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

Author(s):  
Yael Brender-Ilan ◽  
Gideon Vinitzky

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.


Author(s):  
Daniel J. Ingels ◽  
Kathryn E. Keeton ◽  
Christiane Spitzmueller

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.


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

Author(s):  
Allan Church ◽  
Daniel Kuyumcu ◽  
Christopher Rotolo

Author(s):  
Sandra Groeneveld

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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