Employee surveys have evolved significantly over the past few years to become a critical component of effective HR management, regardless of what type of employee survey is used. In the past, many organizations viewed employee surveys as simply a human-resource driven initiative that gave their employees the opportunity to "let off steam" but had little strategic value. As a result, the results were often not regarded highly enough outside of HR for any positive action to be taken. It's quite a different situation today, with employee surveys now being seen by many large and small organizationsas a major business improvement tool.
Praise for Strategic Employee Surveys "This is a must-read! If you want to bring your employee survey up to the next level—if you want to predict and drive your organizational outcomes, including customer satisfaction and business performance—if you want to move your business strategy and survey program closer together, then this is your book."—Franz G. Deitering, Ph.D., SAP, and CEO, RACER Benchmark Group; former Chairman, IT Survey Group "[Wiley makes] an excellent, well-balanced approach to making the business case for employee surveys and providing reinforcement on the essential components—from purpose and development of the instrument to results analysis to action planning."—Lawrence E. Milan, Senior Vice President, Human Resources, ING U.S. Insurance "This book does not get bogged down in statistical analyses, yet it features a healthy mix of the theoretical and the practical that works for the novice and the experienced survey program manager alike."— Thomas E. Mitchell, Vice President, Northern Trust Company "The book's key concepts are illustrated with many specifics, especially survey content, and lots of fascinating 'war stories.' This book will become a well-thumbed volume by all who want to make the most of employee surveys."—Allen I. Kraut, Ph.D., Professor Emeritus of Management, Zicklin School of Business, Baruch College, CUNY
"Alec Levenson's immensely practical guide shows every organization that uses employee surveys or is considering using them how to make them more effective, valuable, and reliable--and how to make better use of them"--
"This volume comprises 27 chapters focused on the design and execution of employee survey programs. These chapters reflect the latest advances in technology and analytics, and reflect a pervasive emphasis on driving organizational performance and effectiveness. The individual chapters represent the full range of survey-related topics, including design, administration, analysis, feedback, and action taking. The latest methodological trends and capabilities are discussed including computational linguistics, applications of artificial intelligence, and the use of qualitative methods such as focus groups. Extending beyond traditional employee surveys, contributions include the role of passive data collection as an alternative or supplement in a comprehensive employee listening system. Unique contextual factors are discussed including the use of surveys in a unionized environment. Individual contributions also reflect increasing stakeholder concerns for the protection of privacy among other ethical considerations. Finally, significant clarifications to the literature are provided on the use of surveys for measuring organization culture, strategic climate and employee engagement"--
Organizational surveys are widely recognized as a powerful tool for measuring and improving employee commitment. If poorly designed and administered, however, they can create disappointment and cynicism. There are many excellent books on sampling methodology and statistical analysis, but little has been written so far for those responsible for designing and implementing surveys in organizations. Now Allan H Church and Janine Waclawski have drawn on their extensive experience in this field to develop a seven-step model covering the entire process, from initiation to final evaluation. They explain in detail how to devise and administer different types of organizational surveys, leading the reader systematically through the various stages involved. Their text is supported throughout by examples, specimen documentation, work sheets and case studies from a variety of organizational settings. They pay particular attention to the political and human sensitivities concerned and show how to surmount the many potential barriers to a successful outcome. Designing and Using Organizational Surveys is a highly practical guide to one of the most effective methods available for organizational diagnosis and change.
A manufacturing company is downsizing and wants to know the impact on employee morale. A computer corporation is considering moving its headquarters and needs to determine how many employees intend to relocate. A multinational consulting firm has had a rash of sexual harassment complaints and seeks to determine the extent of the problem. To address these and other business-related issues, organizations are increasingly turning to surveys. Surveys are popular in organizations because--when done properly--they can provide accurate information about major organizational challenges, especially as the technology of surveys rapidly advances. Taking these issues into consideration, How to Conduct Organizational Surveys offers a practical, step-by-step guide. Anyone trying to make the transition from theory to practice will benefit greatly from this how-to guide. How to Conduct Organizational Surveys is also written for researchers who need to fine-tune their surveying skills.
