Dissertations / Theses on the topic 'Employees’ perceptions'
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Smith, Davina. "Geographically Distributed Employees' Perceptions of Employee Assistance Program Access." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6675.
Full textDeHart, Mary Ellen. "Employers' perceptions of mentally handicapped employees in the horticulture industry." Thesis, Virginia Tech, 1985. http://hdl.handle.net/10919/43038.
Full textMaster of Science
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 textLafrenz, 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 textBodell, 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 textSilimi, Maimbo Mark. "Manager's perceptions of performance appraisal implemented at Kansanshi Mine, Zambia." Thesis, Rhodes University, 2014. http://hdl.handle.net/10962/d1013037.
Full textPilch, 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 textCantrick-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 textKgapola, 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 textCrocker, 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 textKenny, Candice Leigh. "Perceptions of employers and employees on the need for an employee assistance programme in a financial services organisation in the Western Cape." University of the Western Cape, 2014. http://hdl.handle.net/11394/4230.
Full textThrough the Health and Safety Act, government has placed pressure on corporate organisations to exercise their duty of care and provide support to employees who may have psychological difficulties. Employee Assistance Programmes (EAP) is the one way in which organisations can fulfil their duty according to the Health and Safety Act. Human Resource is most important and valuable resource an organisation has which is often not even recognized. The effectiveness of an organisation is to a large extent dependent on the well-being of its staff. An employee assistance programme is designed to help employers manage issues of performance in the workplace. Employees manage the balance between work and personal pressures which have become increasingly part of daily life. Furthermore, the success of this programme depends on the flexibility it has according to the ever-changing needs of employees, organisations and society. The organisation in this study does not have formal assistance programmes in place to provide support to its employees who may have psychological difficulties. This study examines the need of an Employee Assistance Programme from the perception of both the employer and the employee and reveals that both groups have different needs, experience different types of problems and view the EAP in different contexts. Despite the differences in opinion, the evidence indicates that both employer and employee perceive there to be a great need for an EAP.
Powell, John Neal. "Generational perceptions of effective leadership." Full text available, 2003. http://images.lib.monash.edu.au/ts/theses/powelljohn.pdf.
Full textZou, Delong. "Post 80s employees' perceptions of typical Japanese business culture." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-17041.
Full textBuoy, Lynette M. "Employees' perceptions as 'recipients' of change: a case study." Curtin University of Technology, Graduate School of Business, 2002. http://espace.library.curtin.edu.au:80/R/?func=dbin-jump-full&object_id=13418.
Full textThe realities experienced by respondents were subjective and, accordingly, the research's findings were literally created as the investigation proceeded. The methodological assumption was of a qualitative framework for understanding how change impacts on employees. Both the researcher and the employees under investigation therefore interacted in the process of meaning construction and clarification. The constructivist paradigm was therefore adopted as it emphasises a qualitative methodological approach. It was supported by theories of symbolic interactionism and phenomenology, which focus on the interpretation of the meaning of the employees' experiences within the phenomenon of organisational change. Grounded theory principles were used within the constructivist paradigm to provide a framework for ensuring that data analysis remained interpretative and that all emergent categories earned their place through the practices of constant comparison, not the preconceptions of the researcher. To further enhance this method, a triangulated approach to data sources and data collection methods for analysis included documentation, change manager interviews, and the primary sources of focus group interviews and individual in-depth interviews with employees. The findings are represented in a model identifying strategic efficiencies, organisational unity, skills and capabilities, humanistic application and relationship maintenance as the major factors as perceived by employees as influencing effective change. It presents both the what and the how of change as perceived by employees; i.e. what needs to be done and how.
The model presented within this research is recognised as a tentative model dependent on further investigation and study. It provides a useful perception of what employees believe would create effective organisational change, and it demands close and careful consideration by strategists and practitioners. The model is unique in its structure and representative in regard to its information source.
Buoy, Lynette Margaret. "Employees' perceptions as 'recipients' of change : a case study /." Full text available, 2002. http://adt.curtin.edu.au/theses/available/adt-WCU20030919.123924.
Full textGeorgiades, Stavros. "Managers perceptions of the effects of information on employees." Thesis, University of Reading, 2010. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.506743.
