Designing and Using Organizational Surveys
Organizational surveys can be a powerful tool for measuring and improving employee commitment. But poor design and administration can all too frequently lead them to fail. This work offers a seven-step model covering the entire process, from initiation to post mortem. It explains how to devise and administer different types of survey, moving sytematically through the stages involved. Examples, specimen documentation, work sheets and case studies from a variety of organizational settings are included throughout.
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List of figures
performance and change
Developing a worldclass survey
Administering the survey
action planning analysis paralysis and/or approach appropriate assessment behaviours bench-marking better census clear client close-ended commitment company XYZ complete conceptual conducted confidentiality content analysis content areas covering letter culture data collection dataset DdXD descriptive statistics detail effective employees end-users example extent external feedback findings focus groups formal functions identify impact important initial involved key issues large-scale means measure messages methods negative optical scan form organization development organizational communication organizational members organizational survey effort outcomes participation particularly perceptions performance appraisal potential problem questions regarding the survey response options response rates sample Sample survey scale scores senior leadership senior management significant specific staff stage statistical strategic structural equation modelling survey administration survey data survey design team survey instrument survey items survey practitioner survey process survey results survey sponsor Table tion tive types of items understand variables various voice-response write-in comments XYZ value