Employee Perceptions Research Articles

A Study on Employee Perspective on Diversity Initiatives in IT Industry of Bengaluru

This research uses a structured questionnaire to explore employees' perspectives on diversity initiatives, focusing on factors like workplace culture and demographic influences. The primary data was collected from 110 respondents via Google Forms, using a descriptive methodology to objectively analyze patterns in employee perceptions. This approach aims to identify key elements that shape how employees view diversity efforts within the organization. The findings are intended to provide insights that can guide improvements in diversity initiatives, fostering a more inclusive workplace culture based on employees’ experiences and expectations. The findings from this research will be valuable for understanding not only the current state of diversity acceptance within the organization but also areas that may require improvement. By identifying the factors that shape these perceptions, the organization can make data-driven decisions to enhance its diversity initiatives, promote an inclusive culture, and address specific areas where employees might feel excluded or underrepresented

CEOs’ Perceptions of Loneliness in the Workplace: An Exploratory Study

Loneliness among CEOs is a topic that draws the attention of leadership experts, as it was suggested that it’s a less explored topic in leadership studies (Wright et al., 2023). The popular phrase “it’s lonely at the top” suggests that top managers frequently experience loneliness in their roles. Not having someone close to confide in is a challenge for many leaders at work (George, 2015). CEO loneliness can have negative effects both individually (e.g., health, well-being and stress) and organizationally (e.g., commitment, employee perceptions of the CEO and turnover) (Wright et al., 2023; Chen et al., 2021). The aim of this study was therefore to explore how CEOs perceived and experienced workplace loneliness; more specifically, we sought to identify what types of loneliness they encounter most often, what situations may trigger workplace loneliness, and how CEOs cope with loneliness in the workplace, in Norwegian organizational settings. Based on empirical results from 14 in-depth qualitative interviews with CEOs of small and medium-sized companies, it appeared they had experienced state loneliness at work and that none of them had reported trait loneliness. State loneliness often arose in situations such as confidentiality cases, decision-making processes and change management processes. Due to the nature of the CEO role, our participants stated that they often accepted the loneliness in the workplace as part of their role, which might suggest a potential coping strategy that they utilize. Other coping strategies that were found include disconnection techniques and the use of their support networks. Addressing this topic adds value to empirical research on leadership by raising awareness of the challenges of loneliness that business leaders in positions of power, specifically CEOs in a Norwegian cultural context, face in the workplace when performing their duties. It provides insight into the types of loneliness experienced, the situations that can trigger CEO loneliness, and how loneliness in the workplace can be addressed and mitigated.

Shifting employment and perceptions of household responsibilities during early stages of the COVID-19 pandemic in Nevada, USA.

Employment and household responsibility are critical health determinants. The COVID-19 pandemic altered the work and social landscapes in Nevada, USA through closures of workplaces and schools/childcare centers, changing patterns of employment, and household responsibilities. This study aimed to measure changes in employment status and perceived housework responsibilities among Nevada adults in December 2020, before widespread availability of COVID-19 vaccines in a pandemic-affected economy. Using a cross-sectional telephone survey of 1,000 Nevada adults, this study compared respondent experiences and perceptions of employment and time spent on housework in December 2020 to pre-pandemic using multinominal logistic, proportional odds, and logistic models. 70.52% of participants experienced no employment change; roughly 24% reported being fired/laid-off, working reduced hours, or quitting. Chi-square analyses found participants of color more likely than Whites to report being fired/laid-off or working reduced hours (p-value = 0.0005), though these findings were not significant in our models. Participants in the lowest income bracket had higher odds of being fired/laid off (p-value = 0.0030), and participants aged 65+ were less likely to experience employment change (p-value<0.0001). 32.43% of participants reported more time spent on housework. Multivariate analyses showed age is significantly associated with changes in both employment status (p-value<0.0001) and housework time (p-value<0.0001); income is a significant factor for employment status change (p-value = 0.0024). Of those reporting their households spent more time on housework, females were 2.90 times (95% CI = 1.66, 5.05, p-value = 0.0002) more likely to report taking on the additional work. Results demonstrate a disproportionate burden in employment change and/or more perceived household responsibilities on lower income and younger respondents, and females reporting they are more likely to take on additional housework. Understanding systemic vulnerabilities related to employment status and household responsibilities is necessary to aid impacted communities and to plan for future emergencies.

