful sampling approach. The data were analyzed by coding for categories, themes, and patterns to reflect in-depth understanding and reporting of CFT among front-line employees. The participants felt that CFT programs were beneficial for them and could help improve customer service. Given these findings, similarly-situated employees may view training in a positive light and may be willing to engage in more training to improve customer service. Human resource personnel may be encouraged from the positive results of this study to develop and implement more training, which may help employees and leaders build a credible service-oriented culture.
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Ince-Garcia, Leslé Bianca. "The effects of internal communication on employee productivity and perception in the automotive services industry in South Africa." Thesis, Cape Peninisula University of Technology, 2016. http://hdl.handle.net/20.500.11838/2306.
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Thesis (MTech (Public Relations Management)--Cape Peninsula University of Technology, 2016.<br>The aim of this study is to determine the effects of internal communication on employee productivity and perception in the automotive services (aftermarket) industry in South Africa. The aim is also to provide recommendations to improve the internal communication in the industry. According to Grunig (2011), organisations are realising that employees are their most important competitive advantage, and effective communication helps unleash the talents and energies of their employees. The literature review, which provides the theoretical perspectives upon which this study is based, comprises literature from a South African and international perspective. The literature outlined includes the Systems Approach, Excellence Theory, internal communication, productivity, perception, the automotive industry and the role of the communications practitioner. A qualitative research method is used to seek answers to questions and to understand an aspect of the working environment. This method is also used to understand the experiences and attitudes of the participants. To collect the required data, in-depth interviews were conducted with eight employees at various levels in an automotive services organisation. The interview questions were asked under three headings, namely: Internal Communication; Productivity and the Role of the Communications Practitioner. The responses of the participants and the research findings are then compared to the literature review. The major findings indicate that internal communication definitely impacts on the productivity and perception of the employees in the organisation. While certain aspects of internal communication in the automotive services organisation are effective, there is still room for improvement. This improvement should not be a once-off task. Management in the organisation is encouraged to conduct regular and on-going research to remain current and also to ensure that communication remains effective. Various types of research may be conducted at all levels in the organisation, internally and externally, which should consider the various aspects and elements of the organisation.
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Pierce, Heather R. "Employee development as an exchange process : perceived organizational support, leader-member exchange and perception of benefit." Diss., Georgia Institute of Technology, 2001. http://hdl.handle.net/1853/29897.
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Ford, Leif Allen. "Predictive Ability of Emotional Intelligence Scores on Employee Self-Reported Perception of Comprehensive Organizational Credibility Inventory." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2285.
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Research has shown that emotional intelligence (EQ) is positively related to beneficial outcomes in organizations. Research has also found that negative perceptions of organizational credibility (OC) can result in adverse economic and social costs for organizations and communities. To date, the existing research has failed to examine whether employee EQ might affect employee perceptions of OC. A quantitative, non-experimental study was conducted using a sample of employees in large health and medical organizations throughout the United States. The variables in the study were measured using the Assessing Emotions Scale and the Comprehensive Organizational Credibility Inventory. Multiple regression analyses and Pearson correlation examined the relationships between employee EQ and employee perceptions of OC. Results of the study showed that employees with high EQ perceived their employing organizations to have high OC for areas of accountability, goodwill, integrity, legitimacy, and power, but low OC for areas of attractiveness, corporate social responsibility, expertise, and trustworthiness. Results also showed that high employee EQ predicted high OC for areas of accountability, goodwill, legitimacy, and power, but not for areas of attractiveness, corporate social responsibility, expertise, or trustworthiness. Results supported existing research that has identified links between EQ and organizational-related factors. Results also supported existing research that showed that credibility constructs may be culturally and situationally determined. This study has provided an incentive for leaders of organizations to integrate pro-EQ hiring and training interventions that can foster positive OC behaviors and strengthen organizations both internally and externally.
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Sehi, Tamara Grullon. "Human resource professionals' perception of human resources' value to senior management." CSUSB ScholarWorks, 1997. https://scholarworks.lib.csusb.edu/etd-project/1486.
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This study examines and describes the perceptions of human resource professionals about their contribution and that of their departments to strategic planning and management. Human resource leaders from organizations with five hundred or more employees in Southern California responded to this survey. The significance of this study is its potential to increase our understanding of the contribution of the human resource function to strategic planning.
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Tikanmaki, Anna K. "The impact of person-organization fit and perceptions of justice on employee organizational commitment, job satisfaction, and trust towards management after an acquisition." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2001. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp04/MQ61611.pdf.
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Quarton, Amy. "Work/Non-Work Practices and Employee Perceptions of Organization Attractiveness| The Role of Work/Non-Work Interference and Enhancement and Perceived Organizational Support." Thesis, Southern Illinois University at Edwardsville, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=1543905.
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<p> The interplay between employees' work roles and non-work roles has led many organizations to implement work/non-work (W/NW) practices. In addition to helping employees manage their responsibilities, these practices can attract job applicants and enhance current employees' commitment to the organization. The existing research, however, has found mixed results regarding how W/NW practices attract applicants, and has neglected to address employees' perceptions of attractiveness. To address these gaps in the literature, the current study investigated the relationships between the availability and utilization of organizational W/NW practices and employees' perceptions of organizational attractiveness in a sample of full-time employees. In addition, the study examined the roles of five variables: perceived organizational support (POS), perceived organizational non-work support (PONS), perceived supervisor non-work support (PSNS), W/NW enhancement, and W/NW interference. Three hundred eighty-four participants, recruited through Amazon's Mechanical Turk, completed questionnaires related to their current work experiences. The results supported all but one of the hypotheses. Most importantly, the availability and utilization of W/NW practices were both positively related to employee attraction. Participants who reported higher percentages of practice availability or utilization were significantly more attracted to their current employer than participants who reported lower percentages of practice availability or utilization. In addition, POS, PONS, PSNS, and W/NW enhancement partially mediated these relationships, such that the availability and utilization of W/NW practices led to increased employee attraction through increased POS, PONS, PSNS, and W/NW enhancement. Implications for future research and practical applications are discussed.</p>
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Hooper, Danica Therese. "The perception of differential leader-member exchange relationships within work teams and its impact on employee reactions /." [St. Lucia, Qld.], 2005. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe19126.pdf.
