Employee Feedback Research Articles

The Impact of Information Technology On Data-Driven Decision Making In Human Resource Management

In the contemporary landscape of human resource management (HRM), the integration of information technology (IT) has revolutionized data-driven decision-making processes. This shift is characterized by the increased reliance on data analytics, cloud computing, and advanced software applications that enable HR professionals to harness vast amounts of data effectively. As organizations strive for agility and competitiveness, the role of IT in HRM has become pivotal, influencing various aspects such as recruitment, performance management, employee engagement, and talent development. The first major impact of IT on data-driven decision-making in HRM is the enhancement of recruitment processes. Traditional hiring methods often relied on subjective assessments and limited candidate data. However, IT solutions, such as Applicant Tracking Systems (ATS) and AI-driven recruitment tools, have enabled HR managers to analyze candidates’ qualifications, experiences, and fit with organizational culture based on data-driven metrics. This not only improves the quality of hires but also reduces time-to-fill positions and enhances overall recruitment efficiency. Performance management has evolved significantly due to the integration of IT. Performance appraisal systems now utilize real-time data analytics to track employee performance against key performance indicators (KPIs). This allows HR managers to make informed decisions about promotions, training needs, and workforce planning. The implementation of continuous feedback mechanisms, facilitated by IT platforms, fosters a culture of transparency and engagement, enabling employees to take ownership of their development. IT has transformed employee engagement strategies through the use of data analytics. Organizations now leverage employee surveys and feedback tools that provide insights into employee satisfaction and engagement levels. By analyzing this data, HR professionals can identify trends, address concerns proactively, and implement targeted initiatives that enhance workplace culture and retention rates. Such data-driven approaches ensure that decisions are aligned with employee needs and organizational objectives. The role of IT in talent development cannot be overstated. Learning Management Systems (LMS) and data analytics tools provide HR managers with the capability to assess skill gaps and monitor training effectiveness. By analyzing learning outcomes and employee progress, organizations can tailor development programs that align with both individual career paths and organizational goals. This strategic alignment is crucial for fostering a skilled workforce capable of meeting future challenges. Despite these benefits, the reliance on IT in HRM also poses challenges, particularly regarding data privacy and security. As organizations collect and analyze large volumes of employee data, they must navigate complex regulations and ethical considerations to protect sensitive information. This underscores the need for robust data governance frameworks that ensure compliance while fostering a culture of trust within the organization. In conclusion, the impact of information technology on data-driven decision-making in human resource management is profound. By leveraging data analytics and advanced IT tools, organizations can enhance their recruitment processes, improve performance management, boost employee engagement, and foster talent development.It is essential for HR professionals to address the challenges of data privacy and security to maximize the benefits of IT in HRM. As technology continues to evolve, the synergy between IT and HRM will play a critical role in shaping the future of work.

Exploring Employee Satisfaction, Feedback, and Retention: The Impact of Workplace Support and Alignment

Any firm must prioritize employee retention if it is to survive and grow its workforce in the current cutthroat job market. The paper's main objective is to concentrate on The Well-being of the personnel in the business and their retention in the organization. This review paper offersa thorough analysis of the subject at hand. The difficulties in balancing work and life in the modern world are discussed in the paper. It also discusses the significance of retention and well-being in the workplace and how much emphasis should be placed on them by a business.

Navigating Burnout in the Public Sector: Strategies for Enhancing Employee Well-Being and Organizational Performance

Burnout has become a critical concern in public sector organizations, with recent studies showing that its impacts extend beyond employees' personal well-being, severely affecting organizational performance. This article aims to identify key contributors to burnout by extracting qualitative secondary data, including research findings, case study material, and employee narratives. Using Maslach's Burnout Inventory as a framework, the study focuses on emotional exhaustion, depersonalization, and reduced personal accomplishment as the primary dimensions of burnout. Key factors such as high workload, bureaucratic pressure, and emotional labor are examined, alongside their detrimental consequences on job performance, mental health, and public trust. This study highlights successful leadership interventions aimed at mitigating burnout. Case studies from public health agencies, local government offices, social services, and educational institutions reveal that leadership style, resource deployment, and employee engagement are significant in minimizing burnout and enhancing job satisfaction. Transformational leadership, flexible work arrangements, peer support programs, and recognition initiatives are presented as practical interventions that improve employee well-being. The article also underscores limitations in existing literature and calls for more comprehensive, longitudinal studies across distinct public sector roles to fully capture the long-term effects of burnout. Furthermore, it stresses the importance of incorporating employee feedback into the design of well-being initiatives to promote work-life balance. In conclusion, this paper offers actionable recommendations for public sector leaders and policymakers, advocating for a holistic approach to managing burnout. By fostering supportive work environments, public sector organizations can enhance their effectiveness in serving communities, while contributing valuable insights to the ongoing discourse on organizational well-being.

