Employees perception is the most sensitive aspect of the company business to be able to communicate with the employees in the company

About employee perceptions

1. INDUSTRIAL ANALYSIS
REPORT.
NARESHBOOPATHI
B.COM-B

2. A STUDY ON EMPLOYEE
PERCEPTIONS.

3. COMPANY PROFILE.
Amcor is a global leader in developing and producing responsible packaging for food, beverage,
pharmaceutical, medical, home-and personal-care, and other products. Amcor works with leading companies
around the world to protect their products and the people who rely on them, differentiate brands, and improve
value chains through a range of flexible and rigid packaging, specialty cartons, closures, and services. The
company is focused on making packaging that is increasingly light-weighted, recyclable and reusable, and
made using a rising amount of recycled content. Around 48,000 Amcor people generate about US$13 billion
in sales from operations that span about 250 locations in 40-plus countries.
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4. OBJECTIVES OF THE STUDY
•To Improve Job Satisfaction : Foster a work environment where employees feel fulfilled, satisfied, and content with their roles, responsibilities, and
contributions.
•To Enhance Trust in Leadership : Increase employees’ trust in their leaders by ensuring transparency, fairness, and consistency in decision-making and
communication.
•To Increase Employee Engagement : Boost employees’ emotional investment in their work and the organization, ensuring they are fully engaged in their roles.
•To Foster a Positive Work Environment : Create a supportive and collaborative work atmosphere where employees feel valued, respected, and motivated to
contribute to the organization’s success.

5. SCOPE OF THE STUDY
•Work Environment : Employees form perceptions about the physical and psychological environment. This includes the safety, comfort, and resources
available, as well as the emotional climate, such as teamwork, inclusion, and support from colleagues and supervisors.
•Leadership & Management : Perceptions of management practices play a critical role. Employees assess whether leaders are fair, transparent, approachable,
and capable of guiding the organization toward success. Leadership style and communication influence trust and respect toward management.
•Job Security : Employees’ perceptions of their job security impact their commitment and morale. During times of economic uncertainty or organizational
changes, perceptions of stability are crucial to retaining a positive outlook on their role.
•Recognition & Appreciation : Employees need to feel valued and recognized for their work. Their perception of fairness in recognition and rewards, such as
promotions, bonuses, and verbal acknowledgment, affects their motivation and productivity

6. NEED FOR THE STUDY
•Understand what employee perceptions entail, including their views, feelings, and attitudes toward their work, colleagues, management, and the organization.
•Outline the importance of perceptions in shaping workplace culture and performance.
•Identify how perceptions impact employee satisfaction, engagement, and productivity.
•Examine the role perceptions play in retention, loyalty, and the likelihood of recommending the company to others.
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7. LIMITATIONS OF THE
STUDY
▪Thestudy was conducted only to A limited sample size
▪The individual perspective will be different.
▪The study was conducted in a limitedperiodoftime.

8. 1. Charles R. McConnell
The author has found from his research that, whenever there is a contradiction between
what employees are told or led to expect and what they actually see occurring, the result is usually a
negative perception. In the employee-manager relationship, a greater presence of negative perceptions
lowers the credibility of the management and increases the difficulty in securing employee
cooperation and commitment. The task of minimizing employees' negative perceptions falls largely on
the first-line supervisor, although the "door is always open" higher managers can make this more
difficult.
REVIEW OF LITERATURE.

9. 2. Carroll M. Graham,
The purpose of this study was to determine employees’ perceptions of the dimension of culture toward organizational
learning readiness. The study also seeks to compare employees' work experience (longevity), work shifts and their perception
towards the dimension of culture in enhancing organizational learning readiness. ANOVA was used to investigate the
relationship between longevity, work shift, and perception towards the dimension of culture in enhancing organizational
learning.
The independent variables longevity and work shift were statistically significant, while the interaction effect was
nonsignificant. Omega-squared test statistic revealed longevity and work shift each accounted for 9 percent and 7 percent,
respectively, of the variance in the dependent variable employee perception toward the dimension of culture in enhancing
organizational learning. Moderate effect sizes for independent variables longevity and work shift were also established.

10. 3. Charles G. Andrews, B. A., M. S.
According to the author, there is no statistically significant differences between the perception of nonmanagement
employee job satisfaction and management job satisfaction as measured by job satisfaction topic means. It could be
concluded from this study that group means of importance for job satisfaction topics shows no significantly relationship by
management or management status. Nonmanagement rated Employee Development Opportunities and Work -life Balance
higher than management employees.
However, none of the differences were statistically significant. Rust, Stewart, Miller, and Pielack (1996) examined job
satisfaction of frontline workers. Topics addressed included work design, work conditions, benefits, and supervision. They
found that a person's overall satisfaction is driven by their satisfaction with the organization's managerial process.