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Bardhan, Correia Debarpita. "An examination of the relationship between frontline employees' perceptions of people management practices and their prosocial service behaviours : a case study of an employee-owned organization." Thesis, Cranfield University, 2015. http://dspace.lib.cranfield.ac.uk/handle/1826/9575.
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With a growing body of literature examining HR systems’ influence on organizational
performance outcomes, there has been a plea for research that examines the underlying
mechanisms that facilitate this in a service setting. This study adopts the notion of people
management which incorporates the management of HR implementation and line managers’
leadership behaviour in its investigation of how HR affects performance. This study, by
examining how frontline employees’ perception of people management practices affects
individual level prosocial service behaviours, and by using a qualitative approach in data
collection and analysis, offers an explanation of the underlying mechanisms in the causal chain.
Furthermore, the setting of this research in an employee-owned organization affords a context-
rich account of how HR systems affect individual level performance in a service setting.
Thirty one semi-structured interviews were conducted, of which twenty three were conducted
with frontline employees to elicit how their experiences of people management practices
affected their display of prosocial service behaviours. Eight semi-structured interviews were
arranged with frontline managers to offer an alternate perspective to data gathered from the
employees.
The research identifies bundles of practices, comprising both “employment” and “work
practices” as instrumental in employees’ display of prosocial service behaviours. The results
confirm the AMO framework as being a suitable explanation of mediating mechanisms in the
HR-performance chain, whilst not only confirming the presence of a few existing intervening
influences but also identifying novel factors not previously studied within the HR-performance
discussion. It also demonstrates that adopting multiple theoretical perspectives in investigating
HR-performance relationships offers a more comprehensive picture.
Finally, the research confirms the role of the line manager as a protagonist within the HR-
performance discussion whilst also demonstrating the significance of co-workers. The
ownership context emerges as important in this enquiry – specifically work atmosphere and
relationships – in influencing employees’ service behaviour.
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Isom, Carole A. "Not So Black and White: The Color of Perception in Corporate Layoffs." Antioch University / OhioLINK, 2010. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1290134052.
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Febriyani, Yeni. "The Perception of Knowledge Management System Implementation to Employee Performance is Measured With Balanced Scorecard at PT Vale Indonesia TBK." TopSCHOLAR®, 2016. http://digitalcommons.wku.edu/theses/1598.
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Knowledge Management System (KMS) is a necessary concept as knowledge possessed by each individual employee is an intellectual property asset that will provide benefits for any organization. In a company, in terms of KMS, employees’ performance holds an important role in helping run the business of the company becoming sustainable and successful. Therefore, the measurement of employees’ performance based on a balanced scorecard is needed to understand the current business situation. This research helped focus on the perception between the KMS and employee’s performance based on a balanced scorecard (BSC) regarding a financial perspective, customer perspective, internal business process perspective, and learning & growth perspective. A survey was conducted at PT. Vale Indonesia Tbk (Vale) to ascertain these perspectives and perceptions of employees regarding performance based on a BSC. These perception data were analyzed, and conclusions were drawn regarding hypotheses. The findings section of this thesis shows the results in details. The results of the survey showed that the employees had a good perception of the value and benefits of KMS as measured with the BSC with the exception of the financial aspect. The interpretation of the results created recommendations to further implement KMS, and to improve employees’ performance at Vale.
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Tsioki, Anita, and Karolina Borg. "Engaging, Inhibitive or an Organizational Chaos? : A Phenomenological Study on Employees’ Perception of the Activity-based Flexible Office." Thesis, Södertörns högskola, Institutionen för samhällsvetenskaper, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-39397.
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This study discusses employees’ perception of a rather new and progressive office type, namely the Activity-based Flexible Office, the A-FO. Within this office type, the employee does not have a personal desk, but instead changes workspace depending on the task at hand. The aim of the study was to examine how employees perceive this type of office and their experiences of working within it. In previous research, a model has been created within this field as an attempt towards a theoretical framework, the A-FO-M. Whereas studying this model, we saw some notions not being thoroughly explored, although mentioned in other preceding research. Thus, the need of exploring these aspects further felt vital and therefore, we combined the A-FO-M with other preceding research and created a synthesis with a set off our themes. A qualitative method was chosen and furthermore, a phenomenological approach. This approach suggests examining a certain phenomena, the A-FO in this case, based on the experiences and perceptions of an individual, the employee. Interviews were implemented on a specific company to succeed in reaching our aim. The six interviews completed gave us the empirical results we needed to attain an analysis and thereafter, conclusions. Overall, our findings correspond with the presumptions of the A-FO-M. However, due to Klarna having a certain structure, somewhat differing from the traditional A-FO, the results were contradicting in some cases. The majority of the respondents felt they were able to perform their task without major problems. Some respondents felt that the office made them more open, while others did not feel any impact on their persona in relation to the A-FOs features. Our findings support that the A-FO is a very sociable office type, whereas you constantly meet and interact with people, both known and unknown to you. The respondents appreciate that there is little distance between them and their managers. Additionally, it is found that managers within A-FOs need to have high trust in their employees. Conclusively, some results may be somewhat dependent on the individual and their preferences.
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Samuelsson, Patric, and Maxim Martea. "Contextual factors shaping the perception of talent and the motives for adoption of inclusive talent management strategy : A multilevel mixed method single case study." Thesis, Högskolan Dalarna, Företagsekonomi, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:du-35080.