Sentiment Mining in E-Commerce

Sentiment analysis is crucial for comprehending customer feedback and enhancing workplace culture, as well as improving products and services. By employing natural language processing (NLP) techniques to meticulously analyze this feedback, organizations can identify specific areas that require improvement, address employee issues, and cultivate a positive work environment. These deep learning models powered by NLP offer invaluable tools for HR and sales departments in the e-commerce sector, enabling them to track sentiment trends among employees and users over time and implement targeted interventions. Focusing on the e-commerce industry, this study employs NLP-driven deep learning methodologies to analyze both employee and user feedback, with the objective of identifying underlying sentiments. The proposed framework leverages these advanced techniques to categorize user feedback into positive, negative, or neutral sentiments. This approach aims to develop a robust and effective system for sentiment analysis, providing significant insights that can help drive organizational improvements and enhance customer satisfaction. The key steps of this framework include data collection, NLP-enhanced feature extraction, sentiment detection, and final classification using finite-state automata. The effectiveness of this NLP-centric approach was tested on diverse datasets of customer feedback collected from an e-commerce industry. Evaluation metrics such as accuracy, precision, and recall were utilized to assess the performance of the system. The results demonstrate the effectiveness of the proposed framework, achieving a 93.75% accuracy rate and surpassing existing benchmark methods. The outcomes of this study are particularly consequential for the e-commerce sector, offering them a strategic advantage in refining their product portfolios and cultivating a more dynamic workplace culture

Communicating a comeback: a startup founder’s response to anonymous employee feedback

Research methodology This case study is based on primary data collected through interviews with the company’s founder and CEO. It also includes secondary data collected through the Glassdoor job search and career community site. The names of the company and the employees have been disguised. However, the figures included accurately represent the primary data and the quotes are directly from the company representative. Case overview/synopsis When it was founded in 2009, employees were excited about the prospect of working at Wombat alongside its founder and CEO Dan Wallace. They had looked forward to making a difference in the lives of college students with the company’s higher ed-focused digital communication platform. But by 2022, Wallace could not ignore the significant change in these employees’ attitudes. Anonymous feedback pointed to employees’ commitment to Wombat having wavered, and employees’ reception of post-COVID organizational changes had become concerningly critical. Though he knew enough to be concerned, Wallace felt unsure of how to move forward based on the anonymous feedback alone. He was left wondering: how should Wombat communicate with employees to boost their attitudes and strengthen their commitment while making the hard decisions that best serve the company? Complexity academic level This case study is appropriate for upper-level undergraduate and graduate students in organizational communication courses. It can constitute the employee communication module in a class that surveys strategic managerial communication, or it could be used as one of many examples in a course specifically focused on the internal communication component of the discipline. Students will need an understanding of communication theory, specifically interpretive organizational communication theory, to grasp the complexities of the case. While the focus company is in the educational technology industry, the themes presented are faced by companies of all sizes in all sectors.

Revolutionising customer service: Shifting from order management to customer experience

This paper aims to explore the critical transition from traditional customer service to a comprehensive customer experience (CX) approach. A Henkel Adhesive Technologies case study, it highlights how integrating a customer-centric mindset within the supply chain can significantly enhance business performance and customer satisfaction. The paper outlines Henkel’s journey in collaboration with Bluecrux to implement a CX-focused strategy, emphasising the importance of state-of-the-art technology, process optimisation and a people-centric culture. Readers will gain insights into the necessity of understanding customer expectations and the impact of emotional engagement on loyalty. The paper provides practical knowledge on developing a CX transformation programme, including key elements such as digital platforms, process documentation, organisational restructuring and employee training. Additionally, it underscores the importance of performance measurement through customer and employee feedback to ensure continuous improvement. By prioritising CX as a strategic imperative, companies can differentiate themselves in a competitive market, foster deeper customer relationships, reduce churn and drive sustainable growth. This comprehensive approach to CX promises tangible business outcomes, such as increased revenue, higher customer satisfaction and enhanced brand loyalty.

