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Organizational and human resource management (HRM) scholars have shown an increasing interest in examining how macro-level institutions influence individuals' behaviour, frequently adopting an institutional logics perspective. This approach encourages a holistic perspective, highlighting the multiplicity of logics within organizations. However, HRM studies that adopt an institutional logics approach often focus on just two logics (profession and HRM), downplaying other logics that influence individuals, and not fully assessing how a HRM logic plays out in organizations. Based on 54 interviews with Pakistani banking employees, we find that their perceptions of HRM effectiveness only partially explain their turnover intentions. Several logics (HRM, traditional leadership, corporation, professional, family, and religious logics) and their associated values are in play at work, and help to explain how HRM influences employees' intentions to quit. Consequently, we contend that the HRM literature that applies an institutional logics approach downplays the multiplicity of institutional logics embedded within local contexts, and overlooks how various institutional logics and their constituent values shape individuals' behaviour. Thus, this article highlights the importance of contextualizing HRM policies, ways for HRM research to fully benefit from the institutional logics approach, and the role of values in shaping employees' responses to enacted HRM policies. [ABSTRACT FROM AUTHOR]

Firms have already begun integrating artificial intelligence (AI) as a replacement for conventional performance management systems owing to its technological superiority. This transition has sparked a growing interest in determining how employees perceive and respond to performance feedback provided by AI as opposed to human supervisors. A 2 x 2 between-subject experimental design was employed that was manipulated into four experimental conditions: AI algorithms, AI data, highly experienced human supervisors and low-experience human supervisor conditions. A one-way ANOVA and Welch t-test were used to analyze data. Our findings revealed that with a predefined fixed formula employed for performance feedback, employees exhibited higher levels of trust in AI algorithms, had greater performance expectations and showed stronger intentions to seek performance feedback from AI algorithms than highly experienced human supervisors. Conversely, when performance feedback was provided by human supervisors, even those with less experience, in a discretionary manner, employees' perceptions were higher compared to similar feedback provided by AI data. Moreover, additional analysis findings indicated that combined AI-human performance feedback led to higher levels of employees' perceptions compared to performance feedback solely by AI or humans. The findings of our study advocate the incorporation of AI in performance management systems and the implementation of AI-human combined feedback approaches as a potential strategy to alleviate the negative perception of employees, thereby increasing firms' return on AI investment. Our study represents one of the initial endeavors exploring the integration of AI in performance management systems and AI-human collaboration in providing performance feedback to employees.

This study sought to determine perceptions of employees with regard to service quality, specifically within housekeeping departments of selected hotels in Bloemfontein, Free State. The study employed a quantitative approach, using the service quality model (SERVQUAL). Seventy housekeeping employees from participating 3-, 4-, and 5-star-graded hotels, completed a 4 Likert-scale servqual questionnaire. The findings reveal that Tangibles and Reliability are the most important dimensions in determining service quality. The main findings show that employee perceptions are lower than expectations, resulting in overall negative gap scores of all service quality dimensions. This implies that the overall service quality fell below employees’ expectations. Additionally, areas that were highlighted to receive more attention and improvement included the provision of adequate equipment under the tangibles dimension. Also, the need for improved management support and dependability in providing services the first time and at the promised time under reliability dimension was revealed.

Employees' views on the HRD environment at Bharat Sanchar Nigam Limited's (BSNL) Assam Telecom Circle are the focus of the present study. The study seeks to offer significant insights into the HRD practices and their efficacy within BSNL's operational landscape by focusing on understanding the influence of the organizational climate on employee development and engagement. A structured questionnaire was issued to personnel in several areas within the Assam Telecom Circle, including Silchar, Kamrup (Guwahati), and Dibrugarh, for the present study. Methods like ANOVA, standard deviation, and mean are used to examine data gathered using random sampling approaches. The goal of the study is to find out how the HRD atmosphere is connected to different employee-related aspects by looking at how different demographic profiles (such as age, gender, education, experience, and income) feel about it. The study's overarching goal is to help BSNL's Assam Telecom Circle improve its HRD policies and processes, which would lead to a happier workforce and more productive business. [ABSTRACT FROM AUTHOR]

