SURVEY DESIGN

AND FOLLOW UP
Major steps in a
Systematic
Approach to
conducting Surveys

Identify reason for

survey
Obtain management
commitment
Develop survey
instrument
Administer survey
Tabulate Results
Analyze results
Provide feedback to
participate
Implement action
plan
Monitor results

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

 Open-end questions
Seek 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 month

TYPES
Directed questions- Focus employee attention on specific
parts of the job and ask questions about those aspects
Undirected 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 ISSUES
RELIABILITY
The capacity of a survey instrument to produce consistent
that results, regardless of who administers it.
VALIDITY
the capacity to measure what they claim to measure
Many critical issues arise in the process of question
construction and survey administration. Some of the issues
are particular 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 INFORMATION

COMMUNICATING THE RESULTS
Communicate the information to all managers so that they
can understand it and prepare to use it.
COMPARATIVE DATA
Survey data spur competition.
COMMITTEE WORK FOLLOW-UP
one 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 EMPLOYEES
When 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 possible
One thing is sure: If a job satisfaction survey is made,
management should be prepared to take action on the results

CHANGING EMPLOYEE ATTITUDES

If 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 performance

Set challenging goals with employees so that those with achievement
drives can experience the opportunity for satisfaction through their
accomplishment
Define 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 change
Provide 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 making
Show appreciation for appropriate effort and citizenship behaviors.

 Attitudes affect behavior ; behavior affects attitudes.