What’s the risk? It depends. Entrepreneurs’ and employees’ perceptions of domestic city-level institutional risk

With a focus on entrepreneurs' decisions related to domestic location choices, this study draws from the international business institutional risk literature to evaluate city-level risk perceptions while accounting for individual-level political views. Specifically, we surveyed entrepreneurs and prospective employees in an effort to evaluate how important 1) safety risk, 2) political risk, and 3) social risk are when considering where to live, work, and start businesses. This process also included a comparison to ease of doing business, a previously studied driver of investment decisions. To identify low (and high) risk domestic investment locations, we had participants rate 25 large U.S. cities on the risk factors. Our findings indicate that entrepreneurs and prospective employees care about the city-level institutional risk factors. However, the focus and perceptions of entrepreneurs and prospective employees are greatly influenced by political views, perceptions do not always mirror objective data, and the two groups weight risk differently. The key insight of our study is that, in order to access and maintain valuable human capital, entrepreneurs should begin considering employees' perceptions related to city-level institutional risk. Importantly, these perceptions are biased by factors such as one's political views. Likewise, to attract business investment, city leaders should consider these risk perceptions.

Understanding the Indian Startup Ecosystema Holistic Exploration of Dynamics, Profitability, and Employee Perspectives

Abstract India has established itself as the third-largest global startup ecosystem, with thriving start-ups. Despite commanding high valuations, startups across diverse sectors are grappling with challenges in achieving profitability. Increasing concerns about job security and the potential for additional layoffs in the absence of an improved funding environment are causing apprehension among talent, even within larger startups. The research intends to analyse the Indian startup ecosystem, analyse and compare the profitability of chosen Unicorns and Decacorns in both listed and unlisted categories, and understand the employee perception of working in startups. An analytical research design is followed. To understand employee perception, a survey facilitated through a structured questionnaire has been conducted among 100 employees of startups situated in Karnataka and Kerala, regions distinguished for their highly supportive ecosystems. Analysis depicted a discrepancy in profitability suggesting that Decacorns, with their startup status, robust valuations, and soaring operating revenue, have yet to establish themselves as consistently profitable entities. Findings from the employee survey highlight that learning opportunities and accelerated career growth stand out as motivating factors for choosing employment in startups. Conversely, the downsides include concerns about change, job insecurity, and workload. The comprehension of stock options at the knowledge level was evident, potentially serving as a stirring factor for startups to incorporate into their employee benefits.

Unraveling the Hidden Costs: How Cable Theft and Vandalism Fuel Soaring Energy Tariffs in Emerging Economies

Escalating utility costs and challenging financial circumstances make it increasingly difficult for consumers to afford essential services. This financial strain also spills over into the workplace, where employees resort to pilfering company assets, resulting in significant annual losses for these utility firms. Our study aims to identify the organizational factors and individual personality traits that motivate employees to engage in cable theft and vandalism, subsequently driving up tariffs. Utilizing the frameworks of the Reasoned Action Theory (TRA) and the Theory of Planned Behavior (TPB), we seek to elucidate the underlying motivations for such theft and destruction of property. Factors such as an unsatisfactory work environment, perceived unfair treatment by management, subpar wages, and easy opportunities for theft are identified as key motivators. To effectively mitigate these issues, targeted policy measures and strategies need to be implemented to influence employee attitudes and perceptions, thereby reducing incidents of theft and vandalism.

Employee Perceptions of Diversity and Inclusion: An Evaluation of Restaurants Workplace in the USA

Employee Perceptions of Diversity and Inclusion: An Evaluation of Restaurants Workplace in the USA

Efektivitas Gaya Kepemimpinan dalam Menciptakan Lingkungan Kerja

This study aims to analyze the leadership style implemented at CV Golden Mart Gunungsitoli, examine employee perceptions of this style, and identify the barriers in its application. A qualitative descriptive method was employed, involving key informants with firsthand experience regarding the company’s leadership approach. Findings indicate that leadership at CV Golden Mart tends to be centralized and control-oriented, leading to a generally negative perception among employees. Employees feel inadequately involved in decision-making processes, which negatively affects their motivation and productivity. It is recommended that company leaders adopt a more inclusive leadership approach by engaging employees in decision-making. Implementing participative leadership principles is expected to enhance employee engagement, motivation, and job satisfaction.

