SURVEY DESIGN AND FOLLOW UP

SURVEY DESIGN AND FOLLOW UPDevelop survey instrumentAdminister surveyTabulate ResultsAnalyze resultsProvide feedback to participateObtain management commitmentIdentify reason for surveyImplement action planMonitor resultsMajor steps in a Systematic Approach to conducting Surveys

Types of Survey QuestionsClosed-end questionspresent a choice of answers in such a way that the employees simply select and mark the answers that best employees to represent their own feelingExample:My feeling Of security in my job(circle one number)How much is there now? (min.) 1 2 3 4 5 (max)AdvantageThey are easy to administer and to analyze statisticallyDisadvantageThis approach does not give employees a full opportunity to express themselves.

Open-end questionsSeek responses from employees in their own words. This unstructured approach permits employees to express their feelings, thoughts, and intentions fully.For example, managers may not too impressed if they discover that 39 employees think the sick-leave plan is poor, but how would they react to 39 comments similar to the following: our sick leave plan stinks! You dont let us carry over unused leave more than two years, so I have no protection for serious illness that causes me to be absent more than a monthTYPESDirected questions- Focus employee attention on specific parts of the job and ask questions about those aspectsUndirected questions- Ask for general comments about the job. In this way management learns about the topics that currently are troubling employees and seem important to them

CRITICAL ISSUESRELIABILITYThe capacity of a survey instrument to produce consistent that results, regardless of who administers it.VALIDITYthe capacity to measure what they claim to measureMany critical issues arise in the process of question construction and survey administration. Some of the issues areparticular attention needs to be given to given to sample selection, maintenance of anonymity of employees, the use of norms in interpreting data, the voluntary participation of employees, and other factors

USING SURVEY INFORMATIONCOMMUNICATING THE RESULTSCommunicate the information to all managers so that they can understand it and prepare to use it.COMPARATIVE DATASurvey data spur competition.COMMITTEE WORK FOLLOW-UPone way to get managers to introduce change in their departments following a survey is to set up working committees(task forces) whose responsibility is to review the survey data and develop plans for corrective action.FEEDBACK TO EMPLOYEESWhen corrective action is taken as the result of a survey, details of what was learned and what was done should be shared with employees as soon as possibleOne thing is sure: If a job satisfaction survey is made, management should be prepared to take action on the results

CHANGING EMPLOYEE ATTITUDESIf management desires to change employee attitudes in more favorable direction, there are many routes to pursue, as shown by the following guidelines:Make the reward system closely tied to individual or team performanceSet challenging goals with employees so that those with achievement drives can experience the opportunity for satisfaction through their accomplishmentDefine clear role expectation so that the employee struggling with ambiguity can overcome that concern.Refrain from attacking the employees attitude. Use active listening skills instead, because an undefended attitude is more perspective to changeProvide frequent feedback to satisfy the need for information about performance levels.Exhibit caring. Considerate orientation by showing concern for employee feelings.Provide opportunities for employees to participate in decision makingShow appreciation for appropriate effort and citizenship behaviors.

Attitudes affect behavior ; behavior affects attitudes.