Relevant bibliographies by topics / Employees’ perceptions

Academic literature on the topic 'Employees’ perceptions'

Author: Grafiati
Published: 4 June 2021
Last updated: 29 January 2023

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Contents

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Employees’ perceptions.'

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.

Journal articles on the topic "Employees’ perceptions"

1

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 text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
2

Tsirkas, Konstantinos, Alexandra-Paraskevi Chytiri, and Nancy Bouranta. "The gap in soft skills perceptions: a dyadic analysis." Education + Training 62, no. 4 (April 7, 2020): 357–77. http://dx.doi.org/10.1108/et-03-2019-0060.

Full text
Abstract:
PurposePrevious studies have shown that soft skills play a significant role in applicants' employability and in the job search, recruitment, selection and hiring process. However, past research indicates a gap in perceptions of soft skills, between employees and employers. The present empirical research aims to explore this gap in perceptions and to suggest effective ways to resolve any mismatch. Demographical factors affecting these perceptions are also taken into consideration for the analysis.Design/methodology/approachA quantitative research design has been applied. The survey undertaken, covers all three main sectors of employment (manufacturing, retail and services), with 151 employee–employer dyads around Greece participating in the survey. Paired sample t-test, independent t-test and One-way ANOVA were used to analyze the data.FindingsThe results show a gap between employees' and their subsequent employers' perceptions of employees' soft skills. Employees seem to regard their skills more highly than do their employers, whereas employers seem to consider employees as not properly equipped with the necessary soft skills. These findings are a worrying sign for business operations and suggest that difficulties in manager–employee co-operation can arise.Practical implicationsThis study has both theoretical and practical implications. It adds to the literature in human resources appraisal process by identifying soft skills perceived differently by employees and employers. It also highlights the reasons for that gap and makes suggestions for the enhancement of required skills.Originality/valueThe majority of previous studies in the field focus either on employees' or employers' perceptions, without comparing them. In addition, the few former studies attempt a comparison focused on students as employees or trainees, with no previous work experience. The current study focuses on employees whose work experience has already shaped perceptions of their skills and employability.
APA, Harvard, Vancouver, ISO, and other styles
3

Gevrek, Deniz, Marilyn Spencer, David Hudgins, and Valrie Chambers. "I can’t get no satisfaction." Personnel Review 46, no. 5 (August 7, 2017): 1019–43. http://dx.doi.org/10.1108/pr-06-2015-0189.

Full text
Abstract:
Purpose The purpose of this paper is to explore the role of salary raises and employees’ perception of these salary raises on their intended retention and turnover. By using a survey data set from a representative American public university, this study investigates a novel hypothesis that faculty perceptions of salary raises, relative to their perceptions of other faculty members’ assessments of the raises, influence their intended labor supply. Design/methodology/approach Using both ordered probit and OLS modeling frameworks, the authors focus on the impact of salary raises and the relative perception of these raises on intended labor supply behavior. They explore a hypothesis that a mismatch between one’s ranking of the salary raise and the perception of others’ rankings causes dissatisfaction. Findings The results provide evidence that salary raises themselves are effective monetary tools to reduce intended turnover; however, the results also suggest that relative deprivation as a comparison of one’s own perceptions of a salary raise with others affects employee intended retention. The authors find that employees who have less favorable perceptions of salary adjustments, compared to what they believe their colleagues think, are more likely to consider another employer, holding their own perception of raises constant. Conversely, more favorable views of salary raises, compared to how faculty members think other’s perceived the salary raises, does not have a statistically significant impact on intended retention. Originality/value This is the first study that explores an employee’s satisfaction with salary raises relative to perceptions of other employees’ satisfaction with their own salary raises, and the resulting intended labor supply in an American university. The results indicate that monetary rewards in the form of salary raises do impact faculty intended retention; however, perception of fairness of these salary raises is more important than the actual raises. Given the high cost of job turnover, these findings suggest that employers may benefit from devoting resources toward ensuring that salary- and raise-determining procedures are generally perceived by the vast majority of employees as being fair.
APA, Harvard, Vancouver, ISO, and other styles
4

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 text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
5

Fink, Jennifer, Barbara Zabawa, and Sara Chopp. "Employee Perceptions of Wellness Programs and Incentives." American Journal of Health Promotion 34, no. 3 (December 26, 2019): 257–60. http://dx.doi.org/10.1177/0890117119887687.