Employee Feedback Acceptance: Roadblocks at the Intersection of Leader Gender and Relative Age

Employee Feedback Acceptance: Roadblocks at the Intersection of Leader Gender and Relative Age

Study on the Employee's Feedback in Evaluation of Human Resource Management

Study on the Employee's Feedback in Evaluation of Human Resource Management

Machine Learning Applications in Human Resource Management: Predicting Employee Turnover and Performance

The paper presents a fully-fledged survey of the transformative power of AI-driven Machine Learning (ML) models in revolutionizing Human Resource Management (HRM) practices. The research investigates the new-age applications of such emerging technologies about talent identification, workforce planning, employee engagement, and personalized career development. It also looks at how natural language processing and sentiment analysis can become instrumental in the construction of an employee feedback system that is both engaging and transparent. The research also explores how ML algorithms are used to design tailor-made career development plans to ensure a proper match between individual aspirations and organizational needs. It further proceeds to elaborate on the integration of ML with human resource development in creating personalized learning and development programs to address the limitations of one-size-fits-all approaches to training. This comprehensive AI-driven talent framework, represented here, strongly proves its enhanced potential to improve employee engagement, organizational performance, and competitive advantage by its implementation and evaluation.

ORGANISATIONAL COMMITMENT AND ORGANISATIONAL CYNICISM AS FEEDBACK SIGNALS: FROM ZERO TO SUBSTANTIVE CSR

Corporate social responsibility (CSR) declared by organisations can be understood as a specific signal sent to stakeholders. However, social responsibility can vary from its complete absence to symbolic or substantive CSR. There is still a lack of knowledge on how employee feedback, manifesting itself by organisational commitment or organisational cynicism, varies depending on the nature of CSR and employee seniority. Therefore, this exploratory study examines how organisational cynicism and organisational commitment manifest themselves in organisations in different situations with regard to CSR. The study was conducted in Lithuania, surveying 981 employees from public and private sector enterprises. Organisations are divided into three groups showing the corresponding level of social responsibility: substantive, symbolic and not CSR. Organisational commitment was tested using two different instruments: Organisational Commitment Questionnaire (OCQ) by Mowday et al. (1979) and an instrument created by Allen and Meyer (1990). Organisational commitment (as in the cases of affective, continuance and normative commitment) was the strongest in the substantive CSR group; and the weakest, in the not CSR group. Employee cynicism showed the opposite result. The same consistency was observed separately in the public and private sectors, with stronger commitment and weaker cynicism found in the public sector. Organisational commitment and cynicism demonstrated by employees emerge as reactions to corporate social responsibility and as a kind of feedback signal sent to persons responsible for organisational management. The results are discussed considering the signalling theory, and their implications for practice are highlighted.

Put a ruler in the shot: Lessons from implementing effective resolution for photographed materials

This paper focuses on practical methods to monitor and maintain quality in camera-based digitisation of archival materials with a student team. Drawing on their experience at the University of Oklahoma Libraries Digitization Lab as a supervisor and a graduate student assistant, the authors write about a quality failure due to an equipment change; equipment capability testing; adjustments in the photography process; and then implementation of practical methods and training to bolster the knowledge and skills of a team that had no other experience with digitisation. They discuss employee feedback, and some benefits of working with and developing employees with less experience in digitisation. Finally, they offer recommendations that can improve both digitisation quality and employee success. This paper presents a specific case study at a mid-sized university that is broadly applicable for digitisation professionals in a variety of settings.

Navigating Employee Retention: The Importance of Compensation in Phnom Penh’s Private Companies, Cambodia

This research addresses the critical issue of employee retention in private companies in Phnom Penh, Cambodia, specifically focusing on compensation practices. The study employs quantitative and qualitative methods, utilizing a cross-sectional approach to collect data from a sample of 335 employees. The findings reveal that many employees view their compensation package as a key factor influencing their decision to remain with their current company. However, a substantial proportion of employees expressed dissatisfaction or neutrality towards their compensation packages, signaling potential areas for improvement. The research contributes to a deeper understanding of employee preferences regarding compensation packages, thereby aiding businesses in enhancing job satisfaction and loyalty. Furthermore, the study offers practical recommendations for improving compensation practices, including enhancing transparency, conducting regular market analyses, addressing employee concerns, reassessing compensation strategies, investing in employee satisfaction, and considering employee feedback. In essence, this research comprehensively analyzes compensation practices and their impact on employee retention, offering valuable insights and actionable recommendations for private companies in Phnom Penh, Cambodia.

