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Professional practice in the design and execution of employee survey programs has evolved tremendously over the past decade. Advances in technology and enthusiastic new interest in talent analytics have combined to create an exciting space with a good deal of innovation along methodological lines, matched by renewed interest in the strategic role of surveys and sensing for improving organizational effectiveness. Providing solid grounding in the basic issues of content development, interpreting results, and driving action, this book also addresses cutting-edge topics in the area of survey…mehr
Professional practice in the design and execution of employee survey programs has evolved tremendously over the past decade. Advances in technology and enthusiastic new interest in talent analytics have combined to create an exciting space with a good deal of innovation along methodological lines, matched by renewed interest in the strategic role of surveys and sensing for improving organizational effectiveness. Providing solid grounding in the basic issues of content development, interpreting results, and driving action, this book also addresses cutting-edge topics in the area of survey analytics (including applications of computational linguistics and artificial intelligence). Significant emphasis is given to ethical issues which are particularly salient given the zeitgeist for ensuring the protection of data and the privacy of survey respondents. The book is appropriate for use in advanced graduate level courses in survey research and will be a valuable shelf resource for survey practitioners whether trained formally in I-O psychology or other areas of organizational science.
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William H. Macey, Ph.D., is Senior Research Fellow at CultureFactors, Inc. He was the CEO of Valtera Corporation for 35 years until the acquisition of Valtera by CEB in 2012. A SIOP past-president, he is a Fellow of SIOP, APA, and APS and was recipient of SIOP's Professional Contributions Award in 2017. He is a current member of the editorial board of the Journal of Business and Psychology. He received his Ph.D. from Loyola University Chicago in 1975 in Experimental Psychology. His current professional interests include organizational surveys, culture and climate, and leader assessment. Some of his more widely cited publications include "The Meaning of Employee Engagement" (Macey & Schneider, 2008); and "Employee Engagement: Tools for Analysis, Practice, and Competitive Advantage" (Macey, Schneider, Barbera & Young, 2009). Alexis A. Fink, Ph.D., is Vice President, People Analytics and Workforce Strategy at Facebook. She has previously held similar roles at Microsoft and Intel, and has done extensive work in organizational transformation, organizational culture, leadership assessment, and the application of advanced analytical methods to human capital problems. She is a Fellow of SIOP, a 2019 recipient of SIOP's Distinguished Service Award, and past Chair of the IT Survey Group, an industry consortium dedicated to employee surveys. She earned her Ph.D. in Industrial/Organizational Psychology at Old Dominion University in 2000. She also serves as the Practice Editor for Industrial and Organizational Psychology: Perspectives on Science and Practice.
Inhaltsangabe
* Chapter 1. Employee Surveys and Sensing: Challenges and Opportunities * William H. Macey and Alexis A. Fink * Chapter 2 Strategic Surveying for Driving Organizational Change: A Very 3M Story * Karen B. Paul and Kristofer J. Fenlason * Chapter 3. Improving the Design and Interpretation of Sample Surveys in the Workplace * Paul M. Mastrangelo * Chapter 4. Exploring the Universe of Pulse Surveys and Continuous Listening Opportunities * Jeffrey A. Jolton and Cameron Klein * Chapter 5 Lifecycle Surveys: Individual and Organizational Journeys * Jeffrey Saltzman, Scott Brooks, and Victoria Hendrickson * Chapter 6 Design and Application of Employee Engagement Surveys: An Evidence-Based Approach * John P. Meyer * Chapter 7. Focus Groups: Blending Qualitative and Quantitative Methodology to Improve the Survey Process * Jeffrey M. Cucina and Ilene F. Gast * Chapter 8. Strategic Climate Research: How What We Know Should Influence What We Do * Benjamin Schneider * Chapter 9. The Unique Role of Corporate Culture in Employee Listening Systems * Daniel Denison, Marcus Dickson, Michelle Mullins, and Jessie Sanchez * Chapter 10. Employee Preferences: Why They Matter and How to Measure Them * Diane Daum and Jennifer Stoll * Chapter 11. How Did We Do? Survey Benchmarking and Normative Data * Elizabeth A. McCune and Sarah R. Johnson * Chapter 12. Writing Organizational Survey Items that Predict What Matters in Organizations * Daniel Ingels, Kathryn Keeton, and Christiane Spitzmueller * Chapter 13. Open-ended questions: The role of Natural Language Processing and Text Analytics * Subhadra Dutta and Eric O'Rourke * Chapter 14. Is