This paper systematically reviews employee perceptions of whistleblowing in the workplace. The theoretical foundation of this paper lies in the study of whistleblowing as an integral part of internal control systems for fraud prevention in organizations. About 806 publications in the Web of Science database were analyzed using a bibliometric approach entailing bibliographic coupling and co-word analysis. The review explores the study of whistleblowing, which is constantly rising as a result of the fact that many countries are strengthening their organizational whistleblowing systems. It is anticipated that more publications will be generated in the future years. The empirical results of this study indicate that a positive corporate working environment should be promoted from the top down and cultivated horizontally. The findings of this study, which were based on actual evidence, are helpful from a pragmatic point of view. Specifically, companies would need to foster a corporate climate that makes it easier for employees to report any probable or seen misconduct to higher authorities. This paper presents a novel knowledge structure by mapping employee perceptions regarding whistleblowing in the context of minimizing ongoing wrongdoings in organizations based on bibliometric analysis. Moreover, future studies should address organizational culture or the role of leadership in employee whistleblowing. [ABSTRACT FROM AUTHOR]

There is limited research exploring leadership programming within intercollegiate athletic departments, despite the NCAA requiring member institutions to house Student-Athlete Advisory Committees (SAAC). This study explores the perceptions of leadership development training within athletic departments through a sequential mixed-method design, which used a combination of interviews (6 staff members, 8 student-athletes) and surveys (98 staff, 188 student-athletes). Themes constructed from the interviews for the athletic department employees were: flexibility, collaboration, intentional and directional programming, relationships, holistic development, and access. The following themes were found for student-athletes: time commitment, communication of programming, definition of leadership, and SAAC involvement in building the student-athlete community. Quantitative findings identified significant differences across the perceptions of available resources, as well as importance of skill development for post athletic-career success. [ABSTRACT FROM AUTHOR]

This study aims to explain employee perceptions about career development and employee performance and to analyze the effect of career development on employee performance at PT. Pegadaian Persero Ende Branch. The sample in this study were employees of PT. Pegadaian Persero Ende Branch as many as 75 people. The data analysis technique is simple linear regression analysis, descriptive analysis, t-test, and determination test. The results of the study suggest that Career Development at PT. Pegadaian Persero Branch Ende is in the very good category while the Employee Performance of PT. Pegadaian Persero Branch Ende is in the very good category. Career Development has a positive and significant effect on Employee Performance at PT. Pegadaian Persero Branch Ende.Thus, the company needs to maintain and improve the Career Development provided to its employees so that employees are more effective in carrying out their work. If the career development provided for employees is getting better, the employees will be better at completing work so employee performance will be good. Keywords: Career Development; Employee Performance; Employee Perceptions

Safety climate can be regarded as a summary of moral perceptions that employees share about their work environments. This study explores the attitude of employees (working on production sites) towards the safety climate of a manufacturing firm producing medical equipment located in Kuala Lumpur (Malaysia). The data were collected through an open-ended questionnaire from 30 employees working in the manufacturing section of Setia Tek Limited. All the responses from open-ended questionnaires were analyzed descriptively and interpretively simultaneously using a thematic content analysis method. The findings indicate that the overall perception of the majority (67%) of employees about safety climate is positive. The research findings further reveal that majority of employees share a common understanding of the significance of the managerial strategies in business operations. With regard to the contribution of dimensions to shaping safety climate perceptions, the analysis reveals that all nine dimensions (safety concept, risks associated with daily work, cause of accidents, safety policies, regulations, and procedures, balance productivity goals and safety goals, commitment of the upper management, commitment of the immediate supervisor/ manager, commitment of employees, adequate training and competency, disciplinary actions for safety violations, accident investigations) positively contribute to employees’ safety perceptions.