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Purpose – of this study was to explore the institutional contextual factors that influence the organizational operations and their choice of talent management strategy with specific focus on inclusive talent management. The study is based on a case study of the Region Dalarna. The choice of case study was motivated by the ignorance of the contextual consideration of public sector organizations, within the talent management discourse. The researchers of this paper believe that the main findings contribute to the research field. Delimitations – of this study has been set to a single case study of Region Dalarna, a public sector organization where the healthcare operation within the organization and the employees within the HR department have been chosen as representative factors for the organizational perspective, along with the policy documents. Design/methodology/approach – of this paper is a mixed-method approach, specifically when it comes to data collection and analysis. The secondary data, including organizational documents were analyzed with the WPR method and served as a foundation for collection of the primary data. In turn, the primary data was collected with the help of the dialogical interviews and analyzed through thematic analysis technique. Also, the theoretical framework in this research was based on already existing literature in the field. Findings – the organization’s operations and its choice of talent management strategy are influenced by multiple external and internal parties on macro, meso and micro levels. Some of them are politicians, board members, third parties and employees themselves. In addition, the researchers identified a shared perception of talent within the organization and factors that influence it. Also, the authors were able to track already implemented inclusive TM strategies within the organization’s operations as well as identify the challenges that prevent the further adoption of this approach. Practical implications – this paper can serve as a framework for other organizations in order to identify the influencing factors that impact their performance. The insights of this paper address the further development of Dalarna Region, which makes it valuable for the local community. Originality/value – the use of mixed methods in the data collection and analysis enabled researchers to confirm their findings as well as to identify the potential conflicts in the organizational context.
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Blanco, Villarreal Martha P. "THE RELATIONSHIP BETWEEN JUSTICE PERCEPTIONS, CONSCIENTIOUSNESS AND WORKPLACE BEHAVIORS AMONG OLD AND YOUNG EMPLOYEES." CSUSB ScholarWorks, 2019. https://scholarworks.lib.csusb.edu/etd/836.
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This research addressed the influence employee age has on organizational justice perceptions (OJPs) and organizational citizenship behaviors (OCBs) through conscientiousness. Given the valuable contributions of older employees in the workforce, the aim of this study was to investigate the processes by which age affects justice perceptions, the expression of conscientiousness traits, and workplace behaviors. Additionally, a theoretical framework was provided where the conservation of resource, equity, fairness, socioemotional selectivity, and conscientiousness at work theorieshelp explain the linkages from the integrative model. A total of 179 MTurk workers participated in this study, which required participants to answer questions about their workplace perceptions and behaviors. The primary scales used in this study measuring OJPs, conscientiousness, and OCBs were obtained from previous studies that found these measures to be reliable and valid. Using those scales, three main hypotheses were tested: Hypothesis 1 predicted age would moderate the relationship between OJPs and OCBs; Hypotheses 2 predicted conscientiousness would mediate the relationship between OJPs and OCBs; and Hypothesis 3 predicted employee age (moderating variable) would interact with justice perceptions (independent variable) and predict organizational citizenship behaviors (dependent variable), through conscientiousness (mediating variable). Results suggested that age does not moderate the relationship between OJPs and OCBs; however, conscientiousness mediates the relationship between OJPs and OCBs; and employee age only moderates the mediating effects of conscientiousness in the relationship between distributive justice perceptions and OCBs. Overall, this research provides preliminary findings to a model that had never been researched before, provides theoretical and practical implications, as well as directions for future research.
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Jewoola, Olatubosun Emmanuel. "Employer/employee perceptions of performance appraisal and organizational outcomes| A case study approach." Thesis, University of Phoenix, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3648298.
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<p> There is a limited knowledge on the meanings, experiences, and perceptions of organizational members regarding performance appraisal and how the various experiences and perceptions are perceived to bear on organizational outcomes. With this qualitative study, I explored the experiences and perceptions of organizational personnel regarding performance appraisal systems and how these are perceived to bear on work outcomes. Using case study as research design, a detailed analysis of semi-structured interview involving organizational personnel (leaders, managers, and frontline employees) who lived in northeastern New York, and working in various disciplines and professions was conducted and recorded. NVivo software was used in generating the major thematic links and invariant constituents of the study. Results of the study revealed five significant themes: (a) essential descriptions of performance appraisal, (b) perceived rewards of performance appraisal, (c) differences and similarities of performance appraisal systems across different organizations, (d) perceived association of performance appraisal systems and work outcomes, and (e) recommended changes in performance appraisal systems. Employees who have positive experiences with the system associate performance appraisal with something equally beneficial to employees’ improvement and the operational performance of the organization. These employees reported experiences of motivation, loyalty, commitment, and productivity as they received their feedback. The study identified human resource development activities that could further achieve the real and genuine objectives of performance appraisal system.</p>
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Tsang, Kai-keung, and 曾繼強. "Participation in school administration and its relation to job satisfaction: perceptions of Hong Kong aidedsecondary school vice principals." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1985. http://hub.hku.hk/bib/B31955502.
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Mungunda, Charles. "An investigation into school principals' experience and perceptions of participative management." Thesis, Rhodes University, 2004. http://hdl.handle.net/10962/d1003481.
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The purpose of this research was to investigate three principals’ perceptions and experience of participative management and to gain insight into and understanding of the dimensions involved in participative management from the perspective of the three principals. The research was conducted within the interpretive paradigm, since I was interested in understanding the subjective experience and individual perceptions of three principals with regard to participative management and the meaning they attach to it in their natural settings: how they describe, interpret and make sense of participative management. Data were collected by means of questionnaires, interviews and observation. The findings indicate overwhelming support for the notion that participative management (collegiality) does have a positive influence with regard to creating a sense of common goals, shared vision, a sense of ownership, commitment and improved human relations. The respondents emphasized the critical role of the leader in facilitating the implementation of collegiality as well as an increasing awareness of the potential of participative management to improve human development through delegation. The responses revealed interesting paradoxes with regard to the tensions between leadership and leaderless organizations, as well as between autonomy and interdependence. Responses also reflect the sentiment that participative management should be selective, involving only those with the necessary skills and expertise in the decision-making process. While there is an appreciation of the benefits to be derived from collegiality, critical statements about participative management include the time-consuming nature of participative management, and the notion that participative management impinges on the authority of the principals.