the Engagement Survey The Only Way? Alternative Sources for Employee Sensing * Madhura Chakrabarti and Elizabeth A. McCune * Chapter 15. Mechanics of Survey Data Analysis * Melinda J. Moye and Alison L. O'Malley * Chapter 16. Taking Action to Drive Change through Survey Key Driver Analysis * Jeff W. Johnson * Chapter 17. Linkage Analysis: Tying Employee Attitudes to Business Outcomes * Shawn Del Duco, Patrick Hyland, David Reeves, and Anthony Caputo * Chapter 18. Optimizing Differences Between Groups is Important: Examples from Applied Settings * Paul Bliese, Eliza Wicher, and Dhuha "Dee" Abdulsallam * Chapter 19. Data Visualization * Evan F. Sinar * Chapter 20. Creating and Delivering the Executive Presentation: Telling the Story of the Survey * Sarah R. Johnson * Chapter 21. Artificial Intelligence-Augmented Action Taking * Sara P. Weiner and Melissa McMahan * Chapter 22. Rediscovering the Art of Surveys for Organization Change * Allan H. Church and Melissa McMahan * Chapter 23. Employee Survey Research: A Critical Review of Theory and Practice * Lewis Garrad and Patrick K. Hyland * Chapter 24. From Identified Surveys to New Technologies: Employee Privacy and Ethical Considerations * Lise M. Saari and Charles A. Scherbaum * Chapter 25. Managing Workplace Job Attitudes and Performance in Organizations with Labor Unions * Jim Harter and Denise McLain * Chapter 26. Current and Future Trends in Employee Survey Practice: A View from Employee Survey Practitioners * Christopher T. Rotolo, Christina Fleck, and Brittnie Shepherd * Chapter 27. Employee Surveys Move into the Future: A Tale of Evolution, Revolution and Speed Bumps * Allen I. Kraut
* Chapter 1. Employee Surveys and Sensing: Challenges and Opportunities * William H. Macey and Alexis A. Fink * Chapter 2 Strategic Surveying for Driving Organizational Change: A Very 3M Story * Karen B. Paul and Kristofer J. Fenlason * Chapter 3. Improving the Design and Interpretation of Sample Surveys in the Workplace * Paul M. Mastrangelo * Chapter 4. Exploring the Universe of Pulse Surveys and Continuous Listening Opportunities * Jeffrey A. Jolton and Cameron Klein * Chapter 5 Lifecycle Surveys: Individual and Organizational Journeys * Jeffrey Saltzman, Scott Brooks, and Victoria Hendrickson * Chapter 6 Design and Application of Employee Engagement Surveys: An Evidence-Based Approach * John P. Meyer * Chapter 7. Focus Groups: Blending Qualitative and Quantitative Methodology to Improve the Survey Process * Jeffrey M. Cucina and Ilene F. Gast * Chapter 8. Strategic Climate Research: How What We Know Should Influence What We Do * Benjamin Schneider * Chapter 9. The Unique Role of Corporate Culture in Employee Listening Systems * Daniel Denison, Marcus Dickson, Michelle Mullins, and Jessie Sanchez * Chapter 10. Employee Preferences: Why They Matter and How to Measure Them * Diane Daum and Jennifer Stoll * Chapter 11. How Did We Do? Survey Benchmarking and Normative Data * Elizabeth A. McCune and Sarah R. Johnson * Chapter 12. Writing Organizational Survey Items that Predict What Matters in Organizations * Daniel Ingels, Kathryn Keeton, and Christiane Spitzmueller * Chapter 13. Open-ended questions: The role of Natural Language Processing and Text Analytics * Subhadra Dutta and Eric O'Rourke * Chapter 14. Is the Engagement Survey The Only Way? Alternative Sources for Employee Sensing * Madhura Chakrabarti and Elizabeth A. McCune * Chapter 15. Mechanics of Survey Data Analysis * Melinda J. Moye and Alison L. O'Malley * Chapter 16. Taking Action to Drive Change through Survey Key Driver Analysis * Jeff W. Johnson * Chapter 17. Linkage Analysis: Tying Employee Attitudes to Business Outcomes * Shawn Del Duco, Patrick Hyland, David Reeves, and Anthony Caputo * Chapter 18. Optimizing Differences Between Groups is Important: Examples from Applied Settings * Paul Bliese, Eliza Wicher, and Dhuha "Dee" Abdulsallam * Chapter 19. Data Visualization * Evan F. Sinar * Chapter 20. Creating and Delivering the Executive Presentation: Telling the Story of the Survey * Sarah R. Johnson * Chapter 21. Artificial Intelligence-Augmented Action Taking * Sara P. Weiner and Melissa McMahan * Chapter 22. Rediscovering the Art of Surveys for Organization Change * Allan H. Church and Melissa McMahan * Chapter 23. Employee Survey Research: A Critical Review of Theory and Practice * Lewis Garrad and Patrick K. Hyland * Chapter 24. From Identified Surveys to New Technologies: Employee Privacy and Ethical Considerations * Lise M. Saari and Charles A. Scherbaum * Chapter 25. Managing Workplace Job Attitudes and Performance in Organizations with Labor Unions * Jim Harter and Denise McLain * Chapter 26. Current and Future Trends in Employee Survey Practice: A View from Employee Survey Practitioners * Christopher T. Rotolo, Christina Fleck, and Brittnie Shepherd * Chapter 27. Employee Surveys Move into the Future: A Tale of Evolution, Revolution and Speed Bumps * Allen I. Kraut
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