Full text
Abstract:
Purpose: To explore, by income level, employee perceptions of an employer offered wellness incentive program. Design: Qualitative and quantitative study that includes a survey with close-ended and open-ended questions. Setting: The study setting was a hospital in Wisconsin. Participants: Participants (n = 105). Measures and Analysis: Quantitative responses were analyzed using descriptive statistics in Qualtrics and logistic regression in Statistical Analysis System. Results: Sixty-three percent participated in the wellness incentivized program because their employer offers them a reward; 52% said they would participate without a reward; 48% feel like they must participate in this year’s program; and 34% feel like they would have to disclose information about their health at or below the current reward level. Conclusion: Income does not have a significant effect on whether employees feel they must participate or disclose health information. However, income has a significant effect on employee’s beliefs about whether or not employers should play an active role in improving the health of their employees.
APA, Harvard, Vancouver, ISO, and other styles
6

Herhausen, Dennis, Oliver Emrich, Dhruv Grewal, Petra Kipfelsberger, and Marcus Schoegel. "Face Forward: How Employees’ Digital Presence on Service Websites Affects Customer Perceptions of Website and Employee Service Quality." Journal of Marketing Research 57, no. 5 (July 15, 2020): 917–36. http://dx.doi.org/10.1177/0022243720934863.

Full text
Abstract:
Confronted with increasing digitalization, service firms are challenged to sustain customer loyalty. A promising means to do so is to leverage the digital presence of service employees on their website. A large-scale field study and several experimental studies show that the digital presence of service employees on the firm website increases current website service quality perceptions and positively shapes memories related to employee service quality perceptions from past service encounters. Both effects indirectly increase customer loyalty and, in turn, financial performance, and are amplified by employee accessibility and a service firm’s customer orientation. The authors examine further boundary conditions for the memory process: only service employees evoke the beneficial spillover effect to employee service quality perceptions, and the spillover effect does not generalize to evaluations of product quality. Remarkably, an employee’s digital presence, although factually unrelated, augments customer perceptions of service employees’ competence and commitment and thus strengthens rather than erodes service employees’ role in customer–firm relationships. Theoretical and managerial implications deepen the understanding of how to add a human touch to digital channels.
APA, Harvard, Vancouver, ISO, and other styles
7

Nikhil, Seena, and J. Arthi. "Impact of Perceived Organizational Support on Citizenship Behavior of ITES Employees." Asian Journal of Managerial Science 8, no. 3 (November 5, 2019): 24–29. http://dx.doi.org/10.51983/ajms-2019.8.3.2705.

Full text
Abstract:
This study attempts to investigate the effect of Perceived Organizational Support (POS) of employees on their Organizational Citizenship Behavior (OCB). It also examines if there are significant differences in the impact of POS on OCB of employees due to demographic factors (age, gender, tenure, designation) of employees. POS indicates the perception of employees regarding the extent to which their organization appreciates their contribution and cares for their well-being (Rhoades & Eisenberger, 2002). OCB refers to employee participation in tasks that are not formally a part of the job description, but are beneficial for the organization as a whole (Organ & Ryan, 1995). In the current business scenario, when employee turnover rate poses a serious threat to businesses, employers increasingly value employee loyalty and dedication. A cross-sectional survey was conducted to obtain the perceptions of 272 employees working in Information Technology Enabled Services (ITeS) Sector, Bangalore, India. The results of the study indicate that POS had a significant impact on Organizational Citizenship Behavior (OCB) of employees. Among the demographic factors, organizational tenure influenced the impact of POS on OCB. This paper has implications for employers and top management who struggle to retain their employees.
APA, Harvard, Vancouver, ISO, and other styles
8

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 text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
9

Lee, Soojung, and Jeongkoo Yoon. "Does the authenticity of corporate social responsibility affect employee commitment?" Social Behavior and Personality: an international journal 46, no. 4 (April 5, 2018): 617–32. http://dx.doi.org/10.2224/sbp.6475.