Employee surveys represent an established tool for many executives and HR professionals alike. However, there is often a lack of orientation when it comes to interpreting the results. What does a certain result mean? The same number can be excellent, good, aver-age, bad or even alarming. This is where this book comes in. It offers background information on all es-sential dimensions of a survey and provides concrete advice on interpretation. This makes it a valuable aid for all those who have to work practically with em-ployee survey results.
A bestselling author and business guru tells how to improve your job satisfaction and performance. In his sixth fable, bestselling author Patrick Lencioni takes on a topic that almost everyone can relate to: the causes of a miserable job. Millions of workers, even those who have carefully chosen careers based on true passions and interests, dread going to work, suffering each day as they trudge to jobs that make them cynical, weary, and frustrated. It is a simple fact of business life that any job, from investment banker to dishwasher, can become miserable. Through the story of a CEO turned pizzeria manager, Lencioni reveals the three elements that make work miserable -- irrelevance, immeasurability, and anonymity -- and gives managers and their employees the keys to make any job more fulfilling. As with all of Lencioni?s books, this one is filled with actionable advice you can put into effect immediately. In addition to the fable, the book includes a detailed model examining the three signs of job misery and how they can be remedied. It covers the benefits of managing for job fulfillment within organizations -- increased productivity, greater retention, and competitive advantage -- and offers examples of how managers can use the applications in the book to deal with specific jobs and situations. Patrick Lencioni (San Francisco, CA) is President of The Table Group, a management consulting firm specializing in executive team development and organizational health. As a consultant and keynote speaker, he has worked with thousands of senior executives and executive teams in organizations ranging from Fortune 500 companies to high-tech startups to universities and nonprofits. His clients include AT&T, Bechtel, Boeing, Cisco, Sam?s Club, Microsoft, Mitsubishi, Allstate, Visa, FedEx, New York Life, Sprint, Novell, Sybase, The Make-A-Wish Foundation, and the U.S. Military Academy at West Point. Lencioni is the author of six bestselling books, including The Five Dysfunctions of a Team. He previously worked for Oracle, Sybase, and the management consulting firm Bain & Company.
From taxi rides, hotel stays, car driving, to communicating and paying, everything we knew as normal has changed beyond recognition. To lead effectively in today’s brave new world, you have to question EVERYTHING. For the first time in human history, knowledge is free and almost every boundary to communication has been lifted. This open source world has permanently altered the business landscape. And you can count on the fact that the pace of change will only accelerate. Yet... companies still rely on management tools and practices that were, at best, mildly effective in their heyday. In Open Source Leadership, Rajeev Peshawaria reveals the vision, insight, and practices he has used to help some of today’s largest and most influential organizations meet the open source world head on. It all starts with asking the right questions: What’s the most effective leadership style in a world of 24/7 connectivity? How has the very concept of leadership changed in the open source era? How do you inspire and reward performance in the “gig economy?” How do you measure engagement and effectively address the gaps? How can you lead innovation--quickly and continuously? Peshawaria reveals the answers to these questions--and they will surprise you. Based on his company’s groundbreaking research spanning 28 countries, he concludes that traditional industrial age thinking needs a massive upgrade to successfully navigating the brave new world of business. Open Source Leadership rewrites the rules of management, giving you a unique look at the most common misperceptions, illusions, and downright wrong information you’ve been getting about what works and what doesn’t. It provides a new, counterintuitive model for seizing competitive edge in any industry. Among other issues the book argues convincingly that “positive autocracy” must replace democratic leadership; talent and innovation are abundant not scarce; early identification of high-potentials is counter-productive; and setting employees free to do as little as they want will increase productivity.
Contains instructions for conducting a professional employee survey, as well as 700 questionnaire items to choose from. The items are presented in 18 dimensions and 82 sub-dimensions or themes. This second edition includes questionnaire items, case studies and anecdotes, and also keys for identifying the correct survey for your situation.