A Study on the Employees Relationship Management in Software Sector

This study delves into the dynamics of employee relationship management at software sector, aiming to analyze the strategies, challenges, and overall effectiveness of the company’s approach to fostering positive relationships with its workforce. Software sector recognizes the paramount importance of nurturing strong employee relationships in a competitive business landscape. This study explores the company’s initiatives in this regard, acknowledging the significance of a harmonious work environment for employee satisfaction and organizational success. The research approach was surveys; Employee feedback, HR policies, and management practices were scrutinized to gain a comprehensive understanding of how software sector manages and cultivates relationships with its workforce. The findings reveal that software sector, has implemented several commendable practices to enhance employee relationships. Note worthy aspects include transparent communication channels, employee recognition programs, and a supportive work culture. However, challenges such as remote work dynamics and the need for continuous adaptation to diverse employee needs were identified. Software sector, demonstrates a commitment to fostering positive employee relationships. The company’s existing practices serve as a solid foundation, but ongoing efforts are recommended to address emerging challenges and ensure sustained employee satisfaction and productivity.

IMPACT OF ARTIFICIAL INTELLIGENCE IN HRM- A CONCEPTUAL STUDY

It is now a necessity of survival rather than choice for businesses to accept and keep technology separate from them. Businesses are now integrating technology with their objectives to guarantee their existence, expansion, and continuity. The company has completely changed due to technological improvements, which have made its commercial processes more efficient and well connected than before. Business technology innovations involve bringing people and machines closer together and investigating methods to use technology to increase productivity, simplicity of use, and efficiency. One such transformation in business is the application of artificial intelligence (AI). In today's cutthroat corporate world, artificial intelligence (AI) is critical to human resource management (HRM). AI has the potential to completely transform HRM procedures by automating mundane jobs, expediting workflows, and offering HR managers specialized solutions. AI can also enhance hiring, training, performance evaluation, and pay administration. HR departments may manage their workforce more effectively and efficiently by utilizing AI technologies. HR organizations may optimize expenses and deliver superior employee service by utilizing AI-powered solutions. AI is playing a bigger role in HRM now that it can help businesses become more efficient while simultaneously raising employee satisfaction. By analyzing employee feedback, HR departments can better understand how employees view their work environment and chances for advancement. This helps HR departments get insights into employee engagement and productivity. It makes it possible for HR departments to automate the hiring process, which facilitates the process of finding qualified applicants. This study can offer insights into AI potential in HRM and assist clarify the existing state of AI in HRM.

Implementation of Additive Manufacturing Workflows into the Prosthetic & Orthotic Industry: Case Study

The prosthetic and orthotic industry is evolving to include innovative technologies as solutions to material and labour usage, promoting more sustainable and cleanly practises for both staff and patients. 3D printing, scanning and software have revolutionised the workflows of clinicians, technicians and administrative staff. To determine the reliability and repeatability of additive manufacturing (AM) workflows in a P&O company, observation and interview analyses were undertaken within an established prosthetic and orthotic company. The collection of data from these opportunities offered valuable insight into workflow sessions, employee feedback and predetermined themes regarding both traditional and AM processes for the production of Transtibial prosthetic sockets. Findings revealed the reduction in workflow sessions, technician resource and storage requirements when working through AM processes, although there is a lack of opportunity and resource for clinicians and technicians to learn how to use these digitalised processes. Although both traditional and 3D printed sockets receive similar feedback from patients regarding comfort and fit, discrepancies in socket weight were noted. A further understanding on the culture and adoption barriers of AM processes should be investigated for clinicians, technicians and administrative staff across a larger sample size.

Perceptions of on-the-job training in the light of empirical research

Aim: The aim of this paper is to present the results of an empirical study on workplace training, one of the tasks of human resource management, in which 80% of the survey sample works in law enforcement. Methodology: Completion of the questionnaire was voluntary and anonymous, and the questionnaire was 21-question survey to examine the confirmation or rejection of the hypotheses formulated in relation to the research objective. After the results were aggregated on a computer, the data were evaluated and analysed by statistical calculations. Findings: One of the key findings of the survey is that employees consider it very important to provide training in the workplace. In addition to vocational training, they consider it important to develop general competences, which they would like to see implemented several times a year, in an organised and planned way. For 43% of respondents, training is something that employees find out about by chance, when they find out what training the organisation organises in a given year. For only 20% of the sample, they are informed about the training and asked about the training they would like to attend, involving them in the choice. More than half of the respondents, 57%, would be happy to attend a non-professional training course given by a trainer from an external training organisation, and a further 26% would prefer to receive training from an external professional rather than from their own organisation. More than half of the respondents, 55%, believe that HR professionals could do more in this area in terms of training development in their workplace. 22% responded that HR staff could do much more in terms of training and training development. Value: The value of the study lies in the feedback from real employees, who provided insights into the practice of on-the-job training, obtained through empirical research. Finding, maintaining and retaining human resources is an increasingly challenging task for all human resources professionals, in both the public and business sectors. If employee feedback is taken into account by the organisation’s management, methods to promote retention, beyond financial recognition, can be identified through joint cooperation. On-the-job training helps individuals to develop and realise themselves, which, if it can meet the organisation’s strategy and objectives, can increase the effectiveness and efficiency of the organisation as a long-term workforce.

