Borg / Mastrangelo Employee Surveys in Management
1. Auflage 2009
ISBN: 978-1-61676-295-7
Verlag: Hogrefe Publishing
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)
Theories, Tools, and Practical Applications
E-Book, Englisch, 495 Seiten
ISBN: 978-1-61676-295-7
Verlag: Hogrefe Publishing
Format: PDF
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)
Employee surveys are the central tool for accelerating strategic organization development. They allow managers and consultants to assess an organization on its “soft factors” such as leadership and employee engagement, leading to actions that reduce problems and turn opportunities into tangible results.
This practically oriented book details both the factors to be considered and the steps necessary for developing a successful employee survey process – from administration to action. In doing so, the authors draw upon organizational psychology and survey methodology, as well as their wide practical experience with employee surveys in North America, Europe, and multinationally.
This book not only shows how to plan and execute employee surveys, but also offers a host of models, methods, examples, and theory for what to do afterwards, including standard and nonstandard data analysis, presentations of results to top management, running workshops with managers and staff on the survey results, and planning and implementing actions. It also includes numerous practical tips and handy checklists that go far beyond simple “how-to” recipes. Rather, all recommendations are discussed so that their rationale becomes transparent and adaptations can be made to optimally fit the needs of the particular organization
Autoren/Hrsg.
Fachgebiete
Weitere Infos & Material
1;Content;6
2;Preface;16
3;1 Characteristics and Types of Employee Surveys;20
3.1;1.1 Current Usage of Employee Surveys in Industry;20
3.2;1.2 Some Typical Cases of Employee Surveys;22
3.3;1.3 General Characteristics of Employee Surveys;24
3.4;1.4 The Purposes of Employee Surveys;25
3.5;1.5 Some Basic Types of Employee Surveys;27
3.6;1.6 On the Evolution of Employee Survey Types;36
3.7;1.7 Potentials and Risks of an Employee Survey;38
3.8;1.8 Employee Surveys and Naïve Models of the Employee;40
4;2 Positioning an Employee Survey;46
4.1;2.1 Positioning the Employee Survey;46
4.2;2.2 The Context of an ES;50
4.3;2.3 Positioning the Employee Survey through Top Management;62
4.4;2.4 Further Facets of Positioning an ES;66
4.5;2.5 Ethical and Legal Use of Individual Employee Data;70
4.6;2.6 Census and Sample Surveys;76
5;3 Coordinating and Planning the ES Project;80
5.1;3.1 Architecture;80
5.2;3.2 ES Project Plan;86
6;4 Content of Questionnaire;96
6.1;4.1 Approaches for Defining the Content of an ES;96
6.2;4.2 Standard ES Questions: The Individual Employee’s Perspective;110
6.3;4.3 Extending Standard ES Topics: Performance and Strategy;114
6.4;4.4 Extensions II: Further Psychological Topics;116
6.5;4.5 Topics Not Suited for an ES;119
6.6;4.6 Facets of ES Items;120
6.7;4.7 Importance as a Judgment Criterion;122
6.8;4.8 Typical Item Compilations;125
6.9;4.9 Demographic Items;126
7;5 Item and Questionnaire Design;128
7.1;5.1 Closed Items with Rating Scales;128
7.2;5.2 Response Criteria in Items;134
7.3;5.3 On the Psychology of Answering Survey Items;136
7.4;5.4 Items with Qualitative Response Scales;139
7.5;5.5 Comments;142
7.6;5.6 Open-Ended Questions with a Focus;145
7.7;5.7 Formulating ES Items;147
7.8;5.8 Scales and Single Items;151
7.9;5.9 Items in Different Languages;152
7.10;5.10 Collecting Demographic Information;154
7.11;5.11 The Structure of the Questionnaire;155
7.12;5.12 Layout of Questionnaire;158
7.13;5.13 Prognosis Questionnaires;165
7.14;5.14 Electronic Questionnaires;167
8;6 Processes of Questionnaire Development;172
8.1;6.1 Developing an Early Version of the Questionnaire;172
8.2;6.2 The ES Project Team’s Role in Questionnaire Development;174
8.3;6.3 Involving Stakeholders into Questionnaire Development;179
8.4;6.4 Pre-Testing and Pilot-Testing the Questionnaire;182
9;7 Sampling;188
9.1;7.1 The Population;188
9.2;7.2 Non-Random Samples;189
9.3;7.3 Random Samples;192
9.4;7.4 Sampling Errors;196
9.5;7.5 Sample Size;199
9.6;7.6 Response Rates and Nonresponse;202
9.7;7.7 Sample Construction in Practice;206
10;8 Information Campaign Before Data Feedback;210
10.1;8.1 Phases and Steps of the Information Campaign;210
10.2;8.2 Phase I of the Information Campaign: Before the ES;211
10.3;8.3 Bridging the Time of “No Action” After the Survey;217
10.4;8.4 Planning the Information Campaign;219
10.5;8.5 Style of the Information Campaign;219
10.6;8.6 Typical Questions and Answers;220
11;9 Data Collection;226
11.1;9.1 Survey Administration and Survey Logistics;226
11.2;9.2 Data Collection in Group Sessions;227
11.3;9.3 Data Collection by Postal Mail;235
11.4;9.4 Online Data Collection;239
11.5;9.5 Alternative Methods of Data Collection;245
11.6;9.6 Summary Comparison of Data Collection Methods;246
11.7;9.7 Measures to Increase Response Rates;247
11.8;9.8 Data Entry and Data Coding;256
11.9;9.9 Data Cleaning;257
12;10 Standard Data Analysis;260
12.1;10.1 Elementary Analysis of ES Data;260
12.2;10.2 Standard ES Reports;271
12.3;10.3 Focal Reports;272
12.4;10.4 Cross-Comparison Reports;278
12.5;10.5 Prognoses Reports;281
12.6;10.6 Standard Reporting of Answers to Open Questions;282
12.7;10.7 First-Results Reports for Employees;284
12.8;10.9 How to Organize Report Ordering;285
13;11 Designing Follow-Up Processes;290
13.1;11.1 Basic Components of the Follow-Up Processes;290
13.2;11.2 Approaches to Designing Follow-Up Processes;294
