Employee perceptions

Differences in employees perceptions of mentors and supervisorsHine managers... 

Pressures from Employees. Employees want to be paid well, with competitive wages and salaries, benefits, and increasingly, stock. They want the resources to do their jobs well. And, equally important, they want an employer who treats them fairly and with respect and values their knowledge and different life experiences. Employee perceptions about how a company accepts and manages its social responsibilities are also increasingly part of employee decisions about where to work. Furthermore, unions and related institutions put pressure on companies to reform their labor practices to meet global labor standards. 

Stamper, C. L., Masterson, S. S. (2002). Insider or outsider how employee perceptions of insider status affect their work behavior. 

Mor Barak, M, E., Cherin, D. A., Berkman, S. (1998). Organizational and personal dimensions in diversity climate Ethnic and gender differences in employee perceptions. Journal of Applied Behavioral Science, 34, 82-104. doklO.l 177/0021886398341006... 

Fig. 5.1 Associations between organizational processes, and employees perceptions of, and reactions to, new employees...

The following sections examine two processes associated with recmitment activities (i.e., job analysis, and realistic safety preview), and a range of selection predictors (application blank, applicant interview, cogiutive, physical, psychomotor, sensory/perceptual ability testing, personality testing, and attitude measurement) which an organization can use to help predict job applicant (new employee s) safety behavior, and overall their ability to work safely. Where appropriate, recommendations on how recruitment and selection processes can be used to improve new employee safety are discussed. Finally, this chapter examines how employees perceptions of organizational processes can be made more realistic. 

Employee Perceptions of Organizational Processes Selection, and Training... 

Burt and Stevenson (2009) and Burt et al. (2009) examined employees perceptions of organizational processes and how these are associated with their reactions to new employees. Perceptions of recruit and selection processes are discussed in Chap. 5, and perceptions of socialization and prestart training processes are discussed in Chap. 6. Both chapters note how a perception that organizational processes helps ensure safety can be associated with a lowering of risk perceptions, a decrease in behaviors which should ensure safety, and thus an overall increase in workplace safety risk. Scales used to measure perceptions of tmst in selection process, trust in induction processes, and employees reactions to new employees (compensatory behaviors) are published in the appendix of Burt et al. (2009). 

Burt and Hislop (2013) developed the 6 items shown in the left hand column of Table 9.11 to measure employees perception of the safety behavior of past new recruits and reported a Cronbach s alpha for the 6 items of 0.79. The items in the right hand column of Table 9.11 are the prospective equivalent. These items measure worker expectations of new employees. Generally, expectations are based on past experience therefore, an employee s responses to the two scales shown in Table 9.11 will probably be highly correlated. Of course, there are always exceptions, and while all previously encountered new employees may have been perfect safety citizens, the next new employee may be a real danger. Using the scales shown in Table 9.11, employees can be instmcted (shown) how their expectations are driven by their previous experience, and also instructed in the dangers of making the assumption that aU new employees are alike. 

Safety climate can be defined as a snapshot" of employees perceptions of the current environment or prevailing conditions which impact upon safety and is viewed as a temporary state that is subject to change depending on current circumstance. 

From the literature it emerged that management was the key influence of an organization s safety culture. A review of the safety climate literature revealed that employee perceptions of management s attitudes and behaviors towards safety, production and issues such as planning, discipline, etc. was the most useful measurement of an organization s safety climate. (HSE, 2002, summary page)... 

The ability to listen to and use customer feedback is important in maintaining a climate for service (Schneider et al. 1998). Boundaiy employees and customers tend to have similar perceptions of the quality of customer service provided by a company (Schneider et al. 1980). This is because there is a reciprocal relationship between customer perceptions and employee perceptions of climate for service (Schneider et al. 1998). For example, employee behaviour towards customers influences customer perceptions of the company. But at the same time, companies use customer feedback to modify their procedures. In this way, both employees and customers have an influence on each other. 

O Toole, M. 2002. The relationship between employees perceptions of safety and organizational cnltuie. Journal of Safety Research, 33, 231 3. 

Safety as a shared value -Employee perceptions of management safety commitment -Management perceptions of employee safety commitment -Persoimel s reported safety attitudes in safety culture surveys -Management raising safety issues in their t s... 

One means of gathering data for monitor indicators is patient safety culture questionnaires. We have developed a patient safety culture questionnaire, TUKU, that measures employees perceptions of the organisational functions depicted in Table 9.4 as well as employees psychological states, such as sense of control and worry about patient safety (Reiman et al. 2013). In one hospital, the results of the questionnaire were compared with the ratio of patient safety incidents at the hospital s 40 units 16 months after the safety culture questionnaire was administered. The results, which must be treated with caution due to the small sample size, indicated that perceptions of work process management , work conditions management . 

In Big Store, such employees perceptions were understandable given the reporting structure. Since HR did report to their ultimate boss, they... 

While we discussed the connection to coworkers in Chapter 4, the impact of working on teams to solve customer problems was central to some employees perceptions of inclusion. For example, this sales representative shared that the most inclusive moment in his career with Big Store occurred last year ... 

Employee perceptions can provide other usefnl information. An employee s opinion of how easy it is to report a hazard and get a response will tell yon a lot about how well the hazard reporting system is working. If employees indicate that the system... 

The process to assess the safety culture is to determine the collective attitudes (perception) about safety. (Safety perception surveys are discussed in Chapter 17.) Confidential interviews are conducted with all levels of employees and management (see the discussion of independent reviews in Chapter 17). A strategic action plan model is developed where a new course is charted for instilling safety into the organization. The point is to design a new culture that is consistent with management and employees perception of the safety objectives [3]. 

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