Full textAlharbi, Saleh H. "Employees' perceptions of fairness in practice of performance appraisal." Thesis, University of Hull, 2013. http://hydra.hull.ac.uk/resources/hull:16431.
Full textSmith, Carolyn R. "Exploring Adolescent Employees' Perceptions of Safety from Workplace Violence." University of Cincinnati / OhioLINK, 2012. http://rave.ohiolink.edu/etdc/view?acc_num=ucin1353949993.
Full textLamsam, Teresa Trumbly. "Paths to change : tribal employees' perceptions of development communication /." free to MU campus, to others for purchase, 2003. http://wwwlib.umi.com/cr/mo/fullcit?p3091941.
Full textCarey, Gina L. "Long-term Temporary Employees: Perceptions of Rights and Representation." OpenSIUC, 2013. https://opensiuc.lib.siu.edu/theses/1343.
Full textBuoy, Lynette. "Employees' perceptions as 'recipients' of change: a case study." Thesis, Curtin University, 2002. http://hdl.handle.net/20.500.11937/1193.
Full textWan, Mohd Noor Wan Shakizah. "Reward program influences : employees perceptions in Malaysian private organizations." Thesis, Curtin University, 2012. http://hdl.handle.net/20.500.11937/1905.
Full textSmith, Janine. "Employees' perceptions of the South African Police Service's employee substance abuse prevention programme in Port Elizabeth." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1021183.
Full textJohnson, Gerianne M. "Subordinate Perceptions of Superior's Competence Related to Superior's Use of Compliance-Gaining Tactics." Thesis, University of North Texas, 1988. https://digital.library.unt.edu/ark:/67531/metadc500939/.
Full textMock, Freddie Lowe. "Superintendents' perceptions of employee assistance programs in public schools." Diss., Virginia Polytechnic Institute and State University, 1986. http://hdl.handle.net/10919/70572.
Full textEd. D.
Rumsby, Ray. "Development, well-being and organisation : perceptions of employees in schools." Thesis, University of Leicester, 2010. http://hdl.handle.net/2381/7965.
Full textHoule, Kim Cranney. "Vaccination Perceptions and Barriers of School Employees: A Pilot Study." BYU ScholarsArchive, 2013. https://scholarsarchive.byu.edu/etd/3769.
Full textCalcavecchi, Lincoln. "Perceptions of Employees and Supervisors of a Skills Training Program." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4601.
Full textBrown, Famane. "The President Management Agenda: An Examination of Federal Employees' Perceptions." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4127.
Full textRespress, Trinetia L. "Assessment of Discrepancies Between Residential Employees' Work Values and Program Directors Perceptions of Residential Employees' Work Values." Digital Commons @ East Tennessee State University, 1997. https://dc.etsu.edu/etd/2969.
Full textGustafson, Amy L. "An analysis of employee perceptions towards computer-based training." Menomonie, WI : University of Wisconsin--Stout, 2007. http://www.uwstout.edu/lib/thesis/2007/2007gustafsona.pdf.
Full textGlynn, John M. "Industrial employer's perceptions about technological literacy as an employability skill for new employees in Marathon County Wisconsin." Online version, 2003. http://www.uwstout.edu/lib/thesis/2003/2003glynnj.pdf.
Full textNichol, Amelia Prudence. "Examining employees perceptions of workplace health & well-being promotion initiatives." Thesis, University of Canterbury. Psychology, 2015. http://hdl.handle.net/10092/10592.
Full textMöller, Ise-Lu. "Managers’ awareness of lower echelon employees’ perceptions of the psychological contract." Diss., University of Pretoria, 2014. http://hdl.handle.net/2263/43186.
Full textDissertation (MCom)--University of Pretoria, 2014.
lk2014
Human Resource Management
MCom
Unrestricted
Redekopp, Helen Mary. "Staff nurses’ perceptions of the profession of nursing." Thesis, University of British Columbia, 1985. http://hdl.handle.net/2429/24420.
Full textApplied Science, Faculty of
Nursing, School of
Graduate
Gibson, Timothy Paul. "Employee perceptions of performance appraisal acceptability in a merit pay setting." Thesis, This resource online, 1991. http://scholar.lib.vt.edu/theses/available/etd-09052009-040247/.