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Pilch, Scott Bradford. "The effects of varying types of voice on organizational justice and motivation perceptions." CSUSB ScholarWorks, 2006. https://scholarworks.lib.csusb.edu/etd-project/3013.
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The present study was designed to answer two questions. First, how do different forms of voice influence perceptions of organizational justice? Second, do organizational justice perceptions affect an individual's motivation to improve their job performance?
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McRee, Caroline Kimrey. "Managerial Perceptions of Employee Motivation." Thesis, Pepperdine University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10840301.
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<p>This qualitative research study examined managerial perceptions of employee motivation. A widely studied yet complex topic, motivation continues to allude managers, leading to managerial assumptions about what is motivating to employees. The purpose of this study was to explore employee motivation through the co-participation of managers and subordinates in a job crafting intervention. A 1-hour version of the Job Crafting Exercise was conducted for eight managers and eight subordinates for a total of 16 research participants. Three weeks following the job crafting intervention, an open-ended survey was distributed separately to managers and subordinates. Findings indicated changes in the task, relational, and cognitive boundaries of subordinate?s jobs, and an increase in motivation as a result of co-participation in a job crafting intervention. Managers also gained greater insight about subordinates through participating in the Job Crafting Exercise and made actionable next steps with employees at the conclusion of the intervention.
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Gethin-Jones, Rachel. "The impact of employee perceptions and organisation-related employee attributes on employee outcomes after restructuring /." St. Lucia, Qld, 2004. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe17814.pdf.
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Crocker, Robert Mitchell Harris Stanley G. "Employee perceptions of managerial civility development and validation of a measurement scale /." Auburn, Ala., 2005. http://repo.lib.auburn.edu/2005%20Summer/doctoral/CROCKER_ROBERT_29.pdf.
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Shologu, Anita. "Employee perceptions of organisational culture constructs in selected non-governmental organisations (NGOs) in Cape Town, Western Cape Province." Thesis, Cape Peninsula University of Technology, 2019. http://hdl.handle.net/20.500.11838/2876.
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Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2019.<br>Non-governmental organisations (NGOs) are perceived to be poorly performing partly due to their culture; the constructs of NGOs’ culture usually affect employees’ commitment and performance negatively, leading employees to leave the organisation. This discourages and demoralises employees’ mind sets to perform as expected which affects NGOs’ productivity, goals and competitiveness in a negative way. The study investigated employee perceptions in organisational culture constructs to selected NGOs in Cape Town in order to generate valuable information in understanding the role of organisational culture in the achievement of organisational objectives in NGOs. Mixed methods approach was used in this study as it allowed collecting of qualitative and quantitative data simultaneously and assessing different facets of complex outcomes in a richer way than one method alone. The study found that culture is set to boost employees’ and organisations’ performance, and that managers and owners in NGOs have knowledge of this. The study revealed that some criteria such as openness and the creativity view of the organisational culture are only considered positive to managers and owners of NGOs. This study found that managers and owners in NGOs believe the implemented organisational culture is very effective, positively affects and boosts employees’ performance. The employees, however, had a different perception; they feel excluded from the development of the organisational culture which in turn affects their commitment and performance in a negative manner. This study found that employees’ commitment towards organisational culture derives from the way it is designed and how it suits employees’ expectations. Aspects such as remuneration, a safe work environment and sustainability, were found to be important for employees’ performance and commitment. Therefore, it is evident that directing or developing NGOs’ organisational culture that focus on employees’ expectation such as remuneration and sustainable employees’ innovation and practice will receive more support from employees. Furthermore, the criteria are keen to improve the way employees perform and commit to the organisation. It was recommended that NGOs involve employees in the design or development of its organisational culture in order to have more information on employees regarding what to expect from them. Another major implication is that the issue of employee benefit or remuneration have to be addressed in order to maintain employees’ performance.
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Al-Bahrani, Afraa. "Employee Perceptions of Emotional Intelligence Among Managers." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3741.
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Efficient managers influence the success and performance of organizations, in contrast to inefficient managers who may negatively affect employee motivation, productivity, stress levels, job satisfaction, and performance. Managers' ability to recognize emotions can positively affect employee motivation, job satisfaction, and performance, which is likely to decrease employee turnover. The purpose of this phenomenological research was to explore the perceptions among employees regarding their managers' EI in relation to employee motivation, job satisfaction, and performance in the Northern Virginia (NOVA) area. The presence of managers' EI skills was explored based on the emotional abilities to facilitate, understand, perceive, and manage emotions. Snowball sampling was used consisting of 20 employees from the NOVA area. The data were collected using in- depth face-to-face semi-structured interviews. Coding and categorizing of interview responses facilitated their thematic analysis. Findings from this sampling suggested that those employees who experienced managers with EI skills reported increased levels of motivation, job satisfaction, and performance. In contrast, those employees from the sampling who experienced managers with a lack of EI skills reported decreased levels of motivation, job satisfaction, and performance. These findings could contribute to positive social change in the workplace focusing on the potential for positive change in human resource, leadership, management, and higher education. The findings could also indicate how these skills help increase employees' motivation, job satisfaction, and performance, as well as effectively manage employee turnover, and improve organizational success.
