An Empirical Examination of Survey Feedback as an Organizational Change Device.

Conlon, Edward J.; Short, Lawrence O.

doi:10.5465/ambpp.1983.4976350

Cited by 2 publications

(2 citation statements)

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“…Survey feedback has also been shown to lead to increases in readiness to change among executives of the organization ( Alderfer and Holbrook, 1973 ), or improvements in communication, ease in tension in organization, satisfaction, and employee relations ( Amba-Rao, 1989 ). Conlon and Short (1984) reported improved ratings of supervisor behavior, goal clarity, task perceptions, and opportunity for advancement improved during their intervention, whereas at least a medium level of feedback was needed to produce meaningful changes.…”

Section: Resultsmentioning

confidence: 99%

“…For example, results suggest that teams led by managers with poor leadership skills potentially benefit most from survey feedback interventions (Solomon, 1976), but managers with low ratings on leadership questions might also be less likely to use the feedback with their units, even though they have the most need to do so (Born and Mathieu, 1996). On the contrary, Conlon and Short (1984) found that managers with higher ratings on an item asking how the manager performs under pressure and how often the manager holds group meetings for communication purposes, were more likely to provide survey feedback to their teams. Even though these items were weak predictors, the authors concluded that supervisors who have preexisting processes in place to discuss work related matters with their teams might be at an advantage to continue such behavior within the scope of the employee survey follow-up.…”

Section: Leaders/managersmentioning

confidence: 99%

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Following Up on Employee Surveys: A Conceptual Framework and Systematic Review

Huebner

Zacher

2021

Front. Psychol.

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Employee surveys are often used to support organizational development (OD), and particularly the follow-up process after surveys, including action planning, is important. Nevertheless, this process is oftentimes neglected in practice, and research on it is limited as well. In this article, we first define the employee survey follow-up process and differentiate it from other common feedback practices. Second, we develop a comprehensive conceptual framework that integrates the relevant variables of this process. Third, we describe the methods and results of a systematic review that synthesizes the literature on the follow-up process based on the conceptual framework with the purpose of discussing remaining research gaps. Overall, this paper contributes to a better understanding of the organizational and human factors that affect this process. This is useful for practitioners, as it provides guidance for the successful implementation of this human resource practice. For example, research suggests that it is important to enable managers as change agents and to provide them with sufficient resources.

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Section: Resultsmentioning

confidence: 99%