Artykuły w czasopismach na temat „Employees’ perceptions”
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Pimentel, Duarte, i Raquel Rodrigues. "Employee Silence and Entrepreneurial Orientation in Small and Medium-Sized Family Firms". European Journal of Family Business 12, nr 1 (8.03.2022): 39–50. http://dx.doi.org/10.24310/ejfbejfb.vi.13536.
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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.
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Tsirkas, Konstantinos, Alexandra-Paraskevi Chytiri i Nancy Bouranta. "The gap in soft skills perceptions: a dyadic analysis". Education + Training 62, nr 4 (7.04.2020): 357–77. http://dx.doi.org/10.1108/et-03-2019-0060.
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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.
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Gevrek, Deniz, Marilyn Spencer, David Hudgins i Valrie Chambers. "I can’t get no satisfaction". Personnel Review 46, nr 5 (7.08.2017): 1019–43. http://dx.doi.org/10.1108/pr-06-2015-0189.
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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.
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Chen, Shyh-jer, Pei-fen Lin, Chia-mei Lu i 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, nr 8 (1.01.2007): 1121–38. http://dx.doi.org/10.2224/sbp.2007.35.8.1121.
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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.
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Fink, Jennifer, Barbara Zabawa i Sara Chopp. "Employee Perceptions of Wellness Programs and Incentives". American Journal of Health Promotion 34, nr 3 (26.12.2019): 257–60. http://dx.doi.org/10.1177/0890117119887687.
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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.
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Herhausen, Dennis, Oliver Emrich, Dhruv Grewal, Petra Kipfelsberger i 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, nr 5 (15.07.2020): 917–36. http://dx.doi.org/10.1177/0022243720934863.
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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.
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Nikhil, Seena, i J. Arthi. "Impact of Perceived Organizational Support on Citizenship Behavior of ITES Employees". Asian Journal of Managerial Science 8, nr 3 (5.11.2019): 24–29. http://dx.doi.org/10.51983/ajms-2019.8.3.2705.
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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.
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Yunita, Yunita, Vicky Brama Kumbara i Mondra Neldi. "PENGARUH PERSEPSI KARYAWAN TENTANG PENILAIAN KINERJA DAN KOMPENSASI FINANSIAL TERHADAP KEPUASAN KERJA KARYAWAN PT. SEMEN PADANG". Jurnal Ekonomi Manajemen Sistem Informasi 2, nr 1 (22.09.2020): 61–80. http://dx.doi.org/10.31933/jemsi.v2i1.330.
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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.
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Lee, Soojung, i Jeongkoo Yoon. "Does the authenticity of corporate social responsibility affect employee commitment?" Social Behavior and Personality: an international journal 46, nr 4 (5.04.2018): 617–32. http://dx.doi.org/10.2224/sbp.6475.
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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.
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Williams, Adam M., i J. Travis Bland. "Drivers of Social Engagement: Employee Voice–Advice Sharing Relationship". Review of Public Personnel Administration 40, nr 4 (5.06.2019): 669–90. http://dx.doi.org/10.1177/0734371x19850873.
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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.
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Oh, Kum-Sik, Juyeon Rachel Han i So Ra Park. "The Influence of Hotel Employees’ Perception of CSR on Organizational Commitment: The Moderating Role of Job Level". Sustainability 13, nr 22 (15.11.2021): 12625. http://dx.doi.org/10.3390/su132212625.
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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.
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Dhir, Swati, i Archana Shukla. "Role of organizational image in employee engagement and performance". Benchmarking: An International Journal 26, nr 3 (1.04.2019): 971–89. http://dx.doi.org/10.1108/bij-04-2018-0094.
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Purpose The purpose of this paper is to investigate the role of organizational image in engaging employees and improving their performance. The study has explored the role of employee’s perception about the organizational image, and its linkage with the investment of employee’s energies into their work roles resulting in employee engagement (EE) and hence performance. Design/methodology/approach Adopting a model that was built on the basis of research conducted in the form of surveys. By using cross-sectional data and following a quantitative research method, the study collected data from 701 managers in India holding various positions, in different industries. The study has used “Component-Based Structural Equation Modeling” by Smart PLS. Findings The key findings of the study help employees as well as employers to have a thorough, comprehensive understanding to improve EE and their performance by creating a positive and consistent organizational image. Research limitations/implications This study will be very useful for employers and policymakers to understand the value of organizational image in engaging the workforce effectively. Aligning with the organizational behaviors theoretical support, this study yields some important and useful suggestions for managers to engage and retain their workforce in the present dynamic work environment. Originality/value The paper tries to focus on one’s perceptions of the organization and its linkage between EE and performance. The positive perception of employees reflects that they identify themselves and feel connected with the overall vision of the organization.
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Webber, Mardi, Aspa Sarris i Max Bessell. "Organisational Culture and the Use of Work–Life Balance Initiatives: Influence on Work Attitudes and Work–Life Conflict". Australian and New Zealand Journal of Organisational Psychology 3 (1.04.2010): 54–65. http://dx.doi.org/10.1375/ajop.3.1.54.
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AbstractThe study examined attitudes toward work–life balance (WLB) using survey data from 292 employees in an Australian university. Organisational culture, as it relates to how and when employees can use WLB initiatives, was investigated. In particular, the study examined employees' differing perceptions of organisational culture within a single organisation, with particular reference to: managerial support of WLB initiatives, career consequences of using WLB initiatives, organisational time expectations that may interfere with non-work activities, and the level of employee control over workload and when employees can take time off. As predicted, perceptions of managerial support of WLB initiatives were related to initiative use; however, overall initiative use was not related to perceived career consequences (e.g. using initiatives will damage one's career progress), organisational time expectations (e.g., long working hours), or levels of employee control (e.g., employee control over workload). Results showed that perceptions of a supportive organisational culture were positively related to organisational commitment and negatively related to work–life conflict and employees' intentions to leave. Further, the study results show that employees' perception of organisational culture was more strongly associated with the outcomes (e.g., work attitudes, work–life conflict) than the number of WLB initiatives used by employees.
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Moufakkir, Omar, i Yvette Reisinger. "Chinese restaurant employees’ perceptions of their nationals abroad: a comparative study". International Journal of Culture, Tourism and Hospitality Research 10, nr 2 (6.06.2016): 205–22. http://dx.doi.org/10.1108/ijcthr-05-2015-0031.