Full text
Abstract:
We investigated how employees' perceptions of the internal (endorsed by the firm and in line with its mission and values) and external (driven by practical or instrumental benefits) legitimacy of their firm's corporate social responsibility (CSR) activities influence their work orientations. Specifically, we believed that internal legitimacy would be considered more authentic than would external legitimacy, and that it would have a more positive influence on employees' organizational identification and affective attachment. We conducted a field survey using employee data from 38 firms listed on the Dow Jones Sustainability Index Korea in 2009. As predicted, external legitimacy reduced employee's perception of CSR authenticity whereas internal legitimacy increased it. Perceived CSR authenticity was also found to be an important mediator in the relationship between employees' legitimacy perceptions and their work orientations. The results supported most of our hypotheses; implications of these findings are discussed.
APA, Harvard, Vancouver, ISO, and other styles
10

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 text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Employees’ perceptions"

1

Smith, Davina. "Geographically Distributed Employees' Perceptions of Employee Assistance Program Access." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6675.

Full text
Abstract:
Many investigators have documented high levels of stress in the U.S. workplace and the underutilization of employee assistance programs (EAP). Researchers in other studies have concluded that an employee's perception of a service influences participation and service use. However, the perceptions of geographically distributed employees, who represent a growing population, have not been sufficiently examined. The purpose of this study was to investigate geographically distributed employees' perceptions regarding access to EAP stress management services to address the problem of EAP underutilization. Organizational justice theory served as the theoretical framework. The study design was generic qualitative. A purposeful sample of 15 geographically distributed employees provided rich data through semi structured interviews and online questionnaires. The use of generic inductive coding yielded emergent themes regarding geographically distributed employees. Results indicated that geographically distributed employee's perceived access to EAP stress management services as unclear, time-consuming, and inconvenient due to physical separation. This research is significant for human service, employee assistance, and human resource professionals who want to improve geographically distributed employees' perceptions of access to EAP stress management programs. More effective marketing may increase employee use of EAP services and alleviate workplace stress, thus positively impacting social change by helping to cultivate a healthy workforce.
APA, Harvard, Vancouver, ISO, and other styles
2

DeHart, Mary Ellen. "Employers' perceptions of mentally handicapped employees in the horticulture industry." Thesis, Virginia Tech, 1985. http://hdl.handle.net/10919/43038.

Full text
Abstract:
The horticulture industry offers numerous unskilled and semi-Skilled job opportunities for qualified handicapped individuals. A mail survey of 557 private Virginia ornamental horticultural businesses was conducted to document the employment of handicapped persons and to investigate employers' perceptions of mentally handicapped workers. A response rate of 60% was obtained. Forty-two percent of the respondents reported employing mentally, physically or emotionally handicapped persons. Primary businesses which have employed mentally handicapped workers were associated with grounds maintenance, nursery/garden centers, and golf courses. Overall the employers' perceptions were favorable of the general work habits and entry-level horticultural skill competencies of mentally handicapped persons. This indicated a potential for employment
Master of Science
APA, Harvard, Vancouver, ISO, and other styles
3

Viljoen, Brigitte Maria Catherine. "The influence of source feedback perceptions on motivation." Diss., Pretoria : [s.n.], 2003. http://upetd.up.ac.za/thesis/available/etd-04062004-140208.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Lafrenz, Lu Ann. "Performance analysis : hospitality industry employers' perceptions of their limited English proficient employees /." The Ohio State University, 1991. http://rave.ohiolink.edu/etdc/view?acc_num=osu1487687485807402.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Bodell, Gloria Lorraine. "Employees' perceptions of front-line management." Thesis, University of Salford, 2009. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.517501.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Silimi, Maimbo Mark. "Manager's perceptions of performance appraisal implemented at Kansanshi Mine, Zambia." Thesis, Rhodes University, 2014. http://hdl.handle.net/10962/d1013037.

