To see the other types of publications on this topic, follow the link: Employee perception.
Journal articles on the topic 'Employee perception'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Employee perception.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Govani, Dhvani. "GREEN HRM – A SUSTAINABLE TOOL FOR DEVELOPMENT OF BUSINESS." International Journal of Management, Public Policy and Research 2, no. 4 (October 17, 2023): 51–62. http://dx.doi.org/10.55829/ijmpr.v2i4.189.
Full textAbstract:
This study examines the perception of employees towards layoff policy in an organization. The research aims to identify the factors that affect employee perception of layoff policies and to explore how these perceptions may influence employee attitudes and behavior. A survey was conducted among employees in different industries and positions to gather data on their perception of layoff policies. The results of the study indicate that employees' perception of the fairness of the layoff policy, communication about the policy, and support provided to employees during the layoff process are significant factors that impact employee perception of layoff policies. Moreover, employee perception of layoff policies has a significant influence on their job satisfaction, commitment, and intention to stay with the organization. . The findings of this study provide insights for organizations to improve their layoff policies and communication strategies to better manage employee perceptions during times of organizational change.
2
Amit, Patel Prinjal. "Employee Perception towards Organisational Change." International Academic Journal of Organizational Behavior and Human Resource Management 05, no. 01 (June 6, 2018): 1–25. http://dx.doi.org/10.9756/iajobhrm/v5i1/1810001.
Full text
3
Yunita, Yunita, Vicky Brama Kumbara, and Mondra Neldi. "PENGARUH PERSEPSI KARYAWAN TENTANG PENILAIAN KINERJA DAN KOMPENSASI FINANSIAL TERHADAP KEPUASAN KERJA KARYAWAN PT. SEMEN PADANG." Jurnal Ekonomi Manajemen Sistem Informasi 2, no. 1 (September 22, 2020): 61–80. http://dx.doi.org/10.31933/jemsi.v2i1.330.
Full textAbstract:
The purpose of this study is to the description of employee perception about performance appraisal, financial compensation, and job statisfaction, to indentify and analyze the influence employee perceptions about of performance appraisal toward financial compensation, to identify and analyze the influence of employee perceptions about performance appraisal toward job satisfaction, to identify and analyze the influence financial compensation toward job satisfaction, and to identify and analyze the influence of employee perception about performance appraisal toward job satisfaction through financial compensation. The type used in this study is descriptive causative research. The population in this study were all employees of PT. Semen Padang totaling 1551 permanent employees. The sample in this study was 192 questionnaires from 318 questionnaires distributed, and using cluster random sampling. The Data were analyzed with the help of Amos software version 22. The results of this study concluded that employee perceptions of performance appraisals significant effect on financial compensation, employee perceptions of performance appraisal effect significant on job satisfaction, financial compensation significant effect on employee job satisfaction, employee perceptions of performance appraisal significantly influence employee satisfaction through financial compensation.
4
Susan, Eneng, Faizal Mulia Z, and Asep Muhamad Ramdan. "Analisis Persepsi Karyawan Dan Lingkungan Kerja Terhadap Kepuasan Kerja Karyawan CV. Kurnia Meubel Kota Sukabumi." Journal of Economic, Bussines and Accounting (COSTING) 5, no. 2 (June 30, 2022): 1507–14. http://dx.doi.org/10.31539/costing.v5i2.2715.
Full textAbstract:
This study aims to describe employee perceptions, work environment and job satisfaction. Then to analyze employee perceptions, work environment and employee job satisfaction on CV. Kurnia Furniture Sukabumi City. The reason the researcher conducted this research was because there were problems with employee job satisfaction. The object of this research is employee perception, work environment and employee job satisfaction. The research method used in this research is descriptive and associative using a quantitative approach. The population in this study are all 53 employees using saturated sampling. The type of data used is primary and secondary data, the measurement of this study uses a Semantic Differential scale. The data analysis techniques in this study are validity and reliability tests, multiple linear regression including correlation coefficients, determination and research model testing (F test) and research hypothesis testing (T test). The results of this study indicate that the variable of employee perception and work environment on employee job satisfaction has a value of 0.822 which is included in the criteria for a very strong relationship. The relationship between employee perception variables and employee job satisfaction is 0.676. And the magnitude of the influence of employee perceptions and work environment on employee job satisfaction is 67.6% and 32.4% is influenced by other factors not included in this study.
Keyword: Employee Perception, Work Environment, Job Satisfaction
5
Stankevičiūtė, Živilė, and Wioletta Wereda. "Universalism values and organisational citizenship behaviour referring to employee perception of corporate social responsibility." Management & Marketing. Challenges for the Knowledge Society 15, no. 2 (June 1, 2020): 302–25. http://dx.doi.org/10.2478/mmcks-2020-0018.
Full textAbstract:
AbstractOver the past decade, the number of studies investigating corporate social responsibility (CSR), its drivers and benefits has been growing. However, several gaps still remain. Previous research mostly investigated customer perceptions of CSR, leaving the employee perceptions in the sidelines and accordingly neglecting the employee importance. Furthermore, although acknowledging that employee perception of CSR is beneficial for the organisation, most of the previous studies have focused on employee attitudes as a desirable outcome forgetting about the employee behaviour, including organisational citizenship behaviour (OCB), which can be a source of competitive advantage. Moreover, although values have been recognised as key determinants of human attitudes and behaviour, it seems that the potential of values, including the universalism values, for driving the employee perception of CSR and OCB has not been revealed. Trying to close the gap, the paper aims at revealing the relationship between the employee perceptions of CSR, employee OCB and universalism values. In doing this, quantitative data were collected (301 responses in total). Consistent with the expectations, the survey indicated that employee perceptions of CSR directed at four main stakeholder groups, namely employees, customers, government, and social and non-social stakeholders had a positive effect on OCB. As it was expected, universalism values drive both the employee perception of CSR and employee OCB. Moreover, the findings support the idea that the employee perception of CSR partly mediates the relationship between the universalism values and OCB. Generally, the obtained results highlight the necessity for organisations to invest not only in CSR, but also in employee perceptions of CSR, as this could drive extra-role employee behaviour, namely OCB.
6
Pawłowska, Anna, and Agnieszka Postuła. "Employee and employer. Research considering mutual perception of relationships between employee and employer with projection techniques." Problemy Zarzadzania 12, no. 1 (March 31, 2014): 30–49. http://dx.doi.org/10.7172/1644-9584.45.3.
Full text
7
Alam, Mohammad Nurul, Juman Iqbal, Hammad S. Alotaibi, Nhat Tan Nguyen, Norazuwa Mat, and Ali Alsiehemy. "Does Workplace Spirituality Foster Employee Ambidexterity? Evidence from IT Employees." Sustainability 15, no. 14 (July 18, 2023): 11190. http://dx.doi.org/10.3390/su151411190.
Full textAbstract:
Incorporating spirituality into the workplace positively affects employees’ physical, psychological, mental, and spiritual well-being, hence contributing to sustainability. With this background, the objective of this study is to broaden our understanding of workplace spirituality and its association with employee ambidexterity through the theoretical lens of social exchange theory. It also examines the underlying mediational mechanism of employee perception of managerial trustworthiness and the moderating role of psychological distance A total of 384 Information Technology (IT) professionals participated in the study. Data were analyzed using Smart-PLS. It was found that workplace spirituality has a positive association with employee ambidexterity. Further, employee perception of managerial trustworthiness partially mediated the relationship between workplace spirituality and employee ambidexterity. Surprisingly, psychological distance did not moderate the relationship between workplace spirituality and employee perception of managerial trustworthiness. However, psychological distance moderated the relationship between workplace spirituality and employee ambidexterity. This study is an attempt to broaden the frontiers of workplace spirituality research, and it provides critical insights into how workplace spirituality fosters employee ambidexterity via employee perception of managerial trustworthiness. The findings also contribute to the scant research on the moderating role of psychological distance. Although studies have emphasized the need to explore the positive consequences of workplace spirituality, scant attention has been paid to its association with employee ambidexterity. To the best of our knowledge, no prior examination has been done on such a model, making our study unique and novel.