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Purpose This study aims to further an understanding of hospitality employees’ perceptions of their customers in the context of service encounter by utilizing the concepts of contact hypothesis and cultural distance in a multi-ethnic environment. The study compares perceptions of Chinese immigrants working in restaurants of their British patrons (from a remote culture) and Chinese patrons (from a proximate culture). The service encounter takes place in the London Chinatown. The dynamics of Chinatown as a “third space” adds complexity to service encounter and employee perceptions. Design/methodology/approach A self-administered questionnaire was distributed to 118 Chinese restaurant employees in the Soho area of the London Chinatown. Perception questions were based on interviews undertaken in an earlier phase of the research. A paired t-test was run to identify significant differences in the Chinese restaurant employees’ perceptions of the Chinese and British patrons. Discriminant analysis was performed to determine which perception variables discriminated the most between the two patron groups. Findings Despite cultural proximity, the perceptions held by Chinese restaurant employees of their nationals were negative compared to the perceptions of British patrons. Out of 16, in 15 areas of measurement, there were significant differences in the Chinese restaurant employees’ perceptions’ of their Chinese and British guests. Six variables that discriminated the most between the two groups of guests were no tips, not polite, loud, no compliment, messy and demanding. Research limitations/implications Research in ethnic and minority quarters, such as Chinatown in London, may suffer from “recall bias”, or in this case from making the difference between customer groups. Also, the Chinese are not a homogeneous group. For example, despite cultural similarity with mainstream culture, cultural and behavioral characteristics may exist between residents from the South, North and Hong Kong. Practical implications The cultural diversity of the industry’s employees necessitates managing cultural diversity effectively, especially in the sectors that rely heavily on guest–employee interaction. Perceptions affect attitudes and behavior. Training programs about perception and its roots may bridge the service gap in high-contact service encounters. Originality/value This study provides a ground for future empirical research into understanding the immigrant employees’ perceptions of their guests, nationals versus non-nationals and the ways for improving these perceptions. Taking the example of Chinatown as a dynamic “third space” is another approach to understanding the effects of “ethnoscape” on encounters in a more globalized village.
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Das, Bhibha M., Melanie Sartore-Baldwin i Matthew T. Mahar. "The Invisible Employee: University Housekeeping Employees’ Perceptions of Physical Activity". Journal of Physical Activity and Health 13, nr 9 (wrzesień 2016): 952–56. http://dx.doi.org/10.1123/jpah.2015-0509.
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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.
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Bayode, Olubanke Tolulope, i Ana Patrícia Duarte. "Examining the Mediating Role of Work Engagement in the Relationship between Corporate Social Responsibility and Turnover Intention: Evidence from Nigeria". Administrative Sciences 12, nr 4 (29.10.2022): 150. http://dx.doi.org/10.3390/admsci12040150.
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The subject of corporate social responsibility (CSR) has drawn the attention of many scholars and practitioners in the administrative sciences field. However, few studies have been carried out on Nigerian employees’ perspectives on CSR and on how CSR affects their attitudes and behaviors at work. The present study sought to contribute to narrowing this gap by examining how CSR perceptions, work engagement, and turnover intention are related in a sample of Nigerian workers. More specifically, this study had triple aims: first, describe employees’ perceptions of their employers’ involvement in different CSR domains; second, examine how CSR perceptions were related to employees’ levels of work engagement and turnover intention; third, analyze work engagement intervention as a mediator in the relationship between CSR perceptions and turnover intention. The sample included 118 employees from different organizations who voluntarily participated in an online survey. The findings revealed that respondents consider that their employer organizations have relatively high involvement in CSR activities, especially activities towards customers, employees, and stockholders. Findings also revealed that employees’ perceptions of CSR are related to diminishing levels of turnover intention, via increased work engagement. Therefore, organizations can invest in CSR activities to foster positive employee outcomes in Nigeria.
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Mos, Bahrain, Nur Fatihah abdullah Bandar, Surena Sabil, Farida Abdul Halim, Agatha Lamentan Muda, Hana Hamidi, Dyg Kartini Abg Ibrahim i Wan Sofiah Meor Osman. "Generation-Y Employees and Their Perceptions of Work-Life Balance". Journal of Cognitive Sciences and Human Development 4, nr 2 (10.12.2018): 28–41. http://dx.doi.org/10.33736/jcshd.1122.2018.
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The objective of this study is to identify the perceptions of Generation Y employees regarding work-life balance practices. As increasing numbers of Generation Y enter the workforce, questions regarding how they perceive work, family and self-related issues, challenges and coping strategies in balancing personal and professional commitments became issues of interests for employers. This study uses interviews to collect data from six informants in Generation Y and the data were analyzed through content analysis. The results indicate that Generation Y employees do indeed have issues and challenges with balancing work and family. However, unlike the older generation of employees, Generation Y employees perceive managing work-life balance only through segmentation or separation strategies. This particular finding indicates that if organizations want to attract and retain these employees they should adapt a strategy specifically designed to target this employee group.
Keywords: Gen Y; work-life balance; issues and challenges; coping strategies; segmentation
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Massie, J. Brett, Adam J. Strang i Rose Marie Ward. "Employer Perceptions of the Academic Preparation of Entry-Level Certified Athletic Trainers". Athletic Training Education Journal 4, nr 2 (1.04.2009): 70–74. http://dx.doi.org/10.4085/1947-380x-4.2.70.
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Objective: To determine employers' (clinic based ATs) perceived satisfaction of the academic preparation of entry-level ATs, and to identify perceived inadequacies of the (ATEP) curriculum. Design and Setting: Athletic trainers employed in clinical setting completed an online survey instrument. Subjects: One-hundred-four ATs serving in the NATA defined clinical employment setting who had supervised an entry-level employee. Measurements: Participants completed an online survey evaluating their employee's didactic and clinical preparation for entry-level employment on a 4-point scale and 34 statements on a 5-point Likert scale to ascertain their satisfaction of the employee's academic preparation across the content areas comprising the BOC domains of knowledge and skills. Statistical analysis was conducted using a Cronbach's Alpha to evaluate internal consistency (.79–.88) of the scales. Results: Only 104/1716 (6%) of employers responded to the survey. These employers rated the didactic and clinical preparation of their entry-level employees as adequate (75%, N=77), and there were no apparent deficiencies in employee preparation when comparing across content areas. Employers did report that interpersonal skills, as opposed to technical skills, were an area that could be expanded upon. Conclusions: Employers perceived that ATEP's are adequately preparing students, both academically and clinically, for entry-level positions within the profession, although they should provide students more opportunities for interpersonal communications with coaches, parents, and the medical community.