Full text
Abstract:
As managers with direct contact with workers on the floor, line managers are responsible for implementation of the performance appraisal system at Kansanshi Mining plc. Commonly, implementation of performance appraisal is affected by how line managers interact with their subordinates before, during and after an appraisal interview. Notably, no study has been conducted at Kansanshi mine to understand how line managers conduct performance appraisals since their introduction. This qualitative study aims to build an understanding of how line managers at Kansanshi conduct performance appraisal interviews and what enablers and barriers they face in this process. In pursuit of the research aim, line managers from all the ten departments of the mine were considered as eligible for the study. Using stratified random sampling, ten of the 30 line managers from all ten departments across the mine site were selected. A total of fifteen semi-structured, in-depth, face-to-face interviews were conducted with ten line managers to gather data. These individual interviews were conducted on the mine site in the interviewees' offices as well as other convenient places such as the Kansanshi main boardroom. On average, each interview took between 45 to 60 minutes. All these interviews were audio recorded, transcribed and thereafter analyzed using open coding and constant comparison technique to induce themes. Findings of the study show a variety of barriers and enablers of line managers in their conduct of performance appraisal interviews at Kansanshi mine in Zambia. All ten line managers unanimously highlighted that (a) lack of clear job descriptions and set of individual targets as well as (b) lack of adequate refresher training on how to conduct performance appraisals affected how they conducted performance appraisals. Eight of the ten line managers highlighted that (c) perceived subjectivity of the system while seven of the ten highlighted that (d) predominant production focus and priority were barriers to them in how they conducted performance appraisals. On the other hand, ten line managers highlighted that (a) top management commitment to the implementation of a performance appraisal system, seven highlighted that (b) employees' hope for rewards and five line managers highlighted that (c) spring for career development and progression were perceived as enablers in their implementation of performance appraisals. This research is of value as it highlights how the conduct of performance is not only impacted by organizational support and other complementary organizational systems but also how the barriers to the conduct of performance appraisals affect both the appraisee and the appraiser.
APA, Harvard, Vancouver, ISO, and other styles
7

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.

Full text
Abstract:
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?
APA, Harvard, Vancouver, ISO, and other styles
8

Cantrick-Brooks, Bernadine Yvonne Marie. "Trade union joining perceptions from call centre employees /." Access electronically, 2005. http://www.library.uow.edu.au/adt-NWU/public/adt-NWU20061127.111430/index.html.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Kgapola, Leslie Seth. "Perceptions of compensation fund employees towards affirmative action." Diss., Pretoria : [s.n.], 2008. http://upetd.up.ac.za/thesis/available/etd-11212008-120643.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "Employees’ perceptions"

1

Single women: Changing perceptions in India. New Delhi: Women Press, 2007.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
2

Western Washington University. Office of the Vice President for External Affairs. Campus attitudes & perceptions survey: A survey of Western Washington University employees. Bellingham, WA: Office of the Vice President for External Affairs, Western Washington University, 2006.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
3

Western Washington University. Office of the Vice President for External Affairs. Campus attitudes & perceptions survey: A survey of Western Washington University employees. Bellingham, WA: Office of the Vice President for External Affairs, Western Washington University, 2006.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

Rogerson, Chris. Involving and communicating with employees: A case study consideration of employee perceptions of Total Quality Management (TQM). [s.l.]: typescript, 1995.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

Perceptions of potential employees on teleworking in private firms in Kuala Lumpur. Kuala Lumpur, Malaysia: International Islamic University Malaysia, 2006.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

Grant, Michel. Unionism, professionalism and professionals: A study in perceptions. Kingston, Ont: Industrial Relations Centre, Queen's University, 1992.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

Western Washington University. Office of the Vice President for External Affairs. Campus attitudes & perceptions survey: A survey of Western Washington University employees : campus survey results. Bellingham, Wash: Office of the Vice President for External Affairs, Western Washington University, 2006.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
8