Full textCallery, Patrice Ren'e. "Perceptions of Personal and Job Stressors of Direct Care Staff: Implications for Counseling Services." Cincinnati, Ohio : University of Cincinnati, 2006. http://rave.ohiolink.edu/etdc/view.cgi?acc_num=ucin1138719755.
Full textAdvisor: Albert Watson. Title from electronic thesis title page (viewed Oct. 15, 2008). Includes abstract. Keywords: Counseling; Ecological Counseling; Direct Care Staff; Nursing Home Employees; Employee Burnout; EAP's. Includes bibliographical references.
Schnacky, Kayla R. "Perceptions of organizational culture by employee level a case study /." Online version, 2008. http://www.uwstout.edu/lib/thesis/2008/2008schnackyk.pdf.
Full textBond, Larry L. McGrath J. H. "Administrator and teacher perceptions of the utility of experiential learning in the private sector as a staff development strategy." Normal, Ill. Illinois State University, 1985. http://wwwlib.umi.com/cr/ilstu/fullcit?p8525558.
Full textTitle from title page screen, viewed June 22, 2005. Dissertation Committee: J.H. McGrath (chair), Mary Ann Lynn, Ron Laymon, Mike Winchell, Joe Talkington. Includes bibliographical references (leaves 200-206) and abstract. Also available in print.
Rademan, Desmond John. "An investigation into employee perceptions and experience of performance appraisal in the public sector." Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/51605.
Full textENGLISH ABSTRACT: While the current trend among a number of organisations is to integrate performance appraisal with performance management systems or even 'replace' it with performance management systems, it is still an extremely highly utilised process. The probable reason for this, is that the major use of performance appraisal is as a management tool whereby the quality of personnel decisions can be enhanced when an effective system is in place. Ideally the use of a formal process, focused on objective, job orientated criteria, will empower management to make meaningful decisions which will not only be to the benefit of individual workers but will contribute to the overall effectiveness and efficiency of the organisation. Apart from the fact that it is used as a management tool, other major objectives of performance appraisal are to determine the administrative and developmental needs of individuals in the interests of their own progress and development as well as that of the organisation. There are therefore, two fundamental parties involved in appraisal, being the appraisee and the appraiser and it is inevitable that the approach to, or the perception of the subject should be different in some, or many ways. Aspects such as utility, fairness, ethics, motivation, accuracy, validity, rating errors, effectiveness and feedback, should therefore be examined in more detail in order to determine where specific problem areas may lie. Serious perceptual differences concerning the process will surely create obstacles and eventually lead to an inefficient system. The aim of this study was to determine the extent to which differing perceptions playa role in the acceptance or rejection of the appraisal system in general terms and specifically in terms of the aspects mentioned above, from the point of view of subordinates and supervisors. The diagnostic instrument used in this study was adapted from those of Mount (1983) (named the Leadership Analysis Questionnaire) and Ie Roux (1989) to include aspects which are more in line with features of the performance appraisal system unique to the participating organisation. Two different forms of questionnaires were used in this study. One was designed for completion by subordinates and the other by supervisors. These two groups were further subdivided into two groups referred to as achievers and nonachievers. The overall response to the questionnaires was very satisfactory in that 431 of the 600 questionnaires were returned (almost 72%) of which 44 were not usable. Of the 186 supervisors' responses which could be used for statistical analysis, 80 were categorised as achievers and of the 201 subordinates' responses which could be used for statistical analysis, 38 were categorised as achievers. The research revealed statistically significant differences in perception between different computations of all groups in respect of fairness, ethics, accuracy, rater error and administrative aspects. It is recommended that future research should be directed at the underlying reasons for perceptual differences between supervisors and subordinates, regarding the factors mentioned above, with the aim of improving communication and relationships. Another area would be to investigate the feasibility of organisations incorporating performance appraisal into a more integrated performance management system.
