Getting Action from Organizational Surveys
New Concepts, Technologies, and Applications
J-B SIOP Professional Practice Series
1. Edition March 2006
672 Pages, Hardcover
Wiley & Sons Ltd
ISBN:
978-0-7879-7937-9
John Wiley & Sons
Getting Action from Organizational Surveys provides the information industrial/organizational psychologists and human resource professionals need to put survey results into action--action that gets results. Edited by organizational survey pioneer Allen I. Kraut and contributed to by leading-edge practitioners, this comprehensive volume outlines new concepts to the survey lexicon, new methods of collecting and delivering results, new applications to various organizational situations, and new perspectives on how to look at and understand surveys and their place within organizations.
Foreword (Allan H. Church, Janine Waclawski).
Preface (Allen I. Kraut).
Acknowledgments.
The Authors.
1 Moving the Needle: Getting Action After a Survey (Allen I.
Kraut).
Part One: New Concepts.
2 Connecting Employee Satisfaction to Business Unit Performance
(James K. Harter, Frank L. Schmidt)
3 Employee Experiences and Customer Satisfaction: Toward a
Framework for Survey Design with a Focus on Service Climate
(William H. Macey, Benjamin Schneider).
4 Strategic Surveys: Linking People to Business Strategy
(William A. Schiemann, Brian S. Morgan).
5 The Importance of Taking Action, Not Just Sharing Survey
Feedback (Allan H. Church, David H. Oliver).
6 Organizational Surveys as Leverage for Organization
Development and Change (W. Warner Burke).
7 Using Linkage Rsearch to Drive High Performance: A Case Study
in Organization Development (Jack W. Wiley, Bruce H.
Campbell).
Part Two: New Technologies.
8 Online Surveys: Critical Issues in Using the Web to Conduct
Surveys (Kristofer J. Fenlason, Kathleen
Suckow-Zimberg).
9 Online Reporting: Real Time, Real Impact, Real Opportunities
(Karen M. Barbera, Scott A. Young).
10 What Did They Really Mean?: New and Emerging Methods for
Analyzing Themes in Open-Ended Comments (Patrick Kulesa, Ralph
J. Bishop).
11 Pulse Surveys: A Limited Approach with Some Unique Advantages
(Joe Colihan, Janine Waclawski).
12 Oversurveying: Causes, Consequences, and Cures (Sara P.
Weiner, Anthony T. Dalessio).
13 Understanding Nonresponse and Facilitating Response to
Organizational Surveys (Steven G. Rogelberg).
14 Relative Weights of Predictors: What is Important When Many
Forces are Operating (Kyle M. Lundby, Jeff W. Johnson).
15 National Norms Versus Consortium Data: What Do They Tell Us?
(William H. Macey, Larry D. Eldridge).
16 Preparing and Presenting Survey Results to Influence
Audiences (Sarah Rassenfoss Johnson).
17 How to Create Presentations That Spark Action (Ingwer
Borg, Matthias Zimmermann).
Part Three: New Applications.
18 Measuring Employee Opinions During Mergers and Acquisitions
(Mitchell Lee Marks, Daniel Baitch).
19 Leveraging Employee Surveys to Retain Key Employees: A Means
to an End (Mitchelle A. Donovan, Scott M. Brooks).
20 Driving Change Around the World: Employee Surveys in Global
Organizations (John C. Scott, Paul M. Mastrangelo).
21 Building an Inclusive Culture: The Communicating Managers
Program (Robert J. Quinn).
22 Reengaging Employees During Turbulent Times (Sharon E.
Parker, Michael J. Schroeder, J. Thomas Bowler, Jr., Patricia L.
Muldoon).
23 Best Company Lists: Using Survey Data to Assess, Recognize,
and Reward Organizations (Norman D. Costa, Peter
Bachiochi).
24 An Executive and a Survey Model: A Follow-Up Action Success
Story (Tracey Carsten Roll).
Name Index.
Subject Index.
Preface (Allen I. Kraut).
Acknowledgments.
The Authors.
1 Moving the Needle: Getting Action After a Survey (Allen I.
Kraut).
Part One: New Concepts.
2 Connecting Employee Satisfaction to Business Unit Performance
(James K. Harter, Frank L. Schmidt)
3 Employee Experiences and Customer Satisfaction: Toward a
Framework for Survey Design with a Focus on Service Climate
(William H. Macey, Benjamin Schneider).
4 Strategic Surveys: Linking People to Business Strategy
(William A. Schiemann, Brian S. Morgan).
5 The Importance of Taking Action, Not Just Sharing Survey
Feedback (Allan H. Church, David H. Oliver).
6 Organizational Surveys as Leverage for Organization
Development and Change (W. Warner Burke).
