Employee surveys : strategic aid or hand-grenade for organisational and culture change?
By: Hartley, Jean
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Material type: 
ArticlePublisher: 2001Subject(s): Employee Survey`s | Organizational Change | Local Government | Employee AttitudesThe International Journal of Public Sector Management 14, 3, p. 184-204Abstract: Employee surveys are becoming increasingly widepread among both public and private sector organisations. Yet, while there are many articles and books on the technical aspects of how to carry out an employee survey there is much less contemporary information about the impact of employee surveys on the organisation? This paper examines why local authorities undertake employee surveys and the extent to which these contribute to strategic change. The research is based on a review of the use of employee surveys by 12 organizations using surveys at the corporate level. The research found that surveys are used for avariety of purposes to influence change. Purposes res primaly either concerned with organisational assessment ( as diagnostic prior to change) or to implent organisational a changes. These results suggest that employee surveys are both mirros and makers of organisational change. The paper concludes with some theoretical, methodologiacal and ethical implications for academic researchers in th ways that they use and report surveys
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
Employee surveys are becoming increasingly widepread among both public and private sector organisations. Yet, while there are many articles and books on the technical aspects of how to carry out an employee survey there is much less contemporary information about the impact of employee surveys on the organisation? This paper examines why local authorities undertake employee surveys and the extent to which these contribute to strategic change. The research is based on a review of the use of employee surveys by 12 organizations using surveys at the corporate level. The research found that surveys are used for avariety of purposes to influence change. Purposes res primaly either concerned with organisational assessment ( as diagnostic prior to change) or to implent organisational a changes. These results suggest that employee surveys are both mirros and makers of organisational change. The paper concludes with some theoretical, methodologiacal and ethical implications for academic researchers in th ways that they use and report surveys
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