13.3;11.3 Communicating the Organization’s Official Response to ES Results;301
13.4;11.4 Creating Dialogue as a Response to Survey Results;303
13.5;11.5 Cultivating Individual Responses to Survey Results;305
13.6;11.6 The 7+7 Approach for Rolling-Out the Follow-Up Processes;308
13.7;11.7 Response Sequences for Individual Managers;310
13.8;11.8 Criteria for Planning and Evaluating Follow-Up Processes;311
14;12 Nonstandard Data Analysis;314
14.1;12.1 Interpreting ES Results;314
14.2;12.2 Experience-Based Hypotheses and ES Results;316
14.3;12.3 Benchmarking;317
14.4;12.4 Using Theory to Interpret ES Data;326
14.5;12.5 Deep Statistical Analyses;329
14.6;12.6 Business-Oriented Frameworks for ES Data Interpretation;337
14.7;12.7 Triangulation and Other Views onto the Data;340
15;13 Presenting Survey Results to Management;342
15.1;13.1 Structuring an ES Presentation;342
15.2;13.2 The ES Presentation Process;351
15.3;13.3 Adding Punch to the Presentation;355
15.4;13.4 Motivating Managers to Act;358
16;14 Employee Survey Workshops;362
16.1;14.1 Foundations of ES Workshops;362
16.2;14.2 Typical Design of an ES Workshop;366
16.3;14.3 The Participants of an ES Workshop;376
16.4;14.4 The Facilitator of an ES Workshop;376
16.5;14.5 Organizing and Preparing an ES Workshop;378
16.6;14.6 Discussing ES Results;382
16.7;14.7 Tips and Hints for Facilitating an ES Workshops;387
16.8;14.8 Variants of the Traditional ES Workshop;395
16.9;14.9 Alternatives of the Traditional ES Workshop;397
16.10;14.10 Planning Batteries of ES Workshops;401
16.11;14.9 Additional Follow-Up Work on ES Workshop Results;402
17;15 Action Management;408
17.1;15.1 Developing Ideas for Actions;408
17.2;15.2 Organizing Actions;411
17.3;15.3 Foundations of Action Planning;417
17.4;15.4 Simple Action Planning Tools;418
17.5;15.5 Planning Complex Actions;420
17.6;15.6 Controlling Action Implementation;423
17.7;15.7 Soft Factors in Action Management;428
18;16 Information Campaign on ES Results and Responses;434
18.1;16.1 Information on Results and Management’s Responses;434
18.2;16.2 Information on Actions;435
18.3;16.3 Planning and Organizing the Information Campaign;438
18.4;16.4 Communication as Part of Planned Change Management;444
19;17 Evaluating Employee Survey Projects;446
19.1;17.1 Project Evaluation and Learning;446
19.2;17.2 Evaluating ES Projects;447
19.3;17.3 Evaluation Methods;452
19.4;17.4 The Practice of ES Evaluations;458
20;References;466
21;Author Index;482
22;Subject Index;488
1.6 On the Evolution of Employee Survey Types (p. 17)
From a historical point-of-view, the UIMP and benchmarking ES are relatively modern types, whereas a climate ES or an employee poll are older approaches. Systemic employee surveys are the most recent developments. No ES type is obsolete, however. Most employee surveys today are really mixtures of different types. It therefore makes little sense to order different ES types along an “evolution” dimension (Higgs &, Ashworth, 1997). What is true, though, is that many progressive organizations have led the ES through an evolution from a passive monitor of mood to a proactive tool for implementing HR strategy (Hinrichs, 1991, p. 301).
In the literature, employee surveys are mostly positioned as instruments of organization development (Moorehead &, Griffin, 1989, Nadler, 1977), change management (Hellriegel, Slocum, &, Woodman, 1992), or as “survey-guided development” (Pacific Gas and Electric Company, 1991). This perspective is appropriate even if the ES officially only serves diagnostic purposes because the survey’s results will always influence management’s action—even without a step-by-step model of how the survey results are systematically transformed into such activities. Hence, it makes sense in any case to at least consider what needs to be done to feed back the results easily and reliably. What works in one organization, however, may not work elsewhere because the managers in one company, for example, may not have the skills to read a standard ES report or because the established reward systems in another company prevent using the ES results in certain ways.
Taking an organization’s specific context into account rather than using a standard questionnaire has become the normal approach not only in employee surveys, but in surveys in general. Indeed, in the 1970s the focus was almost completely on designing the measurement instrument, and a variety of standard instruments were developed and used over and over again in many different contexts. Little was done to optimize even the most immediate survey processes, such as methods of achieving a high response rate. In public opinion surveys such topics were first picked up by Dillman (1978) in what he called the total design method. The TDM simply studied the effects that different seemingly trivial design elements (e.g., the layout of the questionnaire or the letter of invitation) have on the total response rate. With the new survey administration possibilities, the TDM was extended to a tailored design method (Dillman, 2000). In the context of employee surveys, a tailored design perspective extends to a much wider action field, covering multiple processes for designing, participating in, and acting upon the survey. The way a tailored approach began in the 1970s was by carefully adapting the language of standard questionnaires to the specific jargon of the particular company under study, by adding company-specific items (e.g., on the company’s strategy or on certain hot topics), and by computing company- specific indices from the ES data.