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Sand, Christopher. "Influence of business strategy on firm's capability to innovate : investigation into employee perception of business strategy, market orientation, learning orientation and the favourability of the innovation implementation context on multiple hierarchical levels in a single multi-national organization in the FMCG industry." Thesis, University of South Wales, 2015. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.702438.
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This research is informed by the implications of Disruptive Innovation Theory, which posits that incumbent firms tend to fail in the face of disruptive threats. A framework is developed based on the aim to identify controllable parameters of firm's innovation capability to ultimately contribute to the longevity of incumbent organizations. It integrates the conceptualization of Innovation Orientation with a processual perspective on innovation and the Dynamic Capabilities View to gain a holistic perspective on a firm's innovation. Furthermore, it emphasizes the role of managers and strategy makers to determine the level and composition of an organization's overall Capability to Innovate. Research constructs for Business Strategy, Market Orientation (with separate measures to assess the firm's distinct focus on Current Customers and/or Future Markets), as well as Learning Orientation were supplemented with a measure to assess the favourability of the Innovation Implementation Context of the firm. In their combination, these constructs are posited to provide a holistic account of the firm's overall Capability to Innovate. The research setting provides a framework to determine the influence of Business Strategy on the configuration of these constructs and to illustrate the interplay among them. A survey of 182 respondents based in a single organization in the Fast Moving Consumer Goods Industry was taken to validate the framework. Its objective was to investigate into the individual linkages between Business Strategy and Market Orientation, Learning Orientation and the favourability of the Innovation Implementation Context. Moreover, the perceptions of employees on 4 different hierarchical levels are assessed. Ultimately this setting allows to determine the degree of strategic alignment throughout the organization, which was shown to result in higher performance in prior research. The findings of this research contribute to extend existing knowledge in an evolutionary manner. It contributes to the integration of prior research in the field of Innovation Orientation, innovation and the Dynamic Capabilities View towards a holistic understanding of a firm's Capability to Innovate. Moreover, the findings provide insights into the interrelationship between Business Strategy and the organization's propensity for Market Orientation in the Current Customer domain and into the Future Market domain, its Learning Orientation and the arrangement of its Innovation Implementation Context. It revealed a synergistic interplay between these constructs. The research provides directions for practitioners in outlining the importance of a holistic appreciation of innovation and by illustrating specific mechanisms how Business Strategy may influence a firm's overall Capability to Innovate.
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Bullock, Angela Nicole. "Organizational change within human service organizations: A study on the relationship between Public Housing Authority employee's perceptions on readiness, climate, and process change and employee status." DigitalCommons@Robert W. Woodruff Library, Atlanta University Center, 2013. http://digitalcommons.auctr.edu/dissertations/750.
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This study examines public housing authority employees' perceptions of readiness, climate and process of change and employee status. Sixty-six (66) survey participants were selected for this study utilizing convenience sampling. The survey participants were current public housing authority employees who underwent organizational change. The survey in this study, Organizational Change Questionnaire- Climate of Change, Processes and Readiness (OCQ-CPR), utilized a four-point continuum Likert scale. Frequency distribution, cross tabulations and the statistical test of chi-square were used to analyze the relationship between the variables. The findings of the study indicated that there was no statistical relationship between the variables.
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Palmer, Julie Dougherty Thomas W. "The relationships of organizational web site information and job seeker characteristics with perceptions of and attraction to the organization." Diss., Columbia, Mo. : University of Missouri--Columbia, 2008. http://hdl.handle.net/10355/6615.
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Title from PDF of title page (University of Missouri--Columbia, viewed on Feb 25, 2010). The entire thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file; a non-technical public abstract appears in the public.pdf file. Dissertation advisor: Dr. Thomas Dougherty. Vita. Includes bibliographical references.
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Wan, Mohd Noor Wan Shakizah. "Reward program influences : employees perceptions in Malaysian private organizations." Thesis, Curtin University, 2012. http://hdl.handle.net/20.500.11937/1905.
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Previous researches on non-monetary rewards have explored ways in which psychological phenomena can enhance the motivational power which may reduce or eliminate any inherent advantage of cash as an incentive to employees. However research on reward program influences in Malaysian private organizations is almost non-existent. Literature also suggests that non-monetary rewards alone do not motivate. This study focuses on the antecedents of cultural orientation, Islam Hadhari’s principles and environmental factors (internal and external) that may influence the perception held by exempt employees of Malaysian private organizations on non-monetary and monetary rewards. This study further investigates the relationship between the Malaysian cultural orientation, Islam Hadhari’s principles, environmental factors and perceptions of non-monetary and monetary rewards toward the reward program influences. The other important aim of the study is to identify the moderating role of organizational characteristics, i.e. organization size and ownership status between cultural orientations, Islam Hadhari’s principles, environmental factors (internal and external) and perceptions of non-monetary and monetary rewards.The study adopted a positivist paradigm and a two-phase sequential mixed method research design consisting of qualitative and quantitative approaches. A tentative research model was first developed based on an extensive literature review. In the first phase, the qualitative field study was then carried out to explore the perceptions of non-monetary and monetary rewards in the Malaysian private organizations. The findings from the qualitative study were then combined with initial research model and literature review to develop the final research model, which was then used to develop measures and instruments. In the second phase of the study, data were collected by questionnaire survey of 1000 exempt employees in Malaysian private organizations. 329 valid questionnaires were obtained. The responses were analyzed using Partial Least Square (PLS) based Structural Equation Modeling (SEM) approach.The results of this study showed that femininity orientation, Islam Hadhari’s principles specifically mastery of knowledge and good quality of life, and external environmental factors have positive influences on employees’ perceptions of non-monetary and monetary rewards. However, surprisingly the relationship between internal environmental factors, Islam Hadhari’s principles of balance and comprehensive economic development, and also cultural and moral integrity and non-monetary and monetary rewards were found to be non-significant in this study.This study also confirmed the influence of non-monetary rewards on reward program influences of employees’ contribution, productivity, loyalty except employees’ turnover was found to be non-significant in this study. The results also showed that perception of monetary rewards was significant in relation to employees’ contribution, productivity, loyalty as well as turnover. The findings also revealed the negative/positive, and also significant and nonsignificant relationships between the factors tested in this study in the existence of the moderating variables of organizational size and ownership status. The detailed of the results were discussed comprehensively in the thesis.This study contributes to the existing literature as there has been little evidence and attention found in the literature relating to cultural orientation, Islam Hadhari’s principles and environmental factors (internal and external) with non-monetary and monetary rewards. This study also indicates that Islam Hadhari’s principles does play a very important role in encouraging the intellectual, spiritual (intrinsic rewards) and physical development in Malaysia. The study also will benefit the human resource practitioners theoretically and practically by providing direction and suggestions in designing and implementing the nonmonetary and monetary rewards for Malaysian private organizations from Islamic perspectives.
