Evaluation of Employees’ Perception with Special Reference to KSRTC
Keywords:
Employees’ Perception, KSRTCAbstract
Perception of Employees’ defers from person to person. In the same way perception varies from designation to designation it purely depends on employees’ nature of job, duration of work, timings of work and schedules’ alerted by depots. Understanding perception of employees plays a whittle role for smooth running and success of an organization. Because employees are backbone of any organization. However, this article tries to find out opinion of employees in different designations. This research work tries to understand perception of employee’s opinion in peer level, option about organization and thoughts about management. Different age groups and work experience of employees, revealed different opinion about the organization.
This research work purely based on primary data, set of systematic questionnaire (both in kannada as well as English medium) has been prepared and circulated among operational level of KSRTC employees. This particular study was conducted in the Mysore rural and urban divisions of KSRTC employees, Karnataka. To obtain the result, ANOVA statistical tool has been applied.
References
Anjali Gupta & Shabnam Saxena (2010) “ASSESSING EMPLOYEES PERCEPTION REGARDING E-HRM IN SERVICE ORGANISATIONS Vol. VI, No. 2;
S. Adebusuyi, M. O. Olasupo, and E. E. Idehen (2013), Analysis of the Perception of Organizational Politics by Employees of Obafemi Awolowo University, Ile-Ife, Nigeria Bangladesh e-Journal of Sociology. Volume 10 Number 1.
Armstrong, M. (2000). The Name has changed, but has the Game Remained the Same? Employee Relations, 22, pp.576-93.
Armstrong, M. (2009). Armstrong‟s Handbook of Human Resource Management Practice, (11th Edition).Palgrave. http://dx.doi.org/10.1080/10884600802693439
Batt, R., Calvin, A. and Jeffrey, K. (2001). Employee Voice, HR practices and quit rates: evidence from the telecommunications industry, CARHS/Cornell University, Working Paper 1 – 04.
Bowen, D.E. and Ostroff, C. (2004). Understanding HRM-firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29, pp.203-221.
Budhwar, P. S. and Debrah, Y. A. (2001). Human Resource Management in Developing Countries. Routledge Research in Employment Relations, 192 – 201. Routlegde Publishing, London: http://dx.doi.org/10.1080/713769629
Gibb, S. (2001). The state of HRM: evidence from employee‟s view of HRM system and staff. Employee Relations, 23, pp.318-336.
Gilmore, S. and Williams, S. (2013). Human Resource Management. Oxford University Press 6-12.
Guest, D. (1999). Human resource management – the workers verdict, Human Resource Management Journal, 9, pp.5-25.
Mina Beig Mehdi Karbasian Yaser Ghorbanzad. (2012). Studying the impact of human resources functions on organizational performance using structural equations method (case study: Iran Behnoush Company). Interdisciplinary Journal of Contemporary Research in Business, 3, pp.721-727.
Morgeson, F.P. and Hoffman, D.A. (1999). The structure and function of collective constructs: Implications for multilevel research and theory development. Academy of Management Review, 24, pp.249-265.
Narayana Murthy, N.R. (2012). “CEO package: How much is too much?” Source: articles.timesofindia.indiatimes.com.
An Analysis of Employee Perception of Industrial Hygiene Equipment at Company XYZ By Trent Noecker May, 2009
Journal of Behavioral Studies in Business Evaluating the perceptions, Page 1 “The role of age in employee perceptions of salary reductions” by Julius Demps II Jacksonville University Barry Thornton Jacksonville University Erica Baker Jacksonville University - CSX Transportation.
Employees’ Perception of the Problems and Practices of Employee Performance Evaluation: (August, 2007) a Case study of Awash International Bank (AIB) By: Zelalem Bayisa Gurmessa Advisor: Dr. Tilahun Teklu Assistant Professor of Management Department of Management, Addis Ababa University School of Graduate Studies BY ZELALEM BAYISA
The Economic Times
The Business Standard