11. 4. Md. Shafiqul Azam, Pro-Tech Search, Inc.
Illinois State University
Supervisors perceive and rate Information employee work attitudes differently than the Information employees perceive and rate
their work attitudes by themselves. Non-information employees perceive their work attitudes differently than their supervisors do.
Information and Non-information employees do not perceive their work attitudes similarly. Information employees had higher
means for Dependability and Ambition and Non-information employees had higher means for Teamwork and Self-Control.
There were differences in the strength of disagreement of responses across the groups. The strongest disagreement between
employees (both Information and Non-information) and supervisors on the perceptions of employee (both Information and Non-
information) work attitudes was obtained for the work attitudes dimension Dependability. The second disagreement between
employees (both Information and Non-information) and supervisors on the perceptions of employee (both Information and Non-
information) work attitudes was obtained for the work attitudes dimension Ambition. The third disagreement between employees
(both information and non-information) and supervisors on the perceptions of employee (both Information and Non-information)
work attitudes was obtained for the work attitudes dimension Teamwork.

12. 5. Barbara B. Brown
The author says that relations-oriented leadership behaviors explained more of the
variance in affective commitment than the variance in normative commitment. The variance that task oriented
leadership behaviors explained in the two types of organizational commitment was the same, only weaker. Neither
relations-oriented nor task-oriented leadership behaviors explained any variance in continuance commitment.
The relations-oriented leadership behaviors were positively related with affective and Normative commitment,
although not very strongly. This means that leadership behaviors which involve engendering trust, inspiring a shared
vision, generating enthusiasm, encouraging creativity, providing coaching, and recognizing accomplishments do
explain some of the variation in how employees feel about wanting to or feeling obligated to stay with the city of
Charlottesville.
The more they display these behaviors, the more employees may want to or feel obliged
to stay. Task-oriented leadership behaviors had a negative relationship with normative commitment and explained
even less of the variance than relations-oriented leadership behaviors.

13. 6. Barton L. Weathington and Lois E. Tetrick
The authors have found that employee perceptions of the benefits provided to them by
their organization can influence employee attitudes. Three factors that appear to influence the perception of
benefits by employees are benefit satisfaction, benefit importance, and the perceived motive of the
organization in providing the benefit to employees. However, it was inferred that some benefits are perceived
as rights that are owed to employees by the organization. The study proposed and tested a model of benefit
perception that incorporates all of these factors. Results suggested that benefit satisfaction and the perceived
motive of the organization in providing a benefit both have a direct relationship with employee attitudes. The
perceived right status of a benefit appeared to moderate this relationship.

14. 7. Choi, J.
This paper proposed to provide a conceptual model about how internal and external communications influence employees’
perception of organizational images, in turn influencing employees’ organizational identification and behaviors. In
particular, it was argued that when there is discrepancy between perceived external images and internally perceived
images that are held by employees, it can result in significant consequences in terms of employees’ behaviors.
Furthermore, it was discussed how perceptions about organizational images were related to internal and external
communication and the need for an integrative perspective of communication management in the organization.

15. SOURCES OF DATA
•PRIMARY DATA
PRIMARY DATA IS THE DATA WHICH IS COLLECTED BY THE RESEARCHER DIRECTLY FROM HIS OWN
OBSERVATIONS AND EXPERIENCES
•SECONDARY DATA
SECONDARY SOURCES OF DATA REFERS TO THE DATA THAT IS NOT ORIGINALLY COLLECTEDD BY THE
RESEARCHER, BUT OBTAINED FROM ALREADY PUBLISHED OR UNPUBLISHED SOURCES
•SAMPLE SIZE
50 SAMPLES ARE COLLECTED FROM THE APPASAMY OCULAR DEVICES, PONDICHERRY.
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16. STATISTICAL TOOL
PERCENTAGE ANALYSIS
No. Of Respondent
Percentage = X 100
Total no. Of respondent
ONEWAY ANOVA
ANOVA is to test for differences among the means of the population by examining the amount of variation within each sample, relative to the
amount of variation between the samples.
F = MSB/MSW
•F is the test statistic that follows the F-distribution
•MSB is the mean sum of squares between groups
•MSW is the mean sum of squares within groups
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17. CORRELATION ANALYSIS
Correlation reflects the strength and/or direction of the relationship between two (or more)
variables. The direction of a correlation can be either positive or negative.
Rxy – the correlation coefficient of the linear relationship between the variables x and y
xi – the values of the x-variable in a sample
x̅– the mean of the values of the x-variable
yi – the values of the y-variable in a sample
ȳ – the mean of the values of the y-variable
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