Copyright of Journal of Social Security / SGD-Sosyal Güvenlik Dergisi is the property of Journal of Social Security / SGD-Sosyal Güvenlik Dergisi and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Organizations allocate considerable resources in surveys aimed at assessing how employees perceive certain job aspects. These perceptions are often modeled as latent constructs (e.g., job satisfaction) measured by multiple indicators. This approach, although useful, has several drawbacks such as a strong reliance on local independence and a lower performance in exploratory contexts with many variables. In this paper, we introduce psychological network analysis (PNA) as a novel method to examine organizational surveys. It is first argued how the network approach allows studying the complex patterns of attitudes, perceptions, and behaviors that make up an organizational survey by modeling them as elements in an interconnected system. Next, two empirical demonstrations are presented showcasing features of this technique using two datasets. The first demonstration relies on original organizational survey data (N = 4270) to construct a network of attitudes and behaviors related to innovative work behavior. In the second demonstration, drawing on archival leadership data from an organization (N = 337), the focus lies on comparing structural properties of leadership attitude networks between subsamples of supervisors and non-supervisors. We conclude this paper by discussing how PNA constitutes a promising avenue for researching organizational phenomena which typically constitute a set of interconnected elements. [ABSTRACT FROM AUTHOR]

The perceptions held by subordinates in three departments (Finance, Human Resource and Marketing), located at the Head office of a Caribbean retail giant, about the Leadership Styles (LSs) of their immediate supervisors, in reference to their levels of engagement, were researched using a Quantitative methodology and a Survey research design. The electronically administered, researcher-developed questionnaire, comprised thirty-six questions and, included questions from the Utrecht Work Engagement Scale (UWES). Of a population of 175, a sample of 75 employees were surveyed however, the response rate was 44%. Pearson's correlation coefficient (R), Regression and ANOVA were the statistical tests employed to analyse data and test the Hypotheses. Both Null hypotheses were rejected; the main findings were that there is a relationship between supervisor LSs and Employee Engagement (EE) and, employee length of service and engagement; the LSs of immediate supervisors were perceived as Authoritative among other undesirable types and; though employees felt engaged at times, they believed their engagement levels could be improved with better supervisory and managerial leadership efforts and practices. [ABSTRACT FROM AUTHOR]

Organizations allocate considerable resources in surveys aimed at assessing how employees perceive certain job aspects. These perceptions are often modeled as latent constructs (e.g., job satisfaction) measured by multiple indicators. This approach, although useful, has several drawbacks such as a strong reliance on local independence and a lower performance in exploratory contexts with many variables. In this paper, we introduce psychological network analysis (PNA) as a novel method to examine organizational surveys. It is first argued how the network approach allows studying the complex patterns of attitudes, perceptions, and behaviors that make up an organizational survey by modeling them as elements in an interconnected system. Next, two empirical demonstrations are presented showcasing features of this technique using two datasets. The first demonstration relies on original organizational survey data (N = 4270) to construct a network of attitudes and behaviors related to innovative work behavior. In the second demonstration, drawing on archival leadership data from an organization (N = 337), the focus lies on comparing structural properties of leadership attitude networks between subsamples of supervisors and non-supervisors. We conclude this paper by discussing how PNA constitutes a promising avenue for researching organizational phenomena which typically constitute a set of interconnected elements.

