The paper "Designing an Ethical, Professional, Effective Employee Survey Process" is a good example of business coursework. Jollibee, a multinational fast-food chain with its head office in the Philippines, has run surveys of employees in the past with mixed success. However, senior managers are keen to try again. Following an investigation into the feasibility and value of employee survey in the context of Jollibee, this paper proposes a plan for use in running a survey of Jollibee employees internationally. The plan includes issues such as what the employee survey is expected to survey and challenges in the effective administration of the survey.
Other issues included are the costs, risks and potential difficulties and how they would be managed, how expected benefits would be delivered and lastly, how the survey would be evaluated for being ethical and professional. Designing an ethical, professional, effective employee survey process Introduction An employee survey is a method of collecting information directly from the workers regarding their feelings, ideas, plans, financial background and social issues (Rogelberg et al, 2000). In the context of Jollibee, it can be defined as a technique for soliciting anonymous employee suggestions and opinions across the company’ s global operations. The attitude of employees towards the company along with the integration of their views and suggestions into the running of the organization are critical for the company’ s competitive work environment (Saari & Judge, 2004).
In the fast-food industry, Jollibee deals with a different generation of workers with diverse needs and aspirations. However, the more the management knows about the attitudes and opinions of the workers, the easier it is to control their behaviors and align with the corporate objectives.
Reason and research seem to have reached a consensus that frontline employees are in the best capacity to evaluate an organization’ s problems, actions and possible solutions (Baruch & Holtom, 2008). This employee survey integrates all stages of assessing employee effectiveness in action planning. What employee survey can achieve Jollibee’ s upper-level management is particularly concerned about the general attitudes and opinions of the workforce. There is a need to make a continuous assessment to measure the employee’ s attitudes (Saari & Judge, 2004). An employee attitude survey, or organizational climate survey, can be effective in measuring the opinion and views of employees at the company and its various units.
Employee surveys offer a direct and reliable tool for communication between the department and unit managers. They can also demonstrate to the workforce that the management is concerned about integrating their input into the decision-making process. Indeed, such opinions and attitudes can show that the employees are motivated and have high morale. These can be associated with their level of productivity. They can also enable Jollibee to establish upward communication trend from the subordinates to the middle-level management to the executive (Rogelberg et al, 2000). Designing Employee Surveys In designing an employee survey, careful planning must be considered, completed and set up.
A single department or unit within Jollibee will have to be selected to serve as a pilot. A smaller unit will be most appropriate. The manager of the unit should be debriefed on the nature and the intent of the survey project. Human Resource Management (HRM) should select a trusted Project Leader in situations where the People Management Department will not administer the survey. The results of the survey should remain confidential.
It is crucial that the employees be given ample time to give feedback since the same question may imply different things to various people. Methodology and the length of the feedback should as well be determined and indicated to allow for proper scheduling. The results of the survey, led by the Project Manager, should occur immediately. In all, the survey instrument should be brief and straightforward (Bartel et al, 2011).
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