Organization of Vaccination Sites in Quebec: Perception of Users, Employees and managers

Abstract Since late 2020, vaccination sites have emerged rapidly in order to protect the population against COVID-19. Health services in Montérégie (Québec) are provided by three organizations. Each adopted a different approach to immunization. The Regional Public Health Department took this opportunity to describe, compare, and explain these three approaches. A mixed methods design through a multiple case study was conducted. Users, employees and managers were interviewed at the end of 2021 on several performance-related topics. Individual interviews with employees and managers in mid-2022 further explored these topics. 38 managers, 360 employees, and 946 users participated in the survey. 9 managers and 10 employees were interviewed. Most participants were satisfied with vaccination organization regardless of the model used, mainly because of high geographic and temporal accessibility of the sites. Further signage to indicate directions could optimize accessibility. High adaptability was essential for managers and employees. Training strategies such as people to refer to and pairing allowed to better deal with frequent changes and staff rotation. The addition of ongoing training could be beneficial. Rapid changes in employee schedules were identified as a challenge. The use of technology-based scheduling tools, accessible to all, brought added flexibility, which was appreciated. Several ideas were used to communicate updates on a daily basis. However, timely implementation of new recommendations remained an ongoing challenge. Dedicated clinics for specific clienteles were successful. Community partnerships were generally beneficial, although establishing more of them could potentially reach other vulnerable communities. To improve accessibility and minimize health social inequities, a greater investment in local partnerships might reach more vulnerable clienteles. Regular communication and innovative employee support are key elements to improve fluidity of operations. Key messages • Reaching out for vulnerable clienteles is essential to minimize health social inequities. • Rapid changes in services needs underlign fluidity communication importance.

A system dynamics model based on ISM for risk perception in emergency by employees in chemical industrial parks

Risk perception is one of the factors that guide human behavior in the workplace. In accident prevention and emergency response, the risk perception of employees affects the safety behaviour and efficiency of emergency disposal. Besides, risk perception is a complicated process restricted by many influencing factors. The study aims to identify the most important factors affecting risk perception. This study had three phases. In the first, factors affecting the risk perception were extracted based on the questionnaire survey and the expert scoring. Then, the Interpretive Structure Model (ISM) was used to stratify the 14 influencing factors of risk perception and obtain a hierarchical structure chart. Finally, by analyzing the influence paths in the ISM, the system dynamics feedback loop diagram was constructed. The model took the state variable “risk perception→ risk response→ risk identification→ risk communication→ risk perception” as the main circular loop, and was supplemented and perfected by multiple feeder loop circuits. Research indicates risk experience is the most fundamental factor affecting risk perception. In the aspect of sensitivity analysis, the study shows that the risk perception of employees is related to the distance of the risk source. Its effectiveness in quantifying qualitative data, identifying influential factors, and establishing cause-effect relationships make it a valuable tool for enhancing risk perception in chemical industry park.