SUMMARY: Tone at the top plays an important role in entities' internal control over financial reporting (ICFR) and in auditors' planning and risk assessment decisions. Using a novel measure based on employee perceptions, we find that strong tone at the top is associated with reduced audit pricing and that this relation holds even for firms that report effective ICFR. This relation is stronger when employees' tone perceptions are more consistent throughout the organization, when accounting is more complex, and when earnings manipulation risk is higher. We also find that strong tone is negatively associated with the incidence of reported material weaknesses and positively associated with positive abnormal accruals, and that the management integrity component of tone is more strongly associated with audit pricing than is the quality of management communication. Finally, we find evidence that auditors become familiar with employees' tone perceptions in the normal course of an audit. [ABSTRACT FROM AUTHOR]

This study investigates the employee perceptions of organizational environmental initiatives and their impact on pro-pro-environmental behaviors and frequency of involvement in upstream oil and gas companies in Malaysia, such as the Production Arrangement Contractor and Service Provider Company. The study also examines a new area where environmental work culture acts as a moderator. Analyzed using SmartPLS, our findings demonstrate that supervisory support for environmental initiatives and environmental training has a positive effect on employee perception of organizational support for pro-pro-environmental behaviors. In contrast, the organization's rewards for pro-environmental behaviors do not have a significant impact on it. Following this, the employees' perceptions of organizational support for pro-environmental behaviors positively affect employee engagement in pro-environmental behaviors in both forms of employees' frequency of involvement and employees' innovative pro-environmental behaviors. The findings discovered that environmental work culture moderates the relationship of the effect of the organization's support practices on employee perception of organizational support for pro-environmental behaviors. This study is one of the first attempts to investigate the relationship between the pro-environmental behaviors within the upstream firms in the oil and gas industry. The findings are useful for practitioners in terms of exerting pro-environmental behaviors and facilitating employees' pro-environmental behaviors in the upstream oil and gas management sector.

Over the past decade, the number of studies investigating corporate social responsibility (CSR), its drivers and benefits has been growing. However, several gaps still remain. Previous research mostly investigated customer perceptions of CSR, leaving the employee perceptions in the sidelines and accordingly neglecting the employee importance. Furthermore, although acknowledging that employee perception of CSR is beneficial for the organisation, most of the previous studies have focused on employee attitudes as a desirable outcome forgetting about the employee behaviour, including organisational citizenship behaviour (OCB), which can be a source of competitive advantage. Moreover, although values have been recognised as key determinants of human attitudes and behaviour, it seems that the potential of values, including the universalism values, for driving the employee perception of CSR and OCB has not been revealed. Trying to close the gap, the paper aims at revealing the relationship between the employee perceptions of CSR, employee OCB and universalism values. In doing this, quantitative data were collected (301 responses in total). Consistent with the expectations, the survey indicated that employee perceptions of CSR directed at four main stakeholder groups, namely employees, customers, government, and social and non-social stakeholders had a positive effect on OCB. As it was expected, universalism values drive both the employee perception of CSR and employee OCB. Moreover, the findings support the idea that the employee perception of CSR partly mediates the relationship between the universalism values and OCB. Generally, the obtained results highlight the necessity for organisations to invest not only in CSR, but also in employee perceptions of CSR, as this could drive extra-role employee behaviour, namely OCB.

Recognizing the importance for companies of having high-quality employment relationships with employees, previous studies have sought to explain the variability in employees' perceptions of HRM service value. However, most of these studies view employees as inactive in employment relationships and, therefore, do not consider whether employees' own attributes affect their perceptions of HRM service value. In accepting the alternative notion that consumers create value 'in use,' the current study regards employees as active consumers of HRM practices, and so examines the extent and way in which employees' HRM competences (i.e., knowledge, skills, and abilities) explain the variability in HRM service value. Based on data collected from 2,002 employees in 19 companies in the Netherlands, a positive relationship has been found between employees' HRM competences and their perception of HRM service value, albeit one that is mediated by the perceived quality and nonmonetary costs of HRM services. The main implication of our findings is that employees should be seen as active agents in employment relationships who, through coproducing and consuming HRM services as well as leveraging their knowledge and skills, influence the value of HRM services and have the potential to increase or undermine the outcomes of the employment relationship. © 2015 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

