Overview

The survey process is a highly complex and situationally dependent one, in need of careful management. If poorly designed and administered, surveys can create disappointment and even disaster. Little has been written so far for those responsible for designing and implementing surveys in organizations. These authors have drawn on their extensive consulting experience to develop a concise, pragmatic, seven-step model covering the entire process, from initiation, to final evaluation, to making the results meaningful to the future of the organization. They pay special attention to the political and human sensitivities concerned and show how to overcome the many potential barriers to a successful outcome.

Full Product Details

Author:   Allan H. Church ,  Janine Waclawski ,  Allen I. Kraut
Publisher:   John Wiley & Sons Inc
Imprint:   Jossey-Bass Inc.,U.S.
Dimensions:   Width: 16.40cm , Height: 2.90cm , Length: 23.90cm
Weight:   0.571kg
ISBN:  

9780787956776

ISBN 10:   0787956775
Pages:   320
Publication Date:   28 March 2001
Audience:   Professional and scholarly ,  General/trade ,  Professional & Vocational
Format:   Hardback
Publisher's Status:   Active
Availability:   Out of stock  
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Table of Contents

Tables, Figures, and Exhibits xiii Foreword xvii Allen I. Kraut Acknowledgments xxi The Authors xxv Introduction 1 What is a Survey? 4 A Brief History of Surveys 8 Contemporary Use of Surveys 10 Surveys in Contemporary Organizational Life 12 The Seven Steps to Effective Organizational Surveys 17 1. Step One: Pooling Resources 27 Setting Clear Strategic Objectives 31 Obtaining Commitment 38 Overcoming Resistance and Apathy 42 Maintaining Confidentiality 43 Deciding What Information to Collect 45 Balancing Priorities 46 Checklist for Step One 49 2. Step Two: Developing a World-Class Survey 51 Using a Survey Design Team 53 Gathering Preliminary Information 55 Identifying Key Issues 56 Discussing Your Findings 58 Drafting the Initial Survey Document 60 Piloting the Survey 84 Checklist for Step Two 87 3. Step Three: Communicating Objectives 89 The CPR Model of Organizational Communication 91 First Contact with Employees 96 Communicating the Survey 100 Sample Survey Introduction 106 Guidelines for Communicating to Employees 107 Recognizing Informal Systems 109 Checklist for Step Three 111 4. Step Four: Administering the Survey 113 Timing of Administration 114 Working with the Project Plan 116 Sample Versus Census 120 Methods of Administration and Data Collection 122 Paper Versus Electronic Methods: A Comparison 137 Response Rates 143 Learning While Doing 146 Checklist for Step Four 147 5. Step Five: Interpreting Results 149 The Role of Statistics 150 The Importance of Timing 154 Data Entry 159 Data Preparation 162 Item-Level Analysis 172 Conceptual-Level Analysis 178 Comparative Analysis 186 Content Analysis of Write-In Comments 193 Checklist for Step Five 199 6. Step Six: Delivering the Findings 201 Understanding the Roll-Out Process 203 Preparing the Survey Report 207 Balancing Expectations and Reality 225 Checklist for Step Six 227 7. Step Seven: Learning into Action 229 Using Surveys to Create Lasting Change 232 Barriers to the Transfer of Ownership 233 A Commitment to Action 239 Four Approaches to Survey Action Planning 241 Five Critical Factors That Determine the Success of Survey Action Planning 258 The Action Planning Process 259 Linking Survey Results to Other Measures of Performance 267 Building Systems for Evaluating Success 271 The Evolving Role of the Survey Practitioner 272 Checklist for Step Seven 276 References 279 Index 287

Reviews

In my view, this book is simply the best, A to Z resource for organizational survey and assessment practitioners available. . . . A fresh and lucid perspective that inextricably links theory and practice. Comprehensive and practical, the seven-step process approach provides a closed-loop blueprint for designing and implementing organizational surveys that work! (Salvatore V. Falletta, manager, global HR research, Intel Corporation) <p> The many tools that Church and Waclawski offer alone make this book a treasure chest. . . . A considerable array of figures, examples, and samples that are helpful to the experienced and inexperienced practitioner (and consultant), including sample scripts and content for communications and focus groups. (David W. Bracken, partner, Mercer Delta Counseling, LLC) <p> A great primer on organizational surveys. Church and Waclawski integrate into their approach to surveying both the science of the field and the art of practice in dynamic organizations. . . . Will provide valuable discussions among even the most seasoned professionals as well as insight for those just starting out in the field. (Karen B. Paul, manager, HR Measurement Systems)

""In my view, this book is simply the best, A to Z resource for organizational survey and assessment practitioners available. . . . A fresh and lucid perspective that inextricably links theory and practice. Comprehensive and practical, the seven-step process approach provides a closed-loop blueprint for designing and implementing organizational surveys that work!"" (Salvatore V. Falletta, manager, global HR research, Intel Corporation) ""The many tools that Church and Waclawski offer alone make this book a treasure chest. . . . A considerable array of figures, examples, and samples that are helpful to the experienced and inexperienced practitioner (and consultant), including sample scripts and content for communications and focus groups."" (David W. Bracken, partner, Mercer Delta Counseling, LLC) ""A great primer on organizational surveys. Church and Waclawski integrate into their approach to surveying both the science of the field and the art of practice in dynamic organizations. . . . Will provide valuable discussions among even the most seasoned professionals as well as insight for those just starting out in the field."" (Karen B. Paul, manager, HR Measurement Systems)

Author Information

THE AUTHORS ALLAN H. CHURCH is director of organization and management development at PepsiCo in Purchase, New York. He is also an adjunct professor at Columbia University and a distinguished visiting scholar in the College of Business, Technology, and Professional Programs at Benedictine University. Church is the author of numerous articles in professional journals and coeditor (with David Bracken and Carol Timmreck) of The Handbook of Multisource Feedback (Jossey-Bass, 2001). JANINE WACLAWSKI is a principal consultant in the Management Con-sulting Services line of business at Pricewater-houseCoopers, LLP. She is an adjunct professor at Columbia University and has been an instructor in Hunter College at the City University of New York. Waclawski is a past recipient of the American Society for Training and Development's Donald Bullock Memorial Dissertation Award for her research on large-scale organizational change and performance.

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