Eisenman, Elaine J. P. Employee perceptions and supervisory behaviors in clerical VDT work performed on systems that allow electronic monitoring. [Washington, D.C.?: Office of Technology Assessment, 1986.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

Sanders, Luther Wayne. Freedom of information in Arkansas: Perceptions of public officials and journalists. Little Rock, Ark: Division of Governmental Studies, Center for Research and Public Policy, Research and Public Service, University of Arkansas at Little Rock, 1990.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

D'Khissy, Majid. S'ouvrir sans se perdre: Perceptions du personnel scolaire d'une école de quartier à minorité francophone. Québec: Institut québécois de recherche sur la culture, 1993.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Employees’ perceptions"

1

Höber, Björn. "Introduction: The importance of employees’ perceptions for Innovation Contests." In Firm Internal Innovation Contests, 1–15. Wiesbaden: Springer Fachmedien Wiesbaden, 2017. http://dx.doi.org/10.1007/978-3-658-17492-7_1.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Bowers, Kate C., and Mark Fleming. "Understanding Railway Employees’ Perceptions of Senior Managers’ Safety Commitment." In Advances in Intelligent Systems and Computing, 1109–20. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-60441-1_104.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Carmichael, Fiona, Claire Hulme, Lorna Porcellato, Barbara Ingham, and Arvin Prashar. "Ageism and Age Discrimination: The Experiences and Perceptions of Older Employees." In Managing an Age-Diverse Workforce, 115–28. London: Palgrave Macmillan UK, 2011. http://dx.doi.org/10.1057/9780230299115_8.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Ahola, Marja, Afnan Zafar, Jari Porras, and Mirva Hyypiä. "International Employees’ Perceptions and UX Design Utilization in Online Learning Development." In Human Interaction, Emerging Technologies and Future Systems V, 82–90. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-85540-6_11.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Shen, Ye. "Understanding Hotel Employees’ and Guests’ Perceptions of Smart Hotels Using Q Methodology." In Information and Communication Technologies in Tourism 2022, 412–16. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-94751-4_37.

Full text
Abstract:
AbstractNowadays, hotels are adopting high technologies to improve the quality of their facilities and services to build competitive advantages. Although smart hotels are an emerging trend, no known studies have investigated hotel employees’ and guests’ perceptions of this kind of hotel. This research will investigate how hotel employees and guests perceive the benefits and drawbacks of smart hotels using Q methodology.
APA, Harvard, Vancouver, ISO, and other styles
6

Suprina, R., P. D. Pramanik, and N. Rahayu. "Perceptions and attitudes of Indonesian employees in hospitality industry towards tourists from China." In Current Issues in Tourism, Gastronomy, and Tourist Destination Research, 210–16. London: Routledge, 2022. http://dx.doi.org/10.1201/9781003248002-28.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Ashfaq, Muhammad, and Usman Ayub. "Knowledge, Attitude, and Perceptions of Financial Industry Employees Towards AI in the GCC Region." In Artificial Intelligence in the Gulf, 95–115. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-16-0771-4_6.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Pradhan, Vishal, Saravan Krishnamurthy, and Prakash Rao. "Determinants of Employees' Perceptions, Commuting Culture, and Environmental Sustainability at Symbiosis International University, India." In Higher Education Institutions in a Global Warming World, 131–53. New York: River Publishers, 2022. http://dx.doi.org/10.1201/9781003338444-8.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Zhang, Shouming, and Yanmei Yang. "The Study on the Effects of Bank Employees’ Perceptions of Organizational Politics to Job Performance." In Advances in Intelligent and Soft Computing, 487–93. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-27948-5_65.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Oosthuizen, Rudolf M. "Smart Technology, Artificial Intelligence, Robotics and Algorithms (STARA): Employees’ Perceptions and Wellbeing in Future Workplaces." In Theory, Research and Dynamics of Career Wellbeing, 17–40. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-28180-9_2.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Employees’ perceptions"