AFRIKAANSE OPSOMMING: Hoewel talle organisasies tans daartoe neig om prestasie-beoordeling by prestasiebestuur in te skakel of om dit selfs daardeur te vervang, is dit steeds 'n hoogs aangeskrewe proses. Die waarskynlikste rede hiervoor is dat prestasie-beoordeling hoofsaaklik dien as bestuurshulp ten opsigte van die verbetering van personeelbesluite waar 'n doeltreffende stelsel reeds bestaan. Die ideaal is dat die gebruik van 'n formele proses met objektiewe, werkgeoriënteerde kriteria as uitgangspunt, bestuur bemagtig om sinvolle besluite te neem wat nie net tot voordeel van die werker as individu strek nie, maar ook tot die algehele doeltreffendheid van die organisasie. Benewens prestasie-beoordeling se bestuurshulpfunksie, is 'n ander belangrike mikpunt daarvan om die administratiewe en ontwikkelingsbehoeftes van individue te help bepaal - nie net in die belang van hul eie vordering en ontwikkeling nie, maar ook in die belang van die organisasie s'n. Daarom is daar basies twee partye betrokke by prestasie-beoordeling, naamlik die beoordelaar en diegene wat beoordeel word. Dit is dus onvermydelik dat die benadering tot of waarneming van die onderwerp in 'n paar en dikwels selfs in talle opsigte sal verskil. Dit is dus belangrik dat aspekte soos bruikbaarheid, regverdigheid, etiek, motivering, akkuraatheid, geldigheid, beoordelingsfoute, doeltreffendheid en terugvoering in groter besonderhede ondersoek word om vas te stel waar probleemareas moontlik mag voorkom. Ernstige perseptuele verskille wat die proses betref, kan stuikelblokke veroorsaak en aanleiding gee tot 'n ondoeltreffende stelsel. Die doel van hierdie studie was om vas te stel in watter mate verskillende persepsies kan bydra tot die aanvaarding of verwerping van die beoordelingstelseloor die algemeen en in die besonder ten opsigte van bogenoemde aspekte soos beskou vanuit beide die toesighouer en die ondergeskikte se oogpunt. Die diagnostiese meetinstrument wat gebruik is, is 'n aanpassing van Mount (1983) se "Leadership Analysis Questionnaire" en dié van Le Roux (1989) en sluit aspekte in wat in 'n groter mate tred hou met die eienskappe van die beoordelingstelsel eie aan die deelnemende organisasie s'n. Twee verskillende vraelyste is gebruik vir toesighouers en onder-geskiktes. 'n Bykomende verdeling is gemaak tussen presteerders en niepresteerders. Die reaksie op die vraelyste was, op die keper beskou, baie bevredigend, aangesien 431 van die 600 vraelyste terugontvang is - bykans 72%. Hiervan was 44 onbruikbaar. Van die 186 toesighouersvraelyste wat gebruik kon word vir statistiese ontleding, is 80 as dié van presteerdes geklassifiseer, en van die 2010ndergeskiktes se vraelyste 38. Die ondersoek het in sy berekeninge statistiese beduidende verskille uitgewys ten opsigte van die verskillende groepe se persepsies van regverdigheid, etiek, akkuraatheid, beoordelingsfoute en administratiewe aspekte. Daar word aanbeveel dat toekomstige navorsing gerig word op die onderliggende,redes vir die perseptuele verskille tussen toesighouers en ondergeskiktes, met inagneming van bogenoemde faktore en met die mikpunt die verbetering van kommunikasie en verhoudinge. Nog navorsing sou ook gedoen kon word om te bepaal hoe uitvoerbaar dit vir 'n organisasie sou wees om prestasie-beoordeling in te skakel by 'n stelsel wat prestasiebestuurgerig is.
Wilson, Kathryn Terese. "Technology usefulness and impact on school foodservice employees' perceptions of organizational support." [Ames, Iowa : Iowa State University], 2007.
Find full textMashilo, Mmakubu. "Perceptions of Rand Water employees of access to worksite health promotion programmes." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/65581.
Full textMini Dissertation (MSW)--University of Pretoria, 2017.
Social Work and Criminology
MSW
Unrestricted
Justen, Emilie Anita Kristine. "Perceptions of managers and Spanish-speaking employees in the Iowa horticultural industry." [Ames, Iowa : Iowa State University], 2008.
Find full textCook, Joshua Lee. "Employees' Perceptions About the Deterrence Effect of Polygraph Examination Against Security Compromises." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1844.
