The Role of Organizational Communications on Employee Perceptions of a Firm

2000 ◽  
Vol 21 (2) ◽  
pp. 87-103 ◽  
Author(s):  
Deborah Unzicker ◽  
Kenneth E. Clow ◽  
Emin Babakus
Keyword(s):  
Employee Perceptions ◽  
Organizational Communications

The role of organizational communications on employee perceptions of a firm

2000 ◽  
Vol 21 (2) ◽  
pp. 87-103
Author(s):  
Deborah Unzicker ◽  
Kenneth Clow ◽  
Emin Babakus
Keyword(s):  
Employee Perceptions ◽  
Organizational Communications

The Effectiveness of Family-Supportive Supervisors: The Moderating Role of Employees’ Collectivistic Self-Construal

2020 ◽  
Vol 51 (6) ◽  
pp. 442-455
Author(s):  
Peng Wang ◽  
Zhengxue Luo ◽  
Zhen Wang
Keyword(s):  
Self Determination Theory ◽  
Employee Perceptions ◽  
Future Research ◽  
Research Directions ◽  
Self Construal ◽  
Member Exchange ◽  
Future Research Directions ◽  
Work Family ◽  
Work Family Enrichment

Built upon conservation of resource theory and self-determination theory, this study explores boundary conditions under which family-supportive supervisors (FSSs) influence employee-perceived leader–member exchange (LMX) and work–family enrichment (WFE). Findings from this research reveal that FSSs positively relate to employee perceptions of LMX and WFE. Employees’ collectivistic self-construals moderate the effect of FSSs on LMX but not on WFE. Implications and future research directions are discussed.

Internal Branding as Innovation Tenet

2019 ◽  
pp. 156-182
Author(s):  
Maria Matiatou
Keyword(s):  
Diffusion Of Innovation ◽  
Business Strategy ◽  
New Technology ◽  
Vital Role ◽  
Employee Perceptions ◽  
Internal Branding ◽  
New Ideas ◽  
Communication Practices ◽  
Culture Positive

Innovation as a core value for most organizations is not simply the application of new technology to achieve a business goal: it must be directly expressed through brand experience. Brand driven innovation is human centric. New ideas require a welcoming organizational culture, positive mindsets and internal advocacy to grow. Businesses can really innovate when employees become their brand evangelists. In this chapter, we initially explore internal branding values and tactics. We assess its role as critical bridge over vision, culture and image gaps in case studies to bring awareness on success and risk factors. Employee perceptions of communication practices are captured and matched to aspiration, missions and organizational values. From this premise, we establish internal branding as practice that affects the company's ability to innovate effortlessly and organically. The strong liaison between diffusion of innovation and brand endorsement is confirmed, consolidating the vital role of internal branding in the implementation of an organization's business strategy.

Turning a Blind or Critical Eye to Leader Value Breaches: The Role of Value Congruence in Employee Perceptions of Leader Integrity

2020 ◽  
Vol 27 (3) ◽  
pp. 286-306
Author(s):  
Sandra E. Cha ◽  
Sung Soo Kim ◽  
Patricia Faison Hewlin ◽  
D. Scott DeRue
Keyword(s):  
Field Survey ◽  
Value Congruence ◽  
Employee Perceptions ◽  
A Value ◽  
Leader Integrity ◽  
Espoused Values ◽  
Organizational Leader ◽  
Theory Research

How do employees react when an organizational leader commits a value breach (i.e., behaves in a way that employees perceive as inconsistent with the organization’s espoused values)? Prior research provides a mixed view: Employees may conclude that the leader lacks integrity, or they may maintain their perception of the leader’s integrity, despite the breach. We focus on the role of person–organization value congruence in determining employee reactions and propose competing predictions that value congruence is positively (“blind eye effect”) or negatively (“critical eye effect”) associated with employee perceptions of leader behavioral integrity following a breach. In Study 1, field survey data suggested that value congruence was positively associated with the perceived integrity of a leader who had committed a breach. However, two follow-up studies using an experimental vignette methodology revealed additional nuance. An integration of our three studies indicated that before the occurrence of any breaches, employees with high value congruence perceive leaders as higher in integrity than do employees with low value congruence (pre-breach sacralization), but when leaders commit one or more value breaches, high value congruence employees react more harshly—lowering their integrity perceptions to a greater extent (the critical eye effect). As a result, as leaders commit more and more breaches, the initially positive relationship between value congruence and perceived leader integrity weakens and eventually becomes negative. Our findings offer important contributions to theory, research, and practice related to organizational values and leadership.

scholarly journals People in suits: a case study of empowerment and control in a non-profit UK organisation

2020 ◽  
Vol 32 (3) ◽  
pp. 511-528
Author(s):  
Roxana Corduneanu ◽  
Laura Lebec
Keyword(s):  
Control Systems ◽  
Management Control ◽  
Interactive Systems ◽  
Employee Perceptions ◽  
Structured Interviews ◽  
Content Type ◽  
Non Profit ◽  
And Control

