It is very important to analyse how employees are taking various practices of the organizations' superiors. Therefore understanding such behavior is essential.
Organizational psychology can provide a lot of questionnaires to measure different aspect of employees' perception regarding the organization, co-worker, leader, themselves etc.
Filling the missing Links by the employee is quite a difficult puzzle for the organization to solve...Everyday's happening affects and reinforces the perception. there fore when it comes to evaluating the employees individual and group behaviour the leader's in the organization should be well aware of the mental picture that caused the behaviour and what motivates them to perform repeatedly; whether Internal Locus or External locus of control.
Understanding and evaluating the perception of the people around may not be an easy task, however it is your behavior that equip you with such skill to understand the perception. Behavior is reflection of the feelings and perception. Organizational psychologists is kind of person who keeps eye on behaviors so the perception can be predicted.
Equipping Managers with the skills of UNEXPRESSED BEHAVIOR is a real challenge to HRM... Irrespective of rolls, positions and areas of performance all employees need to constantly given inputs through behavioral programs at a convenient and frequency... which will surely benefit the organization as it develops...
Employee perception as a way to apprehend one's job, relationships in the workplace, and one's organisational membership is one of mostly addressed issues in organisational psychology. Often those perceptions are studied as attitudes towards three main targets - the job, the organisation and people in the workplace (Ng & Feldman, 2010). In accordance with the planned behaviour theory (Ajzen & Fishbein, 1977), attitudes together with norms and behavioural control predict intentions and thus behaviours. The way employees feel about their co-workers (co-worker's support), their organisation (organisational justice, organisational commitment), or job (job involvement) explains various behavioural outcomes, such as for example, organisational withdrawal (turnover, absenteeism, etc.) (Laszo & Hanish, 1999) or organisational citizenship behaviour, performance or well-being in the workplace. Changing attitudes organisations may improve both quality of working life and return on investment. This is how I would summarise the idea in a couple of sentences.
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