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Li, Yao-Tai. "Constituting Co-Ethnic Exploitation: The Economic and Cultural Meanings of Cash-in-Hand Jobs for Ethnic Chinese Migrants in Australia". Critical Sociology 43, nr 6 (23.09.2015): 919–32. http://dx.doi.org/10.1177/0896920515606504.
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This article asks two questions: for immigrants, how is an exploitative labor market constituted, and how do immigrant employees and employers understand exploitation involving co-ethnics? Taking ethnic Chinese immigrants (PRC-Chinese, Taiwanese, Hong Kongese) as an example, this article examines employer hiring strategies, employee economic rationales, cultural perceptions, and the work experiences of ethnic Chinese migrant workers who find work in the informal sector in Australia. This article argues that language barriers, relatively higher earnings than home countries, the flexibility of cash-in-hand jobs, and the low expectation that job-seekers have of co-ethnic employers increase the willingness of ethnic Chinese migrants to work in the cash economy. On the other hand, employers look for an ‘obedient’ employee and create the image of a ‘good boss’ to decrease the expression of hostile emotions from their employees. Considering how economic factors and mutual cultural perceptions are embedded and reflected in the informal labor market, this article concludes that co-ethnic exploitation is formulated and justified by both employers and employees in Australia.
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Bryson, Alex. "The Foundation of ‘Partnership’? Union Effects on Employee Trust in Management". National Institute Economic Review 176 (kwiecień 2001): 91–104. http://dx.doi.org/10.1177/002795010117600108.
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This article addresses the question: what impact do trade unions have on employee trust in management? Using nationally representative data on employees in the British Social Attitudes Survey (BSAS) 1998, we assess associations between measures of unionisation and employee perceptions that managers usually keep their promises to employees. The article provides broad support for the three hypotheses explored here. First, employee trust in managers is higher where there is a balance of power between unions and management at the workplace. Secondly, employees' trust in managers is higher where management supports union membership, and is lowest where management actively discourages membership. This is equally true among employees in unionised and non-unionised workplaces. Thirdly, employees' perceptions of union effectiveness are positively associated with higher trust in management.The positive association between managerial support for union membership and employee trust in management can be interpreted in various ways. But the finding suggests that management can influence employee perceptions of them for better or for worse through their engagement with unions.Management can also foster a high trust relationship with employees by ensuring that unions have sufficient power to make a positive contribution to the running of the workplace, since unions with the ‘right amount of power’ are associated with higher trust in management. Weak unions are particularly bad for employee perceptions of management, raising the question why employers often recognise unions for pay bargaining, but preside over a decline in union strength at the workplace.Unions are best able to create a climate in which employees trust management where they are perceived to be doing their job well, where they have regard to union members' problems and complaints, and where they contribute to the smooth running of the workplace. In these circumstances, trust in management is generally no different from that found among employees in non-unionised workplaces. However, where unions are viewed as ineffective, trust in management is lower than in comparable non-unionised workplaces.
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Smith, C. Kay, Crystal Spears-Jones, Carolyn Acker i Hazel D. Dean. "Supporting Public Health Employee Engagement and Retention: One U.S. National Center’s Analysis and Approach". Workplace Health & Safety 68, nr 8 (27.04.2020): 366–73. http://dx.doi.org/10.1177/2165079920911564.
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Background: Employee engagement, exemplified by positive perceptions of supervisors, workplace, and job, improves productivity and employee retention. We identified the extent of and barriers to employee engagement at Centers for Disease Control and Prevention’s (CDC) National Center for HIV/AIDS, Viral Hepatitis, STD, and TB Prevention (NCHHSTP). Methods: In 2015, NCHHSTP’s leadership collected baseline data through a centerwide Employee Engagement Pulse Survey (EEPS) from NCHHSTP’s full-time Civil Service employees, U.S. Public Health Service Commissioned Corps officers, and Title 42 service fellows. EEPS included six demographic questions; nine Likert-type scale questions measuring 26 perceptions related to immediate supervisors, the work environment, and job satisfaction; and four open-ended questions soliciting recommendations for improvement. Findings: Among 727 of 1,171 staff (response rate = 62%), positive perceptions of supervisors ranged from a high of 94% (supervisor conducts performance reviews) to a low of 63% (supervisor assists employees with career development). Perceptions of work experience ranged from 98% (respondents were willing to put in extra effort to get a job done) to 68% (respondents’ talents were used well in the workplace). Perceptions of job satisfaction ranged from 87% (support from their coworkers) to 69% (satisfaction with opportunities to learn or grow professionally). Conclusion/Application to Practice: Overall, NCHHSTP staff have positive perceptions of their work, their leaders, and the agency. Other public- and private-sector employers might be able to improve their employees’ engagement and retention by listening to their opinions and needs and frequently recognizing their individual achievements. NCHHSTP’s workforce development initiatives can be used as a model for assessing a baseline of their employees’ engagement.
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Van Dalen, Hendrik P., Kène Henkens i Joop Schippers. "Productivity of Older Workers: Perceptions of Employers and Employees". Population and Development Review 36, nr 2 (16.06.2010): 309–30. http://dx.doi.org/10.1111/j.1728-4457.2010.00331.x.
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Tariq, Anam, Sidra Sarwar, Saroosh Tariq, Maryam Zameer i 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, nr 2 (15.12.2021): 1–25. http://dx.doi.org/10.32350/aar.12.01.
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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
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Drescher, Gesche. "Delegation outcomes: perceptions of leaders and follower’s satisfaction". Journal of Managerial Psychology 32, nr 1 (13.02.2017): 2–15. http://dx.doi.org/10.1108/jmp-05-2015-0174.
