Perceptions of Organizational Surveys within Employee Engagement Efforts

Citation data:

International Journal of Business and Public Administration

Publication Year:
2011
Usage 106
Abstract Views 106
Repository URL:
https://scholarworks.boisestate.edu/manage_facpubs/6
Author(s):
Sugheir, Jeff; Coco, Malcolm; Kaupins, Gundars
Tags:
Business Administration, Management, and Operations
article description
A growing interest and field of study is employee engagement. Its importance and growing significance can be described and articulated in various ways, but simply put it is an area which potentially promises to benefit both employee and organization. From the standpoint of the organization it seems to deliver a healthier bottom line as well as other key metrics seeing favorable results. From the standpoint of the employee we see turnover down and the acquisition of key talent which indicates a strong desire to want to be a part of organizations conscious of employee engagement.Data ResultsWhile companies furnish surveys at a consistent pace, results indicate that the participation by employees in those surveys are quite low. So it clear that despite continuous deployment of employee surveys by organizations, engagement can remain comparatively low due to simple identifiable reasons such as an inability to communicate that opinions, perspectives, and perceptions are valued. Also, this result clearly stems from an inability from organizations to create recognition which silently conveys a lack of trust to subordinates. This also nullifies previously spoken initiatives for engagement by exhibiting contrary actions which speak louder than words. This is done by failure to consult employees on tactical decision making, strategic meetings where perspectives are pooled and valued, coupled with a potential lack of inclusion. A simple starting point for organization who do not regularly deploy surveys is to simply begin doing so. It is important to note (taking into consideration low survey participation) that the deployment of surveys devoid of sincere implementation intention by management simply increases printing costs. Also, it is noted in this paper that the design of the survey is equally important to its creation, and that consultation and/or education in this area might be beneficial to the organization. Another option to this obstacle of survey creation and doing so in a fashion which is conducive to engagement is to simply outsource the creation this project. Lastly, a couple items worth noting are that the low scores that were provided were linked with knowledge of ‘job expectations’ and ‘availability of resources.’Thanks to Steve Silva, Graduate Assistant, Boise State University, for writing this original abstract/summary of the paper.