This is a monthly electronic magazine for anyone who wants to be a better leader, coach, facilitator, or simply, to tune up their people skills. It is a complimentary publication, devoted to the next evolution of Quality Thinking.
Publisher: © Key Associates, LLC, 2006 ISSN # 1545-8873
“With a hypothetical question you can only get, at best, a hypothetical answer.” — Father William Seifert
“Live your questions now, and perhaps even without knowing it, you will live along some distant day into your answers.” — Rainer Maria Rilke
Satisfaction – noun – from Latin, reparation, amends
- the payment through penance of the temporal punishment incurred by a sin.
- the fulfillment of a desire, need, or want.
- compensation for a loss or injury.
- convinced assurance or certainty.
Many leaders have sought feedback from their workforce, through structured questionnaires. Their intention was to learn if their employees were satisfied, and if not, why not? The results usually came in a report that had some scores. Perhaps means, maybe standard deviations. By norms, T-scores, benchmarks, or general comparisons, they were left with an impression that they were good or bad, and certainly short of perfect. If they were lucky,they had some anecdotal remarks attached to thescore – that expanded the ratings to explain what was faulty or should be improved. Nary a clue what to do instead. Frustrating! The lesson: if you want to know, have a dialogue with your employees. Or structure the inquiry to gather opportunities for improvement. Read on.
Always follow a closed question (rating, ranking, yes/no, agree/disagree) with an open-ended question. For example, “I have adequate information to do my job.” – Never – Rarely – Sometimes – Usually – Always. (Then follow with:) “How might this be improved?” not “Explain your rating.” Rather than a tally of means and standard deviations, we prefer a literal frequency distribution of how many people answered in each category – so that you can see the spread and concentration of responses.
Whereas, job satisfaction (Motivators) resulted from:
The latter group can be termed “intrinsic” motivators. They are less tangible and more individualized than the extrinsic side of pay and working conditions. And they are the reasons people leave jobs (Branham, 2005). Be sure and ask questions about the flip side of pay and benefits – Pride in Work!
Learn more about surveys: Vovici.
Learn from a case study implementing a survey: Employee Satisfaction Surveys.
What is the value of employee feedback? Employee Satisfaction and Exit Surveys Make Good Sense.
Key Associates offers:
Instantly create your own survey: Survey Monkey.
Free web-based templates: SurveyShare Templates.
Free demo survey: Employee Satisfaction Surveys.
Create a survey now. Free 30-day trial: Key Survey.
Free templates: Online Survey Service for Business.
copyright ©2012 by dr. m. k. key on behalf of key associates
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