Organizational well-being in a healthcare facility in Tuscany

Abstract Introduction Organizational climate assessment provides crucial insights into work life across sectors. While corporate culture evolves gradually, the organizational climate promptly reflects employees’ mood, motivation, enthusiasm, and perception of the work environment. This study aims to analyze the organizational well-being in a healthcare facility in southeast Tuscany to reveal both successful areas and critical issues within the organization. Methods Data on gender, age, tenure, qualification, and contract type were collected anonymously. Organizational climate was assessed using a Likert scale (1-10), covering workplace safety, stress, fairness, discrimination, career development, relationships, belonging, and other perceptions. STATA was used to conduct this analysis. Results Twenty-nine participants included 55.3% male, averaging 45.3 years. Thirty-one percent had less than 5 years of tenure, with only 14% in managerial roles. Workplace safety perception varied: 58% moderately safe, 20% unsafe, and 20% highly insecure. Bullying was reported by 14.3%, while 17.6% found compensation fully appropriate. Merit and career opportunities were unrelated for 65.5%, and 48.2% found their role aligned with their profile. Fifty-five percent felt part of a team, and 27.5% perceived good integration. Company rules were clear for 93%, but 34.5% considered changing companies, while 55.1% were satisfied. External user perception was positive at 58.5%. Conclusions The analysis identified positive aspects and areas for improvement in workplace well-being. Safety and fairness in job allocation were well-received, with room for improvement, mostly in promotion transparency. Colleague relationships were positive, emphasizing the importance of transparent communication and employee engagement in building trust and participation. These findings can guide the development of targeted interventions to enhance organizational well-being, fostering employee satisfaction and efficiency. Key messages • The evaluation of organizational climate in this healthcare facility revealed a variety of employee perceptions, highlighting strengths and areas for improvement in workplace well-being. • Enhancing transparency and communication regarding merit-based promotions within the organization is necessary to foster employee trust and engagement.

Employee Perceptions and Intention to Leave Among Academic Staff in Public Universities in Kenya

Purpose: The specific objectives of the study included perceived organizational support, commitment, performance and perceived organizational support as predictors of intention to leave. Methodology: The descriptive survey research designs was adopted. The population consisted of all cadres of academic staff in the chosen three public universities in Western Kenya. Yamane’s (1967) formula was utilised in determining a sample size of 121 respondents. Purposive sampling technique was utilised in coming up with the sample. Questionnaires were used to obtain primary data for analysis. A pilot study was done on 5% of the sample and Cronbach’s alpha helped in testing reliability. Both face and content validity of the research instrument were checked. Descriptive and inferential statistics of frequencies, means and standard deviation and inferential technique were utilised to analyse quantitative data using SPSS. Findings: The results revealed that perceived organizational support had a negative significant relationship with intention to leave. Perceived commitment, performance and manager support were all positively related with intention to leave. Unique Contribution to Theory, Policy and Practice: The study recommends that universities should assess and improve employee perceptions if they want to influence them to stay longer with the firms.

Employee and Supervisor Perceptions of a Policy Promoting Standing in the Workplace: A Qualitative Study

Many employees have jobs that predominantly require sitting, and reducing sitting time to improve physical health has been a focus of health research. A widespread environmental design change is the incorporation of sit-stand desks. Since the workplace plays a large role in a person’s day-to-day activities, researchers and environmental designers must still assess how joint optimization can be reached to satisfy worker well-being and performance. We conducted a qualitative research study to determine how support and/or concern over a hypothetical policy to increase standing in a predominantly seated workplace would differ between those with and without job supervisory tasks. Employees saw the benefits of reducing their sitting time at work and welcomed the added autonomy. Others saw this as infringing their autonomy, uncertainty about how this would affect their tasks, if they would have appropriate equipment, and if the policy was inclusive to people with difficulty standing.

Improving Social Equity Within Public Organizations: Authority Differentials as Reference Points for Fostering Diversity and Inclusion Within U.S. Federal Agencies

Fostering diversity and inclusion (D&amp;I) is a major challenge confronting the contemporary American administrative state. The asymmetric distribution of authority within U.S. federal agencies is critical for understanding employee perceptions of agency D&amp;I efforts. Leveraging data from approximately 2.51 million U.S. federal employees across 105 agencies between 2010 and 2019, the statistical evidence demonstrates that authority differentials, reflected by the relative gender and racial balance of supervisory and non-supervisory personnel within U.S. federal agencies, predict employees’ evaluations of agency efforts at fostering D&amp;I. Although these authority differentials have similar effects on employee D&amp;I evaluations for both men and women, minority employees exhibit more sanguine assessments of agency D&amp;I efforts than compared to non-minority colleagues predicated on such authority differentials. The statistical relationship between authority differentials and employees’ agency D&amp;I evaluations is most pronounced for women minority employees, as well as for those holding supervisory positions.

The Impact of Psychological Empowerment on Individual Performance in Balloon Companies: Is Justice Perception a Mediator?