PurposeDrawing on Simons's levers of control (LoC) framework, the primary aim of this study is to advance an understanding of the balance between empowerment and constraint in a non-profit UK organisation. In particular, this study examines the antecedents and manifestations of LoC (im)balance, in relation to employees' level of engagement with the control systems in place.Design/methodology/approachFor this study, 27 semi-structured interviews were conducted with different organisational members, from directors to non-managerial staff, to gain an in-depth appreciation of the main differences between managerial intentions in the design of management control systems (MCS) and employee perceptions regarding the role of such systems.FindingsThis research reveals that suppression of interactive systems and internal inconsistencies between different types of controls hinder the balance between empowerment and constraint. This imbalance is then found to have important consequences for employee buy-in, in some cases, defeating the purposes of control.Research limitations/implicationsThis study enhances our understanding of the gap between the design of control systems and the employee perceptions of it in an unusual organisational setting (non-profit and bringing together clinical and non-clinical staff and operations).Originality/valueThe study of MCS and its role in organisations has long been the focus of both academic and practitioner research. Yet, while extant literature focused on management's perspective on MCS, few studies have explored employees' attitudes and behaviours that accompany the implementation of control. What is more, little is known about the specific uses and behavioural outcomes of MCS in the context of non-profit organisations. Drawing on Simons's LoC framework, this paper addresses these gaps in the literature and investigates the balance between control and empowerment of employees in a UK non-profit organisation with significant clinical remit.

Pennsylvania Workplace Safety: Employee Perceptions of Active Shooter Preparedness

2020 ◽  
Vol 35 (6) ◽  
pp. 920-939
Author(s):  
Lacey N. Wallace
Keyword(s):  
Self Efficacy ◽  
Perceived Risk ◽  
Workplace Safety ◽  
Employee Perceptions ◽  
Event Data ◽  
Active Shooter ◽  
Representative Survey ◽  
Firearm Policy

This study investigated the role of workplace preparedness actions in employee perceptions of workplace risk, workplace preparedness, and personal self-efficacy in an active shooter event. Data were drawn from an online, state representative survey of 668 Pennsylvania residents in 2019. Nearly 40% of employees reported their workplaces had not taken any preparedness actions. Having a workplace take a greater number of preparedness actions was associated with increased self-efficacy and increased perceptions of workplace preparedness, but also an increase in perceived risk. Males and gun owners perceived lower levels of workplace risk and reported substantially higher self-efficacy. However, associations between workplace efforts and self-efficacy differed from those for perceived workplace preparedness. Associations with firearm policy and the presence of security staff also differed for the two outcomes.

The experience of work stress and the context of time

2017 ◽  
Vol 7 (3) ◽  
pp. 227-249 ◽  
Author(s):  
Liat Eldor ◽  
Yitzhak Fried ◽  
Mina Westman ◽  
Ariel S. Levi ◽  
Abbie J. Shipp ◽  
...  
Keyword(s):  
Work Stress ◽  
Employee Perceptions ◽  
Situational Factors ◽  
Future Research ◽  
Organizational Practice ◽  
Subjective Time ◽  
Stress Research ◽  
Experience Of Time ◽  
Reducing Stress

Scholars have generally neglected the importance of the subjective aspects of time in the field of work stress. In this paper we analyze the joint effects of employee perceptions of subjective time and cultural, organizational, individual, and situational factors on employee experiences of stress. By explicitly considering the role of subjective time in stress research, we develop several propositions and discuss recommendations for future research. We discuss implications for organizational practice in reducing stress, revolving around the manipulation and experience of time.

Family Business in the Middle East: An Eexploratory Study of Retail Management in Kuwait and Lebanon

2006 ◽  
Vol 19 (1) ◽  
pp. 29-48 ◽  
Author(s):  
Dianne H. B. Welsh ◽  
Peter Raven
Keyword(s):  
Middle East ◽  
Customer Service ◽  
Family Business ◽  
Employee Perceptions ◽  
The Family ◽  
The World ◽  
Small Medium Enterprises ◽  
Medium Enterprises ◽  
The Relationship

The Middle East is a growing, lucrative marketplace that has recently captured the interest of the world for political as well as economic reasons due to the War in Iraq, which began in 2003. This exploratory study examines the relationship between retail small/medium enterprises (SMEs) that are family business owned, organizational commitment, and management and employee perceptions of customer service on a number of dimensions. The results suggest that managers and employees of family-owned businesses in the Middle East behave in ways similar to those in Western countries; however, there are differences, probably related to cultural characteristics. The Middle East is a richly diverse region, a myriad of unique cultures. As the market becomes more sophisticated, the importance of service quality increases. Global retailers can benefit from this study by better understanding the managers and employees in the region and the pivotal role of the family on business. Implications for practice are discussed.

scholarly journals Motivational effects of pay dispersion in pay for performance programs implemented in Romanian companies

2016 ◽  
Vol 11 (2) ◽  
pp. 431-448 ◽  
Author(s):  
Sebastian Urieşi
Keyword(s):  
Organizational Justice ◽  
Pay For Performance ◽  
Work Motivation ◽  
Financial Incentive ◽  
Employee Perceptions ◽  
Incentive System ◽  
Mediating Role ◽  
Base Salary ◽  
Pay Dispersion

AbstractThe present study investigates the motivational effects in a sample of Romanian employees in private companies that implement pay for performance programs of one of the characteristics of these programs, namely pay dispersion, and on the potential mediating role of organizational justice in these effects. To this aim, we examined the relationships between the amounts of pay dispersion introduced by the respective financial incentive system, employee perceptions of distributive and procedural justice, work motivation, and base salary, respectively. The results of the data analysis, performed through structural equation modeling, support our hypotheses concerning the positive effect of performance – related pay dispersion on motivation and the mediating role of the two dimensions of organizational justice in this effect. Larger financial rewards allocated by the financial incentive system for high performers increase employee perceptions of distributive and procedural justice, which, in turn, foster work motivation. Base salary was also found to influence pay dispersion, as well as perceived distributive justice.

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