8
Chen, Shyh-jer, Pei-fen Lin, Chia-mei Lu, and Chiung-wen Tsao. "THE MODERATION EFFECT OF HR STRENGTH ON THE RELATIONSHIP BETWEEN EMPLOYEE COMMITMENT AND JOB PERFORMANCE." Social Behavior and Personality: an international journal 35, no. 8 (January 1, 2007): 1121–38. http://dx.doi.org/10.2224/sbp.2007.35.8.1121.
Full textAbstract:
In this study a hierarchical linear model was employed to identify the specific relationships between employee affective commitment, employee perceptions of HR practices and job performance, and the moderating effect of HR strength was examined, using the extent to which employers and employees share the same perceptions of HR practices as a proxy for consistency. The data were collected via structured questionnaire from hairdressing salons throughout Taiwan. Usable questionnaires from 307 hairdressers and 103 shop owners constituted individual- and organizational-levels of data. We found that the more consistent the perception of HR practices between hairdressers and shop owners, the greater the employee affective commitment to the organization, emphasizing the value of HR practices in communicating clear and direct signals to employees regarding norms and expectations.
9
Pimentel, Duarte, and Raquel Rodrigues. "Employee Silence and Entrepreneurial Orientation in Small and Medium-Sized Family Firms." European Journal of Family Business 12, no. 1 (March 8, 2022): 39–50. http://dx.doi.org/10.24310/ejfbejfb.vi.13536.
Full textAbstract:
This paper aims to assess differences between employees of family and non-family firms regarding their levels of employee silence and their perceptions of the company’s entrepreneurial orientation. Moreover, focusing on family firms, we assess the relationship between the levels of employees’ silence and their perceptions of the firm’s entrepreneurial orientation. The empirical evidence is provided by a sample of 245 Portuguese employees, 117 employees of family firms, and 128 of non-family firms, who responded to a questionnaire that included employee silence and entrepreneurial orientation measures. Results reveal that family firms’ employees show higher levels of employee silence but perceive their companies as less entrepreneurially oriented than employees of non-family companies. In addition, our results do not support the idea that there is a relationship between the levels of employee silence and the employee’s perception of the company’s entrepreneurial orientation. This paper offers initial insights into the debate on the relationship between the levels of employee silence and the employee’s perception of the company’s entrepreneurial orientation in family firms.
10
Špoljarić, Anja, and Ana Tkalac Verčič. "Internal communication satisfaction and employee engagement as determinants of the employer brand." Journal of Communication Management 26, no. 1 (October 1, 2021): 130–48. http://dx.doi.org/10.1108/jcom-01-2021-0011.
Full textAbstract:
PurposeThis study aims to contribute to the understanding of internal communication and its connections to engagement and employer brands. The authors wanted to test the relationship between the three variables and explore if employees' perception of employer brands is affected by internal communication satisfaction and engagement. Creating a desirable employer brand can have significant benefits for organizations, such as higher employee satisfaction, employee engagement and retention. It is crucial to have a clear grasp of how the determinants of these relationships affect each other.Design/methodology/approachA total of 1,805 employees participated in a large communication survey that measured internal communication satisfaction, employee engagement and perception of employer brand (operationalized as employer attractiveness). To test the relationship between variables, the authors used multiple regression analysis.FindingsThe results show internal communication satisfaction and employee engagement as significant predictors of employer brand. All of the internal communication satisfaction dimensions and two out of three employee engagement dimensions have been identified as determinants of at least two employer attractiveness dimensions.Research limitations/implicationsLimitations include using a cross-sectional dataset, which reduces the possibility of determining causality, using self-reports and a common source bias.Originality/valueThe authors added to the body of knowledge by analyzing the effects of workplace attitudes on attitudes toward the organization. The authors found that both internal communication satisfaction and employee engagement significantly shape the perception of employer brands.
11
Tariq, Anam, Sidra Sarwar, Saroosh Tariq, Maryam Zameer, and Areej Zara. "Impact of Employees HR Perceptions on Organizational Commitment: A Mediating Role of Job Satisfaction and Perceived Organizational Support." Audit and Accounting Review 1, no. 2 (December 15, 2021): 1–25. http://dx.doi.org/10.32350/aar.12.01.
Full textAbstract:
This study examines the connection between employees' HR perceptions and organizational commitment. In addition, the study also investigates a mediating role of job satisfaction and observed organizational support in the relationship between employees' HR perception and organizational commitment. The researchers gathered primary data through a survey questionnaire. The employees of the commercial banks are the unit of analysis whereas, the total sample size understudy was 300. The exogenous variable is employee HR perception, and the endogenous variable is organizational commitment. Moreover, job satisfaction and perceived organizational support are the mediators of this study. Descriptive analysis (mean and standard deviation) and inferential statistical techniques (reliability, correlation and regression analysis) were used for data analysis. Empirical findings show a significant impact of employee HR perception on organizational commitment. In addition, job satisfaction & perceived organizational support significantly mediates in the relationship between employees' HR perception and organizational commitment. We recommended that further research with a larger sample size and diversified industries be carried out to consolidate the research outcomes.Keywords: employee HR perception, job satisfaction, organizational commitment, perceived organizational support
12
Oh, Kum-Sik, Juyeon Rachel Han, and So Ra Park. "The Influence of Hotel Employees’ Perception of CSR on Organizational Commitment: The Moderating Role of Job Level." Sustainability 13, no. 22 (November 15, 2021): 12625. http://dx.doi.org/10.3390/su132212625.
Full textAbstract:
This study attempts to investigate the relationships among Korean hotel employees’ perception of Corporate Social Responsibility (CSR), their intrinsic motivations, and their organizational commitment (OC). The mediating effect of intrinsic motivation on the relationship between employees’ perception of customer- and employee-related CSR and OC is explored, and the moderating role of job level on the relationship between CSR perceptions and intrinsic motivation is tested. The data were collected via online survey, and the Hayes’ Process macro was used as an analysis tool. We found that (1) both types of CSR perceptions are important in creating intrinsic motivation and OC, (2) intrinsic motivation enhances OC, and (3) job level moderates the link between employee CSR perceptions and intrinsic motivation positively. Interestingly, we found that when customer-related CSR or employee-related CSR is high, the level of intrinsic motivation will significantly differ between managerial and non-managerial employees. This study’s results will contribute to the current literature on CSR, and will aid human resources departments that are considering CSR practices as a means to enhancing employee intrinsic motivation and OC.
13
Sudarsana, I. Ketut. "PENGARUH KARAKTER INDIVIDU DAN PERSEPSI KEADILAN PADA KINERJA KARYAWAN (Studi Kasus Pada Hotel Di Kota Denpasar)." Jurnal Ilmiah Hospitality Management 7, no. 2 (February 5, 2018): 101–10. http://dx.doi.org/10.22334/jihm.v7i2.6.
Full textAbstract:
Improving the quality of human resources can be done through the utilization of various functions and personnel activities to ensure that they will be absorbed in the world of hospitality. Employee performance is influenced by various factors including individual characters and their perception of fairness in working. The purpose of this research is to examine the influence of individual characters and perceptions of fairness on employee performance as well as to identify the state of individual characters and the perception of fairness to employee performance at the hotel in Denpasar. The results showed that individual character, and perception of fairness simultaneously have a significant effect on the performance of Hotel employees in Denpasar. Furthermore, partially individual characters, and the perception of fairness affect the performance of hotel employees in Denpasar. Because the perception of fairness has a dominant effect on employee performance, the management is expected to give sufficient attention to the amount of rewards received by the employee so that they are always motivated in doing every job that has become their duty. Giving authority in decisions, responses and good attention from superiors and the existence of a system of fair division of tasks should be maintained by the management in order to maintain the company performance.
14
Javed, Syed Muhammad, Saqib Muneer ., and Melati Ahmad Anuar . "Impact of Training on Expectation of Employee and Employer: A comparative study." Information Management and Business Review 5, no. 12 (December 31, 2013): 601–7. http://dx.doi.org/10.22610/imbr.v5i12.1094.
Full textAbstract:
Organizations today spend millions of dollars on training to enhance the performance of their employees, which leads to formation of expectation on employers end as well as employees ends observing this phenomena ,this research was conducted to analyze the expectations of employee and employer and its impact on post training satisfaction, for that matter data was collected from 20 organization where training is provided ,sample size was 20 training / HR managers and per managers 5 employees, paired sample t test was applied to gauge the difference or similarity between the perception and expectation of employees and employer, after the analysis it was found that there is significant difference between the perception of employee and employers on the expected training outcomes and no similarity existed between the expectation of employee and employer which did not have positive effect on post training satisfaction.
15
Ishaque, Sadia, Malka Liaquat, Saadia Irshad, and Maria Shams Khakwani. "How Does Participative Leadership Influences Employee Engagement via the Mediational Effect of Employee Perceived Corporate Social Responsibility? An Analysis of Front-line Employees of Hotels." Review of Applied Management and Social Sciences 5, no. 2 (June 30, 2022): 129–39. http://dx.doi.org/10.47067/ramss.v5i2.218.
Full textAbstract:
Over the course of the year, the study of engaged employees has drawn increased attention. In accordance with the social learning theory, people pick up skills from verbal, symbolic, and living role models through their behaviors. Through the use of employee perceptions of corporate social responsibility as a mediator, this research seeks to inspect the connection between participatory leadership and engagement of employees. The study is unusual because it examines the underlying mechanism between participatory leadership and commitment using employee perceived CSR as a mediator for the first time in literature. The 348 replies were gathered from hotel industry workers. The outcomes were analyzed using a structural equation modelling approach. The findings demonstrated a strong correlation between participatory leadership and employee engagement. Employee perception of CSR plays a factor in mediating the influence of participatory leadership on engagement of employees. This article explores the responsibilities of participative leaders and their influence on employee engagement using motivational and multilevel perspectives, with the mediation function of employee perception of CSR. This study has important ramifications for businesses and managers, particularly in terms of increasing employee engagement.
16
Das, Bhibha M., Melanie Sartore-Baldwin, and Matthew T. Mahar. "The Invisible Employee: University Housekeeping Employees’ Perceptions of Physical Activity." Journal of Physical Activity and Health 13, no. 9 (September 2016): 952–56. http://dx.doi.org/10.1123/jpah.2015-0509.
Full textAbstract:
Background:A significant literature links race and socioeconomic status with physical inactivity and negative health outcomes. The aim of this study was to explore physical activity (PA) perceptions of an underserved, lower socioeconomic minority sector of the workforce.Methods:Two focus groups were conducted to examine university housekeepers’ perceptions of physical activity. Demographic and anthropometric data were also obtained.Results:Participants (N = 12; 100% female, 100% African-American) overwhelmingly associated PA with traditional exercise (eg, going to a gym). The most important barrier to PA was the perception of being active on the job, thus not needing to do leisure time PA. The most important perceived benefit to PA was improvement of physical and mental health. Employees perceived that a university investment in employees’ health might improve morale, especially within low-pay employee sectors where low levels of job satisfaction may be present.Conclusions:Although perceived benefits to PA in this population are consistent with other employee sectors, perceived barriers to PA may be unique to this sector of the workforce. PA promotion programs should focus on providing resources as well as guidelines that demonstrate the need for PA outside of the workplace setting. Such programs may improve employee health, morale, and productivity.
17
Travaglione, Antonio, Brenda Scott-Ladd, Justin Hancock, and Joshua Chang. "Managerial support." Journal of General Management 43, no. 1 (September 21, 2017): 24–32. http://dx.doi.org/10.1177/0306307017723313.
Full textAbstract:
This study investigates how Australian employees perceive managerial support and the influence of union membership on their perception of managerial support using data from 4124 employed persons in Australia across a range of industry sectors. The results indicate that employee perceptions of the work environment (control over working hours, job security, pay equity and safety) influence their perceptions of managerial support, regardless of union membership. The findings imply that managers have a critical role to play in supporting the needs of employees, particularly as organizations confront the challenges posed by aging workforces, growing skill shortages and an increasingly diverse and mobile workforce. This article addresses the call for organizations to provide more support to their employees from governments and management scholars. It also addresses the issue of managers taking on greater prerogative as employee advocates in the light of declining union influence.
18
Emmanuel, Noko, and Joseph Nwuzor. "Employee and Organisational Performance: Employees Perception of Intrinsic and Extrinsic Rewards System." Applied Journal of Economics, Management and Social Sciences 2, no. 1 (August 21, 2021): 26–32. http://dx.doi.org/10.53790/ajmss.v2i1.5.
Full textAbstract:
The study aimed to evaluate the perception of employees on both intrinsic and extrinsic reward system and whether reward system impact their performance and the organization performance at large. To achieve the objective, the study employed Structural Equation Modelling (PLS-SEM) approach to test six hypothesis. The study sampled 400 employee of Zenith Bank Plc using questionnaire send to the respondent emails. PLS-SEM result revealed that both extrinsic and intrinsic rewards have positive and significant impact on employee performance, although, extrinsic appear more potent than intrinsic rewards. It was further revealed that three of the four measure of employee performance; quality job, effective service delivery, customer rating has positive significant with organization performance while time management was unable to explain organization performance. We discovered also that gender does not play any significant role on employee performance, but age does. The study therefore concluded that rewards play an important role in both employee performance and organization performance.
19
Newman, Sean A., Robert C. Ford, and Greg W. Marshall. "Virtual Team Leader Communication: Employee Perception and Organizational Reality." International Journal of Business Communication 57, no. 4 (February 14, 2019): 452–73. http://dx.doi.org/10.1177/2329488419829895.
Full textAbstract:
Based on a study of leader communication effectiveness conducted in a large human resource outsourcing firm, this article reports how virtual team members’ perceptions of their leaders’ effective use of communication tools and techniques affect team performance outcomes. The study also investigates the role that trust plays in moderating the relationship between virtual team members’ perceptions of their leaders’ effective use of communication and team performance. Analysis of 458 responses from 68 teams found a positive relationship between virtual team members’ perceptions of leaders’ effective use of communications and team members’ perception of their team’s performance. The study also found that trust strengthens the relationship between perceived leader communication effectiveness and team performance results. Last, the study also revealed serious organizational alignment issues between what team members perceived to be effective leader communication, their perception of team performance outcomes, and the organizations performance measured by a balanced scorecard.
20
Kuppelwieser, Volker G., and Mourad Touzani. "Attraction during the service encounter: examining the other side of the coin." Journal of Services Marketing 30, no. 5 (August 8, 2016): 504–18. http://dx.doi.org/10.1108/jsm-06-2015-0211.
Full textAbstract:
Purpose The existing literature dealing with attractiveness during a service encounter focuses on employee attractiveness and its consequences. This paper aims to consider the other side of the coin by focusing on customers’ attractiveness. Design/methodology/approach On the basis of two studies, this paper presents and tests a model explaining the specific role that employee social attraction plays in customer service perception and satisfaction judgment. Findings It suggests that the appraisal of customers’ physical attractiveness and homophily may lead to situations in which employees are socially attracted to customers, thus influencing customer service perception. Originality/value Consequently, this research provides insights into the role of attraction determinants in a service context. In addition, it demonstrates how employees’ social attraction is triggered in a service context. The findings contribute to satisfaction research by extending prior research perceptions on dyadic service encounters and examining both employee attitude and customer perceptions in service interactions.
21
Ololube, Nwachukwu Prince, and Dennis Ogutum Ololube. "Organizational Change Management." International Journal of Applied Management Sciences and Engineering 4, no. 1 (January 2017): 25–42. http://dx.doi.org/10.4018/ijamse.2017010103.
