Impression management, candor, and microcomputer-based organizational surveys: An individual differences approach

1991 ◽  
Vol 7 (1-2) ◽  
pp. 23-32 ◽  
Author(s):  
Paul Rosenfeld ◽  
Robert A. Giacalone ◽  
Stephen B. Knouse ◽  
Linda M. Doherty ◽  
S. Mitchell Vicino ◽  
...  
Keyword(s):  
Individual Differences ◽  
Impression Management ◽  
Organizational Surveys

The Use of E-Questionnaires in Organizational Surveys

2013 ◽  
pp. 1-23
Author(s):  
Yael Brender-Ilan ◽  
Gideon Vinitzky
Keyword(s):  
Principal Component Analysis ◽  
Cluster Analysis ◽  
Human Resource ◽  
Principal Component ◽  
Point Of View ◽  
Future Research ◽  
Advantages And Disadvantages ◽  
Organizational Surveys ◽  
Exploratory Survey ◽  
Hr Managers

In recent years, there has been an increase in academic studies that examine the advantages and disadvantages of using e-questionnaires in organizations, but these studies have tended to ignore the potential differences between human resource (HR) managers and HR consultants with regards to using this tool. This chapter examines the use of e-questionnaires from the point of view of both types of practitioners. The study includes a qualitative exploratory survey, as well as a quantitative survey. T-tests, cluster analysis, and principal component analysis are performed and results support the three propositions that are presented. Specifically, it was found that (a) HR consultants and HR managers differ in the ranking of factors they think are important when deciding whether to use e-questionnaires; (b) preference differences exist between HR managers and HR consultants - managers are more directed by organizational constraints than consultants; and (c) the groupings for e-questionnaire preferences, compared to paper-and-pencil questionnaires, are consistent with Caldwell’s (2003) four roles of HR managers. The chapter concludes with implications and suggestions for future research.

Writing Organizational Survey Items That Predict What Matters in Organizations

2020 ◽  
pp. 186-201
Author(s):  
Daniel J. Ingels ◽  
Kathryn E. Keeton ◽  
Christiane Spitzmueller
Keyword(s):  
Close Relationships ◽  
Organizational Outcomes ◽  
Survey Development ◽  
Ethical Considerations ◽  
Line Managers ◽  
Organizational Survey ◽  
Response Formats ◽  
Organizational Surveys ◽  
Survey Length ◽  
Gathering Data

Organizational surveys are essential tools for gathering data in 21st-century organizations. This chapter provides a practitioner-oriented guide to developing survey content and items. In this chapter, the authors highlight the need to first determine highly specific survey project goals and deduce broad survey content domains based on those goals. They advise practitioners to build close relationships with employees and line managers to develop short survey tools that are organizationally relevant and predictive of organizational outcomes of interest (i.e., customer satisfaction, employee retention). Based on extant research evidence around item and scale development, they discuss response formats, survey length considerations, respondent literacy issues, and cultural as well as language considerations relevant to survey development. They conclude with ethical considerations and a brief summary.

Measurement Errors in Organizational Surveys

1993 ◽  
Vol 36 (4) ◽  
pp. 472-484 ◽  
Author(s):  
SOLOMON DUTKA ◽  
LESTER R. FRANKEL
Keyword(s):  
Measurement Errors ◽  
Organizational Surveys

Driving Change Through Organizational Surveys

2016 ◽  
Author(s):  
Allan Church ◽  
Daniel Kuyumcu ◽  
Christopher Rotolo
Keyword(s):  
Organizational Surveys

Explaining Diversity Management Outcomes

2016 ◽  
Author(s):  
Sandra Groeneveld
Keyword(s):  
Survey Research ◽  
Research Agenda ◽  
Diversity Management ◽  
Recent Survey ◽  
Research Articles ◽  
Positive Relationships ◽  
Employee Outcomes ◽  
Organizational Surveys ◽  
Current Survey

This chapter is focused on what survey research has recently contributed to our knowledge of diversity management outcomes and what is to be done to bring this field further. To this end it provides an overview of recent survey research articles on diversity management outcomes. They reveal inconsistent results: whereas organizational surveys have yielded inconclusive findings with regard to the outcomes of diversity policies and management, employee surveys have often shown positive relationships between diversity policies and management and employee outcomes. The inconsistency of these findings are then further explained by discussing four main methodological weaknesses of current survey research on diversity management outcomes and by relating these issues to the main gaps in our knowledge. A research agenda for future survey research on diversity management outcomes is outlined to which questions regarding when and why diversity management would lead to favourable outcomes are central.

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