1

Fernando, Mahesh, Colin Fidge, Tony Sahama, and K. P. Hewagamage. "Employees' perceptions of sharing employer-sponsored personal health records." In ACSW 2018: Australasian Computer Science Week 2018. New York, NY, USA: ACM, 2018. http://dx.doi.org/10.1145/3167918.3167947.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

Thio, Sienny, and Foedjiawati. "Employees Perceptions of Hotel Employment in Indonesia." In International Conference on Entrepreneurship and Business Management (ICEBM) Untar. SCITEPRESS - Science and Technology Publications, 2018. http://dx.doi.org/10.5220/0008487700320037.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Oldcorn, Gary, and Darryl Forsyth. "Upward Feedback and Leadership Development: Perceptions from Senior Employees." In Annual International Conference on Human Resource Management and Professional Development in the Digital Age. Global Science & Technology Forum (GSTF), 2013. http://dx.doi.org/10.5176/2251-2349_hrmpd13.36.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Sitorus, Friyanka H. D., Cipto Winner Simanjuntak, and Irvan. "Perceptions Effect of Organizational Support on Employees Work Engagement." In International Conference on Culture Heritage, Education, Sustainable Tourism, and Innovation Technologies. SCITEPRESS - Science and Technology Publications, 2020. http://dx.doi.org/10.5220/0010370006150621.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

Kong, Haiyan. "Job Perceptions of Hotel and Tourism Employees: A Comparative Study." In 2011 International Conference on Information Technology, Computer Engineering and Management Sciences (ICM). IEEE, 2011. http://dx.doi.org/10.1109/icm.2011.87.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Moody, Janette. "Public Perceptions of Biometric Devices:The Effect of Misinformation on Acceptance and Use." In InSITE 2004: Informing Science + IT Education Conference. Informing Science Institute, 2004. http://dx.doi.org/10.28945/2743.

Full text
Abstract:
Organizations are introducing biometric devices into various sections of the economy for various reasons. What began as a security feature for a limited number of government organizations has been adapted to such diverse uses as paying for school children’s lunches to tracking employees’ work attendance. From an organizational perspective, justifications for use of biometric devices are plentiful. However, the public’s perception of these devices may be quite different. These perceptions in turn will influence public willingness to accept and use biometric devices. Although employee use of biometric devices can be mandated, a more productive alternative might be to understand their perceptions and address those specifically through education and information. This paper describes common types of biometrics, reviews their current use in organizations, presents findings of a recent survey of public perceptions to determine the areas requiring the most education, and concludes with suggestions for providing this education.
APA, Harvard, Vancouver, ISO, and other styles
7

Mert, Esvet, and Sabahat Bayrak Kök. "An Examination of the Relationship between Organizational Justice and Psychological Empowerment." In International Conference on Eurasian Economies. Eurasian Economists Association, 2017. http://dx.doi.org/10.36880/c08.01861.

Full text
Abstract:
The perceptions of empowerment and justice that employees create in their minds affect all processes within the organization. Psychological empowerment is the perception of the organization that the organization has built to empower its employees. Organizational justice encompasses rules and social norms developed in the distribution of benefits, distribution processes and interpersonal relationships. This study aims to determine the relationship between psychological empowerment and perceptions of organizational justice. The 105 employees who work in a public institution constitute the universe of the researcher. According to Spearman correlation analysis results, the statistically significant relation was found between psychological empowerment and organizational justice perception. The main hypothesis has not been rejected. The study also examined the relationship between dimensions of psychological empowerment and dimensions of organizational justice. The results revealed a statistically significant relationship. The most striking result is that the relationship between the dimension of autonomy and the dimension of organizational justice is found to be strongest. The weakest relationship is the relationship between the meaning dimension of psychological empowerment and the dimensions of the concept of organizational justice.
APA, Harvard, Vancouver, ISO, and other styles
8