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au, judith marquis@argylediamonds com, and Judith Marquis. "Factors influencing employee perceptions of trust within organisations." Murdoch University, 2002. http://wwwlib.murdoch.edu.au/adt/browse/view/adt-MU20071218.113552.
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Trust is a complex concept and our understanding of what creates, sustains and builds trust within organisations is variable. The purpose of this study was to examine the antecedent factors influencing employee perceptions of trust in organisations, and this was achieved by aggregating qualitative trust data gathered from four surveys conducted in two related mining companies.
Analyses of questions that referred to trust in the 'company', produced one set of factors which described generalised leader behaviours and characteristics that influence employee perceptions of trust in leaders throughout their employing company. Analyses of questions that referred to employees' trust in their immediate managers produced factors that described behaviours and characteristics influencing their perceptions of trust in the leader with whom respondents had the most intimate supervisory relationship. Many factors were common to both phases of analysis, but the most frequently described was Open and Honest Communication. Some factors were unique to the company analysis, including Managers' Competencies, Provides Benefits, Safety Obligations, Stability of Managerial Personnel and Profit Motives. Others were unique to the immediate manager analyses and included Confidentiality, Consistency and Predictability, and Role Limitations. Similarities and differences in factors described within company analysis and immediate manager analysis were reconciled to produce six factor groupings. The different factor structure found in the company and immediate manager analyses reflect, to some extent, the impact of hierarchical distance on the basis for trust.
Mayer, Davis and Schoorman's (1995) Integrative Model of Organisational Trust was used as a starting point for factor identification and grouping because of its links to previous antecedent factor research. Several factors not represented in that model were extracted. Four factors described leaders' behaviours associated with employee trust: Managers' Competencies, Benevolence, Integrity, and Investment of Role and Task Responsibilities. Propensity to trust was present, but had two subtly different forms. Contextual Factors not represented in Mayer et al.'s, model were also extracted. These factor groups formed the components of an elaborated model of the antecedents of organisational trust.
Exploring trust at the company level as well as the immediate manager level provided important insight into trust behaviours attributed to managers and leaders of the company and those attributed to the immediate manager. Similarities and differences in company and immediate manager analysis provided a strong argument for future trust research making this distinction.
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Carioca, Maria De Fatima. "Work-family practices in Portuguese enterprises : employee and organizational perceptions." Thesis, University of Manchester, 2012. https://www.research.manchester.ac.uk/portal/en/theses/workfamily-practices-in-portuguese-enterprises-employee-and-organizational-perceptions(1215610a-3a96-43a5-9310-06ee2430739d).html.
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The aim of this research is to present empirical evidence on the effects of framing the business commitment to work-family life issues as a corporate social responsibility. Some authors (Pitt-Catsouphes and Googins, 2004, Goodstein, 1994b) have already claimed the need for recasting the work-family agenda as a corporate social responsibility, by considering employees and their families as a social concern fundamental for sustainability. However further research is missing. The core of this research is the confrontation and cross-analysis of both arenas and literatures. The research consisted of a national cross-sectional study based on a set of twelve medium-large Portuguese firms, aggregated in four clusters grouped by economic activity: Banking and Financial Services, Wholesale and Retail, Transport and Utilities Services. Different research methods were used: a survey and in-depth semi-structured interviews. The survey was answered by the human resources managers and 2472 employees. Sixty interviews were performed. The triangulation of different perspectives and research methods enhanced the study with insightful conclusions. The analysis situated the firms according to their work-family life policies, culture and corporate social responsibility approaches, in a general map describing the panorama regarding the way firms consider their role in society (Garriga and Mele, 2004). In line with the literature, the study also assessed that a gap existing between the institutional perspective and the employees’ perception of the value and accessibility of work-family initiatives and an organization’s overall family-supportiveness (e.g. Parker and Allen, 2001, Allen, 2001, O'Driscoll et al., 2003). The research revealed that there is a relationship between the organization and employees’ perceptions gap and the alignment (or misalignment) between the approaches to both fields: work-family practices and corporate social responsibility. Whereas inconsistency between both approaches was detrimental for the perception of the employees, regarding organizational supportiveness alignment between them proved to reinforce perceptions regarding initiatives in both fields. By establishing the bridge between these two normally separately studied themes, the research opens doors to new directions of work. It also confirms the importance of a holistic view of the organization and its role towards its people and society.
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Schnacky, Kayla R. "Perceptions of organizational culture by employee level a case study /." Online version, 2008. http://www.uwstout.edu/lib/thesis/2008/2008schnackyk.pdf.
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Salas, Silvia. "A Study of the Relationship between Employee Virtuality and Technology Deviance as Mediated by Leadership and Employee Perceptions." FIU Digital Commons, 2009. http://digitalcommons.fiu.edu/etd/104.