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Purpose The purpose of this paper is to examine the relationships among delegation, employees’ perceptions of leader’s performance and likeability and follower’s job satisfaction. These variables are significantly associated with leader influence. Design/methodology/approach To test how employees evaluate delegation, an experimental study (study 1: n=304) and a longitudinal field questionnaire (study 2: n=109) were implemented. Findings The results of study 1 showed that leader delegation leads to higher levels of perceived leader ability and performance. Study 2 replicated and extended these results. Mediation analyses revealed that leader likeability mediates the relationship between delegation and employee’s job satisfaction. Practical implications The study emphasizes the meaning of delegation for leaders and organizations. By transferring responsibilities and decision-making responsibilities, leaders can improve their image among their employees and enhance job satisfaction. Originality/value This study investigated employees’ perceptions of leaders with regard to performance-related and affective responses to delegation. The results are combined with findings on employee job satisfaction. The study fills an important gap in leadership research. Experimental data combined with field survey data show that the delegation of responsibilities is associated with positive impressions of leaders.
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Smith, J. "SENIOR LIVING EMPLOYEES’ PERCEPTIONS OF AGING AND EMPLOYEE ENGAGEMENT". Innovation in Aging 2, suppl_1 (1.11.2018): 452. http://dx.doi.org/10.1093/geroni/igy023.1694.
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Zuraida, Zuraida. "Persepsi Pengembangan Karir Ditinjau Dari Komitmen Organisasi Pada Karyawan Kontrak". Jurnal Ilmiah Psyche 15, nr 01 (1.07.2021): 21–34. http://dx.doi.org/10.33557/jpsyche.v15i01.1378.
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Abstract : Contract employees are employees who work at the company with a certain time limit, and can be dismissed at any time, this affects employees' perceptions of career development at the company and also affects employee commitment to the company. This study aims to examine the relationship between perceptions of career development and organizational commitment for contract employees. Perceptions of career development variables and organizational commitment were measured using a scale. The subjects of this study were 48 contract employees, with the determination of the sample based on accidental sampling. The analysis technique used in this research is quantitative analysis using Karl Pearson's product moment with SPSS version 20 for Windows. Based on the research results, it is known that the perception of career development with organizational commitment on contract employees. There is a significant positive correlation (r.0.813 with sig <0.05) between the variable perceptions of career development and organizational commitment for contract employees, namely 0.000 and the significance value is below / less than 0.05, this means that the higher (positive) the perception of career development, the higher employee commitment to the company and vice versa, the lower (negative) perceptions of employee career development, the lower employee commitment to the company. On the perception of career development has the most categories at low (negative) with a contribution of 50% and organizational commitment at most has a low category with contributions 46%.
Keywords: Contract Employees, Organizational Commitment, Perceptions of Career Development.
Abstrak : Karyawan kontrak merupakan karyawan yang bekerja di perusahaan dengan batasan waktu tertentu dan sewaktu-waktu dapat diberhentikan, hal ini mempengaruhi persepsi karyawan terhadap pengembangan karirnya pada perusahaan tersebut dan juga mempengaruhi komitmen karyawan pada perusahaannya. Penelitian ini bertujuan untuk menguji hubungan persepsi pengembangan karir terhadap komitmen organisasi pada karyawan kontrak. Variabel persepsi pengembangan karir dan komitmen organisasi diukur dengan menggunakan skala. Subjek penelitian ini berjumlah 48 karyawan kontrak , dengan penentuan sampel berdasarkan accidental sampling. Teknik analisis yang digunakan pada penelitian ini adalah analisis kuantitatif dengan menggunakan product moment karl pearson dengan program SPSS versi 20 for Windows. Berdasarkan hasil penelitian, diketahui bahwa persepsi pengembangan karir dengan komitmen organisasi pada karyawan kontrak, ada korelasi positif yang signifikan (r.0.813 dengan sig < 0.05) antara variabel persepsi pengembangan karir dengan komitmen organisasi pada karyawan kontrak yaitu 0.000 dan nilai signifikansinya dibawah/lebih kecil 0.05, ini berarti bahwa semakin tinggi (positif) persepsi pengembangan karir maka semakin tinggi komitmen karyawan pada perusahaannya begitu sebaliknya semakin rendah (negatif) persepsi pengembangan karir karyawan maka semakin rendah komitmen karyawan pada perusahaannya. Pada persepsi pengembangan karir memiliki kategori paling banyak pada tingkat rendah (negatif) dengan kontribusi 50% dan komitmen organisasi paling banyak memiliki kategori rendah dengan kontribusi 46%.
Kata Kunci : Karyawan Kontrak, Komitmen Organisasi, Persepsi Pengembangan Karir
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Wood, Felecia, i Sharol Jacobson. "Employee Perceptions of Diabetes Education Needs: A Focus Group Study". AAOHN Journal 53, nr 10 (październik 2005): 443–49. http://dx.doi.org/10.1177/216507990505301005.
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The purpose of this descriptive non-experimental research was to assess employee perceptions of desired diabetes education through focus groups. Thirteen employees of a southern university in three focus groups identified many standard and some emerging educational topics of interest including healthier food choices when eating out, increasing activity, deciding whether highly advertised “special” products for diabetes were necessary, and recognizing the importance of obesity among children. The employees were willing to attend group meetings related to diabetes, but not to pay for them. The information will be used to plan an intervention to promote diabetes prevention and self-management in a worksite environment where diabetes costs are rising rapidly, and to support the need for a university wellness program. Occupational health nurses can address both employees' needs and employers' costs through such a program.
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Visagie, J. C., H. M. Linde i S. Garson. "Automation and Mechanics: How it Affects Employee Perceptions and Relationships at Work". Journal of Social Sciences Research, nr 62 (15.02.2020): 185–99. http://dx.doi.org/10.32861/jssr.62.185.199.
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Automation, and new technologies, have become well-known terms over the last few decades but with this new "fame" a few negative aspects as well. Automation has always carried a particular shadow of fear wherever it went. This fear includes the anxiety of replacement, the fear of unemployment, the fear of conflict between employees and employers and the fear of losing valuable relationships at work if it were to be implemented. In South Africa, seeing as though South Africa is still a developing country, employees have not yet experienced the full impact of automation as in developed countries such as America, China and England. Automation has only been implemented on a small scale in some companies. Nevertheless, these small scale implementations still caused a negative ripple throughout the business sector of the country. Employees perceived automation as being a problem that will only lead to an employee being replaced or losing his or her work. The phenomenological study was done using qualitative research by interviewing low-level employees and their managers/employers. The interviews focused on how employees perceived the various factors of automation. The primary objective of this study was to identify the perceptions that employees had of automation and how they feel automation will affect their world of work. The researcher examined various ways that automation influenced the labour market regarding employees, especially low skilled workers. The results of the study showed that even though automation is still relatively new in South Africa, employees always feared its presence.
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Bhurtel, Anup, i Eka Raj Adhikari. "Performance Appraisal for Employee Development: Exploring Perceptions of Supervisors". International Journal of Social Sciences and Management 3, nr 2 (29.04.2016): 93–101. http://dx.doi.org/10.3126/ijssm.v3i2.14670.
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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
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Jung, Yuhee, i Norihiko Takeuchi. "Testing mediation effects of social and economic exchange in linking organizational training investment to employee outcomes". Personnel Review 48, nr 2 (4.03.2019): 306–23. http://dx.doi.org/10.1108/pr-06-2017-0174.
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Purpose Although social exchange theory has long been used to explain employees’ positive work attitudes in response to perceived investment in employee development (PIED), few studies have examined this theoretical mechanism by introducing a direct measure of social exchange between employees and their personified organization. Furthermore, most studies have focused solely on one type of exchange (i.e. social exchange) and have ignored another type of exchange characterized as economic exchange. The purpose of this paper is therefore to uncover the process by which PIED affects employees’ attitudes, including affective organizational commitment and job satisfaction, by examining the mediating roles of both social and economic exchanges. Design/methodology/approach To test the hypothesized mediating model, this study conducted a three-phase, time-lagged questionnaire survey and collected data from 545 full-time employees. The model was tested based on structural equation modeling with a bootstrap test of indirect effects. Findings In line with social exchange theory, the findings showed that social exchange perceptions positively mediated the relationships between PIED and affective commitment/job satisfaction, whereas economic exchange perceptions negatively mediated them. Additionally, social and economic exchange perceptions were found to partially mediate the relationship between PIED and affective commitment but fully mediate the relationship between PIED and job satisfaction. Practical implications These results suggest that employers would benefit from investing in employee development, provided workers see the training investment as the employer’s side of social exchange, which in turn leads to increased affective commitment and job satisfaction. When employers do not achieve the expected returns from the training investment, they should check not only hard data (e.g. training attendance rate, hours of training, etc.) but also soft data (e.g. employees’ perceptions of training investment, social exchange, etc.) by conducting employee surveys and communicating with line managers. Originality/value The main contribution of this study is that it provides important empirical support for social exchange theory in the context of organizational training investment and employees’ attitudinal outcomes, by directly testing the positive mediating role of social exchange and the negative role of economic exchange.
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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, nr 1 (25.02.2019): 18–28. http://dx.doi.org/10.34308/eqien.v6i1.71.
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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.
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Pasadame, Windy Lau Edwin. "Expatriates Coaching Behaviors and Local Employees Work Performance: Mediating Role of Cross - Cultural Knowledge Transfer". Eduvest - Journal Of Universal Studies 1, nr 9 (20.09.2021): 858–70. http://dx.doi.org/10.36418/edv.v1i9.201.
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This study investigates How the coaching behavior of Chinese expatriates and the performance of local employees overcomes the inherent differences between them and develops the quality of relationships that play an important role in carrying out cross-cultural knowledge transfer? Existing research does not provide a good answer to this question. The knowledge transfer literature has focused on organizational vehicles and structural mechanisms, with little attention paid to understanding how the organizational processes and individuals involved can facilitate knowledge transfer. After all, it is people who have applied and transferred knowledge. This study aims to propose and analyze a model for developing expatriate coaching behavior through cross-cultural knowledge transfer in improving the work performance of local employees, to examine the moderating role of intelligence culture for expatriate coaching behavior on the relationship of cross-cultural knowledge transfer to local employee performance on expatriates and employees. This study will examine the moderating role of Perceived Organizational Support theorists have suggested that employees form global perceptions of the level of support provided by their employers and that this perception influences their behavior in the workplace. The data collection method used is a qualitative method. Based on the results of research and discussion, it can be concluded that China expatriates with high cultural intelligence, their coaching behavior has a clearer positive impact on the performance of local employees; for local employees who have high cultural intelligence, expatriate coaching behavior has a clearer positive impact on the employee's performance.
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Elorza, Unai, Christopher Harris, Aitor Aritzeta i Nekane Balluerka. "The effect of management and employee perspectives of high-performance work systems on employees’ discretionary behaviour". Personnel Review 45, nr 1 (1.02.2016): 121–41. http://dx.doi.org/10.1108/pr-07-2014-0167.
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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.
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Paluch, Stefanie, Sven Tuzovic, Heiko F. Holz, Alexander Kies i Moritz Jörling. "“My colleague is a robot” – exploring frontline employees' willingness to work with collaborative service robots". Journal of Service Management 33, nr 2 (17.11.2021): 363–88. http://dx.doi.org/10.1108/josm-11-2020-0406.
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PurposeAs service robots increasingly interact with customers at the service encounter, they will inevitably become an integral part of employee's work environment. This research investigates frontline employee's perceptions of collaborative service robots (CSR) and introduces a new framework, willingness to collaborate (WTC), to better understand employee–robot interactions in the workplace.Design/methodology/approachDrawing on appraisal theory, this study employed an exploratory research approach to investigate frontline employees' cognitive appraisal of service robots and their WTC with their nonhuman counterparts in service contexts. Data collection consisted of 36 qualitative problem-centered interviews. Following an iterative thematic analysis, the authors introduce a research framework of frontline employees' WTC with service robots.FindingsFirst, this study demonstrates that the interaction between frontline employees and service robots is a multistage appraisal process based on adoption-related perceptions. Second, it identifies important attributes across three categories (employee, robot and job attributes) that provide a foundation to understand the appraisal of CSRs. Third, it presents four employee personas (supporter, embracer, resister and saboteur) that provide a differentiated perspective of how service employee–robot collaboration may differ.Practical implicationsThe article identifies important factors that enable and restrict frontline service employees' (FSEs’) WTC with robots.Originality/valueThis is the first paper that investigates the appraisal of CSRs from the perspective of frontline employees. The research contributes to the limited research on human–robot collaboration and expands existing technology acceptance models that fall short to explain post-adoptive coping behavior of service employees in response to service robots in the workplace.
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Al Jisr, Sakina Abbad, Abdul Rahman Beydoun i Nehale Mostapha. "A model of perceptions of politics: antecedents and outcomes". Journal of Management Development 39, nr 9/10 (26.08.2020): 1013–28. http://dx.doi.org/10.1108/jmd-12-2019-0503.
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PurposeThe purpose of this paper is to examine the influence of one personal variable (locus of control) and two relationship variables (leader-member exchange and co-worker cooperation) on perceptions of organizational politics in Lebanese small and medium-sized enterprises (SMEs).Design/methodology/approachSurvey data was collected from 300 Lebanese employees from different SMEs located between Tripoli and Beirut.FindingsResults of regression analysis indicated that all the three variables were significant predictors of perceptions of politics, and that perceptions of politics affected employee outcomes. More specifically, higher levels of politics are associated with higher turnover intention and lower job satisfaction.Practical implicationsResults of this study raise several implications for companies and employers. Perceptions of politics were found to have a negative impact on employee attitudinal and behavioral outcomes. Therefore, employers must examine the factors that affect employee perceptions of politics in the workplace. Since leader-member exchange and co-worker cooperation were found to predict politics, management's efforts should focalize on improving the relationships between employees and their supervisor as well as their relationships with each other. Management should develop strategies to create an atmosphere of cooperation and support in the organization.Originality/valueThere is paucity of studies on organizational politics in Arabic cultures. This study extends the organizational politics literature by investigating antecedents and outcomes of politics in Lebanon, a country that differs in its culture from US and European contexts.
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Tosti-Kharas, Jennifer, Eric Lamm i Tom E. Thomas. "Organization OR Environment? Disentangling Employees’ Rationales Behind Organizational Citizenship Behavior for the Environment". Organization & Environment 30, nr 3 (21.09.2016): 187–210. http://dx.doi.org/10.1177/1086026616668381.
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Scholars and managers have raised the question of how to encourage employees to perform discretionary pro-environmental behaviors at work, termed organizational citizenship behaviors toward the environment (OCB-Es). This study examined how rationales for organizational sustainability relate to employees’ OCB-Es. We considered two rationales—eco-centric and organization-centric—and two sources—employees’ rationales and their perceptions of their employers’ rationales. Results from 489 working adults across a variety of organizations and occupations revealed that both eco-centric and organization-centric rationales at both individual and perceived organizational levels related to employees’ OCB-Es. Furthermore, we found interactive effects, such that employees’ perceptions of their organizations’ rationales were more important than their own rationales in determining OCB-Es. These findings contribute to a theoretical understanding of the complex and interrelated factors motivating employees to perform voluntary sustainability behaviors in organizations. In addition, our results are valuable for managers looking to increase employee sustainability behaviors.
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Travaglione, Antonio, Brenda Scott-Ladd, Justin Hancock i Joshua Chang. "Managerial support". Journal of General Management 43, nr 1 (21.09.2017): 24–32. http://dx.doi.org/10.1177/0306307017723313.
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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.
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Beck, Crystalee Webb. "Perceptions of thanks in the workplace". Corporate Communications: An International Journal 21, nr 3 (1.08.2016): 333–51. http://dx.doi.org/10.1108/ccij-07-2014-0048.
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Purpose – The purpose of this paper is to explore the use, effectiveness, and dark sides of gratitude communications in workplace organizations. From the perspective of the subordinate employee, this study offers managers applicable insight into best practices for expressing appreciation. Design/methodology/approach – The original research incorporates a two-part study; narratives from three focus groups, and quantitative survey responses from 883 full-time professionals across a spectrum of industries. Findings – The usage of various gratitude mediums (verbal, electronic, handwritten, monetary, etc.) is discussed. Most employees prefer verbal one-on-one gratitude to any other form. Sincerity is highly important to employees, which was found to be indicated by specificity, personalization, timeliness, and equivalency. Research limitations/implications – Although it is presumed the majority of the 883 survey participants were from the USA, they were never asked to indicate their location. Conducting the same research in another country with a different value of gratitude could yield different results. While this study focusses on managerial expression of gratitude to their employees, there’s a compelling need to explore the converse: best practices for how employees should express appreciation to their managers. To complete the organizational ecosystem, it would also be valuable to explore the most effective methods of gratitude in peer-to-peer workplace relationships. Practical implications – The synthesis of experiential themes offers practical applications for executives, managers, and corporate communication leaders seeking to improve day-to-day operations and overall employee satisfaction in their organizations. Social implications – In the corporate communication landscape, the results of this study should cause management professionals and scholars to reflect on gratitude communication in managerial interactions with employees and the resulting employee satisfaction (or lack thereof). Originality/value – Understanding how employees like to be thanked can have great value for organizations seeking to maintain a productive, satisfied workforce.
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Bansal, Anjali. "Thinking of mergers and acquisitions? Think of justice: a people perspective". International Journal of Manpower 41, nr 4 (12.12.2019): 435–56. http://dx.doi.org/10.1108/ijm-02-2019-0087.
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Purpose Achieving a highly satisfied and committed workforce, during post-merger integration (PMI), has made employees’ perceived organizational justice a vital construct in the mergers and acquisitions (M&A) research. For example, employee attitudes like satisfaction and commitment influence overall M&A outcomes, but employee responses primarily depend on their perceptions of justice for the merged organization. Hence, the purpose of this paper is to investigate the cause and effect of employees’ perceptions of justice during M&A. Design/methodology/approach This research used a mixed-methods research design (qual and quan). The quantitative investigation of 207 M&A survivors from 3 M&A deals examined the relationship between perceived organizational justice (three dimensions) with employees’ level of affective commitment and satisfaction during PMI. The multivariate analysis was performed to analyze this data. A thorough thematic content analysis of the in-depth interviews of ten M&A experts and strategists helped to develop a detailed theoretical model of justice during M&A. Findings The resultant model highlighted the three antecedents of perceptions of justice, i.e. human integration, cultural integration and task integration, which together explained the employees’ perception of justice during M&A. Perception of justice was further found to influence employees’ psychological outcomes and overall synergy realization. Originality/value The current study adds to the literature by providing a holistic understanding of the justice phenomenon during M&A by focusing on its antecedents and outcomes, and thus, proposes a detailed framework. The current study also emphasizes on the relative importance of procedural and interactional justice over distributive justice in determining employee attitudes toward change.
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Kim, Hyeli (Lina), Eunju Woo, Muzaffer Uysal i Nakyung Kwon. "The effects of corporate social responsibility (CSR) on employee well-being in the hospitality industry". International Journal of Contemporary Hospitality Management 30, nr 3 (19.03.2018): 1584–600. http://dx.doi.org/10.1108/ijchm-03-2016-0166.
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Purpose The purpose of this study is to examine hotel industry employees’ perceptions of corporate social responsibility (CSR) and the influence of these perceptions on their quality of working life (QWL), job satisfaction and overall quality of life. By applying need satisfaction theory and bottom–up spillover theory, the study hypothesizes that employees’ overall quality of life is affected by QWL and job satisfaction. CSR serves as an antecedent to the hypothesis. Design/methodology/approach The target population for this study consisted of hotel industry employees working for companies in which CSR practices are conducted. The data collection method involved distributing a survey questionnaire. Using a sample drawn from employees in upscale hotels in South Korea, 442 usable responses were analyzed using a SEM approach. Findings The results revealed that philanthropic and economic CSR positively affected QWL, while legal and ethical CSR did not affect QWL. The study also confirms the need satisfaction theory, which suggests that employees’ QWL and job satisfaction affect their overall quality of life. Originality/value Despite the importance of CSR perception, most of the previous studies in this area have examined company and customer perspectives, while only limited research has examined employees’ CSR perceptions. The results of this research enrich knowledge of the outcome of CSR from the employee perspective. Information about employees’ perceptions of CSR activities is valuable for hotel management as it is the employees who turn CSR statements to actions.
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El Sayad, Samar, i Ahmed Diab. "Bank Employee Perceptions of Corporate Social Responsibility Practices: Evidence from Egypt". Sustainability 14, nr 3 (6.02.2022): 1862. http://dx.doi.org/10.3390/su14031862.
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This study examined bank employee perceptions regarding corporate social responsibility (CSR) practices in Egypt as a developing country. In particular, it explored bank employee perceptions towards the CSR aspects on which banks should focus. It also investigated whether factors such as bank type (i.e., public or private), employee age, experience, job position, and number of CSR training programs undertaken can affect this perception. Data were gathered through a questionnaire distributed to both public and private bank employees. The final sample consisted of 127 employees. SPSS was used to analyse the data. We found that bank employees placed different importance on the CSR aspects on which banks should focus. In particular, they prioritized employment and workplace-related aspects such as operational efficiency, financial literacy, equal employment opportunities, and workplace safety. In contrast, they placed less emphasis on environment-related aspects such as greenhouse gas emission and energy consumption. We also found that bank type, age, employee experience, job position, and number of CSR training programs undertaken could affect the perceptions of bank employees regarding the CSR aspects on which banks should focus. While there is a growing stream of research on CSR, prior research lacks CSR practices in developing markets, especially in the banking sector. To the best of our knowledge, this is the first study to look at the importance and priorities of CSR aspects in Egypt—one of the fastest-growing economies in the developing world. Based on the findings of this study, policymakers and regulators in Egypt such as the Central Bank of Egypt and the Egyptian Banking Institute are advised to request banks to pay more attention to environmental-related aspects of CSR to keep pace with Egypt 2030 vision and develop an action plan that helps increase bank employee awareness regarding the importance of CSR practices and engage employees further in developing their banks’ sustainability strategy.
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Tong, Zelin, Liya Zhu, Ning Zhang, Lisher Livuza i Nan Zhou. "Employees' perceptions of corporate social responsibility and creativity: Employee engagement as a mediator". Social Behavior and Personality: an international journal 47, nr 12 (5.12.2019): 1–13. http://dx.doi.org/10.2224/sbp.8479.
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We explored the relationship between corporate social responsibility (CSR) and employee creativity (EC), and investigated how employees' perceptions of CSR and EC interact with perceived organizational support. Data from 278 bank employees in Malawi were analyzed using partial least squares regression. We found that employees' perceptions of CSR were positively related to EC, and that this relationship was mediated by employee engagement. In addition, the moderating effect results showed that when perceived organizational support was high, employees' perceptions of CSR strengthened their work engagement, which then improved EC. These findings indicate that CSR is an important strategic tool in shaping EC. Theoretical and practical implications are discussed.
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Estreder, Yolanda, Inés Tomás, Maria José Chambel i José Ramos. "Psychological contract and attitudinal outcomes: multilevel mediation model". Personnel Review 48, nr 7 (4.11.2019): 1685–700. http://dx.doi.org/10.1108/pr-07-2018-0237.
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Purpose The purpose of this paper is to examine the link between employer psychological contract (PC) fulfillment and employee attitudes (job satisfaction, organizational commitment and intention to leave the organization) by using employees’ perceptions of PC violation and organizational justice as serial mediators. Design/methodology/approach Data from 44 managers and 880 employees from 44 Spanish organizations were analyzed through multilevel structural equation modeling. Findings Results showed that employees’ feelings of PC violation and justice perceptions mediated the relationships between the employers’ PC fulfillment assessed by managers and job satisfaction and organizational commitment assessed by employees. The mediation effect was not significant for employees’ intention to leave the organization. Originality/value This study contributes to understand the process through which PC influences work outcomes, outlining the relevance of organizational justice as social exchange theory and PC theory (Guest, 2004) stated. In addition, present results extend the influence of PC on work outcomes from the individual to the organizational level.
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Titrek, Osman. "Employees' Organizational Justice Perceptions in Turkish Schools". Social Behavior and Personality: an international journal 37, nr 5 (1.08.2009): 605–20. http://dx.doi.org/10.2224/sbp.2009.37.5.605.
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The purpose of this study was to determine the levels of organizational justice in staff at Turkish schools, according to managers' and employees' perceptions. Participants were 104 school managers, 834 teachers and 78 other employees (1,016) who were selected from 7 city schools. To gather data, the Perceptions of Fair Interpersonal Treatment Scale Turkish version (Wasti, 2001) was used. Results from ANOVA and t test showed that most deficiencies in organizational justice behaviors in Turkish schools related to managers' behaviors towards employees. School position, gender, experience, and marital status also significantly affect employees' perception.
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López-Fernández, Macarena, Pedro M. Romero-Fernández i Ina Aust. "Socially Responsible Human Resource Management and Employee Perception: The Influence of Manager and Line Managers". Sustainability 10, nr 12 (5.12.2018): 4614. http://dx.doi.org/10.3390/su10124614.
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The aim of this article is to contribute to understanding the importance of considering the effect of employees’ perceptions of Socially Responsible Human Resource Management (SR-HRM) on employee commitment. Results, applied to different levels of the organization (HR managers, line managers and employees) show, on one hand, that there is a relationship between a SR-HRM and employee commitment, and on the other hand, that employees’ perceptions have an influence on the extent to which these relationships are developed. HR managers and line managers perceived SR-HRM in a similar way and line managers and non-managerial employees generally did too. The frequency with which line managers disagree with employees’ perceptions about socially responsible practices was low. Suggestions for HRM practice and future research are provided.
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Kuppelwieser, Volker G., i Mourad Touzani. "Attraction during the service encounter: examining the other side of the coin". Journal of Services Marketing 30, nr 5 (8.08.2016): 504–18. http://dx.doi.org/10.1108/jsm-06-2015-0211.
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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.
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Holt, Matthew, Bradley Lang i Steve G. Sutton. "Potential Employees' Ethical Perceptions of Active Monitoring: The Dark Side of Data Analytics". Journal of Information Systems 31, nr 2 (1.09.2016): 107–24. http://dx.doi.org/10.2308/isys-51580.
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ABSTRACT Employees are increasingly monitored through integrated, data analytic-driven continuous (i.e., active) monitoring systems that analyze a wealth of data concerning their behaviors and actions. While use of these active monitoring systems has been advocated for improved performance measurement, increased productivity, and reduced costs, discussion has generally ignored the ethical implications of such monitoring as well as the impact on employees' morale and views of the organization. This study investigates these issues through application of contractarian ethics in the experimental examination of employees' beliefs and intentions based on organizational monitoring practices. In the first experiment, the level of monitoring and pay are varied to understand potential employees' perspectives on organizational ethics, willingness to accept a job with an organization, and their likely job satisfaction. While pay may sway willingness to accept a job and even the level of satisfaction, pay does not affect potential employees' ethical perceptions of the organization. Under high monitoring situations, potential employees consistently rate the ethics of the organization as poor. In a second experiment, four justifications that the literature suggests employers may provide for using employee monitoring are found to have no effect on employees' views about the organization in a high monitoring environment. Data Availability: Please contact the authors.
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Muhammad, Beverly, Conja Wright, Pamela J. Van Den Bussche i Jaime Klein. "Mobile Communication Device Usage: Perceptions of Non-Supervisory Employees". Review of Business Information Systems (RBIS) 17, nr 1 (3.01.2013): 21–36. http://dx.doi.org/10.19030/rbis.v17i1.7616.
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The increased usage of mobile communication devices (MCDs) in the workplace has been controversial regarding whether they increase or decrease productivity, whether work-life balance is affected by use, and whether employers have the right to monitor usage. This paper includes research that addressed each of these three issues linked to employee use of MCDs. Past research provided conflicting results in three areas - work-life balance, productivity, and employee monitoring. A quantitative study of 60 non-supervisory employees in Arizona, Michigan, and Illinois, consisting of an online survey, was carried out to determine perceptions of whether use of MCDs for work purposes affects work-life balance or productivity and perceptions on employers monitoring usage of work-issued MCDs. Sixty-seven percent of respondents stated that their duties require the use of MCDs and, of those 62%, each stated that his or her MCD is a Smartphone. The majority stated that Smartphones were MCDs given to them by the employer. Other MCDs were cell phones and tablets which, combined, accounted for 35% of the responses. Fifty-three percent of the respondents stated that the use of the MCD did not impact work-life balance, eighty-eight percent stated that the use of the MCD increased productivity, and eighty-seven percent stated that their employer does not monitor usage of their MCD. Research findings may vary and depend on participants. Supervisors may have different viewpoints. However, the required use of these devices in the workplace keeps increasing, so it is appropriate for employers to clearly find a benefit for their use.
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Radovanović, Goran, Ljiljana Miletić, Samed Karović, Marijana Dukić Mijatović i Milan Bubulj. "Influence of National Culture in Companies with Different Ownership on Employees’ CSR Perception in a Developing Country: The Case of Serbia". Sustainability 14, nr 4 (16.02.2022): 2226. http://dx.doi.org/10.3390/su14042226.
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Starting from the fact that perceptions of employees might be related to national culture and our previous finding that CSR perception by employees depends on company ownership, in the present research, we aim at the investigation of relations between CSR and national culture perception by employees’ dependence on company ownership in the specific context of Serbia as a developing post-socialist country. Questionnaire-based research was conducted among employees in public and private companies in Serbia with domestic and foreign ownership. The results pointed out that both CSR and national culture perceptions are highly dependent on company ownership with the dependence of CSR perception on national culture perception by employees in public but not private companies. The obtained results point out that in private companies, excessive adoption of managerial practices not aligned with national culture resulted in shifts in perception of national culture, as well as in divergence between national culture and perceptions of CSR activities.
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Harris, Michael M., i Mary L. Fennell. "Perceptions of an Employee Assistance Program and Employees' Willingness to Participate". Journal of Applied Behavioral Science 24, nr 4 (grudzień 1988): 423–38. http://dx.doi.org/10.1177/002188638802400409.
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Little empirical research has examined employees' perceptions of employee assistance programs (EAPs) and their willingness to participate in them. A sample of 150 employees of a white collar firm was surveyed to determine the responden' attitudes, perceptions, and willingness to use various resources for help with alcohol abuse and dependence, their beliefs about the causes and stigma of alcoholism and reasons for drinking, and their levels of alcohol consumption. The results indicate that men and women appear equally willing to use EAPs, although they differ somewhat in their perceptions of and attitudes toward them. The authors also found that willingness to obtain help from an EAP was greatly influenced by a respondent's familiarity with the program, perceptions of its trustworthiness and opportunities for personal attention, level of alcohol consumption, and beliefs about drinking to reduce job-related stress.