Getting Action from Organizational Surveys: New Concepts, Technologies, and Applications
February 2006, Pfeiffer
Preface (Allen I. Kraut).
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).
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