Follow-up-Prozesse gezielt steuern

Bungard, Walter; Niethammer, Cathrin; Müller, Karsten; Feinstein, Ingrid; Jöns, Ingela; Hodapp, Markus; Liebig, Christian

doi:10.1007/978-3-540-47841-6_3

Cited by 2 publications

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“…The literature on 360°feedback or other feedback processes that include subordinate ratings commonly recommends proper training for managers in the process and/or additional support through consultants, and yet this is often neglected in practice (Vukotich, 2014), similarly as it is with employee surveys (Hinrichs, 1996). Employee surveys demonstrate close parallels to upward feedback programs, especially when the employee survey contains items on direct leadership (Bungard et al, 2007). The utility of 360°feedback is limited without proper supportive resources (Vukotich, 2014), and there is reason to believe that the same applies to employee surveys.…”

Section: Discussionmentioning

confidence: 99%

“…analysis, discussion of results, action planning, and review (Bungard et al, 2007). The focus of this study lies on the last three phases, which constitute the follow-up process of employee surveys, as the success of employee surveys that serve the goal of bottom-up change is especially dependent on these phases, more specifically on action planning and action implementation (Welbourne, 2016).…”

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confidence: 99%

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Effects of Action Planning After Employee Surveys

Huebner

Zacher

2022

Journal of Personnel Psychology

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Abstract. Employee surveys are commonly used tools in organizations for the purpose of organizational development. We investigated the post-survey action planning process in 3,091 organizational units (OUs) of one large company in Germany. We expected action planning to lead to improvements on subsequent employee survey scores, with OUs that continuously and repeatedly planned actions showing the greatest improvements. Results suggest that the development of action plans can lead to improvements on subsequent survey scores, but effect sizes were generally small. Furthermore, managers who initiated action planning in the previous year were more likely to do so again the following year. Overall, these findings contribute to the literature on employee surveys by investigating effects of post-survey action planning.

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Section: Discussionmentioning

confidence: 99%

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confidence: 99%

Effects of Action Planning After Employee Surveys

Huebner

Zacher

2022

Journal of Personnel Psychology

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“…The Faces Scale was developed by Kunin in 1955 to measure job satisfaction in a large automotive plant. Hence, the scale is often titled “GM Scale” (Bungard, Müller, & Niethammer, 2007) and has been widely used ever since (Brief & Robertson, 1989; Elfering, Kälin, & Semmer, 2000; Elfering, Semmer, Tschan, Kälin, & Bucher, 2007; Neuberger, 1976; Neuberger & Allerbeck, 1978; Smith et al, 1969; Wanous, Reichers, & Hudy, 1997). The Faces Scale has also been used to measure happiness and life satisfaction (Andrews & Whitey, 1976).…”

Section: The Faces Scale Of Job Satisfactionmentioning

confidence: 99%

On the Intra- and Interindividual Differences in the Meaning of Smileys

Grebner

2011

Swiss Journal of Psychology

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There is increasing evidence that the Faces Scale is more sensitive to the emotional component of job satisfaction than other scales. This study investigated underlying processes and tested whether state affect and neuroticism covary with respondents’ evaluations of each face’s meaning. Seventy-five participants repeatedly judged single schematic faces as looking satisfied or unsatisfied. Participants made 11,025 two-alternative, forced-choice judgments about a variety of eleven faces. Results showed that faces appeared more satisfied to those who reported good mood and lower neuroticism (assimilation effect). In addition, there was a significant range effect of scale composition: In a range including five smiling faces, a face showing a mild smile was more often judged as looking unsatisfied than in a range including five frowning faces. Moreover, a significant interaction between range and neuroticism indicated stronger range effects in those participants who reported higher neuroticism than others. The implications for the use of the Faces Scale in work and organizational psychology are discussed.

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Follow-up-Prozesse gezielt steuern

Cited by 2 publications

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Effects of Action Planning After Employee Surveys

Effects of Action Planning After Employee Surveys

On the Intra- and Interindividual Differences in the Meaning of Smileys

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