Today’s organizations inevitably experience rapid changes at every moment. One factor that plays an important role in the success of organizations in this change is their employees. This study aims to examine the intermediary role of justice in the impact of psychological empowerment perceptions of employees working in balloon businesses belonging to the private aviation industry on individual performance. The study used a convenience sampling method, and the data were obtained from 454 employees by questionnaire. The study used the SPSS 25.0 Program and Process Macro v 4.0 application. Frequency analysis, exploratory factor analysis, confirmatory factor analysis, and reliability analysis were conducted. In addition, descriptive statistics, correlation analysis, regression, and mediating effects were analyzed using the bootstrap method developed by Hayes (2013). In addition, the Sobel test was used to examine the significance of the mediating effect. As a result of the study, the relationship between competence and interactional justice (r =.550; p =.000) is higher than other variables. Moreover, psychological empowerment has a significant and positive impact on individual performance (95% CI [.37; .59]; ß=.4553; p=.000). In addition, psychological empowerment has a significant and positive impact on the justice perception (95% CI [.31; .32]; ß=0.191; p=.000). Justice perception has a significant and positive impact on individual performance (95% CI [.32; .47]; ß=.4052; p=.000). Finally, justice perception has a semi-intermediary impact on psychological empowerment and individual performance (ß=.7892) and (95% CI [.1431, .1488]).

The impact of corporate social advocacy on employee trust and distrust: an empirical study of #StopAsianHate

PurposeThis study examines the relationship between corporate social advocacy (CSA) and employee trust and distrust, focusing on perceived employer support for the #StopAsianHate movement. We aim to explore how perceived CSA relates to employee perceptions and engagement in the workplace, answering for the following research questions: How do employees perceive their companies’ engagement in CSA, specifically the #StopAsianHate movement? To what extent do these perceptions influence trust and distrust toward their employers? How do trust and distrust, in turn, affect employees’ workplace engagement?Design/methodology/approachThe study conducted an online survey of 798 full-time employees across various industries in the USA in March 2022. To ensure a diverse and representative sample, the survey targeted demographic representation based on the latest US census data.FindingsCSA initiatives were found to be positively related to both trust and distrust by employees. Trust was significantly positively connected to employee engagement cognitively, emotionally and physically in the workplace, mediating the relationship between CSA and employee engagement.Originality/valueThis study adds to the empirical CSA research on employee–employer relations by incorporating a real-world context of the #StopAsianHate movement and illustrating the complexity of ambivalent CSA perceptions – both trust and distrust. It highlights the importance of understanding these dynamics within corporate advocacy efforts, offering an overview of CSA’s role in shaping workplace relations.

Leadership in the Employees of a Public Institution, Cajamarca

The general objective of this research was to understand the manifestations of managerial leadership in the employees of a public institution in Cajamarca. The research is qualitative in nature, based on the analysis of scientific research obtained from the review of various studies and academic documents. The main results revealed the coexistence of different leadership approaches within the institution, highlighting transformational leadership and systemic leadership, characterized by fostering skills development, promoting a shared vision, and stimulating innovation; however, the presence of autocratic leadership was also identified, suggesting the persistence of more traditional and centralized approaches in some aspects of management. The research concluded that the perception of employees regarding these leadership styles is crucial to understand their impact on motivation, satisfaction, and performance; therefore, more participatory and adaptable leadership styles should be prioritized in order to avoid feelings of dissatisfaction among workers, phenomena that manifest in autocratic or less participatory styles.