Investigating Employee Satisfaction and Corporate Performance: Mining From Employer Branding

This study investigates the relationship between employee satisfaction and corporate performance using data mining techniques on anonymous employee feedback. The study tries to determine how employee satisfaction affects company performance. Textual analysis of employee reviews was carried out using a data mining approach in order to find relationships between satisfaction and performance. The investigation highlighted major employee satisfaction elements such as salary and benefits, work-life balance, workload, career development, and management, all of which have a significant impact on business success. Interestingly, work-life balance and workload were found to be negatively correlated with performance. These findings offer useful insights for employer branding efforts, underlining the need of addressing certain components of employee happiness in order to improve overall corporate performance.

Employee Grievance Redressal and Corporate Ethics: Lessons from the Boeing 737-MAX Crashes

Two Boeing 737-MAX passenger planes crashed in October 2018 and March 2019, suspending all 737-MAX aircraft. The crashes put Boeing’s corporate practices and culture under the spotlight. The main objective of this paper is to use the case of Boeing to highlight the importance of efficient employee grievance redressal mechanisms and an independent external regulator. The methodology adopted is a qualitative analysis of statements of various whistleblowers and Boeing and the Federal Aviation Administration (FAA) stakeholders. It suggests that employee feedback flowing up the chain of command should be more flexible and dealt with more seriousness. It recommends that companies adopt a cooling-off period or a lifetime restriction for employees who have gone through the revolving door between regulators and the industry. The Boeing 737-MAX case, which emphasizes the ethical obligations of the job, can offer value to engineers, engineering educators, managers, ombudsmen, and human resource professionals.

Developmental leadership as a driver of employee feedback behaviors: the roles of learning goal orientation and leader high performance expectations

PurposeDrawing on goal orientation theory, this study intends to investigate whether, how and when developmental leadership influences employees’ feedback seeking behavior (FSB) and feedback avoidance behavior (FAB).Design/methodology/approachThe authors used a two-wave survey of 416 full-time employees in China. The hypotheses were tested with path analyses.FindingsDevelopmental leadership exerts a positive influence on employees’ FSB and a negative impact on FAB through learning goal orientation (LGO). Additionally, leaders’ high performance expectations (LHPE) not only strengthen the positive effects of developmental leadership on FSB but also intensify its weakening effects on FAB.Originality/valueThe findings enrich current understanding by associating developmental leadership with employees’ FSB/FAB, offering a new viewpoint on its positive impacts. This study also provides deeper insights into when the benefits of developmental leadership are intensified.

Organizational justice, supervisor-provided resources and duty orientation: lessons from the mining sector

PurposeThe study analysed the influence of organizational justice on the duty orientation of employees in the mining sector of Ghana. Also, it examined the mediating role of supervisor-provided resources in the relationship between organizational justice and duty orientation.Design/methodology/approachThe study obtained data through a self-administered questionnaire from 291 employees of a mining firm. The data were analysed and interpreted in light of the hypotheses using the partial least squares structural equation modelling technique.FindingsThe findings revealed that organizational justice had a significant positive relationship with duty orientation and supervisor-provided resources. The results again established that supervisor-provided resources had a significant positive relationship with duty orientation. The study finally documented that supervisor-provided resources partially mediate the relationship between organizational justice and duty orientation.Practical implicationsWe recommended that the management of the mining companies devote resources to developing organizational justice policies based on fairness in resource allocation, clear roles, employee feedback and effective information dissemination. Furthermore, supervisors should place priority on acquiring and dispensing resources as employees demonstrate their willingness to improve duty orientation.Originality/valueThe study contributes to knowledge in a novel research area. It adds to empirical evidence by highlighting the possible variables that may influence employees to engage in duty orientation.