Lai, Jung-Yu. "Assessment of employees' perceptions of service quality and satisfaction with e-business." In the 2006 ACM SIGMIS CPR conference. New York, New York, USA: ACM Press, 2006. http://dx.doi.org/10.1145/1125170.1125228.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Rahmawati, Rini, Ali Wardhana, and Asrid Juniar. "Increasing Work Engagement with Employees’ Perceptions of Psychological Climate-Based Organizational Changes." In International Conference on Management, Business, and Technology (ICOMBEST 2021). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/aebmr.k.211117.013.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Markulik, Štefan, Lukáš Kamenický, Jana Namešanská, and Anna Nagyová. "The Interrelationship between Quality Production and Safety in Factories." In Applied Human Factors and Ergonomics Conference. AHFE International, 2018. http://dx.doi.org/10.54941/1002.

Full text
Abstract:
This paper describes the importance of the role of factory employees' perceptions of safety and their influence on the production quality. The employees’ perceptions of safety largely depend on the relationship between employees and the company’s top management. Increased safety awareness positively influences the degree of occupational safety and health management within an organization.
APA, Harvard, Vancouver, ISO, and other styles

Reports on the topic "Employees’ perceptions"

1

Yurchisin, Jennifer, Sasikarn Cook, Areti Vogel, and Hyo Jung Julie Chang. Perceptions of Apparel Retailers� Culture Based on Employees� Style of Dress Featured on Corporate Recruitment Websites. Ames (Iowa): Iowa State University. Library, January 2019. http://dx.doi.org/10.31274/itaa.8854.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

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

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

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

Full text
Abstract:
Theory suggests that employee trust is key to productivity in organizations, but empirical evidence documenting links between trust and constraints on performance is scarce. This paper analyzes self-collected data on public sector employees from eighteen Latin American countries and finds that individual-level trust is relevant to three types of performance factors. First, high-trust employees are more willing to collaborate and share information with coworkers and are more supportive of technological innovation. Second, high-trust respondents have different perceptions of organizational constraints: they are less concerned with low staff quality or lack of discretion to innovate, and more concerned with staff shortages. Third, trust in coworkers is associated with stronger mission motivation. Instrumental variable strategies based on the transmission of trust through social and professional channels account for potential sources of endogeneity. A survey experiment on preferences for social distancing policies provides further evidence that trust enhances mission motivation: employee policy preferences align better with the implied government policy when their trust in the public sector is higher.
APA, Harvard, Vancouver, ISO, and other styles
4

Keefer, Philip, and Razvan Vlaicu. Employee Trust and Performance Constraints in Public Sector Organizations. Inter-American Development Bank, December 2022. http://dx.doi.org/10.18235/0004596.

Full text
Abstract:
Theory suggests that employee trust is key to productivity in organizations, but empirical evidence documenting links between trust and constraints on performance is scarce. This paper analyzes self-collected data on public sector employees from eighteen Latin American countries and finds that individual-level trust is relevant to three types of performance factors. First, high-trust employees are more willing to collaborate and share information with coworkers and are more supportive of technological innovation. Second, high-trust respondents have different perceptions of organizational constraints: they are less concerned with low staff quality or lack of discretion to innovate, and more concerned with staff shortages. Third, trust in coworkers is associated with stronger mission motivation. Instrumental variable strategies based on the transmission of trust through social and professional channels account for potential sources of endogeneity. A survey experiment on preferences for social distancing policies provides further evidence that trust enhances mission motivation: employee policy preferences align better with the implied government policy when their trust in the public sector is higher.
APA, Harvard, Vancouver, ISO, and other styles
5

Stawiski, Sarah, Jennifer Deal, and William Gentry. Employee perceptions of corporate social responsibility: The implications for your organization. Center for Creative Leadership, 2010. http://dx.doi.org/10.35613/ccl.2011.2022.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Bhan, Gautam, Divya Ravindranath, Antara Rai Chowdhury, Rashee Mehra, Divij Sinha, and Amruth Kiran. Employer Practices and Perceptions on Paid Domestic Work: Recruitment, Employment Relationships, and Social Protection. Indian Institute for Human Settlements, 2022. http://dx.doi.org/10.24943/epppdwrersp11.2022.