Full textAbstract:
Change management is a continuous method used in transitioning individual employee, groups, and organizations to an anticipated future change. It focuses on the change management processes that addresses individual employee, groups and organizational factors that acts as catalyst for possible changes in organization. The purpose of change management is ultimately to make use of initiatives and ensure that every employee in an organization is willing and ready to switchover to an anticipated new role in the proposed business environment. This current study evaluated the relationship between leadership perception, attitudes and application towards organizational change. Using a structured questionnaire, principal officers, their deputies and faculty perceptions were analyzed and the results revealed that though change matrix are often painful and chaotic, however, significant relationship was found between employee perception, attitude, application and organizational change. The study recommends that Nigerian universities should be proactive in the implementation of changes to improve their employees' perception, attitude and application towards organizational change.
22
Oluwatayo, Adedapo Adewunmi. "Employee architect’s perception of human resource practices and their job satisfaction." Built Environment Project and Asset Management 5, no. 1 (February 2, 2015): 89–102. http://dx.doi.org/10.1108/bepam-04-2013-0008.
Full textAbstract:
Purpose – There has been little empirical study on employees’ perceptions of Human Resource Management (HRM) practices in the architectural industry, where the employee architects have been described as the assets of the firm, and how these influence their job satisfaction. The purpose of this paper is to investigate the factors that define the perceptions of these employees of the HRM practices and how these perceptions influence their job satisfaction. Design/methodology/approach – A questionnaire survey of employee architects in Lagos, Nigeria was carried out. The respondents were asked to rate their perceptions of HRM practices in their firms. Data were analyzed using mean ranking, principal component analysis, and regression analyses. Findings – The results show that contrary to popular beliefs, most of the respondents were satisfied with their jobs overall, although they were least satisfied with their pay. The factors that predict the satisfaction of the employee architects with various aspects of the job were identified. Research limitations/implications – A major limitation to this study lies in the fact that samples were only taken from employees of privately owned architectural firms in Lagos, Nigeria. Practical implications – The results indicate areas of HRM practices that principals of architecture firms may explore to enhance employee architects’ satisfaction. Originality/value – The study adds to the body of knowledge on employee perception of HRM practices and satisfaction by providing evidence from the architectural industry. This study further contributes to literature satisfaction as a multi-scale item in relation with the employee architects’ demographic and HRM practices.
23
Williams, Adam M., and J. Travis Bland. "Drivers of Social Engagement: Employee Voice–Advice Sharing Relationship." Review of Public Personnel Administration 40, no. 4 (June 5, 2019): 669–90. http://dx.doi.org/10.1177/0734371x19850873.
Full textAbstract:
Sparked by recent scholarly interest in identifying the drivers or antecedents of employee engagement, this article examines the relationship between an employee’s perception of voice and his or her propensity to socially engage in the form of sharing advice. In this article, we conceptualize an employee’s perception of voice as multi-directional in nature. This is because, whether directed upward, downward, or laterally, employees will develop multiple perceptions of voice as they distinguish between their social exchanges across and within the various levels of the organization. Surveying the city workforce of Marietta, Georgia, we found a positive perception of voice is a key driver or antecedent to advice sharing across vertical boundaries with superiors and subordinates and across lateral boundaries with peers. Yet contrary to what the literature would suggest about the influence of superiors on subordinates, we found that low perceptions of upward voice (i.e., perceptions shaped by those at higher levels of the organization) did not influence an employee’s decision to share advice with his or her own subordinates or peers. This research shifts some much-needed attention toward advice sharing as a social manifestation of employee engagement and establishes the importance of assessing and managing an employee’s multiple perceptions of voice.
24
Laela, Ela. "PERSEPSI DUKUNGAN ORGANISASI DAN ORGANIZATIONAL CITIZENSHIP BEHAVIOR TERHADAP KOMITMEN ORGANISASI PADA PT. GUNUNG PUTRI PERKASA KANTOR CABANG PURWAKARTA." Eqien: Jurnal Ekonomi dan Bisnis 6, no. 1 (February 25, 2019): 18–28. http://dx.doi.org/10.34308/eqien.v6i1.71.
Full textAbstract:
The perception of organizational support and organizational citizenship behavior has a role to increase employee organizational commitment, with perceptions of good organizational support can encourage individual employees to contribute more and give reciprocity by showing organizational citizenship behavior so as to increase employee organizational commitment. The purpose of this study was to analyze and explain the influence of perceptions of organizational support and organizational citizenship behavior on employee organizational commitment. The population in this study were employees of PT. Gunung Putri Perkasa Purwakarta Branch Office. The method of determining the sample used is disproportionate stratified random sampling, with the number of respondents as many as 60 people. The analysis technique used is multiple linear regression analysis. The results showed that the perception of organizational support and organizational citizenship behavior had a positive and significant effect on the organizational commitment of employees at PT. Gunung Putri Perkasa Purwakarta Branch Office. With this research, it is expected that companies can show attention, care, be open, give awards, and create a comfortable working atmosphere.
25
Dr., K. Jayapriya, and Deepika T. "A Study on Employee Perception towards HR Practices of Pallava Textiles Pvt., Ltd., to Erode." International Journal of Innovative Research in Information Security 09, no. 04 (July 31, 2023): 275–80. http://dx.doi.org/10.26562/ijiris.2023.v0904.08.
Full textAbstract:
The research purpose is to determine the study of the perception of employees. The purpose of this study is to contribute to an understanding of how diverse groups of employees perceive their workplaces as learning environments, and to cast light on the learning processes of these diverse groups of employees Design/methodology/approach .This study was designed to examine employee perceptions of the extent to which their managers create conditions in the work environments favorable to learning and enact behaviors in one on one settings that are likely to foster learning; and their sources and methods of learning. Data were gathered from employees in Pallava textiles manufacturing firms through self‐completion questionnaires and analyzed using descriptive statistics and tests. Research limitations/implications the research reveals demographic variables that appear to be important in studies of employee learning in small firms. Future research should examine owner managers' perceptions of the workplace learning environments and employee learning processes. Practical implications Managers may need practical help in managing the learning of diverse groups of employees, and in understanding the potential differences in employee learning processes.
26
Binyamin, Galy, and Abraham Carmeli. "Managers’ and Employees’ Perception of Social Climate: Implications for Employee Engagement." Academy of Management Proceedings 2017, no. 1 (August 2017): 11521. http://dx.doi.org/10.5465/ambpp.2017.11521abstract.
Full text
27
Gyensare, Michael Asiedu, Lucky Enyonam Kumedzro, Aminu Sanda, and Nathaniel Boso. "Linking transformational leadership to turnover intention in the public sector." African Journal of Economic and Management Studies 8, no. 3 (September 4, 2017): 314–37. http://dx.doi.org/10.1108/ajems-07-2016-0099.
Full textAbstract:
Purpose The purpose of this paper is to examine how employee engagement and affective commitment mediate the relationship between transformational leadership and voluntary turnover intention. The study also investigates the moderating role of psychological climate in the relationship between affective organisational commitment and voluntary turnover intention. Design/methodology/approach This study employed a cross-sectional design as its framework. In addition, hierarchical linear modelling with bootstrapping analysis was conducted using data from a sample of 336 employees in a large public sector organisation in Ghana. Findings The results showed that transformational leadership positively influenced engagement, which was then negatively related to employee turnover intention. Furthermore, employee engagement was found to mediate the link between transformational leadership and affective organisational commitment, whereas both employee engagement and affective organisational commitment were found to mediate the link between transformational leadership and voluntary turnover intention. Finally, psychological climate was found to moderate the link between affective commitment and voluntary turnover intention. Research limitations/implications Despite the practical significance of this study in lessening the turnover decision of employees, the study has some limitations. Most significantly, the sample size of this cross-sectional study was small and limited to employees from only one large public sector organisation in Ghana. Findings of this study could be generalised by using large samples from other sectors and geographical areas. Furthermore, future studies should consider positive outcomes such as OCB and innovative work behaviour to help extend our conceptual framework. Originality/value Overall, findings of this study provide tentative support to the proposition that employee engagement and affective commitment help to minimise the decision of employees to leave the organisation regardless of how they perceive the leadership style of their immediate supervisors. Most importantly, psychological climate which is referred to as individual employee perceptions of their work environment had a strong contingent effect on the negative relationship between affective commitment and turnover intention such that employees’ positive perception of the work environment weakens the link between commitment and turnover, whereas a negative perception of the working environment strengthens the relationship between commitment and turnover. As a result, employees’ positive perception of their work environment decreased their turnover intention decisions.
28
Özcan, Fatih, and Meral Elçi. "Employees’ Perception of CSR Affecting Employer Brand, Brand Image, and Corporate Reputation." SAGE Open 10, no. 4 (October 2020): 215824402097237. http://dx.doi.org/10.1177/2158244020972372.
Full textAbstract:
Employees are one of the most important factors in business. Therefore, enterprises should account for the expectations of employees, particularly their perception of the enterprise, and their behavior. This study investigates the importance of employees’ perceived corporate social responsibility (CSR) and also examines the potential role of predicting employer brand, brand image, and corporate reputation. The study’s participants comprise employees working in different departments of various corporations. A total of 559 surveys were collected from randomly sampled company employees working in small and medium-sized enterprises (SMEs) in Turkey, and the responses were analyzed using component-based least squares modeling. The model was analyzed and validated by Smart partial least squares software. Employee-oriented CSR activities have a positive effect on employer brand and brand image perceptions among employees in SMEs. Perceived corporate reputation mediates this relationship.
29
Rikhotso, Oscar, Thabiso John Morodi, and Daniel Masilu Masekameni. "Occupational Health Hazards: Employer, Employee, and Labour Union Concerns." International Journal of Environmental Research and Public Health 18, no. 10 (May 19, 2021): 5423. http://dx.doi.org/10.3390/ijerph18105423.
Full textAbstract:
This review paper examines the extent of employer, worker, and labour union concerns to occupational health hazard exposure, as a function of previously reported and investigated complaints. Consequently, an online literature search was conducted, encompassing publicly available reports resulting from investigations, regulatory inspection, and enforcement activities conducted by relevant government structures from South Africa, the United Kingdom, and the United States. Of the three countries’ government structures, the United States’ exposure investigative activities conducted by the National Institute for Occupational Safety and Health returned literature search results aligned to the study design, in the form of health hazard evaluation reports reposited on its online database. The main initiators of investigated exposure cases were employers, workers, and unions at 86% of the analysed health hazard evaluation reports conducted between 2000 and 2020. In the synthesised literature, concerns to exposure from chemical and physical hazards were substantiated by occupational hygiene measurement outcomes confirming excessive exposures above regulated health and safety standards in general. Recommendations to abate the confirmed excessive exposures were made in all cases, highlighting the scientific value of occupational hygiene measurements as a basis for exposure control, informing risk and hazard perception. Conclusively, all stakeholders at the workplace should have adequate risk perception to trigger abatement measures.
30
Sinurat, Veraningsih, and Chandra Wibowo Widhianto. "The Influence of Job Satisfaction and Employee Retention on Employee Performance Mediated by Perceptions of Leadership Style." International Journal of Social Service and Research 3, no. 10 (October 25, 2023): 2672–80. http://dx.doi.org/10.46799/ijssr.v3i10.570.
Full textAbstract:
The discussion concerning the role of human resources in company management is closely linked to the effective management of the existing human resources, enabling them to play a significant role in achieving the company's goals. To ensure the company's stability, it is essential for human resource management to make efforts in maintaining employee performance. Furthermore, companies must work diligently to develop strategies for retaining employees with high potential and the ability to positively contribute to the overall performance of the company. The objective of this study is to analyze the impact of job satisfaction and employee retention on employee performance, with the mediation of leadership style perception among employees at PT XYZ. The sample for this research comprises the entire population of employees at PT XYZ who have been with the company for a minimum of six months, totaling 150 individuals. This study employs a quantitative correlational method using Structural Equation Models (SEM). Data collection was conducted through a questionnaire distributed via Google Forms among PT XYZ employees. Data analysis for this study was performed using the SmartPLS version 4.0 software. The findings of this study reveal that, at PT XYZ, job satisfaction and employee retention do not directly impact employee performance. However, they do significantly influence employees' perceptions of leadership style, with leadership style perception being identified as the key factor influencing employee performance.
31
Cendekia, Dias Eksa, and Lilis Sugi Rahayu Ningsih. "Pengaruh Presepsi Dukungan Organisasi dan Motivasi Kerja Terhadap Produktivitas Kerja Karyawan Wisata Bale Tani Jombang." BIMA : Journal of Business and Innovation Management 3, no. 1 (October 5, 2020): 98–112. http://dx.doi.org/10.33752/bima.v3i1.313.
Full textAbstract:
This study aims of the efect perceived organizational support and work motivation on work productivity (case study on Bale Tani Jombang. The method used in this study is a quantitative research method and uses an associative analysis aproach. The results of the study show that: (1) Perception of Organizational Support has a partial and simultaneous influence on employee work productivity in Wisata Bale Tani Jombang Tourism, which means that if organizational support is given well, employee productivity will increase or vice versa, if organizational support decreases, employee productivity will also decrease. (2) Work motivation has a partial effect on the work productivity of employees of Bale Tani Jombang Tourism. This means that work motivation is influential to increase employee productivity. (3) The perception of organizational support and work motivation has a joint (simultaneous) influnce on the work productvity of employes of Wisata Bale Tani Jombang. This means that the perception of organiztional support and work moivation together contribute to increasing work productivity.
32
ENGİNKAYA, Ebru, and Gizem KÖSE. "ÇALIŞANLARIN KURUMSAL SOSYAL SORUMLULUK ALGISININ MÜŞTERİ ODAKLILIK VE ALGINAN PERFORMANS İLE İLİŞKİSİNİN İNCELENMESİ." Mehmet Akif Ersoy Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi 9, no. 2 (July 29, 2022): 851–70. http://dx.doi.org/10.30798/makuiibf.912775.
Full textAbstract:
In today's conditions, almost all businesses, of regardless of the sector they operate in, use social responsibility effectively to gain competitive advantage. Researches on corporate social responsibility commonly centered on customers’ perception, while investigating employees’ point of view is still needed. This research investigates relations between employee perceptions of corporate social responsibility, customer orientation, and perceived performance. Data were obtained from 218 employees and analyzed by Partial Least Squares (PLS) Structural Equation Modelling technique. Results show that all dimensions of employees’ perception of CSR are positively related to customer orientation and perceived performance. Perceived environmental CSR activities are the strongest variable to explain perceived performance whereas perceived ethical CSR activities are the strongest variable to determine customer orientation. Furthermore, customer orientation is positively related to perceived performance. Results provide fruitful insights for employee-based CSR and its possible positive consequences. Furthermore, the study intends to fill the research void in employee-based CSR and investigate its effect on marketing related outputs with its results.
33
Zhang, Yuchao, Ting Ren, and Xuanye Li. "Psychological contract and employee attitudes." Chinese Management Studies 13, no. 1 (April 1, 2019): 26–50. http://dx.doi.org/10.1108/cms-06-2017-0171.
Full textAbstract:
Purpose This paper aims to investigate the Chinese employment relationship under the framework of psychological contracts. The authors explored the effects of firm ownership (in terms of state-owned and private enterprises) and employment type (in terms of permanent and temporary employees) on employee perceptions of psychological contract. In addition, the associations between fulfilled psychological contract and various dimensions of employee attitudes were examined. Design/methodology/approach The authors adopted a questionnaire as the primary instrument to investigate the impact of firm ownership and employment type on psychological contract perceptions and outcomes. The analysis was based on a Chinese sample of a size of 363 employees. Findings The results indicate that state-owned employees overall reported fewer promises (employer under-obligation promised psychological contract), while private employees tended to have more promises (mutual high obligation, employer over-obligation and quasi-spot obligation promise-based psychological contract). Permanent employees reported high fulfillment (employer over-obligation, mutual high obligation and employer under-obligation fulfilled psychological contract). In contrast, temporary employees presented many promises (mutual high obligation promised psychological contract) and low fulfillment (quasi-spot fulfilled psychological contract). In general, firm ownership had weak effects on permanent and temporary employees’ perceptions of promise-based psychological contract, but no significant influence on fulfillment-based psychological contract. Moreover, psychological contract fulfillment was positively related to employees’ fairness perception and job satisfaction, while negatively related to the intention to quit. The authors failed to find comprehensive statistical support for the moderating effects of firm ownership or employment type. Originality/value The study contributes to the literature through a number of ways. First, instead of psychological contract breach, the authors use psychological contract fulfillment as a direct measure to examine the relationship between psychological contract and employees’ attitudes. Second, they investigate the effects of firm ownership on employment relationship under the psychological contract framework, enriching the institutional lens of the issue. Third, while majority of psychological contract studies concerning employment type concentrate on either permanent or temporary employees, the authors take both types into account. Fourth, they integrate perspectives of firm ownership and employment type. Finally, the authors perform the study in the Chinese context, which offers extra evidence to the body of psychological contract literature.
34
Cislak, Aleksandra. "Effects of Power on Social Perception." Social Psychology 44, no. 2 (January 2013): 138–46. http://dx.doi.org/10.1027/1864-9335/a000139.
Full textAbstract:
Three studies explored the relationship between power and the perception of others in terms of agency and communion. In Study 1, participants taking a manager perspective were more interested in the agency of their future employee than those asked to take a subordinate perspective were in the agency of their future employer. Moreover, they showed more interest in the agency than in the communion of their future employee. Study 2 extended these findings to perceptions of others unrelated to the context of work. In Study 3, participants taking the manager perspective favored agency traits in their employee more than those taking the subordinate perspective favored agency in their employer. This effect was mediated by an increased task orientation among those in positions of greater relative power. Using two manipulations and three dependent measures, power was found to enhance the focus on the agency dimension across the three studies, mediated by increases in orientation to tasks versus relationships.
35
Jamruddin, Sayydatuz Shoimah, and Nova Novita. "DIVERSITAS MANAJEMEN DAN DIVERSIFIKASI PENDAPATAN SEBAGAI FAKTOR YANG MEMPENGARUHI PROFITABILITAS PERBANKAN (Studi Empiris Pada Perbankan yang Terdaftar di BEI Periode 2010 – 2014)." Jurnal Akuntansi 7, no. 1 (June 16, 2019): 1–12. http://dx.doi.org/10.33369/j.akuntansi.7.1.1-12.
Full textAbstract:
Ideally, there is no difference perception between members of an organization toward internal auditor roles. This study identified the perception between employees and lecturers of University of Bengkulu; whether the internal auditor as audit snoop, consultant, or Management representative. Data is analyzed using independent sample t test. The research results show that there are difference perceptions between employee and lecturers toward the role of internal auditor as audit snoop and as a consultant. However, this study found no difference perceptions among them on the role of internal auditor as management’s representative. Major role of internal auditor according to employee and lecturers at the University of Bengkulu is the role of as a consultant.Keywords : Internal Auditor, Role, Audit Snoop, Consultant, Management’s Representative
36
Cramm, Jane-Murray, Nelleke Tebra, and Harry Finkenflügel. "Colleagues' Perception of Supported Employee Performance." Journal of Policy and Practice in Intellectual Disabilities 5, no. 4 (December 2008): 269–75. http://dx.doi.org/10.1111/j.1741-1130.2008.00188.x.
Full text
37
Ahn, Ji-Young, and Shilu Huang. "Types of employee training, organizational identification, and turnover intention: evidence from Korean employees." Problems and Perspectives in Management 18, no. 4 (December 28, 2020): 517–26. http://dx.doi.org/10.21511/ppm.18(4).2020.41.
Full textAbstract:
Many organizations are willing to increase human capital investment through various employee training programs. This study empirically examines a proposed model that explains the relationship between the different types of employee training, including general and firm-specific training and employee turnover in Korean firms. This study used a survey sample of 10,069 employees in 467 publicly traded firms in South Korea. 78% of participating companies provided training programs to the employees. This study conducted quantitative cross-sectional regression analyses to test the hypotheses. The study suggests empirical evidence that general training and firm-specific training reduce employee turnover intention. Moreover, the magnitude of firm-specific training on turnover intention is much higher than general training. Furthermore, employee organizational identification has a partial mediating effect on training and turnover intention. However, the study found no substantial evidence of the moderating effect of employees’ justice perception of receiving training opportunities. Based on the human capital theory and social exchange perspective, the results indicate that both types of training programs help employee retention, and cultivating employee organizational identification can be critical in the training-turnover process.
38
Stefańska, Magdalena, and Iwona Olejnik. "Employee pension programs in the employers’ branding strategy." Ruch Prawniczy, Ekonomiczny i Socjologiczny 83, no. 3 (September 30, 2021): 219–33. http://dx.doi.org/10.14746/rpeis.2021.83.3.15.
Full textAbstract:
Demographic changes taking place in many countries are contributing to deteriorating pension systems. In the near future, these systems may become insufficient in many countries, and may lead to a reduction in the amount of pension benefits. One way to reduce the risk of poverty for future retirees is for them to save for retirement in employee pension programs (EPPs). In developed countries, EPPs have become an HR policy and are included the employer branding strategy (EB). The main objective of the article is to indicate the place and relationship between the EB and EPPs. We assume that the perception of the relation between EPPs and EB differs as far as employers or employees are concerned. Another factor which may have significance in that evaluation is whether or not the organization offers an EPP to its employees. The results of research conducted among 151 respondents allowed the formulation of a few conclusions which may suggest the need for a different approach to work by employees and to recruitment policy by employers. According to the research, EPPs are perceived as a benefit offered to employees, and at the same time they are a part of the EB strategy. However, that perception depends on whether we ask employees or employers, or whether the company offers EPP programs or not.
39
Elorza, Unai, Christopher Harris, Aitor Aritzeta, and Nekane Balluerka. "The effect of management and employee perspectives of high-performance work systems on employees’ discretionary behaviour." Personnel Review 45, no. 1 (February 1, 2016): 121–41. http://dx.doi.org/10.1108/pr-07-2014-0167.
Full textAbstract:
Purpose – The purpose of this paper is to understand how management and employee perspectives of high-performance work systems (HPWS) relate to employee discretionary behaviour. In addition, the paper examines to what extent the relationship between employees’ perception of the HPWS and discretionary behaviour varies among different organizations/groups. Design/methodology/approach – Two samples were used in the study. The first sample included data from 51 managers and 1,023 employees from 26 manufacturing companies. The second sample included 52 managers and 6,382 employees from 42 manufacturing companies. Findings – The study shows that employee rated HPWS mediates the relationship between management rated HPWS and individual-level discretionary behaviour. Moreover, results showed that the effect of employee rated HPWS on discretionary behaviour varies among different organizations/groups. Practical implications – Results show that employee perceptions of the HPWS more strongly predict employees’ discretionary behaviour than management rated HPWS. Moreover, it shows that employees’ perceptions of the same HPWS, but operating in different organizational contexts exhibit different levels of discretionary behaviour. Originality/value – The study differentiates between management and employee perspectives of the HPWS. It also examines the variability of the relationship between HPWS and discretionary behaviour. Multilevel structural equation modelling is used to test the hypotheses.
40
Sarfraz, Muddassar, Wang Qun, Muhammad Abdullah, and Adnan Alvi. "Employees’ Perception of Corporate Social Responsibility Impact on Employee Outcomes: Mediating Role of Organizational Justice for Small and Medium Enterprises (SMEs)." Sustainability 10, no. 7 (July 12, 2018): 2429. http://dx.doi.org/10.3390/su10072429.
Full textAbstract:
Corporate social responsibility is emerging topic in the modern business world. Employees are vital assets for any organization. Corporate Social Responsibility practices have a significant influence on employee’s performance. The study aimed to investigate the relationship between employee perception of corporate social responsibility (CSR) and employee’s outcome in Pakistan for SMEs. Additionally, it examined the relationship of Employee’ Perception of CSR as an independent variable. Further, this study considers mediating role of organizational justice between employee’s perception of CSR and employee’ outcomes. The quantitative method was used to collect data from 300 SME’s. Hypotheses were tested by using statistical software (SPSS). Correlation analysis shows the significant relationship between variables, i.e., employee’s perception of CSR and employee outcomes. Moreover, regression analysis was performed for mediation analysis. The results show that organizational justice partially mediated between employee’s perception of corporate social responsibility and employee’s outcomes. Practical implications were discussed, and future research directions were recommended.
41
Maheshwari, Shweta, and Veena Vohra. "Identifying critical HR practices impacting employee perception and commitment during organizational change." Journal of Organizational Change Management 28, no. 5 (August 10, 2015): 872–94. http://dx.doi.org/10.1108/jocm-03-2014-0066.
Full textAbstract:
Purpose – Prior research in the area of organizational change highlights the critical role played by HR practices during organizational change as it may require altering employee behavior to support the change direction. human resource (HR) function is considered to be well positioned to influence employee behavior by institutionalizing HR practices that support change. Further there is a significant body of literature that suggests that employee behavior is significantly influenced by the perceptions of HR practices during change. HR practices which create positive employee perceptions increase employee commitment to change. The purpose of this paper is to provide a conceptual framework that identifies critical HR practices that support organizational change and examines their impact on employee perception and commitment to change. Design/methodology/approach – First, an extensive literature review on organizational change at macro level has been done to identify critical practices desired from key organizational members during organizational change. Second, a case for importance of HR function as a key organizational member during change is presented. Further literature on effectiveness of HR practices adopted by HR professionals during organizational change is examined to find out the gap areas. Third, literature on employee perception and commitment to change is examined to find out possible linkages to HR practices during organizational change. Finally, eight propositions are presented to build an integrated conceptual framework identifying critical HR practices during organizational change and their impact on employee perception and commitment to change. Findings – The study suggests that HR practices undertaken in the area of culture, leadership, cross functional integration, training, communication and technology if introduced and implemented will positively influence employee perception reducing resistance and increasing commitment to change. Therefore assessing employee perception about critical HR practices at different stages of change initiation, implementation and consolidation can enable understanding about employee commitment to change. This would also help HR professionals understand how effective the HR practices implemented during change have been. Originality/value – This framework can be used by the researchers and practitioners to study, guide, frame and model empirical research into the area of studying critical HR practices during organizational change. So far literature provides a generic view of desired organizational practices during change. Moreover there are few studies available on employee perception about HR practices implemented during organizational change and its impact on employee commitment to change. The framework presented in this paper would help explore the effectiveness of specific HR practices implemented during change by evaluating its impact on employee perception and commitment to change.
42
Sharma, Neha Paliwal, Tanuja Sharma, and Madhushree Nanda Agarwal. "Measuring employee perception of performance management system effectiveness." Employee Relations 38, no. 2 (February 8, 2016): 224–47. http://dx.doi.org/10.1108/er-01-2015-0006.
Full textAbstract:
Purpose – Concerns about the effectiveness of performance management systems (PMS) have long-driven researchers and practitioners to explore ways of measuring it. It is imperative for organizations to understand, how employees perceive the effectiveness of their PMS, for positive employee outcomes. Hence, the purpose of this paper is to explore the operationalization of the construct “employee perception of PMS effectiveness” (PMSE). An evidence of construct validity for the “two-factor PMS effectiveness” measure with perceived “PMS accuracy” and “PMS fairness” as its two factors is provided. In addition, a scale to measure “employee perception of PMS accuracy” is developed. Design/methodology/approach – Mixed-methods research methodology. Findings – Findings confirmed the possible existence of the two-factor PMSE construct, with PMS accuracy and fairness as its factors. Construct validity is established through its correlations with important outcome variables. The development of a valid and reliable 12-item scale for perceived PMS accuracy (Cronbach α value=0.83) is an additional key contribution. Research limitations/implications – The research presents opportunities for future empirical studies to examine the influence of PMS accuracy and effectiveness on employee outcomes (engagement, retention, etc.). Researchers may also cross-validate the PMSE measure in different socio-cultural contexts. Practical implications – The perceived PMS accuracy and effectiveness measures can serve as powerful investigative tools to measure employee perceptions regarding PMS. It can help organizations identify and correct the shortcomings in their existing PMS. Originality/value – This is the first paper to offer a cogent conceptualization and operationalization of employee perceptions of PMS accuracy and effectiveness. Hence, it has key implications for academics and practitioners.
43
Hussain, Asif, Xue Yang, Lu Yali, Asma Ibrahim, and Samina Hussain. "The Impact of Autocratic Leadership on Disruptive Political Behavior, Moderating the Relationship of Abusive Supervisory Behavior and Mediating the Relationship of Employee’s Perception of Job Insecurity." International Journal of Economics and Finance 12, no. 6 (May 20, 2020): 57. http://dx.doi.org/10.5539/ijef.v12n6p57.
Full textAbstract:
This study examines the impact of Autocratic leadership on Disruptive Political Behavior with the moderating effect of Abusive Supervisory Behavior and the mediating effect of Employee Perception of Job Insecurity. It examines the employee perception of job insecurity while working in an autocratic culture and the political strategies which an employee chooses to cope up with such insecurities. The data was collected through a structured questionnaire from a sample of 248 employees which include middle-level managers, front-line managers, and their employees. Pearson correlation test was used to establish the relationship between variables. Findings reveal the existence of a significant positive relationship between the variables. Result also prove that there is a significant positive moderation of abusive supervisory behavior between the relationship of autocratic leadership and employee perception of job insecurity, and shows partial significance with mediating effect of employee perception of job insecurity with the relation of autocratic leadership and disruptive political behavior. The study concludes with a discussion and future directions.
44
Sehgal, Ritu, Sreejith Balasubramanian, Sony Sreejith, and Janya Chanchaichujit. "Transformational leadership and employee innovation: Examining the congruence of leader and follower perceptions." Journal of General Management 47, no. 1 (October 2021): 18–30. http://dx.doi.org/10.1177/03063070211013337.
Full textAbstract:
Organizations are relying on their leaders to demonstrate effective leadership behavior that positively affects employee innovation. However, discrepancies are often found between leaders’ self-perception and followers’ perception of leadership. Understanding the discrepancies is critical for narrowing the leader–follower perception gap and achieving congruence between leaders and followers. This forms the motivation of this study, which aims to compare and contrast the direct and mediated (through psychological empowerment) impact of transformational leadership behavior on employee innovation performance from the perspective of both leaders and followers. Multisource data using questionnaires were collected from 66 leaders and 220 followers in the United Arab Emirates. The results show that leaders’ self-perception scores were significantly lower than that of their followers. Also, discrepancies in perceptions of the direct impact of transformational leadership behavior on employee innovation were found such that a positive and significant relationship was found for followers while no significant relationship was found for leaders. Finally, psychological empowerment mediates the relationship between transformational leadership and employee innovation performance for both leaders and followers, though leaders perceive the mediation of psychological empowerment to be stronger than followers perceive it to be. The study findings show the importance of obtaining multiple-source feedback to first assess the perceptions of both leaders and followers and then make necessary interventions (if required) to narrow perception gaps between leaders and followers since discrepancies could lead to poor organizational culture.
