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The purpose of this article is to discuss the role of the employee in the high performance organization. One of the management techniques which has gained much popularity the past 15 years is the employee satisfaction survey. Many organizations, both profit and non-profit, use a yearly questionnaire, which measures the satisfaction of employees with all sorts of things in the organization. Yet recently, dissenting opinions can be heard that are critical of what they call “the yearly employee survey ritual”. The criticism focuses on the results of the survey which are not dealt with adequately so that the employee survey gradually has become a dissatisfier for employees. Another phenomenon is that organizations that are considering to conduct a high performance organization (HPO) diagnosis renounce this using the justification that “we are already doing an employee survey.”

In this article the purpose of the employee survey, its advantages, its problems in practice and its relation with the HPO Framework are discussed.

It is shown how the employee survey can be improved. In addition, its is shown that the employee survey and the HPO Framework are two different but complementary techniques that can and should be used in conjunction with each other.

This article is one of the first to discuss the relation between two important management improvement techniques: the employee survey and the HPO framework.

Leading organizations invest large amounts of time, energy, and financial resources in conducting employee surveys. Through Mercer Human Resource Consulting's work on more than 1,000 survey projects, ten key areas within the survey process have been identified that consistently stand out as potential stumbling blocks to survey success. The purpose of this paper is to make companies aware of these potential blocks, and show that by adopting best practices to avoid them, organizations can significantly improve the odds of conducting a successful survey.

According to Mercer Human Resource Consulting's What's Working™ research, upwards of 50 percent of employers in Sweden, Japan, Singapore, the USA, Brazil, Australia, Canada, the UK, and Ireland regularly conduct employee surveys. Employee engagement is more often the intended ultimate outcome of employee surveying. All the same, employee surveys often fail in their strategic aims. Through Mercer's work on more than 1,000 survey projects, ten key areas within the survey process have been identified that consistently stand out as potential stumbling blocks to survey success.

This article identifies the ten key stumbling blocks to employee survey success as: Project planning; Communication; Questionnaire design; Timing; Prioritization of issues; Engaging senior management; Data delivery; Follow‐up support; Monitoring and accountability, and Linking survey results to business outcomes. These stumbling blocks and methods of overcoming them are described.

It is becoming increasingly clear to organizations that employee engagement has a significant influence on organizational performance and can become a long‐term source of competitive advantage. An original connection is made between effective employee surveys and employee engagement, and best‐practice guidance is provided on ensuring survey success. Otherwise, a survey runs the risk of destroying rather than building employee engagement.

Explains the advantages of using a culture survey as part of an organization′s change effort and examines the use of culture surveys in information gathering and communication. Culture surveys, used properly, become invaluable in guiding change. Used improperly, however, they can be counterproductive. Describes the principles for designing, implementing and analysing the data resulting from a culture survey, along with a case study describing the successful application of these principles in one organization.

Employee surveys are used by organizations throughout the world, typically to drive change and improve engagement and retention. Giving employees a voice is seen as a “good thing to do” but too often the managerial response to the findings is “so what?”. This paper aims to offer a clear direction for creating best practice employee engagement surveys. It seeks to explain how action planning can be improved, thus enabling change to be managed and implemented more effectively.

In total, 31 HR practitioners who manage employee surveys within their organizations were surveyed for this study in early 2010. The participating companies are large organizations headquartered primarily in the UK, Germany and the USA. They represent a diverse set of industries including banking and financial services, consumer products, information technology, manufacturing, natural resources, telecommunication/utility services and retail.

The paper reveals the key challenges that survey practitioners face and the barriers they need to overcome. It highlights that senior leaders are a key barrier and that metrics of survey effectiveness often lack organizational focus. It offers insights and practical recommendations for HR practitioners. In particular, it shows how organizations can improve their survey feedback and action‐planning processes.

The paper is based on original research by the Kenexa High Performance Institute. It translates the survey findings into practical implications for HR practitioners who are looking to utilize employee surveys to drive change and improve engagement.

Employee surveys are becoming increasingly widespread 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 organisations using surveys at the corporate level. The research found that surveys are used for a variety of purposes to influence change. Purposes are primarily either concerned with organisational assessment (as a diagnostic prior to change) or to implement organisational changes. These results suggest that employee surveys are both mirrors and makers of organisational change. The paper concludes with some theoretical, methodological and ethical implications for academic researchers in the ways that they use and report surveys.

The purpose of this research is to investigate whether the participants in an employee survey who do not answer one or more demographic items differ systematically from those who fill out all demographic items.

Logistic regression, with affective commitment, job satisfaction, and attitude towards leadership as predictors of responding to demographic items is used to analyze the data of an employee survey in a German company.

Survey participants with low commitment, poor job satisfaction, and negative attitudes towards leadership are more likely not to provide demographic information, while highly committed participants tend to answer all demographic items. Non‐respondents are also more concerned that their skills become obsolete, and they feel that employees do not have enough say.

The paper does not distinguish among demographic item non‐respondents on the basis of how many and which items are omitted. Future research should take a closer look at the different sensitivity of the demographic items.

Managers should be aware that it is likely that the results of an employee survey for their organizational subunits tend to be biased and show a picture that is too optimistic as compared to company‐wide results.

The value of the paper lies in demonstrating a systematic and practically important bias in employee survey statistics that has been overlooked so far.

Employee surveys are an important tool for communicating messages to employees, measuring cultural and behavioral indicators, and driving organization development and change in the workplace. This chapter expands upon prior research in this area by presenting longitudinal trends in survey action planning efforts over an 11-year period and the impact on employee attitudes at a multinational consumer products company. Results from the Survey Outcome Matrix are analyzed over time, by level, and by content area. Comments from employees are used to explore reasons why action does not occur from surveys in some contexts. The chapter concludes with implications for practice.

The recent introduction of the European Directive on information and consultation and its forthcoming implementation into United Kingdom (UK) law has increased the focus on workplace representation arrangements. This paper examines the interplay between non-union and union representative arrangements at Eurotunnel (UK) and assesses their effectiveness in representing the needs of employees over a five-year period. Importantly, the paper also examines the pros and cons of both non-union employee representation and union voice arrangements. The findings show that the effectiveness of non-union structures as bodies representing the interests of employees in filling the lack of representation is questionable. However, union recognition through an employer-union partnership agreement has also raised important issues regarding the effectiveness, impact and legitimacy of unions at Eurotunnel. The main implication of this research is that the existence of a mechanism – union or non-union – for communication between management and employees at the workplace may not be a sufficient condition for representation of employee interests. Effective employee voice over workplace issues may be essential for achieving and maintaining employee satisfaction. Voice, the right to be heard and having influence over workplace issues and at times an acknowledgement of differing interests may be essential conditions for more effective decision-making process.