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Recent studies found that organizations have been investing significant capital in developing teams and employees in geographic areas where labor and resources are considerably cheaper. Furthermore, organizations are moving core operational activities such as research and development and back-office processes to globally distributed teams. However, several factors that are inherent to these virtual teams can have a negative impact on employee perceptions and engagement; specifically, the physical and temporal differences between employees and their supervisors, the lack of meaningful social interaction intrinsic to working relationships, and cultural biases that can be fostered when close, daily interactions is not there to help bridge the dissimilarity. When strategies are not in place to mitigate these deficiencies, it can cause virtual employees to disengage emotionally and intellectually from the organization, or lead them to feel justified in working against the best interest of the company. Past research indicates that although deviant behavior in the workplace is not new, transgressions committed by employees have been increasing significantly every year. Beyond the focus of why employees are motivated to act against the organization, to what extent do the recent changes to the organization’s structure influence this type of behavior through their actions at the macro (organizational) and micro level (leadership). In addition, there is a related phenomenon that has aided the transformation of the workplace – namely, the ubiquity of technology. In the context of workplace deviance, established research has documented an increasing trend of employees utilizing company technology as a medium and amplifier when harming the organization. It is important to understand whether technology has facilitated or hindered workplace deviance by virtue of the technology itself (as a means), and as part of the new employee roles created by the evolving technology (i.e, virtual employees). Therefore, it is important to identify how individual attitudes and behaviors can be affected by an employee’s degree of virtuality. This study will add to the understanding of how social interaction and physical proximity, leadership and other perception factors contribute to the changes organizations are experiencing as their structure evolves and adapts to compete in the new global environment.
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Street, Amy. "Factors Relating to Upper Level Employee Support for Organizational Redesign." Thesis, University of North Texas, 1990. https://digital.library.unt.edu/ark:/67531/metadc500678/.
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Successful implementation of organizational redesign depends on the support of employees at all levels of the organization. This study looked at some of the factors that are related to employee support for organizational redesign. Subjects (82 support staff members of a small manufacturing plant undergoing organizational change) were administered a survey which measured employee perceptions about the change management process and the disruption the change caused to their daily routine. Eleven variables were assessed as independent variables in terms of their relationship to the dependent variable which was employee support of the organizational change. All eleven variables were significantly related to the dependent variable. The implications of these results and issues for further research was discussed.
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Stofile, Attwell Mzamane. "An exploratory study into various stakeholders' perceptions and experiences of participative management in a high school in the Cala district, Eastern Cape." Thesis, Rhodes University, 2006. http://hdl.handle.net/10962/d1003420.
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Although the word “participation” has been with mankind for a long time and is widely used by writers on management areas, it still remains difficult to define precisely what it means. As a result, “participation” is one of the most misunderstood and confusing ideas that have emerged from the field of human relations. This study seeks to explore the perceptions and understanding that the various stakeholders have about participative management. The purpose is to find out the meaning and interpretations the stakeholders attach to the idea of participation. This study is an interpretive case study of a Senior Secondary School in the Cala District of the Eastern Cape. A phenomenological approach was employed in data gathering using two data collection tools namely questionnaires and interviews. The collected data provided insight into stakeholders’ views on participative management, highlighted challenges around the implementation of participative management, and revealed strategies to be utilized in promoting participation. The findings reveal that participation is a controversial idea that is easier said than done. There is no recipe for the implementation of a participative approach; it depends on the situation and nature of the subordinates. Furthermore, organization members need to adopt new thinking patterns in order to be responsive to change. Open communication emerges as the key to having genuine participation. However, participation still brings anxiety and fear of losing power to those managers who do not take kindly to it. It is recommended that good interpersonal relations should be maintained at all times to promote participation and that for schools to be effective, partnership with parents and stakeholders is essential.
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Haney, Deatrice. "Perceptions of Leadership and Employee Performance in Child Welfare Agencies." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3944.
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Child welfare leaders reflect their organizations' mission and vision and are entrusted to provide support to employees, who in turn provide services to one of the most vulnerable populations, children. Little, however is known about how leaders perceive their roles and responsibilities in terms of providing sufficient supervisory and guidance to child welfare workers in order to support organizational goals. Guided by Houses' path-goal theory, this phenomenological study examined the perceptions of child welfare leaders related to leadership behaviors, strategies to improve administration, work performance, communication, and fostering an inclusive work environment. A sample of 16 participants working as administrators, county directors, and supervisors in the nonprofit sector of a southeastern state completed semi structured open-ended surveys using Survey Gizmo. Data were analyzed via Moustaka's modified vanKaam method. Findings from this study indicated that participants perceived positive experiences with a supportive leadership style that allowed for more alignment to the workgroup by increasing job sharing that created autonomy and accountability. Factors such as coaching to better manage caseloads were believed to improve employee performance and satisfaction. Effective leaders removed barriers that prevented upward mobility, and provided sustainable work practices. The results of this study may impact social change by raising awareness among organizational leaders to recognize the value of employees and provide an inclusive and supportive workplace environment.
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Sarra, Rossana. "How employees' monitoring perceptions affect organizational trust: the moderating role of organizational justice." reponame:Repositório Institucional do FGV, 2016. http://hdl.handle.net/10438/18078.
