Current and Future Trends in Employee Survey Practice

Rotolo, Christopher T.; Fleck, Christina R.; Shepherd, Brittnie R.

doi:10.1093/oso/9780190939717.003.0026

Cited by 4 publications

(5 citation statements)

References 1 publication

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“…The results indicate that only modest changes in state engagement could be detected over a period of 8 months. Even with typical participation rates for most monthly organizational surveys (Rotolo et al, 2020), practically no differences in engagement could be detected between job roles. There were also no differences in the longitudinal trends in engagement between job roles.…”

Section: Discussionmentioning

confidence: 88%

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Investigating the promise and pitfalls of pulse surveys

Brown

2022

Ind. Organ. Psychol.

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Despite the growing popularity and marketing of pulse surveys, there is little research concerning this practice. To this end, this practice forum reports the results of a four-wave pulse survey that was conducted in a health care organization. Pulse surveys provided reliable estimates of overall engagement, but scores remained stable across 8 months. Practically no differences in group scores or trends could be found despite high participation (≍ 50%). Item responses displayed little differences between groups, ICC(1) ranging from .03 to .18, and poor discriminant validity. Based on these results, pulse surveys may be adequate for estimating overall employee sentiment but not useful for detecting change over time or differences between groups. These limitations should be considered when designing or implementing pulse surveys.

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Section: Discussionmentioning

confidence: 88%

“…If current trends persist, more and more organizations will continue to adopt pulse surveys in practice (Rotolo et al, 2020). Therefore, further longitudinal research on changes in group-level Note.…”

Section: Implications For Practice and Directions For Future Researchmentioning

confidence: 99%

Investigating the promise and pitfalls of pulse surveys

Brown

2022

Ind. Organ. Psychol.

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show abstract

“…Results indicate that only modest changes in state engagement could be detected over a period of eight months. Even with typical participation rates for most monthly, organizational surveys (Rotolo et al, 2020), practically no differences in engagement could be detected between job roles. There were also no differences in longitudinal trends in engagement between job roles.…”

Section: Discussionmentioning

confidence: 89%

“…If current trends persist, more and more organizations will continue to adopt pulse surveys into practice (Rotolo et al, 2020). Therefore, further longitudinal research on changes in group-level measures over time is important to inform best practices.…”

Section: Implications For Practice and Directions For Future Researchmentioning

confidence: 99%

Investigating the Promise and Pitfalls of Pulse Surveys

Brown¹

2020

Preprint

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Despite the growing popularity and marketing of pulse surveys, there is little research concerning this practice. To this end, this practice forum reports the results of a four-wave pulse survey conducted in a health-care organization. Pulse surveys provided reliable estimates of overall engagement but scores remained stable across eight months. Practically no differences in group scores or trends could be found despite high participation. Item responses displayed little differences between groups and poor discriminant validity. Based on these results, pulse surveys may be adequate for estimating overall employee sentiment but not useful for detecting change over time or differences between groups. These limitations should be considered when designing or implementing pulse surveys.

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“…In particular, action planning is commonly rated as the weakest element of employee survey programs (Rotolo et al, 2020). Action planning is traditionally a top-down process where individual managers are tasked with developing strategies to address one or more topics based on survey results.…”

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confidence: 99%

Does Action Planning Create More Harm Than Good? Common Challenges in the Practice of Action Planning After Employee Surveys

Brown

2021

The Journal of Applied Behavioral Science

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Despite the popularity of employee surveys in practice, there has been little research to determine how leaders and managers can effectively take action based on survey results. Without a foundation for evidence-based practice, many organizations rely on action planning processes where individual managers are tasked with developing plans to improve attitudes and perceptions among their subordinates. Although action plans are easy to quantify and monitor, it is unclear whether they are useful for creating change. Action planning is often rated as least favorable among other aspects of employee survey programs. Managers may lack the capability to actively change the causes of dissatisfaction among their subordinates. At worst, managers may grow to perceive action planning as a meaningless, box-checking task. This potentially acts to demotivate and demoralize managers while also increasing pessimism toward future surveys. This article provides several suggestions to avoid these potential pitfalls when designing and implementing employee surveys.

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Current and Future Trends in Employee Survey Practice

Cited by 4 publications

References 1 publication

Investigating the promise and pitfalls of pulse surveys

Investigating the promise and pitfalls of pulse surveys

Investigating the Promise and Pitfalls of Pulse Surveys

Does Action Planning Create More Harm Than Good? Common Challenges in the Practice of Action Planning After Employee Surveys

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