Organizational change involves participation of leaders, employees, structures, and systems as a strategy in anticipating and adapting to environmental changes. Leadership as a reflection of leaders’ behavior in managing organizations not only influences the policy and decision making but also indicates the approach to all members as the most important element in achieving organizational goals. This study explores perceptions of employees toward the implementation of organizational change and leadership in two leading banks in Palu City, namely, PT Bank Negara Indonesia (Persero) Tbk (BNI) and PT Bank Syariah Mandiri (BSM). The sample is purposively determined by 48 people, with 24 employees in each bank. This study is conducted using a quantitative approach with descriptive statistical data analysis and analyzed descriptively. Then it is tested with the Independent Sample T-Test. The results show that there are no differences in perceptions of employees regarding organizational change despite their experience on different levels of change, but reveal different perceptions in a leadership aspect. Organizational change at BNI is at the moving stage, while BSM has been in the last stage of organizational change, namely refreezing. The difference in leadership behavior between these two banks is very significant. Leadership at BNI is charismatic by giving idealized influence, while BSM prioritizes inspirational motivation.

Motivation plays an essential role in all organizations. For organizations to achieve their goals, they must motivate their employees. It is facile for an organization to accomplish its objectives once its employees are motivated to fulfill their personal, professional and organizational goals. Organizations must to establish motivational structures that improve motivation and therefore the performance of the organization and the employee. The main objective of the paper is to analyze motivational factors and organizational performance, using the data collected from nine companies from various fields of activity in Dolj County. The data collection tool used was a structured questionnaire that used the Likert scale to assess the level of motivation and perceptions on performance. The result of the research will be useful to the managers of the sample companies as well as other organizational managers in Romania to determine the relationship between motivation and performance in their organizations, with the ultimate goal of building optimal motivational systems to stimulate individual and organizational performance.

Autonomy and fit with the job are important reasons why employees thrive at work, yet surprisingly little research has examined the implications this may have on how employees perceive their career opportunities, both within and outside the organization where they currently work. Drawing on self-determination theory, we propose that the more employees manage their career in a self-directed manner, the more likely they are to consider themselves to have good career opportunities both within and outside their current organization. However, we propose that, while good person–job fit may push an employee to see increasing opportunities within their current organization, it is equally likely to make the employee less inclined to see opportunities for career advancement outside the organization. Analyses on data gathered from a sample of 902 knowledge workers support our model. We conclude that person–job fit strongly influences the degree to which employees perceive opportunities for internal and external career mobility. The results have implications for research on self-directed career management, person–job fit, and the dynamics of the career mobility issue. [ABSTRACT FROM AUTHOR]

In this study, we examine whether the relationship between employees' perceptions of human resource management (HRM) and work engagement is mediated by job crafting. Using conservation of resources (COR) theory, we propose that HR practices offer job resources which employees reinvest by displaying job crafting behaviours. Since job crafting involves the pro-active redesign of job characteristics by employees, this study advances the idea that employees are pro-active in their response to HRM and translate perceived HRM practice into attitudinal outcomes through displaying pro-active behaviour. In support of this idea, our results show that the relationship between perceived HRM and work engagement is fully mediated by the job crafting type 'increasing job resources and challenging job demands'. The job crafting type 'decreasing hindering job demands' turned out to be insignificantly related to both employee perceptions of HRM and work engagement. [ABSTRACT FROM AUTHOR]

Few studies have assessed the consequences of reorganization on the perceptions of employees. The article examines the effects of the reorganization of the US Citizenship and Immigration Services (USCIS) on employee perceptions. It is based on the Federal Human Capital Survey, an important dataset prepared by the Office of Personnel Management (OPM) to improve the performance of federal agencies. The article assesses changes by comparing measures using t-tests and analysis of variance. The results show that the reorganization of the agency had a statistically significant effect on employee perceptions of performance, goal communication, internal communication, and resources. [ABSTRACT FROM AUTHOR]

