A Chaos Theory Analysis of a Government Service Agency - 1993 Employee Opinion Survey Data

2013 ◽  
Author(s):  
Eric B. Dent
Keyword(s):  
Survey Data ◽  
Chaos Theory ◽  
Service Agency ◽  
Opinion Survey ◽  
Government Service ◽  
Theory Analysis ◽  
Employee Opinion Survey

With the Right Map, Survey Key Driver Analysis Can Help Get Organizations to the Right Destination

2017 ◽  
Vol 10 (2) ◽  
pp. 290-298
Author(s):  
Charles A. Scherbaum ◽  
Justin Black ◽  
Sara P. Weiner
Keyword(s):  
Data Analysis ◽  
Best Practices ◽  
Survey Data ◽  
Analytical Techniques ◽  
Opinion Survey ◽  
Key Driver ◽  
Driver Analysis ◽  
Employee Opinion Survey ◽  
The Right ◽  
Analytical Approaches

Cucina, Walmsley, Gast, Martin, and Curtin (2017) raise an important issue in evaluating whether our current approaches for key driver analysis on employee opinion survey data are indeed best practices. As has been argued elsewhere (Putka & Oswald, 2016; Scherbaum, Putka, Naidoo, & Youssefnia, 2010), there is and can be misalignment between current and best practices. We agree with Cucina et al. that our field should engage in larger discussion of these issues. That discussion is critical, as industrial and organizational (I-O) psychologists are competing with those outside our field who have either little knowledge of best practices in data analysis (but who have been empowered by technology that automates the analysis) or little knowledge of psychology (but a great deal of knowledge in big data analytical techniques). I-O psychologists are in the vanguard of survey data analysis (Ducey et al., 2015), and we have a responsibility to maintain the standards of our field as well as to wield our influence to guide other practitioners outside our field on sound theoretical and analytical approaches.

Employee Opinion Survey on Shaping Employee Loyalty

2013 ◽  
Vol 27 (1) ◽  
pp. 25-37
Author(s):  
Urszula Bukowska
Keyword(s):  
Opinion Survey ◽  
Employee Loyalty ◽  
Behavioral Aspects ◽  
Employee Opinion Survey

This article presents the nature of employee loyalty, focusing on its affective and behavioral aspects. Symptoms of loyalty are pointed out, with the reservation that the manifestation of the lack of loyalty that affects the employer the most is voluntary employee departures. In order to prevent them, steps are taken to recognize employee expectations. Several tools are used for this purpose, however, the research based on employee opinion survey is particularly effective.

Organizational Culture and Climate Correlates of Job Satisfaction

1998 ◽  
Vol 82 (3) ◽  
pp. 843-850 ◽  
Author(s):  
Jocelyn J. Johnson ◽  
Cherita L. McIntye
Keyword(s):  
Job Satisfaction ◽  
Decision Making ◽  
Organizational Culture ◽  
Organizational Effectiveness ◽  
Service Agency ◽  
Government Service ◽  
Culture And Climate ◽  
Creativity And Innovation

Data were collected from 8,126 employees in a large government service agency using an anonymous survey measuring 19 different aspects of organizational culture and climate. Correlation indicated positive and significant associations for the measure of Job Satisfaction on the survey with all remaining measures. The measures of culture most strongly related to scores on Job Satisfaction were Empowerment and Involvement, and Recognition. Measures of climate most strongly associated with scores on Job Satisfaction were Communication, followed by Goals, Creativity and Innovation, and Decision-making. Results are discussed in terms of their practical and meaningful relevance to organizational effectiveness.

Differences in Supervisor and Non-Supervisor Perceptions of Quality Culture and Organizational Climate

2000 ◽  
Vol 29 (1) ◽  
pp. 119-128 ◽  
Author(s):  
Jocelyn J. Johnson
Keyword(s):  
Organizational Climate ◽  
Organizational Effectiveness ◽  
Service Agency ◽  
Government Service ◽  
Quality Culture ◽  
Culture And Climate

Data were collected from 8,126 employees in à large government service agency using an anonymous survey measuring 9 aspects of quality culture and 10 aspects of organizational climate. Results show that supervisors perceived all 19 aspects of the culture and climate measured on the survey significantly more positively than did non-supervisors. Results are discussed in terms of their implications for organizational effectiveness.

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