7 Using Linkage Rsearch to Drive High Performance: A Case Study
in Organization Development (Jack W. Wiley, Bruce H.
Campbell).
Part Two: New Technologies.
8 Online Surveys: Critical Issues in Using the Web to Conduct
Surveys (Kristofer J. Fenlason, Kathleen
Suckow-Zimberg).
9 Online Reporting: Real Time, Real Impact, Real Opportunities
(Karen M. Barbera, Scott A. Young).
10 What Did They Really Mean?: New and Emerging Methods for
Analyzing Themes in Open-Ended Comments (Patrick Kulesa, Ralph
J. Bishop).
11 Pulse Surveys: A Limited Approach with Some Unique Advantages
(Joe Colihan, Janine Waclawski).
12 Oversurveying: Causes, Consequences, and Cures (Sara P.
Weiner, Anthony T. Dalessio).
13 Understanding Nonresponse and Facilitating Response to
Organizational Surveys (Steven G. Rogelberg).
14 Relative Weights of Predictors: What is Important When Many
Forces are Operating (Kyle M. Lundby, Jeff W. Johnson).
15 National Norms Versus Consortium Data: What Do They Tell Us?
(William H. Macey, Larry D. Eldridge).
16 Preparing and Presenting Survey Results to Influence
Audiences (Sarah Rassenfoss Johnson).
17 How to Create Presentations That Spark Action (Ingwer
Borg, Matthias Zimmermann).
Part Three: New Applications.
18 Measuring Employee Opinions During Mergers and Acquisitions
(Mitchell Lee Marks, Daniel Baitch).
19 Leveraging Employee Surveys to Retain Key Employees: A Means
to an End (Mitchelle A. Donovan, Scott M. Brooks).
20 Driving Change Around the World: Employee Surveys in Global
Organizations (John C. Scott, Paul M. Mastrangelo).
21 Building an Inclusive Culture: The Communicating Managers
Program (Robert J. Quinn).
22 Reengaging Employees During Turbulent Times (Sharon E.
Parker, Michael J. Schroeder, J. Thomas Bowler, Jr., Patricia L.
Muldoon).
23 Best Company Lists: Using Survey Data to Assess, Recognize,
and Reward Organizations (Norman D. Costa, Peter
Bachiochi).
24 An Executive and a Survey Model: A Follow-Up Action Success
Story (Tracey Carsten Roll).
Name Index.
Subject Index.
"... offers great value in terms of instructional content." (Training media Review, April 6 2007)
"This comprehensive work is a compendium of the best thinking and
practice in how to design and use surveys. It will be a must have,
for many years to come, for anyone who designs or uses surveys to
guide managerial behavior."
--David Ulrich, professor of business, University of
Michigan, and coauthor, The HR Value Proposition
"Kraut and his colleagues have made a major contribution by
focusing on the issue of how to leverage surveys to create action
and change. Each chapter does a great job of capturing the leading
edge of practice and innovation."
--David A. Nadler, chairman, Mercer Delta Consulting,
LLC
"A terrific guide to the latest developments in survey-driven
change."
--Edward E. Lawler III, distinguished professor of
business at the Marshall School of Business, University of Southern
California; director of USC's Center for Effective Organizations;
and coauthor, Built to Change
"This book takes organizational survey initiatives to a
refreshing new level by emphasizing ways to leverage survey results
to achieve business results."
--Mirian Graddick-Weir, executive vice president, human
resources, AT&T
"This comprehensive work is a compendium of the best thinking and
practice in how to design and use surveys. It will be a must have,
for many years to come, for anyone who designs or uses surveys to
guide managerial behavior."
--David Ulrich, professor of business, University of
Michigan, and coauthor, The HR Value Proposition
"Kraut and his colleagues have made a major contribution by
focusing on the issue of how to leverage surveys to create action
and change. Each chapter does a great job of capturing the leading
edge of practice and innovation."
--David A. Nadler, chairman, Mercer Delta Consulting,
LLC
"A terrific guide to the latest developments in survey-driven
change."
--Edward E. Lawler III, distinguished professor of
business at the Marshall School of Business, University of Southern
California; director of USC's Center for Effective Organizations;
and coauthor, Built to Change
"This book takes organizational survey initiatives to a
refreshing new level by emphasizing ways to leverage survey results
to achieve business results."
--Mirian Graddick-Weir, executive vice president, human
resources, AT&T
Allen I. Kraut is a professor of management at Baruch College's Zicklin School of Business at the City University of New York. He is a recipient of the Society for Industrial and Organizational Psychology's prestigious Distinguished Professional Contributions Award for his work in survey research. He has published several successful books, including Evolving Practices in Human Resource Management and Organizational Surveys from Jossey-Bass.