Full textMcClure, Jennifer. "Millennial Retail Employees Experiences and Perceptions of Leaders with Body Image Modifications." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/6616.
Full textIhekwoaba, Kingsley Chigbo. "Veterans Affairs Employees’ Perceptions of Financial Incentives, Organizational Justice, Satisfaction, and Performance." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7664.
Full textLombardo, Cynthia A. "Training managers' perceptions of incentives and disincentives affecting their use of cost-benefit analysis of training /." The Ohio State University, 1987. http://rave.ohiolink.edu/etdc/view?acc_num=osu1487327695623832.
Full textZickefoose, Darlene. "Perceptions of Psycho-social Factors that Affect Retirement Decision-making." PDXScholar, 1991. https://pdxscholar.library.pdx.edu/open_access_etds/1362.
Full textLaitinen, N. (Niilo). "Innovation supportive culture in it-organizations:a comparison of perceptions between managers and employees." Master's thesis, University of Oulu, 2016. http://urn.fi/URN:NBN:fi:oulu-201603251355.
Full textSilva, Ana Isabel Loureiro de Sousa Virgolino. "Perceptions of organizational justice: its effects on the attitudes and behaviours of employees." Doctoral thesis, [do autor], 2018. http://hdl.handle.net/10316/88706.
Full textA perceção da justiça organizacional é dominante quer na vida das pessoas quer na vida das organizações e é preditor do sucesso individual e das organizações. De facto, as atitudes e os comportamentos, relevantes no trabalho dependem, essencialmente, de julgamentos sobre justiça organizacional ou injustiça. Nesta investigação, procuramos compreender melhor este impacto, direta ou indiretamente, nos comportamentos e atitudes dos trabalhadores Nesta investigação empírica, os dados foram recolhidos através de um questionário criado para o efeito e aplicado a uma amostra de 407 colaboradores pertencentes a várias organizações portuguesas quer públicas quer privadas. Para testar as hipóteses recorrermos à modelagem de equações estruturais e à analise multi grupos para identificar como a perceção do suporte organizacional, a violação do contrato psicológico, o burnout e a satisfação com a gestão podem afetar essas relações. As principais conclusões são as seguintes: (a) a perceção da justiça organizacional (POJ) tem um impacto positivo sobre a perceção do suporte organizacional (POS), no contrato psicológico (PC), no empenhamento afetivo (AC), na relação líder-liderado (LMX) e no desempenho individual (IP), (b) POS tem um positivo impacto na PJO, (c) POJ medeia a relação entre POS e IP, (d) POS é uma variável moderadora na relação entre POJ e PC e entre POJ e IP, (e) o PCV modera a relação entre POS e POJ e entre POJ e IP e (f) SOM modera a relação entre PC e Burnout (BUR) e entre LMX e AC. Os resultados globais deste estudo são de grande interesse para os gestores, uma vez que proporcionam uma compreensão mais abrangente dos aspetos organizacionais, com foco na justiça organizacional, que afetam as atitudes e comportamentos dos colaboradores. Com base nestes resultados, é possível projetar estratégias e políticas de Gestão de Recursos Humanos (GRH) que conduzam ao sucesso organizacional. Estes resultados são indicadores que as organizações devem investir em líderes que acreditam na transparência dos processos, que fomentam relacionamentos interpessoais de boa qualidade, uma boa comunicação e ainda que se preocupem e procurem satisfazer às necessidades sócio emocionais dos colaboradores. Para a eficácia e previsibilidade das práticas de GRH as organizações devem eliminar ou reduzir o burnout organizacional. A originalidade deste estudo reside na integração de várias construtos com foco na justiça organizacional, e nas relações de mediação e moderação num único estudo, fornecendo um modelo que retrata uma cadeia de efeitos críticos. Para além deste contributo para o estado da arte, esta pesquisa estuda a perceção do suporte organizacional como antecedente da justiça organizacional e ainda chama a atenção para a necessidade de se contextualizar as investigações uma vez que em situações de crise económica e financeira e/ou numa economia periférica, algumas variáveis comportam-se de forma diferente e até antagónica ao que habitualmente encontramos descrito na literatura.