Full text
Abstract:
The key question of this study is to ask: What are the beliefs, motivations, and perceptions of employers toward recruitment, employment conditions, and social protection for domestic workers?We draw from personal interviews with 403 households in two large metropolitan Indian cities– Bengaluru and Chennai – with variations across socio-economic status, caste, neighbourhood type and across households with and without women working for wages. This Executive Summary outlines key findings and implications.
APA, Harvard, Vancouver, ISO, and other styles
7

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

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Wickenden, Mary, Brigitte Rohwerder, and Stephen Thompson. IDS Action Learning Groups with Jobseekers and Employers Involved in the Inclusion Works Programme. A Report on the Process and Findings. Institute of Development Studies, June 2022. http://dx.doi.org/10.19088/ids.2022.047.

Full text
Abstract:
The report describes how IDS organised and ran a series of action learning groups with jobseekers and employers involved with the FCDO-funded Inclusion Works programme. Action learning groups are a participatory way of learning over time about the participants’ experiences of the programme and their wider perceptions of the world of work and moves towards more inclusive practice generally. The groups were held in the four programme countries: Bangladesh, Kenya, Nigeria and Uganda. The report includes key findings and reflections from the groups, the local facilitators and the IDS team.
APA, Harvard, Vancouver, ISO, and other styles
9

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

Full text
Abstract:
In India, the construction industry is the second-largest employer, with 51 million workers currently employed. Contracting and subcontracting has contributed to the rise of intermediary labor contractors, who provide migrants with information about labor markets and bring them to construction sites for work. Engagement in physically demanding low-skill jobs, low wages, harsh working conditions, and often deplorable living arrangements characterize the lives of many migrant construction workers. The Population Council, in partnership with the Global Fund to End Modern Slavery and the Norwegian Agency for Development Cooperation, undertook a qualitative study to explore the nature of the labor supply chain in the construction industry and the relationship between workers, micro-contractors, other contractors, and construction firms/companies. The study also explored vulnerabilities faced by migrant construction workers, perceptions of workers and micro-contractors about ethical recruitment and employment practices, and challenges faced by micro-contractors in following these ethical recruitment and employment practices. Twenty-five micro-contractors and 236 workers were interviewed from June to August 2022 in construction sites in Bengaluru and Delhi in India.
APA, Harvard, Vancouver, ISO, and other styles
10

Marsden, Nick, and Niranjan Singh. Preparing Vocational Students for Future Workplaces: Towards a course evaluation of the Unitec Bachelor of Applied Engineering. Unitec ePress, September 2017. http://dx.doi.org/10.34074/ocds.42017.

Full text
Abstract:
This exploratory study set out to evaluate how well a particular course in automotive engineering is set up to enable students to develop skills necessary to enter the workplace. The research set out to identify trends in student expectations and in the needs of employers at a time when this field of work is characterised by disruptive technological developments such as computerisation and automation. The intended outcome of the research is that the findings will assist the critical thinking of course designers as they reflect on modifications that might be necessary for Unitec Bachelor of Applied Technology (BAT) graduate attributes to fully meet future workplace demands. It is also an aim that this exploratory evaluation of a small cohort of students can, despite its limitations, identify trends for future pedagogical research in the ITP (Institutes of Technology and Polytechnics) sector. Although not a full course evaluation, this study invited feedback from students and recent graduates in relevant employment regarding the alignment of the Unitec Bachelor of Applied Technology (BAT) course design with their perceptions of skills necessary in the workplace. Another intention was to highlight any misalignments between the realities of the automotive engineering sector and student expectations of the course: To what degree are work capability expectations in agreement between the student stakeholders and the institution? Are the course goals realistic and in line with actual industry needs? How is the definition of work readiness changing? The paper also samples current speculative thinking about skills that are becoming progressively more important in the workplace, namely the so-called ‘soft skills’ in communication, problem solving, management and collaboration, and in dialogic and creative attributes relevant to increasingly automated and globalised workplaces.
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Employees’ perceptions' for particular source types:
Journal articles Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography