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Warneke, Kirsten Ruth. "Perceptions of internal rewards equity, equity sensitivity, psychological capital and work engagement." Thesis, Nelson Mandela Metropolitan University, 2016. http://hdl.handle.net/10948/4193.
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Psychological capital and work engagement, both constructs rooted in positive psychology, have been associated with positive outcomes in the workplace, such as better job performance and organisational citizenship behaviours. The rewards practices of organisations have not been widely studied in relation to these positive psychological constructs, despite the clear importance of understanding how the way that employees are rewarded serves to motivate behaviour in the workplace. This study sought to bring together two rewards-centred constructs, namely, the perceptions of equity of rewards and the equity sensitivity of employees, and the two positive psychological constructs of psychological capital and work engagement, with the aim of understanding how these constructs relate to each other and, ultimately, discerning how reward systems might best be aligned to improve employee performance. A theoretical model was constructed based on a review of relevant literature, and eight hypotheses were set to test the model. This research took the form of a cross-sectional design, using a composite questionnaire to measure psychological capital, work engagement, equity sensitivity and perceptions of equity in rewards by means of a self-report electronic survey. Employees at a South African university were invited to participate in the study by means of an emailed invitation, and a sample of 305 respondents was achieved. Data analysis was conducted using descriptive and inferential statistics, which included frequency tables, Cronbach’s alpha testing, Pearson’s Product-Moment Correlations, chi-square tests, t-tests, analysis of variance, hierarchical regression analysis, confirmatory factor analysis, and structural equation modelling. The results of the survey showed that respondents had high levels of psychological capital with the exception of the medium scores on the Optimism dimension; levels of work engagement were high overall; responses regarding the perceptions of equity of rewards relating to promotions were most negative, with the rest of the perceptions of equity of rewards dimensions being scored neutrally; and scores for equity sensitivity showed a tendency toward a benevolent disposition. Significant differences were found between demographic groups in the sample for all of the constructs under investigation. Evidence was found in support of the hypothesised relationships in the theoretical model, with the exception of the hypothesised link between equity sensitivity and the perceptions of equity of rewards. The hypotheses regarding moderation relationships were not accepted, based on the results of the hierarchical regression analysis. Structural equation model testing resulted in unsatisfactory fit of the statistical model. Confirmatory factor analysis results provided support for the acceptability of the Equity Sensitivity Instrument, Utrecht Work Engagement Scale and Psychological Capital Questionnaire for use on a South African sample. As far as it could be ascertained, the constructs under investigation have not been examined together before. The study therefore contributes uniquely to the existing body of positive organisational behaviour research, and begins to fill the gap identified in the Rewards literature. A number of recommendations for researchers and for organisations stemming from the study are put forward.
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Woolnough, Kim Shantithe. "The relation between equity policies, employee perceptions and organisational culture." Diss., University of Pretoria, 2010. http://hdl.handle.net/2263/27275.
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Important changes that have taken place within South African politics mean that most companies today are under pressure to implement affirmative action (AA) policies within their organisations (equity policies). These AA policies include employment equity (EE) policies and Black economic empowerment (BEE) policies. Company agendas now include aspects such as equality and social justice and organisations will continue to be evaluated in terms of how well they meet employment equity targets. Many employees and citizens in general view the process and implementation of these policies with great scepticism and even reluctance. It is important to understand and examine these perceptions because employee perceptions influence employee attitudes and behaviour and therefore have an effect on the success (or failure) of an organisation. The effective implementation of EE and BEE policies will to a large extent depend on whether or not these policies fit into the overall culture of an organisation or whether the organisational culture is adapted to accommodate these policies. Previously, corporate cultures largely ignored principles of diversity and difference. It is important that the question of whether this has changed or changed to a large enough degree be answered, especially with regard to the implementation of EE and BEE policies. Some EE and BEE programmes may fail because previous structures, cultural systems and management styles are adhered to without adapting these to suit the needs of these policies. Ultimately, employees’ perceptions of AA in their organisation, namely the EE and BEE policies that are implemented, influence the attitudes and behaviour of employees and ultimately the success of the organisation. These perceptions are related to the culture of the organisation. This study explores employee perceptions of equity policies, specifically EE and BEE, in terms of differences in demographic characteristics, including race, gender, age, years’ service and occupational level; as well as relative to the main factors of these equity policies, as confirmed by a factor analysis performed on the data, namely the importance, impact and clarity of these policies. The sample company’s organisational culture is also explored in terms of these equity policies and perceptions thereof. The ultimate goal of this research is to examine if any relationships exist between the implementation of organisational cultural practices in an organisation relative to equity policies and employee perceptions of these, and if any relationships do exist, to determine the nature of such relationships. The sample size in this study is 476 employees.Dissertation (MA)--University of Pretoria, 2010.
Psychology
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Ralepeli, Selebeli Gideon. "Employee perceptions on managing diversity in the workplace / S.G. Ralepeli." Thesis, North-West University, 2008. http://hdl.handle.net/10394/2905.
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Van, der Heyden Chrizelda Colleen. "Employees perception of employment equity fairness within a mining organisation in South Africa." Thesis, University of the Western Cape, 2013. http://hdl.handle.net/11394/4303.
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Magister Commercii (Industrial Psychology) - MCom(IPS)After the 1994 elections South Africa had to undergo drastic changes for it to become a more just society to address past injustices experienced by various ethnic groups. Issues such as equality and social justice have frequently appeared on top of various organisations’ agenda. The South African Government realised legislation was of paramount importance to guide organisations in promoting justice in the workplace. These changes in the legislation have had several impacts on organisations operating in South Africa, namely turnover, recruitment and retention of employees in the workplace. Attempting to preside over the promotion of social justice and eliminate inequalities experienced in the workplace, Government realised it had to intercede, not only to prevent additional discrimination, but also to promote the employment and advancement of individuals who were disadvantaged by previous policies. The Government therefore in 1998 implemented the Employment Equity Act to fulfil a constitutional mandate to prohibit discrimination in the workplace and encourage Affirmative Action (AA) measures. Describing and explaining the role of fairness as a concern in the workplace, the term organisational justice was coined. Individuals will base fairness judgements by taking into consideration the actual decision or the procedures used to reach a decision. Organisational justice can be divided into distributive, procedural and interactional justice. Organisations in South Africa face the challenge of finding ways to implement EE strategies to gain competitive advantages without creating negative employee attitudes; attention will focus on how to overcome the barriers that hinder the successful implementation of EE practices and procedures.
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Hijazy, Muhammad. "Equity perception and communication among Arab expatriate professionals in the Kingdom of Saudi Arabia." Thesis, University of Hertfordshire, 2017. http://hdl.handle.net/2299/17710.
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The research aims to study how the communication context within the Arab cultures influences the employees' perception of equity and reaction to inequity. Specifically, the study explores how employees from Arab cultural backgrounds communicate with each other within the Saudi working context; and how they collect, interpret and use the different contextual information - from the contexts in which they live and work - in order to make judgements about issues related to the perception of equity and reaction to inequity. In order to study the research topic, a conceptual framework is developed to reconcile between Equity Theory, Social Comparison Theory and Hall's Context Model; and as a base serving the process of designing/choosing the methods of collecting and analysing the data. Three main research questions are developed which are about (i) how the communication context is related to employees' willingness and ability to react to inequity (ii) how the communication context shapes the nature of inequity reactions executed by employees and (iii) how the communication context is related to the way equity is perceived among employees. A modified version of critical realism is adopted to focus on exploring the mechanisms, within the communication context, which influence the perception of equity and reaction to inequity. A combination of retroduction and abduction is developed in a sense that retroduction is used to direct the research toward exploring the structure and mechanisms within the research setting, while abduction is used to draw conclusions about how the phenomena studied in the research are evolving by the structure and mechanisms. A mixed methods approach is adopted in the research. The research includes data from thirty-five semi-structured interviews which are conducted in mainly three Saudi private-sector organisations located in Jeddah with twenty-nine male employees and six male managers of six different Arab nationalities. Template analysis is used to analyse the qualitative interview transcripts and field notes, while cluster analysis is used to group the research participants based on their quantitative responses. The research finds that there are no clear-cut areas separating the activities linked to the perception of equity and reaction to inequity. I also conclude that the perception of equity norms and equity comparison components can sometimes be separate activities. Some factors such as the religious interpretation, face-saving, and contextual norms and powers influence the employees' willingness to react to inequity by altering the way in which those employees perceive equity norms. Here, unwillingness decisions are often made not as a result of personal conviction but as a compromise based on the personal evaluation of the surrounding context, realising the inability of the self to react to such situations in the first place. Thus, it can be concluded that inability to react to inequity can reduce the employees' willingness to react against under-rewarded situations. The process of perceiving equity comparison components is found to be related to the type of reaction adopted to re-establish the equity; this relationship is represented by groups affiliated by a hidden factor or factors, which is more influential than the ethnicity/nationality of the group's members. The research makes a methodological contribution to knowledge by suggesting a new approach to study human relations through the communication context; a conceptual contribution by combining the concepts of equity perception, social comparison and communication context in one conceptual framework; and an empirical contribution by providing a fresh insight to contextual themes in the Saudi working environment.
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DAVY, JEANETTE ANN. "PROCEDURAL JUSTICE, SITUATIONAL CONTROL AND SELF-PERCEPTION APPLIED TO UNDERSTANDING THE EFFECTS OF LAYOFFS ON SURVIVORS (PARTICIPATION, EQUITY, EQUALITY)." Diss., The University of Arizona, 1986. http://hdl.handle.net/10150/188182.
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Procedural justice is applied to layoffs to study the effects of layoffs on survivors. Procedural norms, developed as components of procedural justice, are applied to develop two different layoff procedures, merit and random. The hypotheses come from this application as moderated by the individual's self-perception. Low performers prefer a procedural equality layoff, while high performers demonstrate no clear preference for either layoff procedure. When given the opportunity to choose a layoff procedure, the subjects having control over the layoff procedure to be used were no more satisfied with the process than those who had no control. Performance equity (merit) layoff. Subjects in this condition decreased performance, while the subjects in the other layoff conditions maintained performance levels.
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Isaaks, Ruberto Carlo. "A descriptive analysis of the perception and attitude of staff on employment equity in the City of Cape Town Health Directorate." Thesis, Stellenbosch : Stellenbosch University, 2008. http://hdl.handle.net/10019.1/2106.
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Thesis (MPA (School of Public Management and Planning))--Stellenbosch University, 2008.South Africa comes from an apartheid local government system that was structured to divide citizens socially, economically, spatially, and racially to ensure that only a small minority of South Africans benefited from development. However since 1994 with the democratisation of our country, local government departments have undergone a number of transformation processes, which saw the country steadily moving away from the apartheid local government system. Representation is one of the main foundations of a non-racist, non-sexist and democratic society and achieving it is regarded as a necessary precondition to legitimise the public service to drive it towards equitable service delivery. The most prominent response to achieve a representative public service was the Employment Equity Act (No 55 of 1998), which became operational on 9 August 1999. Essentially the Act calls for a complete prohibition of unfair discrimination against all employees and requires that all designated employers undertake affirmative action measures to ensure that suitably qualified people from designated groups have equal employment opportunities. There are therefore many arguments in favour of AA and many against it, making it a formidable and complex task, especially in the South African context. However it is important to understand the reason for enactment of employment equity legislation in the workplace in terms of South Africa‟s history of discrimination and the resultant inequalities. The manner in which employment equity and affirmative action is introduced and handled in the organization can have a great influence on the perception and attitude of staff towards the topic. It therefore becomes imperative to grasp the understanding of staff on employment equity and related issues to measure if any progress was made and how to possibly improve on present practices in the organisation. Against this background this study investigated the perception and attitude of the City of Cape Town Health staff towards employment equity. The requirements of the EEA were discussed and used as the benchmark for success of implementation. The study included the review of relevant secondary sources of information but primary data was also obtained through the use of questionnaires comprising of semi structured questions to achieve this objective. The main findings from the secondary data revealed that AA is still necessary as a corrective tool, because our playing fields are far from leveled, however the reality is we have a great shortage of skills that is impacting on our global competitiveness which calls for a shift in thinking regarding the government‟s present approach. 4 In addition the research also identified as a designated employer, the City of Cape Town has fulfilled the legislative requirements, in that all its policies are consistent with the requirements of the EEA. The main findings of the primary data obtained from the questionnaires recognized that senior management of the City Health directorate is committed to EE, but falls short of an effective communication plan regarding the relevant issues of EE, there is little focus on disabled appointments and many employees indicated other criteria outside 'suitably qualified' (as defined in the EEA) plays a large role in the promotion of employees.
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Kgapola, Leslie Seth. "Perceptions of compensation fund employees towards affirmative action." Diss., Pretoria : [s.n.], 2008. http://upetd.up.ac.za/thesis/available/etd-11212008-120643.
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Hardin, Hilary S. "Organizational Leaders' Use of Distance Training| Employee Perception." Thesis, The Chicago School of Professional Psychology, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3632725.
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Organizational leaders are increasingly implementing distance training for employees (McGuire & Gubbins, 2010) and it is not clear if employees perceive this training delivery approach to be an effective means of acquiring new skills. No current qualitative studies address the perceptions and experiences of employees in a distance training format. As a result of ten individual interviews seven themes and 17 sub-themes emerged during data analysis. The themes and sub themes represent the experiences of employees attending distance training including: (a) use of distance training, (b) benefits of training, (c) perceptions of training, (d) expectations of training, (e) training delivery format, (f) training techniques, and (g) technology. This qualitative case study confirmed there are a variety of perceptions among employees attending training in a distance training format. While this study contributes to the body of knowledge by increasing awareness of the common themes experienced by employees attending distance training more research is needed to further address the themes that emerged.
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Stephens, Joshua J. "Data Governance Importance and Effectiveness| Health System Employee Perception." Thesis, Central Michigan University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10751061.
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The focus of this study was to understand how health system employees define Data Governance (DG), how they perceive its importance and effectiveness to their role and how it may impact strategic outcomes of the organization. Having a better understanding of employee perceptions will help identify areas of education, process improvement and opportunities for more structured data governance within the healthcare industry. Additionally, understanding how employees associate each of these domains to strategic outcomes, will help inform decision-makers on how best to align the Data Governance strategy with that of the organization.
This research is intended to expand the data governance community’s knowledge about how health system employee demographics influence their perceptions of Data Governance. Very little academic research has been done to-date, which is unfortunate given the value of employee engagement to an organization’s culture juxtaposed to the intent of Data Governance to change that culture into one that fully realizes the value of its data and treats it as a corporate asset. This lack of understanding leads to two distinct problems: executive resistance toward starting a Data Governance Program due to the lack of association between organizational strategic outcomes and Data Governance, and employee, or cultural, resistance to the change Data Governance brings to employee roles and processes.
The dataset for this research was provided by a large mid-west health system’s Enterprise Data Governance Program and was collected internally through an electronic survey. A mixed methods approach was taken. The first analysis intended to see how employees varied in their understanding of the definition of data governance as represented by the Data Management Association’s DAMA Wheel. The last three research questions focused on determining which factors influence a health system employee’s perception of the importance, effectiveness, and impact Data Governance has on their role and on the organization.
Perceptions on the definition of Data Governance varied slightly for Gender, Management Role, IT Role, and Role Tenure, and the thematic analysis identified a lack of understanding of Data Governance by health system employees. Perceptions of Data Governance importance and effectiveness varied by participants’ gender, and organizational role as part of analytics, IT, and Management. In general, employees perceive a deficit of data governance to their role based on their perceptions of importance and effectiveness. Lastly, employee perceptions of the impact of Data Governance on strategic outcomes varied among participants by gender for Cost of Care and by Analytics Role for Quality of Analytics. For both Quality of Care and Patient Experience, perceptions did not vary.
Perceptions related to the impact of Data Governance on strategic outcomes found that Data Quality Management was most impactful to all four strategic outcomes included in the study: quality of care, cost of care, patient experience, and quality of analytics. Leveraging the results of this study to tailor communication, education and training, and roles and responsibilities required for a successful implementation of Data Governance in healthcare should be considered by DG practitioners and executive leadership implementing or evaluating a DG Program within a healthcare organization. Additionally, understanding employee perceptions of Data Governance and their impact to strategic outcomes will provide meaningful insight to executive leadership who have difficulty connecting the cost of Data Governance to the value realization, which is moving the organization closer to achieving the Triple Aim by benefiting from their data.
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Diaz, Yenny Farinas. "Predicting employee compliance with safety regulations, factoring risk perception." FIU Digital Commons, 2000. http://digitalcommons.fiu.edu/etd/2731.
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The purpose of this research was to develop a methodology that would evaluate employees’ personality traits, demographic characteristics, and workplace parameters to predict safety compliance along with the moderating effect of risk perception.
One hundred and twenty five employees of a manufacturing facility were given questionnaires to gather their demographic and perception information. Surveys were also used to measure their personality characteristics, and periodic observations were recorded to document employee’s safety compliance. A significant correlation was found between compliance and the worker's perception of management's commitment to safety (r = 0.27, p < 0.01), as well as with gender (r = -0.19, p < 0.05). Females showed a significantly higher average compliance (78%), than males (69%). These findings demonstrated the value of developing a model to predict safety behavior that would assist companies In maintaining a safe work environment, preventing accidents, ensuring compliance, and reducing associated costs.
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Malhi, Harshinder Kaur. "Young people's and employers' perceptions of equal opportunities in the world of work." Thesis, Brunel University, 2008. http://bura.brunel.ac.uk/handle/2438/3279.
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This study investigates how young people and employers perceive equal opportunities in the world of work. Events such as the Stephen Lawrence Inquiry (Macpherson, 1999), the Race Relations (Amendment) Act 2000 and other legislation to promote equal opportunities, for example, Employment Equality Regulations, 2003 (Phillips, 2007, p.36) have placed this issue high on the political and education agenda. This study also investigates how young people perceive the message of equal opportunities in employers’ recruitment material as employers often declare in recruitment advertising that they are an equal opportunity employer (Dickens, 2000, p.138). A qualitative approach is taken using semi-structured interviews with thirty students in the sixth form in five secondary schools and five employers (The Army, The Fire Service, Metropolitan Police Service, British Airways and Mars UK) in West London. Policy documents on equal opportunities were also collected from the selected schools and employers. All the sources of data, that is the interviews with students and employers and the documentary data were analysed using a thematic approach. This study provides an in-depth insight and a snapshot at a local level of the national picture on equal opportunities in the world of work in relation to gender and ethnicity. The findings are that the young people, employers and the documentation of employers and schools show common understandings but also differences in their perception and portrayal of equal opportunities in the world of work. This study has also found that young people do not perceive the message of equal opportunities in the recruitment material. The implications of these findings are considered for both Careers Education and Guidance in schools and employers. This study concludes that the consensus is inspiring as it shows that young people and employers have a common vision of equal opportunities in the world of work and this consensus is followed through in policy documents. However, the differences, whilst they add variation to the perception and portrayal, need to be addressed if equal opportunities in the world of work are to progress further. To address these issues a model of Embedded Mutual Partnership is recommended between schools and employers.
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Carelse, Kareemah. "Employees’ perceptions towards workplace diversity in a financial institution operating in the Western Cape." uwc, 2013. http://hdl.handle.net/11394/3224.
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Magister Commercii (Industrial Psychology) - MCom(IPS)Although South Africa is 18 years into creating a unique diversity management strategy, individuals - directly affected by diversity in organisation will differ completely from those individuals that have not been affected by diversity in organisations at all. The subject of diversity management has become a contentious issue causing disagreement and argument is in the last couple of years. Many organisations find it difficult to grasp the concept of diversity, thus creating an opportunity for organisational development consultants and management to make substantial profit (Dombai & Verwey, 1999). In the current working environment and the continuous change of the organisation‟s employees, the workforce has become more diverse. This resulted in wider employee knowledge, skills, experience and attitude which will allow the organisation to become more competitive globally. It is of utmost importance for organisations attract and retain staff from different cultural and diverse group of order to improve the employee performance and the competitive advantage of the organisation (Ferreira & Coetzee, 2010). Cumming and Worley (2009, p. 506-509) postulate that “organisational transformation – and more specifically diversity management - is impacting on the bottom line results of the organisation”. Organisational transformation implies radical changes in how members perceive, think, and behave at work. They are concerned with fundamentality altering the prevailing assumptions about how the organisation function and relates to its environment. The study aimed at determining the employees‟ perception towards workplace diversity in a financial institution operating in the Western Cape. More specifically, the following questions will be investigated in this study: What are employees‟ perceptions of workplace diversity? Do employees differ in their views/perception of workplace diversity based on their age, race, job categories, gender, job status and qualification? To what extent is workplace diversity understood by employees? What challenges are being faced to effectively implement workplace diversity? Information was gathered from both secondary and primary resources. All relevant information that was not obtained from publications was gathered through the use of questionnaires that were completed by employees in the financial institution. The primary resources in this research study used are questionnaires that were distributed to employees in a financial institution to complete. Permission was obtained from executive management, provincial management, junior management and the human resources department to distribute the research study questionnaire to the staff in the financial institution. Data was analysed by using structural, methodical and clear reasoning. Data analysis, involving a descriptive study in order to determine the relationship between the employees‟ perception towards workplace diversity in a financial institution operating in the Western Cape The descriptive study created an understanding of the relationship between the employees‟ perception towards workplace diversity, for the researcher and the organisation. The Pearson method was used to determine whether there is a relationship between age, race, gender, job category and qualification and the perceptions of workplace diversity in a financial institution. The Health Professional Council of South Africa (HPCSA)‟s ethical code of Professional Conduct for Psychologists was strictly adhered to. Voluntary participation was critical to the study because of the participants‟ time and energy required as well as asking participants to reveal personal information to the researcher. Permission to conduct the research was obtained from the financial institution where study was undertaken. Informed consent was obtained from participants before starting the data gathering process. Three hundred and nine (309) respondents completed a biographical questionnaire as well as the workplace diversity survey in order to understand their perception and understanding of workplace diversity. To ascertain the perception of workplace diversity, respondents completed a workplace diversity survey. While the results of the current study reveals interesting findings, the results should be interpreted with caution due to the size of the sample used which impacts the generalizability of the findings.
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Raschle, Grand Micaëla Brigitta. "Antecedents and consequences of all-employee equity-based pay in Germany /." [S.l.] : [s.n.], 2004. http://aleph.unisg.ch/hsgscan/hm00115152.pdf.
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Baalbaki, Sally Samih. "Consumer Perception of Brand Equity Measurement: a New Scale." Thesis, University of North Texas, 2012. https://digital.library.unt.edu/ark:/67531/metadc115043/.
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Brand equity is perhaps the most important marketing concept in both academia and practice. The term came into use during the late 1980s; and the importance of conceptualizing, measuring, and managing brand equity has grown rapidly in the eyes of practitioners and academics alike. This has resulted in several often-divergent view-points on the dimensions of brand equity, the factors that influence it, the perspectives from which it should be studied, and the ways to measure it. Many different definitions and ways to measure brand equity have been proposed, and most of them are based upon the definition: the added value with which a given brand endows a product. The two most influential conceptualizations of brand equity are Aaker and Keller. Aaker defines brand equity as a set of brand assets and liabilities linked to a brand, its name and symbol, that add to or subtract from the value provided by a product or service to a firm and/or to that firm’s customers. Keller defines consumer-based brand equity (CBBE) as the differential effect of brand knowledge on consumer response to the marketing of the brand. Currently, all research on brand equity has used the same conceptualization of the construct based on previously determined dimensions with no attempt to argue their validity. Given the importance of the concept of brand equity in marketing, as well as the need for the measurement of brand equity, the literature lacks an empirically based consumer-perceived brand equity scale. Since the brand is the consumer’s idea, the consumer is an active participant in the creation of equity for the brand. So if we want to understand and manage the intangible equity directly, we have to have the consumer’s help. This dissertation enriches and strengthens the current knowledge on brand equity by developing a new conceptualization and scale determined by dimensions that consumers perceive. The new Consumer-Perceived Consumer-Based Brand Equity Scale is made up of five dimensions: quality, preference, social influence, sustainability, and leadership. Previous conceptualizations of brand equity have discussed dimensions that are consumer descriptors. Since perceived brand equity is the value that consumers perceive in the brand, this conceptualization presents dimensions that are brand characteristics. The new robust scale contributes both to the theoretical understanding of consumer-based brand equity measurement, as well as assisting managers, or brand ambassadors, in measuring brand equity and developing successful brand strategies. The value of a consumer-perceived, consumer-based brand equity scale suggests a number of new directions for study and elaboration in what is certain to be a compelling stream of research with vast implications for both theory and practice.
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Terkowski, Ann-Christin, de Loo Justus van, and Pascal Pelikan. "Leaders’ Perception of the Connection between Sustainability and Employee Engagement." Thesis, Malmö universitet, Fakulteten för kultur och samhälle (KS), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-21435.
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Todays’ organizations are facing low levels of employee engagement, with a tendency to decrease evenfurther. Sustainability has been found to positively affect employee engagement as it providesemployees with a higher purpose in their work. Therefore, this research study reveals leaders’perception on the contribution of sustainability towards employee engagement, with a focus onmultinational organizations in the Öresund region. This qualitative study combines Herzberg´s “Two-Factor Theory” and transformational leadership to analyze the research findings with a theoreticalframework. The results display that sustainability has a significant influence on the level of employeeengagement and various activities of organizations and leaders contribute towards this. The researchalso underlines that there is a potential for organizations to implement further strategies in this regardand thereby not only strengthen the satisfaction and loyalty of their current workforce, but also gain acompetitive advantage in the future for attracting new talents.
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Kay, Patricia J. "The non-economic impacts of pay equity adjustments, employee attitudes and behaviours." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape10/PQDD_0019/NQ45724.pdf.
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Duffy, Angelique. "Nursing Leadership and Employee Satisfaction Perception in a Virtual Work Environment." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5620.
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Virtual team leaders in health care must have the right resources available to help them effectively perform their jobs. Better performance from the leader may lead to greater employee satisfaction. The problem addressed by this study was the impact of leadership style on employee satisfaction of virtual nurses. The purpose of this quantitative correlational study was to investigate the relationship between the leadership styles of virtual nursing environment leaders as perceived by virtual employee nurses and the nurses' satisfaction as measured by the Multifactor Leadership Questionnaire-short form. Building on the theoretical foundation of Bass's 1990 work, this study examined the relationship between full range leadership and three measures linked to team success, work effort, perceived leader effectiveness, and employee satisfaction, for virtual teams. Populations came from national organizations that hire registered nurses to work remotely. The sampling strategy was a nonprobability convenience sample of 131 registered nurses. Data analysis included both descriptive and inferential statistics. Correlations were used to predict the relationship of the dependent and independent variables. There were strong positive correlations with transformational leadership and transactional leadership contingent reward with employee satisfaction, while passive/avoidant leadership correlations were negative with employee satisfaction. The potential significance of this study is a better understanding of how leadership in a virtual nursing environment can affect employee satisfaction, which can have a positive effect on job performance and employee retention, potentially leading to improved health care services and reduced health care costs.
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Hamid, Suneeza. "Analyzing the Employee Perception of CRM Systems in Two ICT Companies." Thesis, KTH, Skolan för informations- och kommunikationsteknik (ICT), 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-208476.
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In today’s business environment companies are customer oriented rather than product or business oriented. Hence to build the good relations with their customers they need to keep their information in appropriate manner for the appropriate usage, to accomplish this task companies implement the Customer Relationship Management (CRM) information systems and the stored information is used for different business purposes in future. The successful implementation of CRM systems is a significant issue nowadays as these systems are complex and expensive. In this study many factors are revealed which have their influence over the successful implementation and/or use of CRM systems. The main purpose of this thesis work is to know and analyze the employee perception of selected ICT companies which help out to understand the behavior and attitudes of the people in companies who are interacting with the implemented CRM system. The result of this study depicts that to get the best output from the implemented CRM system it is important to identify the human behaviors that are going to interact with systems because they are one of the most important factor who lead the system towards failure or success. If the organizations are well aware about the individual’s attitude, perception and understanding towards the CRM then it helps them to improve the efficiency of system, to move towards a new system or also help those companies who have plan to implement CRM in future.
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Mao, Chang. "To Voice or Not to Voice: How Anonymity and Visibility Affordances Influence Employees' Safety and Efficacy Perceptions." The Ohio State University, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=osu1492600637076618.
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Noecker, Trent. "An analysis of employee perception of industrial hygiene equipment at Company XYZ." Online version, 2009. http://www.uwstout.edu/lib/thesis/2009/2009noeckert.pdf.
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Dawkins, Michael L. "Employee Perception of the Value of Customer Focus Training in Public Transportation." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/491.
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The number of service-oriented jobs has increased locally and nationally, and organizations are spending millions of dollars to train front-line employees to maintain customer satisfaction and compete in the service industry. Despite the financial investments of these training programs, little research has investigated the holistic effectiveness of customer-focused training (CFT) programs. Researchers found positive relationships between the constructs under investigation and reported that when CFT programs are delivered on a consistent basis with leadership support, they help build a service-oriented culture. The purpose of this case study was to investigate employee perceptions of CFT and relationships between performance, engagement, and building a service-oriented culture, where the questions were designed to address front-line employees in the transit system of Southeastern Pennsylvania. The conceptual framework for this study was by Service Quality, where the concepts for the framework support organizational culture and social exchange. The total number of participants was 36 with 27 for interviews and 9 for a focus group. The participants were selected using a purposeful sampling approach. The data were analyzed by coding for categories, themes, and patterns to reflect in-depth understanding and reporting of CFT among front-line employees. The participants felt that CFT programs were beneficial for them and could help improve customer service. Given these findings, similarly-situated employees may view training in a positive light and may be willing to engage in more training to improve customer service. Human resource personnel may be encouraged from the positive results of this study to develop and implement more training, which may help employees and leaders build a credible service-oriented culture.
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Walker, Doshie. "University Research Adminstrators' Perception of Incivility and the Relationship to Employee Engagement." Thesis, University of Phoenix, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10750481.
Full textAbstract:
A convenience sample of 211 university research administrators working in research related organizations and universities in the United States and 18 years or older participated in the online survey. The research study explored a quantitative correlational study to examine the relationship among university research administrators’ perception of workplace incivility (e.g. hostility, privacy invasion, exclusionary behavior, and gossiping) and the relationship to their levels of employee engagement (e.g. psychological meaningfulness, psychological safety and psychological availability). The self-report survey was distributed through Survey Monkey with the weblink approved to be placed in the Society of Research Administrators, the SRA Catalyst newsletter for university research administrator, to access that were members of the organization and reside in the United States. The testing resulted in the acceptance of five null hypotheses and rejection of eight null hypotheses. University research administrators have similar perceptions of incivility among research related organizations and universities in the United States. Workplace incivility and employee engagement was tested their relationships and found that as hostility increases psychological safety and psychological availability decreases. Privacy invasion significantly decreases employee’s psychological meaningfulness and psychological safety in the workplace. As the effect of effects of exclusionary behavior and gossiping increases employee’s psychological safety and psychological availability in the workplace decreases. University research administrators’ perception of incivility provide insight into workplace behaviors and employee engagement.
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Chan, Wing-por Robert. "Teachers' perception on teacher empowerment in Hong Kong aided secondary schools." Hong Kong : University of Hong Kong, 1998. http://sunzi.lib.hku.hk/hkuto/record.jsp?B20135920.
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Reynhardt, Jan Petrus Karel. "Examining the relationship between employee engagement and perceived managerial wisdom." Diss., University of Pretoria, 2010. http://hdl.handle.net/2263/25676.
Full textAbstract:
Wisdom is very difficult to study due to the complexity of defining wisdom outright. Various models propose characteristics of individuals that are perceived as wise but wisdom finds its real application in decision making. People would characterise someone as wise if they believe that the decision made by the person (the manager in this instance) is informed by the values of all stakeholders and have long term validity. With increasing demands placed on managers to make decisions in contexts where various stakeholders and the natural environment have to be taken into consideration, managers have to make increasingly complex decisions. The decision then also has to take into consideration the values, beliefs and needs of the employees. By asking respondents to rate their manager‟s level of wisdom, why they perceive their managers as wise and what constitutes employee engagement in their minds, a relationship between employee engagement and the perception of wisdom can be deduced. The evidence suggests that especially the cognitive and emotional dimensions of employee engagement are correlated with the perception of wisdom of the manager. New models for the measurement of implicit wisdom and employee engagement are proposed. CopyrightDissertation (MBA)--University of Pretoria, 2010.
Gordon Institute of Business Science (GIBS)
unrestricted
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Landuyt, Noel Gerald. "Employee perceptions of organizational quality and learned helplessness in higher education /." Digital version accessible at:, 1999. http://wwwlib.umi.com/cr/utexas/main.
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Bryant, Gerdina, and n/a. "Employee Perceptions of stress and organisational change." University of Canberra. Education, 1995. http://erl.canberra.edu.au./public/adt-AUC20060619.154654.
Full textAbstract:
This study explored employees' perceptions of organisational change as a stressor
within a public sector work place undergoing significant change. A number of
major stress-producing factors in that environment were examined and data
collected of employees' perceptions of the nature of stress, changes in health status
and data gathered of stress-related compensation claims. Data was also collected
of employees' perceptions of effective strategies for coping with change from an
individual and organisational perspective.
The research design was a case study with embedded units of analysis
incorporating elements of quantitative analysis. The method was chosen to flesh
out the limited choices offered by many standard questionnaires.
A case study approach and various categories of stress-related factors were
selected measures to evaluate the perceived effects of work place change on stress
levels. The eight females and three males, aged 27�50 were each interviewed for
an hour for their perceptions of stress and reports of stress related illness,
relationship changes and other reported changes�diet, sleep, heart disease,
asthma, anxiety and headaches. Workplace changes to the Division were
analysed, Departmental claims officers were interviewed and Comcare data
analysed.
Results show participants appeared to feel or experience "stress" in a way which
they distinguished as different from feelings or experiences which were nonstressful
states and they appeared able to separate these states and ascribe to each
particular qualities. They also seemed able to identify that the stressful state
occurred in response to some form of demands. Some subjects (36%) reported
developing strategies for managing their stress.
The majority of subjects (82%) believed work place change was inevitable and a
number of subjects (45%) reported they believed implementation of change to be
poorly managed, while some subjects (36%) perceived change impacting
negatively on the work place.
On the basis of the results, it would appear that a human resource management
framework may enable more successful implementation of change in public sector
organisations.
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Granat, Mattias, and Camilla Nilsson. "LSPs employees’ perception of customer service : How it influences the brand." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Centre of Logistics and Supply Chain Management, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-24169.
Full textAbstract:
Purpose - The purpose of this research is to analyse how employees’ perception of customer service is linked to the brand. The aim is to analyse the connections between brand and the employees’ perceptions and develop managerial implications based on those findings. Problem – Davis et al. (2008) brought the attention of the influence employees have in increasing or decreasing the firms’ brand. Connecting the employees work role in customer service to see how these influence the brand in reality at LSPs. Method – A deductive mixed method was applied throughout this research and used in the format of several case studies. The qualitative data was retrieved from interviews with employees at LSPs both in Thailand and Sweden and regarded as the primary source of data collection with the quantitative data as support. The survey, based on the frame-work of SERV*OR, was structured on a 7-point Likert Scale and distributed from the same sampling as for the interviews. Pattern matching was applied to analyse the qualitative and quantitative data to determine if reality matched theory. Conclusions – As seen from the findings, employees and customer service are inter-twined and not separate entities. This is due to them reflecting on their personal perception of what customer service is and how they view their position. Through customer service, employees become an extension of the firms’ brand and based on their individual perception they will project it to the customer thus being able to influence the customer’s overall perception. This shows how brand and employee-customer service are interdependent in the communication which is often based on individual perceptions and not from what the LSP wants their employees to perceive of their brand. The branding of the firms in this study is perceived by employees in a way that reflects their individual roles in customer service in terms of being fast, professional and having the ability to problem solve. It is also indicated that employees wish for more training and guidance from managers, consequently they have needed to rely on each other to handle the function of customer service at the LSPs.
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Milliken, Danielle L. "Core Value Driven Care: Understanding the impact of core values on employee perception of Patient Safety, Employee Safety, and Quality of Care." Franklin University / OhioLINK, 2020. http://rave.ohiolink.edu/etdc/view?acc_num=frank161046157154285.
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Vithessonthi, Chaiporn. "A perception-based view of the employee : a study of employees' reactions to change /." Saarbrücken VDM Verlag Dr. Müller, 2005. http://d-nb.info/98934861X/04.
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Vithessonthi, Chaiporn. "A perception-based view of the employee : a study of employees' reactions to change." Saarbrücken VDM Verlag Dr. Müller, 2008. http://d-nb.info/98934861X/04.
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Perkins, Renee. "The Influence of Marketing Strategies on Employee Perception of a Small Rural Kentucky Hospital." TopSCHOLAR®, 1992. https://digitalcommons.wku.edu/theses/2716.
Full textAbstract:
A well-known fact relating to health care in the 1990s is the delimma being faced by small rural hospitals across the United States. They are now at a crossroads between survival and closure. This thesis addresses the influence that effective marketing strategies can have on the outcome of rural hospitals if such strategies are targeted to the right populations Although the patients, the community, and the physicians are important target groups, this thesis addresses the impact marketing can have on the employee population and how that population can, in turn, affect community perception.
This is the first study to be done at Caverna Memorial Hospital to indicate employee perception as a result of marketing, and careful research of available literature shows that it may well be one of the first done in a rural hospital in Kentucky on this particular relationship An important premise to this study is the fact that employees need to know that their success as an employee is dependent upon the hospital and, just as important, the hospitals survival can be dependent upon the employees' influence on potential customers.
The study concentrated on outpatient services and took place in a 30-bed hospital located in south central Kentucky. This hospital has economic problems and conditions that make it typical of small rural hospitals across the country.
The instrument utilized for this study is a pretest and posttest questionnaire presented to the entire employee population before and after a period of time when marketing endeavors were undertaken by the hospital. To test the difference of scores between the pretest and posttest, repeated measures Analysis of Variance was used to compare means of both groups. The principle finding was that employees viewed the hospital and its' outpatient services in a more positive light after marketing endeavors had been undertaken.
Since effective marketing endeavors do have the potential of positively influencing employees in a small rural hospital setting, and since hospital employees have the potential of influencing potential customers, hospital administrators may do well to consider budgeting for marketing and directing such marketing tactics to the often forgotten employee population.
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Jones, Lee. "Factors related to employee perception of their leaders' commitment to implement continuous quality improvement /." The Ohio State University, 1995. http://rave.ohiolink.edu/etdc/view?acc_num=osu1487867541733552.
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Mock, 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 textAbstract:
The purpose of this study was to determine if certain variables could discriminate between those school systems that do and those that do not have employee assistance programs. Using six variables identified in the literature, superintendents across the nation were surveyed to determine the status of these variables in their school systems. Discriminant analysis was used to test how well the variables predicted the existence of employee assistance programs.
The results of the analysis indicated that two variables can be used to predict EAP presence. These variables are the superintendent's perception of the benefits of employee assistance programs and the superintendent's perception of the popularity of employee assistance programs in other organizations in the community.Ed. D.
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Page, Odette. "What factors differentiate an effective employment equity implementation strategy from an ineffective strategy in South African organisations and how does this impact on employees' perceptions of organisational justice?" Diss., University of Pretoria, 2015. http://hdl.handle.net/2263/52287.
Full textAbstract:
The purpose of this study was to identify the factors that differentiate an effective employment equity implementation strategy from an ineffective employment equity implementation strategy within South African organisations.
This study made use of both qualitative and quantitative research methodologies and drew upon existing South African literature around the Employment Equity Act to construct four dimensions which could be used to determine the overall efficacy of an organisation s employment equity strategy. Four South African organisations participated in this study and were measured against the four constructs, which were developed from literature review, to determine whether their employment equity strategy was effective or ineffective. The analysis of organisational justice perceptions of employees within each of the organisations was one of the four constructs examined. The organisations which were identified as having an effective employment equity implementation strategy was then compared with organisations identified as having an ineffective strategy to determine and identify the key areas of differentiation.
The findings indicate that there are clearly identifiable thematic differences between organisations that had an effective employment equity strategy in comparison with organisations that had an ineffective strategy.Mini-disseration (MBA)--University of Pretoria, 2015.
nk2016
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted
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Hamman-Fisher, Desireé Ann. "The relationship between job satisfaction and organisational justice among academic employees in agricultural colleges in South Africa." Thesis, University of the Western Cape, 2009. http://hdl.handle.net/11394/2688.
Full textAbstract:
Magister Administrationis - MAdminIn an attempt to make South Africa a more just society after the first democratic elections on 27 April 1994, the South African society had to undergo a number of radical changes which impacted the social, economical, political and educational arena. These changes have influenced recruitment, retention and turnover. Changes at leadership levels in the private and public sphere coupled with a huge exodus of highly skilled professionals are evident as topics of equality and social justice appear at the top of company agendas. Many proponents have conducted research on organisational justice and the fact that more than twenty five thousand articles have been published on job satisfaction attest to the importance of these two variables on organisational performance. In an article examining past, present and future states of organisational justice it is argued that organisational justice has the potential to explain many organisational behavioural outcome variables. An investigation of the relationship between organisational justice perceptions and work behavior found job satisfaction to be made up of a large fairness component. The rationale behind the support for the study is the argument that employees who perceive that they have been fairly treated is likely to hold positive attitudes about their work, their work outcomes and their managers. If South African organisations wish to remain competitive then organisations need to understand how perceptions of justice influence attitudes and behaviour and consequently affect the success of the organisation. Agricultural Colleges, a division of the Department of Agriculture are no exception. The Agricultural Colleges' primary aim is to provide training to its prospective communities, and is continuously being evaluated in terms of how well its academic employees achieve its vision, mission and goals. It is evident from responses to job advertisements, low morale and high turnover that most of the academic employees in Agricultural Colleges are dissatisfied with their jobs, pay, management and the institutions based on their current salary. Attracting, recruiting and retraining highly skilled, internationally marketable and mobile employees are critical factors in determining the present and future success in agricultural training in South Africa. Limited research to examine the effects of organisational justice on organisational outcomes in an environment where the workforce consists of academics is the gap this research attempts to fill. This study is designed to assess the impact of organisational justice on job satisfaction of academic employees in agricultural colleges in South Africa. Also, to determine whether biographical values influence the relationship between organisational justice and job satisfaction.
South Africa
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Chan, Wing-por Robert, and 陳穎波. "Teachers' perception on teacher empowerment in Hong Kong aided secondary schools." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1998. http://hub.hku.hk/bib/B31960029.
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Ballout, Rami, and Fredrik Nygård. "Can intangibles lead to superior returns? : Global evidence on the relationship between employee satisfaction and abnormal equity returns." Thesis, Umeå universitet, Företagsekonomi, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-73263.
Full textAbstract:
Subject background and discussion: In recent decades, issues of human rights, labor and environmental change has been hot topics world wide, which also has influenced the financial market. More and more investors use socially responsible investing (SRI) screens when constructing their portfolios. One form of SRI screen is to choose companies that have satisfied employees. Existing theory says that employee satisfaction is an intangible asset to the firm that will positively affect a firm’s performance in the future. Intangible assets are often unrecognized by the market and thereby not incorporated in the stock price. The efficient market hypothesis has been studied and debated for several decades. Proponents of the EMH argue that all available information is incorporated in the stock price, thus it is not possible to systematically beat the market. However, EMH is controversial, since research has shown different results regarding the possibility to make abnormal return from various investing strategy. Research question: Is it possible to make abnormal returns by investing in a portfolio of worldwide firms with top scores on the SRI screen employee satisfaction? Purpose: The main purpose of this study is to examine investor’s possibility to make abnormal return with controls for multiple risk factors by investing in worldwide firms with top scores in employee satisfaction. One sub-purpose is to examine how the market values intangibles depending on the degree of market efficiency. Another sub-purpose of the study is to test two different portfolio weighting methodologies, equally- and value weighted, and observe the differences between them. Theory: This study deals with the efficient market hypothesis and the concepts of SRI, employee satisfaction, intangible assets and several risk-adjusted measurements. Method: We have chosen to perform a quantitative study with a deductive approach to answer our research question. We used a sample size of 696 firms based on “Great Place to Works”- lists of companies with high employee satisfaction to construct sex portfolios with different holding periods and strategies. These portfolios have been explored and tested significantly with both equally and value weighted methods. Result/Analysis: The study finds significant evidence of an average annual abnormal return of 3,66% and 2,43% for our main portfolio over the market for equally- and value weighted, respectively, using the three-factor model. When adjusting for momentum, thus employing the four-factor model, all the predictive variables still identify strong persistence in the abnormal return, with statistical significance. Conclusion: The results show that it is possible to make abnormal returns, during the observed time period, regardless of the weighing methodology, although the equally weighted received higher abnormal returns. Thus, the market efficiency appears to be in weak form and does not fully value intangibles.
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Esterhuizen, Wika. "Organisational justice and employee responses to employment equity." Diss., 2008. http://hdl.handle.net/10500/1726.
Full textAbstract:
The aim of this study was to determine employees' perceptions of the fairness of employment equity practices. It was conducted in an organisation in the Health Services industry, using a Diversity Questionnaire. The sample size was 520 and 245 responses were received, constituting a 47% response rate. Employees' responses were measured along 10 dimensions of employment equity. The unit of analysis was the group according to gender, race, age and job level. Independent t-tests and analysis of variance techniques were used to determine any statistically significant differences in perceptions between groups. Statistically significant differences were found between race groups and job levels. Gender and age did not significantly affect employees' responses. The research concluded that compliance with organisational justice requirements is as important as compliance with legislative requirements. Ultimately, every organisation should adapt its employment equity strategy according to its specific demographic and environmental context.Industrial and Organisational Psychology
M. Admin.
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Chinomona, E. "Effects of organisational citizenship behaviour, employee perception of equity and organisational commitment on intention to stay in Zimbabwean SMEs." Thesis, 2015. http://hdl.handle.net/10352/334.
Full textAbstract:
D. Tech. (Business, Department of Human Resource Management, Faculty of Management Sciences): Vaal University of TechnologySmall and medium enterprises (SMEs) are the stronghold of economies and societies worldwide. In Zimbabwe, as in any other country, there is a realisation that SMEs are innovative, flexible and require low startup capital. There is an increased interest in pursuing SMEs as a poverty reduction strategy and as a roadmap to higher living standards. SMEs in Zimbabwe are divided into two sectors, namely the service and the manufacturing sector. SME manufacturers encompass almost every facet of the local economy, such as food processing, toiletry production, the garment, leather and rubber industry, metal fabrication, furniture manufacturing, construction and art. Most research that has been done on the influence of employee perception of equity (EPE), organisational citizenship behaviour (OCB) on organisational commitment (OC) and turnover intention (ITS) has been on large organisations and little attention has been paid to SMEs. Studies on employee perception of equity and organisational citizenship behaviour has not filtered down to SMEs in developing countries. The primary objective of the study is to investigate the influence of OCB, EPE and OC on ITS in Zimbabwe’s SME sector. It also sought to ascertain the kind of relationships between OCB and OC, EPE with OC, OCB with ITS, EPE with ITS and finally OC with ITS. This study sought to determine whether there are any group differences with regard to SMEs employees perceptions on OCB, EPE, OC and ITS according to gender, age and industry type. A quantitative research method was used. Structured questionnaires were distributed to SMEs in five major cities. The data were collected from SME employees. The findings of this study show that there is a significantly positive influence of OCB on OC in the Zimbabwean SMEs. There is a significant strong positive influence of EPE on OC. There is also significant positive relationship between employees’ OCBs and their OC in Zimbabwe’s SME sector. There is a strong positive significant relationship of EPE with ITS and there is a strong positive relationship between employees OCBs and employees’ ITS in Zimbabwean SMEs. Finally, the results reveal that gender, marital status and industry type of the respondent influence OCBs, EPE, OC and their ITS in the Zimbabwean SMEs. Given that today’s business environments for SMEs are characterised by high levels of competition, lack of finance and uncertainty, it is recommended that SME managers should adopt good and proper management styles so that they can make good decisions. Scanning the environment is also necessary for competitive advantage not only for SMEs but also for large firms.
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Peh-Sheng, Shyu, and 徐培升. "Research on the Different Business Life Cycle the Employees Perception Pay Equity, Human Resources Management Strategies Influence the Organizational Performance." Thesis, 2013. http://ndltd.ncl.edu.tw/handle/27796416955241744300.
Full textAbstract:
碩士國立高雄應用科技大學
人力資源發展系碩士班
102
Organizational life cycle theory is that any enterprise development stage will produce different phenomena and problems, leading enterprises in order to continue to grow and compete with their business strategy requires constant adjustment and correction, so that human resources management and remuneration system and operating environment and energy strategy interconnected, and according to its position in which the industry, tailored to make appropriate management activities, so that it can promote the enterprise's operations and enhance their competitiveness. The staff in the choice of corporate, payroll systems and human resource management systems are the most important considerations for awareness of the pay system and the level of human resource management system will influence the organizational performance. The study aims at investigating the related research among perception pay equity, human resources management strategy and organizational performance in different life cycle enterprise. The nethodologies in this study adopted are questionnaires.This research to the corporation employees in Taiwan in 2013 for survey distribution object.The formal questionnaire use purposive sampling.The entire population of 590 employees, and 516 valid question aires were collected, the effective returning response rate was 87.4%. The data were analyzed using the statistic methods of factor analysis, descriptive statistics, t–test, one-way ANOVA, Pearson’s product-moment correlation, and hierarchical regression analysis using a package of SPSS 18.0, the main findings of this study are summarized as follows: 1. Employees perceived the "human resources management strategy ," is better perception, less "perceived pay equity" 2. The human resource management strategy to employees ' human resources management program " is better perception 3. The staff organizational performance in "marketing performance " perception is better, "Operating innovation performance " is poor perception . 4. The employees of the business life cycle of perceived pay equity, organizational performance and human resource management strategies with significant differences, while the employees' perceptions is lower in the "recession" of organizational life cycle 5. The perceived pay equity can effectively predict organizational performance , where " entrepreneurship period" and can not predict , and " growing period ", " recession period " have good predictive effect 6. The perceived pay equity can effectively predict human resource management strategies , where " entrepreneurship period" and can not predict , and " growing period ", " recession period " have good predictive effect 7. The human resource management strategies can effectively predict organizational performance , all the business life cycle stages have good predictive results, but " entrepreneurial period" have poor predictive effect key words：business life cycle, perception pay equity, human resources management strategy , organizational performance
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Falconer, Leanne Teresa. "The relationship between personality variables and justice perceptions of the Employment Equity Act." Thesis, 2000. http://hdl.handle.net/10539/22748.
Full textAbstract:
A dissertation submitted to the Department of Industrial Psychology, at the University
of the Witwatersrand, Johannesburg in partial fulfillment of the requirement for the
degree of Masters of Arts, by Coursework and Research Report, 2000The current research report examines the relationship between personality variables and the perceptions of distributive, procedural and interpersonal justice. The study was performed with 70 employees from a company that supplies a financial service to the man on the street and companies with regard to all movable assets. The results indicated that certain aspects of the personality as defined by Jung do impact on an individual's Justice Perceptions. However, the sample size was too small to draw any conclusive relationships. The theoretical and practical implications of this are discussed along with limitations of the current research and directions for future research have been considered.
AC2017
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Chen, Kun-Yi, and 陳昆億. "Explore the Employees’ Perceptions of Equity about Compensation and Benefits." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/35659614228820685247.
Full textAbstract:
碩士崑山科技大學
企業管理研究所
102
The salary has been the important inducement that influences employee's behavior and in addition to guaranteeing the employee to live, also encourage of function;The welfare then can make up the shortage of salary, and can promote a morale and strengthen a cohesiveness;Promotion then in addition to the representative post goes up, the increment of salary,the growth of power and affirmation of ability, the to build up of more important sense of achievement, so have the job that I am very important to encourage a function, but face the present social industry to lack much the employment to lead the low embarrassing situation, the human society ever since that time made use of the rent service with exchanged the remuneration, salary system of the design have been count for much topic, a variety of salary systems continuously weed through the old to bring forth the new, and each system contains its meaning and function.This research believes that the salary system really has its the effect for promoting a service industry service quality, although labour and capital problem the category is numerous,the salary income have been being employee and the enterprise field human resource management section to value most of does the topic , to operator, how establish the salary system of one reasonable with the organization results that encourages the employee to reach the ideal。 Main research method we aim at the employer and employee to use a focus group respectively with thorough interview, with the employer say too on the whole that viewpoint all alike with minor differences and the employee is part of because of everyone of fair cognition different so adoption go deep into the interview, it induces the management meaning of the employer point of view and the management meaning of employee's point of view as a result, finally know with 7:00 management to suggest 1, enterprise for the sake of orientation change of the industry, preserve its competitive advantage, should carry on the on-the-job training to employee, work with the exaltation results.2, in the different industry, the enterprise gives the work that should have its certain standard, complete to the duty of the employee's welfare and salary is also different, give another different bonus. 3, should and have unimpeded promotion piping, let the employee have the chance of exertion, understand the prospect of company to raise the employee's loyalty.4, should and have unimpeded promotion piping, let the employee have the chance of exertion, understand the prospect of company to raise the employee's loyalty.5, employee must, raise the enterprise Lun
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Huang, Chung-I., and 黃仲毅. "Relationship between Hospital Employees'''' Perceptions of Equity of Compensation and Work Attitudes." Thesis, 2001. http://ndltd.ncl.edu.tw/handle/20014841223254616127.
Full textAbstract:
碩士台北醫學院
醫學研究所
89
Abstract Title of thesis: Relationship between Hospital Employees'''' Perceptions of Equity of Compensation and Work Attitudes Author: Huang, Chung I Thesis Advised by: Huang, Kuo-Cherh The purposes of the study are the followings: 1.Exploring the factors exerting influences on hospital employees'''' perceptions of equity of compensation; 2.Investigating the correlates that have impacts on employees'''' work attitudes; 3. Studying the effects of the goodness of compensation system of employees'''' perceptions of equity of the system; and 4. Investigating the impacts of employees'''' perceptions of equity of compensation on their work attitudes. The study population is the employees of a private regional teaching hospital and a municipal hospital in Taipei City. We have used the census method, and distributed 2,000 copies of questionnaire to five types of employees of the two hospitals: physician, nurse, medical technician, pharmacist, and administrative staff. The response rate is 64.3%, and the final sample size is 1,286. The major findings of the study are: 1) Hospital employees'''' perceptions of equity of compensation allocation are influenced by age, education, marriage status, religion, work department, total years of employment, and years of employment at the sample hospital; 2) Employees'''' perceptions of equity of compensation procedure are influenced by age, education, religion, work department, total years of employment, and years of employment of the sample hospital; 3) Organizational commitment is influenced by age, education, marriage status, the number of dependents, religion, work department, total years of employment, years of employment at the sample hospital, and if on the management team; 4) Commitment to the job is influenced by age, education, marriage status, the number of dependents, work department, total years of employment, years of employment at the sample hospital, and if on the management team; 5) Satisfaction with the job is influenced by age, education, marriage status, work department, total years of employment, years of employment at the sample hospital, and if on the management team; 6) The predictors of employees'''' understanding of the compensation system, the compensation system per se, education, age, and years of employment at the sample hospital; 7) The predictors of employees'''' perceptions of equity of compensation procedure are employees'''' understanding of the compensation system, education, age, and the compensation system per se; 8) The predictors of organizational commitment are employees'''' perceptions of equity of compensation procedure, perceptions of equity of compensation allocation, age, work department, and if on the management team; 9) The predictors of commitment to the job are employees'''' perceptions of equity of compensation procedure, age, if on the management team, and work department; and 10) The predictors of job satisfaction are employees'''' perceptions of equity of compensation procedure, perceptions of equity of compensation allocation, age, and education. The results of the study should be able to help the management teams of hospitals designing their compensation systems better. Key words: perceptions of equity of compensation, work attitudes, hospital employee
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Buthelezi, Zithulele. "Employee attitudes towards employment equity." Thesis, 2011. http://hdl.handle.net/10413/9551.
Full textAbstract:
The implementation of Employment Equity involves the Government’s Labour
Department, employers, employees, trade unions, shareholders and customers. The
Labour Department insists that a designated employer must prepare and implement an
Employment Equity Plan which will achieve reasonable progress towards Employment
Equity in that employer’s workforce. The focus of this study was to establish the impact
of the implementation of Employment Equity and Affirmative Action in the workplace.
This study focused on employees’ perceptions and attitudes towards the
implementation of Employment Equity and Affirmative Action.
The main variables addressed by this study included staff turnover, training &
development, impact of Employment Equity Forums, staff morale and attitudes towards
the call to end Affirmative Action. The objectives of this study were to establish the
impact of Employment Equity on the following key business variables: promotions and
career paths, employee retention, employee turnover, employee morale and employee
working relationships. The study followed a quantitative approach with a web-based
questionnaire which was constructed using an online questionnaire which was
distributed to the respondents electronically. A non-probability sampling method was
utilized to achieve set objectives. According to the findings, most employees have not
benefited from the implementation of Employment Equity and Affirmative Action. This
results to different views between previously disadvantaged groups, especially Africans
and White males. The results showed that Whites are calling for an end to the
implementation of Affirmative Action policies while Africans feel that Affirmative Action
should carry on for a little longer. The implementation of Employment Equity and
Affirmative Action negatively affects Whites’ morale at work and results to poor working
relationships amongst different race groups. It is also observed from the findings that
Employment Equity and Affirmative Action is not directly linked to job hopping, contrary
to the general perception.
It is witnessed from the study that those who have benefitted from Employment Equity
and Affirmative Action were very supportive of it. In order to improve the effectiveness of
Employment Equity organisations need to: provide training and development for
appointees, develop career paths for individuals, and introduce Equity forums where
employees can discuss challenges faced by Affirmative Action appointees. However,
the principle of fairness has to be a part of all Equity practices.Thesis (MBA)-University of KwaZulu-Natal, Westville, 2011.
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Kuo, Tzu-hui, and 郭子慧. "Employee Stock Bonus and Equity Valuation." Thesis, 2003. http://ndltd.ncl.edu.tw/handle/55228438544406284334.
Full textAbstract:
碩士國立中山大學
企業管理學系研究所
91
Abstract The accounting method about employee stock bonus has become popular issue recently. The most disputable problem is: whether employee stock bonus debts expense? Does the employee stock bonus expense measure by face value or market value? If employee stock bonus debts expense, technologic firms have negative affect on net income, even makes them unprofitable. Technologic firms worry about their stock price decreased by recording employee stock bonus expense, so they disagree with this accounting method. To understand investors’ reaction about recording employee stock bonus expense, I link the valuation on cooperate equity with accounting method of employee stock bonus by using Ohlson (1995) valuation model. The period of data is during 2001. I investigate the market’s perception of the economic effect of employee stock bonus on firm value for a sample of 61 profitable technologic companies by using “Retained Earning Method”, “Face Value Method” and “Market Value Method” and observe investors how to value “Employee Stock Bonus Expense”. My results suggest that if technologic firms debt employee stock bonus expense by using “Market Value Method”, market has the highest valuation on firms’ value. In addition, the market appears to value these firms’ “Employee Stock Bonus Expense” not as an expense but as an intangible asset. Key Words: Employee Stock Bonus, equity valuation, Ohlson Model
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Hu, Tzuu-Farn, and 胡祖帆. "The relationship among Employee Voice , Employee Perceived Compensation Equity , and Organizational Commitment." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/20343866570998242017.
Full textAbstract:
碩士清雲科技大學
經營管理研究所
96
This research’s major viewpoint of employee voice , and discussion the Effects of Employee Voice、Employee salary Perceived Compensation Equity, and Organizational Commitment. This study investigated the relationship among employee perceived compensation equity and organization commitment, and also analyzed the moderated effect of employee voice. In the 191 effective responses of Ching Yun University, our results could be summarized as follow: (1) Employee perceived compensation equity had positive relationship on effort commitment, stay commitment, and values commitment. (2) Employees perceived more voice channels had positive relationship values commitment, and had a more positive relationship between employee perceived compensation equity and effort commitment .(3) Employees perceived more interactional justice had positive relationship values commitment and stay commitment , and had a more positive relationship between employee perceived compensation equity and effort commitment .
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Li, Haidan. "Stock option compensation and equity valuation." Thesis, 2002. http://wwwlib.umi.com/cr/utexas/fullcit?p3099479.
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Lai, Wen-Pin, and 賴文彬. "The Effect of Employee Equity,Customer Equity and Partner Equity on Customer Voluntary Performance:Using Market Orientation as Antecedent." Thesis, 2007. http://ndltd.ncl.edu.tw/handle/39531303848513661540.
Full textAbstract:
碩士中興大學
企業管理學系所
95
This research uses the marketing orientation perspective to discuss the relationship between market orientation and investment in equity by businesses. In terms of the definitions of equities, there are a lot of different viewpoints in the literature, it could be distinguished as financial perspective and marketing perspective. This research uses the marketing perspective and treats equity as the value gained from investments in stakeholders by businesses. Furthermore, this research attempts to propose an integrated framework using employee equity, customer equity, and partner equity in analyzing how investments in different equities affect customer voluntary performance; and how employee equity and partner equity affects customer equity. This research uses the viewpoint of customer equity by Rust, Zeithaml, and Lemon (2001) and uses the classification of stakeholder equity by Sawhney and Zabin (2002) and classified equities of businesses into employee equity, customer equity and partner equity. Partner equity includes supplier equity and distribution channel equity. Moreover, this research also discusses the moderating effect of different equities between market orientations and customer voluntary performance. This research used mailed questionnaires and select consumer goods manufacturers as the target of this research. Furthermore, this research uses factor analysis, correlation analysis, multivariate regression analysis, and SEM analysis to validate the hypothesis. The research findings of this research is as follow: 1) Marketing oriented market positively affects customer equity and partner equity, 2) Employee equity positively affects customer equity, but partner equity does not affect customer equity, 3) Employee equity and customer equity positively affect customer’s behaviors, whereas partner equity has no relationship with customer’s behaviors, 4) Employee equity and partner equity are moderating variables between market orientation and customer voluntary performance. In the end of this paper, this study discusses the research conclusion, theoretical and managerial implications, research limitations and future directions based on analysis results.
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Ni, Hui-Ju, and 倪慧茹. "research in employee promotion perception and work behavior." Thesis, 1996. http://ndltd.ncl.edu.tw/handle/29661112817981989278.
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