Copyright of Journal of Financial, Accounting & Managerial Studies is the property of Journal of Financial, Accounting & Managerial Studies and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Over the past decade, the number of studies investigating corporate social responsibility (CSR), its drivers and benefits has been growing. However, several gaps still remain. Previous research mostly investigated customer perceptions of CSR, leaving the employee perceptions in the sidelines and accordingly neglecting the employee importance. Furthermore, although acknowledging that employee perception of CSR is beneficial for the organisation, most of the previous studies have focused on employee attitudes as a desirable outcome forgetting about the employee behaviour, including organisational citizenship behaviour (OCB), which can be a source of competitive advantage. Moreover, although values have been recognised as key determinants of human attitudes and behaviour, it seems that the potential of values, including the universalism values, for driving the employee perception of CSR and OCB has not been revealed. Trying to close the gap, the paper aims at revealing the relationship between the employee perceptions of CSR, employee OCB and universalism values. In doing this, quantitative data were collected (301 responses in total). Consistent with the expectations, the survey indicated that employee perceptions of CSR directed at four main stakeholder groups, namely employees, customers, government, and social and non-social stakeholders had a positive effect on OCB. As it was expected, universalism values drive both the employee perception of CSR and employee OCB. Moreover, the findings support the idea that the employee perception of CSR partly mediates the relationship between the universalism values and OCB. Generally, the obtained results highlight the necessity for organisations to invest not only in CSR, but also in employee perceptions of CSR, as this could drive extra-role employee behaviour, namely OCB. [ABSTRACT FROM AUTHOR]

At the interface of academia and industry, university commercialisation offices are distinctive firms that act as a conduit between two highly dissimilar sectors and their HR practices remain underexplored. We examine the human resource management (HRM) in two commercialisation offices of research-based universities in Australia and New Zealand, distinguishing key features of HRM in these offices and the HR challenges they are currently facing. Based on qualitative data from 65 interviews, we adopt an HR architecture ideal types model to analyse differences between the two cases' HRM and employee perceptions of HR effectiveness. Our results indicate that while both cases are facing similar HR challenges, each has implemented company-specific HR practices that resulted in different employee perceptions. Our findings contribute to the literature by furthering the understanding of the ways in which HR creates value for the firm through examining discrepancies between managerial HR intentions and employee perceptions on HR. [ABSTRACT FROM AUTHOR]

As employees' international mobility has increased, implementing repatriation processes has become a significant human resource (HR) issue. Through an exploratory study using a semi-structured interview method, we examine repatriated employees' views about HR activities that facilitate and hinder the repatriation process in the emerging economy of India. Respondents described lack of formal repatriation assistance, no contact person in HR to help with repatriation, and lack of re-entry culture-related training as characteristic of the repatriation process. Managing employees' expectations, along with creating a more sensitive, structured, and strategic HR function, are recommended to improve the repatriation process. From a theoretical perspective, results point to the multi-dimensionality of the repatriation construct and provide evidence of the context-specificity of HR practices. © 2010 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

Background: This study explored the experiences of university employees recruited to a 10-week randomized controlled trial (n = 64). The trial compared "walking routes" with "walking-while-working" on daily step totals, showing that, compared with controls, interventions resulted in around 1000 extra steps per day. Methods: A subsample of 15 academic and administrative employees from intervention groups completed interviews at the end of intervention. Inter- views were transcribed verbatim and subject to inductive coding within the major themes of benefits/positives and problems/barriers. Findings: Both interventions benefited employee health and work productivity but were difficult to implement in the workplace. Involvement in walking routes was challenged by the difficulties of managing time pressures, and individuals assigned to walking-while-working had to deal with local management subcultures favoring physical presence and inactivity. Conclusions: Findings highlight the need for further research, advocate the value of walking at work, and provide insights into the challenges that face staff in workplace interventions. [ABSTRACT FROM AUTHOR]