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Previous issue date: 2016-12-14<br>How should organizations react to nowadays working context? Should employees’ behavioural surveillance be embraced and adopted by companies? What could be the implications of these practices? This study, based on an input-process-output model, seeks to investigate how monitoring employees may affect their attitudes towards the organization, more in specific, the focus will be on one variable: workers’ trust towards the organization. The research further proposes to determine whether the four organizational justice constructs significantly moderate the relationship between perceived monitoring and organizational trust. This research applied a quantitative research method, consisting of the analysis of responses obtained to a previously developed survey. Regression analysis was used in order to understand the relationship between monitoring in the workplace and trust towards the organization and to clarify the role played by the four dimensions of organizational justice. Inconsistently with the hypotheses developed, the results indicate that monitoring employees cannot be considered a factor, which negatively impacts the trust towards the organization. Likewise, the organizational justice domain does not significantly moderate this relationship: the four different organizational justice constructs reported statistically insignificant scores of interaction on the main relationship. Finally, the implications of the results are discussed with respect to clarifying possible explanation for the obtained outcomes and propose solutions to improve future studies in this area.<br>Como as organizações devem reagir ao contexto atual de trabalho? A vigilância do comportamento dos trabalhadores deve ser adoptada pelas empresas? Quais poderiam ser as implicações dessa prática? Este estudo, baseado em um modelo input-process-output, busca investigar como os empregados de monitoramento podem afetar suas atitudes em relação à organização. Especificamente, o foco será em uma variável: a confiança dos trabalhadores na organização. A pesquisa propõe ainda determinar se os quatro constroem da justiça organizacional moderam significativamente a relação entre o monitoramento percebido e a confiança organizacional. Esta pesquisa aplicou um método de pesquisa quantitativa, consistindo na análise de respostas obtidas a um questionário previamente desenvolvido. A análise de regressão foi utilizada para compreender a relação entre monitoramento no local de trabalho e confiança na organização de expor o papel desempenhado pelas quatro dimensões da justiça organizacional. Inconsistentemente com as hipóteses desenvolvidas, os resultados indicam que os empregados de monitoramento não podem ser considerados um fator que afeta negativamente a confiança para com a organização. Da mesma forma, o domínio da justiça organizacional não modera significativamente essa relação: os quatro diferentes constroem de justiça organizacional relataram valores estatisticamente insignificantes de interação na relação principal. Finalmente, as implicações dos resultados são discutidas no sentido de esclarecer possíveis explicações para os resultados obtidos e propor soluções para melhorar futuros estudos nesta área.
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Schroeder, Tiffany Schroeder. "Are you listening to me? An investigation of employee perceptions of listening." Case Western Reserve University School of Graduate Studies / OhioLINK, 2016. http://rave.ohiolink.edu/etdc/view?acc_num=case1465581382.
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Arnold, Charla. "Impact of Employee Performance and Job Status on Perceptions of Sexual Harassment." TopSCHOLAR®, 2000. http://digitalcommons.wku.edu/theses/710.
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Once unnoticed and unreported, sexual harassment claims have risen dramatically within the last two decades. Although guidelines published by the Equal Employment Opportunity Commission in 1980 provided a definition of sexual harassment, researchers continue to examine variables affecting individual perceptions of sexual harassment. Contextual factors impacting the labeling of sexual harassment include the type and severity of the harassment, the ambiguity of the sexually harassing behaviors, and gender differences in perceptions of sexual harassment. The present researcher examined the impact of employee performance and employment status on perceptions of sexual harassment. Results indicated that female participants were more likely than male participants to label behaviors as sexual harassment. There were no differences between perceptions of sexual harassment for employees with either good or poor performance records. However, participants were more likely to perceive the employee was the victim of sexual harassment when no employee performance information was presented than when either good or poor performance information was presented. Finally, employees currently employed by the organization were perceived to be victims of sexual harassment more often than employees who had been dismissed from the organization.
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Baker, Melissa Anne. "Justly so? Employee justice perceptions of legitimate and opportunistic complaints." Diss., Virginia Tech, 2013. http://hdl.handle.net/10919/51117.
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Unjust customer complaints are increasing, liberal redress policies are becoming more commonplace, and front line employees are expected to smile and just deal with fictitious complaints with redress and a sincere smile. Is this justly so? This research helps to fill the current gaps in complaint, justice, and emotional labor research by empirically examining employee perceptions of perceived opportunistic versus perceived legitimate complaints. This research completed one hotel and one restaurant study using a 2 x 2 between-subjects experimental design to examine complaint type (opportunistic/ legitimate) and perceived organizational support (high/low). Data was collected from a large reputable market research firm. Results find that employees from both studies experience statistically significantly lower perceptions of procedural, interactional, and distributive justice when dealing with opportunistic as opposed to legitimate complaints. Perceptions of distributive justice statistically significantly increased employee\'s emotive effort and emotional dissonance. Additionally, for all of the relationships in the hotel study and with distributive justice in the restaurant study, perceived organizational support had no significant effect on employee perceptions of justice or emotional dissonance or effort. Managerial implications of employee justice perceptions and customer complaint policies are discussed.<br>Ph. D.
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Shuler, Cynthia Jenkins. "Telecommunication Organization Employee Development Program's Role in Employee Engagement." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7897.
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The risk of losing the most talented workers due to limited career opportunities had become an issue for telecommunication organizations. Talented workers became disengaged when there were limited opportunities for growth and development. To address this issue, human resource practitioners created employee development programs aimed at increasing employee engagement to help retain talented workers. However, data to determine the link between employee development programs, engagement, and retention were limited. The purpose of this qualitative study was to explore managers' and employees' perceptions of how a telecommunication organization's employee development program contributes to employee engagement and to explore employees' experiences resulting from the transfer of learning. Kahn's engagement model and Kirkpatrick's and Phillips's and Phillips's evaluation models provided the conceptual framework for this study. The guiding research questions focused on employees' and managers' perceptions of how the telecommunication organization's employee development program contributes to employee engagement and on employees' experiences resulting from the transfer of learning engagement concepts and activities. Using purposeful sampling, 10 employees who attended the employee development program and 5 managers shared their perceptions and experiences. The thematic analysis of the interview data uncovered 3 themes that are critical for engagement – employee-centric culture, support for career development, and management knowledge needed for real-time support. The implication of the project study was a 3-day professional development workshop for managers. Understanding how the employee development program contributes to employee engagement could offer better ways to retain talents.