Organizational surveys

Based on our experience, the organizational survey is one of the most powerful tools of the OD practitioner. Although recent articles (for example, Hansen, 2010) have questioned the movement toward what some would consider the softer aspects, such as the internal measurement of employee engagement as it relates to the construct of D I efforts, rather than focusing solely on the hard metrics of diversity, we believe this is an important evolution. 

This is why using an organizational survey program to drive culture change in the area of D I (and particularly the inclusive... 

Church, A. H., Waclawski J. (2001). Designing and using organizational surveys A seven step process. San Francisco Jossey-Bass. 

Kraut, A. I. (2006), Getting action from organizational surveys New concepts, technologies, and applications. San Francisco Jossey-Bass. 

Schiemann, W. A., Morgan, B. S. (2006). Strategic surveys Linking people to business strategy. In A. Kraut (Ed.), Getting action from organizational surveys New concepts, technologies, and applications (pp. 76-101). San Francisco Jossey-Bass. 

To create an employee diversity and inclusion survey or to mine for items to add to an existing survey. Scan GDIB, select items of interest, and rewrite them to meet the style and standards of your organizational survey. 

Getting Action from Organizational Surveys New Concepts, Technologes, and Applications Allen I. Kraut, Editor... 

Tomaskovic-Devey D, Leiter J, Thompson S (1994) Organizational survey nonresponse. Administrative Science Quarterly 39(3) 439 57. 

Sociotechnical approach (control of error through changes in management policy and culture) Occupational/process safety Effects of organizational factors on safety Policy aspects Culture Interviews Surveys Organizational redesign Total Quality Management More frequent in recent years... 

Before beginning the actual detailed examination that is the thrust of the walk-through survey, it is necessary to prepare yourself for what you are about to do. You can t just walk in and start looking at various activities. If you are not already familiar with every aspect of plant activity, you should familiarize yourself with the nature of the operation, including the organizational and demographic background, the processes, the tasks, the flow of activities, the equipment, and so on. Before you start any inspection you should ask yourself some specific questions such as those listed in Table 14-1. 

Coe CP. 1998a. An overview of the Joint Commissions improving organizational performance standards. In Preparing the Pharmacy for a Joint Commission Survey, p. 189. Bethesda, MD ASHP. 

The data from the survey showed a wide variance in the authorization requirements. About 27% of the organizations surveyed required a single authorization, and 76% of those who responded accepted four or fewer authorizations. One company required seven authorizations, and another required 10 authorizations. These seemed to be the maximum determined on a case-by-case basis, according to the perceived risk level. Less than half of the organizations reported to employing the MOC procedure for organizational changes. [9]... 

Only half of the respondents in this survey apply MOC procedures to organizational changes. MOC policies and procedures are developed almost entirely by the local plant personnel without external assistance, except in a few cases.. . Lack of training was noted most in audit recommendations and may raise the question of the need to develop guidelines for training for MOC programs [19]... 

However, a particular position might carry more internal value in your organization than it does in the external marketplace. Then you must define an appropriate person-based compensation level. Therefore, typically some level of internal alignment is used in conjunction with external data to benchmark a position. Benchmark positions are those positions that are easily identified in competitive market salary surveys and are consistently defined by a variety of organizations, which means that most organizations can agree on the job s scope of responsibility and organizational importance. 

But what are the real reasons that organizations conduct annual performance evaluations In a survey sponsored jointly by the Society for Human Resource Management (SHRM) and Personnel Decisions International (PDl) in 2000, the number one answer by survey participants was to provide information to employees about their performance and to clarify organizational expectations of employees (Table 7.1). At the bottom of the list were documenting performance for employee records and gathering information for promotion decisions. 

Occupational stress is costing the UK economy billions of pounds each year through sickness absence, ill-health retirement, litigation and poor work performance, and it is on the increase. A survey carried out in the UK in the year 2000 found that half a million employees were suffering from work-related stress, a rise of 30% over the decade from 1990 (Smith 2000). Given that staff account for between 50% and 80% of organizational costs (Cooper et al. 

Demel (1991) and Demel and Meshkati (1989) conducted an extensive field study to explore how the performance of U.S.-owned manufacturing plants in other countries is affected by both the national culture of the host country and the organizational culture of the subsidiary plant. A manufacturing plant division of a large American multinational corporation was examined in three countries Puerto Rico, the United States, and Mexico. Hofstede s (1980a) Values Survey Module for national culture and Reynolds s (1986) Survey of Organizational Culture were administered. Performance measures (i.e., production, safety, and quahty) were collected through the use of secondary research. 

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