• Workplace perceptions and productivity are boosted by OHS interventions. • Hazard exposure is significantly reduced through OHS-focused interventions. • Strong OHS policies are linked to better productivity. • A positive impact on productivity comes from increased OHS awareness. • The role of employee participation in OHS needs further study. Occupational health and safety (OHS) are vital for employee well-being and productivity. This study explores the impact of OHS practices on employee productivity within a UAE Fire and Security company, focusing on shifts in employee perceptions of OHS. We adopted a mixed-methods approach, using both qualitative and quantitative data. Surveys were administered to 293 employees before and after OHS interventions. Productivity data were collected correspondingly. Qualitative insights came from discussions with the company's QHSE director. Data revealed that OHS interventions can enhance workplace ambiance and significantly boost employee productivity. A direct link between improved OHS practices and heightened productivity was observed, along with a marked shift in employee OHS perceptions. OHS practices are pivotal for both a secure working atmosphere and heightened employee productivity. Embracing proactive OHS strategies offers dual advantages: better well-being and improved organizational output. UAE businesses should prioritize solid OHS measures to ensure safety and enhance productivity. Methods like audits, training, and strategic management promote effective workplaces. Strict adherence to government standards, like the OHSMS National Standard, is essential. Adopting strategic OHS initiatives, as demonstrated here, augments operational efficiency while cultivating a safety-conscious workforce. [ABSTRACT FROM AUTHOR]

This study investigated what hotel employees preferred as team-building activities among 11 types of interventions. Data were collected from 102 employees in a four-star hotel in the Netherlands. Results showed that socialising was the most preferred team-building intervention, whereas outdoor fun was the least preferred by employees. Through a series of Exploratory Factor Analyses, the newly developed scale was revised to include five main types of team-building interventions (i.e. socialising, interpersonal communication, work content, creative problem-solving, and outdoor fun). Theoretical and practical implications are discussed.

Purpose: Common mental disorders (CMDs) are becoming increasingly relevant in the working world. Numbers of risk factors have been confirmed by mostly correlative cross-sectional studies. Comprehensive and effective prevention is urgently needed. There is little knowledge about employees' own perceptions on causes of CMDs and prevention measures. Therefore, a survey was conducted in 2016. Methods: A standardised instrument was developed for an online survey in a commercial access panel, targeted employees in different job types. We assessed two outcomes: perceived relevance of (1) work-related demands to the development of CMDs, and (2) prevention approaches in the workplace and on individual and societal levels. Possible predictive aspects were analysed exploratively by multivariate linear regression analysis. Results: The response rate was 75% (n = 610). Job types were categorised as "blue", "grey" and "white-collar" workers (n = 193, 169, 248). The majority of respondents rated both outcomes consistently as "quite" or "very relevant"; societal prevention strategies were more relevant for non-white-collar workers. Perceived relevance of individual predisposition to develop a CMD was the strongest predictor for both outcomes, indicating the perception that people with higher personal vulnerability might suffer a higher strain from work-related risk factors than others. Conclusion: We assume that participants in our survey judged the relevance of work-related causes of CMDs independently of their own workload. The perceived relevance of prevention measures in different areas is consistent with official guidelines. A possible selection bias due to characteristics of access panel collectives and own direct or indirect experiences with CMD should be critically questioned. [ABSTRACT FROM AUTHOR]

Motivation plays an essential role in all organizations. For organizations to achieve their goals, they must motivate their employees. It is facile for an organization to accomplish its objectives once its employees are motivated to fulfill their personal, professional and organizational goals. Organizations must to establish motivational structures that improve motivation and therefore the performance of the organization and the employee. The main objective of the paper is to analyze motivational factors and organizational performance, using the data collected from nine companies from various fields of activity in Dolj County. The data collection tool used was a structured questionnaire that used the Likert scale to assess the level of motivation and perceptions on performance. The result of the research will be useful to the managers of the sample companies as well as other organizational managers in Romania to determine the relationship between motivation and performance in their organizations, with the ultimate goal of building optimal motivational systems to stimulate individual and organizational performance. [ABSTRACT FROM AUTHOR]