45
Hsieh, Chia-Chun, and Dan-Shang Wang. "Authentic Leadership Influences Employee Work Engagement through Employee Perception and Trust." Academy of Management Proceedings 2014, no. 1 (January 2014): 14624. http://dx.doi.org/10.5465/ambpp.2014.14624abstract.
Full text
46
Hareendrakumar V. R., Suresh Subramoniam, and Nizar Hussain M. "Redesigning Rewards for Improved Fairness Perception and Loyalty." Vision: The Journal of Business Perspective 24, no. 4 (September 29, 2020): 481–95. http://dx.doi.org/10.1177/0972262920946142.
Full textAbstract:
Human resource (HR) managers are deeply concerned with redesigning the process and changing the practices, to accommodate with the psychological changes happening in employee attitudes to tap committed contributions from them. Literature shows that employees reward fairness perception has a determinant role in shaping employee behaviour in addition to Reward satisfaction. This study has made an attempt to assess the impact of rewards and its contributing factors on improving employee loyalty directly and through the mediating variable of reward fairness perception, indirectly. The study adapted the Total Reward Model of ‘Worldat work’ to test the assumptions related with total rewards and employee loyalty. The data collected from the sample is analysed using structural equation modelling (SEM). The analysis revealed the explaining power and mediating effect of reward fairness perception in the relationship between total rewards and employee loyalty. The results show that enhancement of employee loyalty is possible by properly addressing employee’s reward fairness perception which is achieved through improved reward satisfaction. The results give clear indication to the HR managers about the need of redesigning the reward practice by incorporating employee reward fairness perception to optimize employee loyalty.
47
Shrestha, Rohit Kumar, Arjun Kumar Dahal, and Gyanu Acharya. "EMPLOYEE PARTICIPATION IN DECISION-MAKING: A COMPARATIVE STUDY ON PERCEPTION OF EMPLOYEES AND EMPLOYERS IN NEPALESE ENTERPRISES." International Journal of Business Management and Economic Review 06, no. 01 (2023): 170–80. http://dx.doi.org/10.35409/ijbmer.2023.3468.
Full textAbstract:
There is much debate as to whether employees should be participated or not in the decision-making process. This study examined the status of employee participation in decision-making using Government-Owned Enterprises namely Nepal Electricity Authority (NEA), a corporate office located in Kathmandu, and privately run industry, Bira Furniture within Patan Industrial Estate located in Lalitpur, Nepal, as a case study. The study employed qualitative research for empirical investigation. Interviews, Focus Group Discussions (FGD), and observation were used for primary data collection. A purposive sampling method was applied. The study used thematic analysis of data. Lower-level employees have also adequate rights in their workplace decision-making at the head office of NEA. However, high-level decision-making power rest in top-level management. Most of the decisions are made based on rules, by-laws, and procedures. By nature, almost all functions are performed based on teamwork. Even though the employer/manager of the Bira Factory argues that workers have sufficient engagement in the workplace decision-making process, the great majority of workers express a lack of such opportunity in the factory. This finding implies that employees or workers in the public sector are more involved in decisionmaking than those in the private sector. The researcher suggests that managers should participate with employees in the decision-making process in the present time of industrial democracy.
48
Bhurtel, Anup, and Eka Raj Adhikari. "Performance Appraisal for Employee Development: Exploring Perceptions of Supervisors." International Journal of Social Sciences and Management 3, no. 2 (April 29, 2016): 93–101. http://dx.doi.org/10.3126/ijssm.v3i2.14670.
Full textAbstract:
The purpose of the present study was to explore the perceptions of supervisors on performance appraisal in relation to employee development adopting a qualitative design. In line with its research objective, data obtained from semi-structured interviews conducted with 14 supervisors from the proposed 10 model technical schools and the head office of the Council for Technical Education and Vocational Training (CTEVT), Nepal was analysed. The study brought forth that supervisors perceived the existing performance appraisal system less effective as it was used merely for getting employee-promotion. The supervisors were unable to appraise non-permanent employees; and even for permanent classed employees, they were obliged to keep the results confidential. They were thus unable to discuss the results with the concerned employees and jointly set goals for their further development. The study calls for establishing a comprehensive performance appraisal system for all employees in which results were analysed, and linked with plans for employee development. As the paper was confined to exploring the perception of 14 supervisors, further research could be done in future with greater number of samples. Moreover, there is room for studying the appraisees’ perception so that this issue can be explored from wider perspective aiding in the employee performance.Int. J. Soc. Sci. Manage. Vol-3, issue-2: 93-101
49
Nordin, Maria, Marina Romeo, Montserrat Yepes-Baldó, and Kristina Westerberg. "Spanish and Swedish eldercare managers’ influence on employees." International Journal of Workplace Health Management 11, no. 5 (October 1, 2018): 294–304. http://dx.doi.org/10.1108/ijwhm-02-2018-0014.
Full textAbstract:
Purpose Hierarchical and flat organizational types are predominant in Spain and Sweden, respectively. To study how managers’ commitment and work overcommitment (WOC) affect employee well-being, and job perception in these different countries can shed insight on how to improve eldercare organization. The purpose of this paper was to study the association between eldercare employee exposure to managers’ commitment and WOC, and employee mental well-being and job perception and how these associations differed between Spain and Sweden. Design/methodology/approach A questionnaire with validated questions on commitment, WOC, mental well-being and job perception, operationalized as the perception of quality of care and turnover intent, was sent out to eldercare managers and employees in Spain and Sweden. t-Tests, χ2 and linear regression were applied to study the associations and differences between the countries. Findings Interaction analyses revealed that Spanish employees’ mental well-being and job perception were influenced by their managers’ commitment and WOC in that manager commitment improved and WOC impaired well-being and job perception. However, the Swedish eldercare employees were not influenced by their managers on these parameters. Practical implications The impact of managerial commitment and WOC differed between employees in Spain and Sweden, possibly because the preconditions for leadership varied due to differences in organizational type. Originality/value This study compares the managers’ impact on employee health and job perception in two countries with different organizational prerequisites. Moreover, managers’ commitment and WOC were estimated by the managers themselves and did not rely on the employees’ perception, which improved ecological validity.
50
Ghozi, Ali, and Darwanto . "PENGARUH SELEKSI DAN PELATIHAN TERHADAP PERSEPSI KINERJA PEGAWAI, DENGAN KOMPETENSI SEBAGAI VARIABEL INTERVENING (Studi Empirik Pada Inspektorat Jenderal Kementerian Agama)." Eqien: Jurnal Ekonomi dan Bisnis 4, no. 1 (October 8, 2018): 41–55. http://dx.doi.org/10.34308/eqien.v4i1.53.
Full textAbstract:
This study aims to verify and explain that Selection (X1) and Training (X2) has positive and significant influence to Perception of Employee Performance (Y2) mediated by Competency (Y1). Population in this study are employees at Inspectorate General of Ministry of Religion Affair. The sampel used in study are 136 respondents used sensus method. Data analysis was conducted by using Structural Equation Modeling (SEM) to analyze correlation between the independent variables (Selection (X1) and Training (X2) on the dependent variables (Perception of Employee Performance (Y2)) with Competency (Y1) as a intervening variable. The data was processed using AMOS 21.0 (Analysis of Moment Structures). The SEM analysis result has fulfilled Goodness of Fit Index Criteria with coefficient Chi-Square=36,078, Probability=0,171, RMSEA=0,043, GFI=0,953, AGFI=0,912, CMIN/df=1,244, TLI=0,956, and CFI=0,972. The result shows that selection has a positive and significant influence on the perception of employee performance (coefficient 0,65). Selection with competency as an intervening variable gives positive and significant influence on the perception of employee performance (coefficient 0,6878). Training has not a positive and significant influence on the perception of employee performance (coefficient -0,21). Training with competency as an intervening variable gives positive and significant influence on the perception of employee performance (coefficient 0,0798). Competency has a positive and significant influence on the perception of employee performance (coefficient 1,261).
Keywords: selection, training, competency, perception of employee performance