MAIN STAGES OF EMPLOYEE EMPOWERMENT STRENGTHENING IN PRODUCTION ORGANIZATIONS

As management strategies and organizational structures change, the aim is to discover ways that will help make the activities of each employee, as well as the entire production organization, more efficient. In each successful organization, the leader’s and employee's ability to understand each other and to work together in a team is very important. At present, a new term is being emphasized and promoted- empowerment – the leader's actions towards the employee in order to successfully achieve the goals of the organization. Dimensions of structural empowerment: opportunities - the employee's perception of the extent to which he has opportunities to perform challenging work using existing abilities and at the same time acquiring new abilities, information - to the extent that, in the employee's perception, information is available to him in a wider context than his individual work, support - to the extent that the employee feels that he can receive advice or feedback during the performance of various tasks, resources - to what extent all the necessary resources are available to the employee to perform the planned tasks. Empowerment is essentially a democratic process that allows employees to have more say in decisions that are currently made by managers in traditional command and control centers. A model for strengthening employee empowerment is presented, consisting of 3 stages, which allows identifying employee empowerment problems when making decisions on quality issues and providing solutions. The quantity of features and characteristics of a product reflects its quality. One of the most important aspects is that managers and executors (team members) must understand the importance of quality and know what factors affect it and what solutions take place with identified problems. Based on the identification of product quality from the point of view of managers and executives, problems are identified, and solutions are provided to change the situation. If they do not have a common understanding of product quality issues, the situation in production only worsens. Organizations must empower their frontline employees with the authority and training to make decisions related to equipment operation and maintenance. The obtained results of a quantitative study carried out in a manufacturing company proved that employees partially feel empowered by managers to make decisions: especially in the second stage, which is associated with work performance, quality requirements, job satisfaction and efficiency. Recommendations are provided for management to develop a sense of personal efficacy through employee empowerment. The role of managers is to empower their subordinates to make decisions on their own, relying on established (approved) requirements. This research about employee empowerment can be useful for organizations in assessing the effectiveness of measures, enabling leadership, and the innovations implemented, as well as in forming a holistic approach to the phenomenon of employee empowerment, combining the assumptions that make up empowerment into a common system and the consequences that are significant for work and the organization.

Understanding reaction to corporate activism: The moderating role of polarization.

In our polarized societies, more companies are taking a stand on divisive sociopolitical issues. However, given the mixed findings from previous studies, it remains unclear whether Corporate Activism (CA) is more likely to hurt or help a company's performance and reputation, or shape the public's attitudes toward the sociopolitical issue involved. To better understand the impact of CA in polarized societies, it is valuable to study moderating factors, especially those linked to polarization. A meta-analysis of 72 scholarly works is conducted to examine the impact of CA on various outcomes (e.g. ads and social media engagement, cognitive and attitudinal reactions, public's intentions and actions, emotional reactions, social and ethical engagement, workplace, and employee perceptions) and the role of moderators (a sociopolitical issue's political leaning and controversy level, political orientation of the target audience, key demographics). The analysis reveals a positive, albeit small, effect size (0.085 [95% CI (0.0542, 0.1158)]) with the most impact on two outcomes: cognitive and attitudinal reactions, and emotional reactions. It further reveals that companies adopting liberal-leaning CAs elicit more favorable responses than those adopting conservative CAs and that liberals respond positively to CA, while conservatives are more neutral. However, when there is alignment between the CA's political leaning and the audience's political orientation, conservatives have a stronger positive response than liberals. Also, younger audiences view CA more positively. Finally, per national culture, while power distance and individualism positively moderate the reaction to CA, uncertainty avoidance has a negative effect.

A Study on Employees Perception towards NPS &amp; EPF

The study "A Study on Employees' Perception towards NPS &amp; EPF" investigates the views of employees regarding two of India's most prominent pension schemes: the National Pension System (NPS) and Employees' Provident Fund (EPF). The research aims to understand employees' preferences and satisfaction levels with these schemes based on factors such as returns, risk, ease of access, transparency, and tax benefits.NPS, being a market-linked pension scheme, offers higher flexibility and potential for better returns but also carries a higher risk. It is typically favored by employees who seek control over their investments and are comfortable with market fluctuations. In contrast, EPF is a government-backed, more stable scheme, offering lower risk but fixed returns. It is preferred by risk-averse employees who prioritize security over potentially higher gains. Through primary data collected from employees across different sectors, the study highlights key insights into how employees' perceptions differ based on their employment type, income levels, and financial goals. Understanding these perceptions is crucial for policymakers and employers to address gaps in awareness and satisfaction, thereby encouraging more informed decisions for retirement planning and improving participation in both pension schemes. The study contributes to a broader understanding of retirement planning preferences in India