Essays on Plan for an Employee Survey Coursework

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The paper "Plan for an Employee Survey" is a great example of management coursework.   Employee surveys are among the most effective tools that are used by management to assess its strategy’ s effectiveness, as well as maximizing its human resources’ potential. For several decades, organizations have been using employee surveys to help the management understand the way individual workers perceive their job satisfaction, working conditions and advancement opportunities. While these surveys may be used for various purposes, managers are more and more using them as strategic tools for maximizing productivity and meeting financial as well as other organizational objectives.

The popularity of the conventional employee survey that used to measure solely employee happiness or satisfaction is declining (Morganson, Major, Oborn, Verive, & Heelan, 2010). Currently, firms are using employee surveys to ask the workforce to evaluate the work setting and the provided support to help attain business goals. This paper will contain a plan for conducting an international survey for Jollibee employees that includes what the employee survey can achieve, and challenges faced ineffective administration of the survey. It will also include costs, risks and likely difficulties and their management, anticipated or likely benefits and how to deliver them, as well as how to know if the survey has been conducted professionally and ethically. What the survey can achieve The use of the employee survey can achieve a number of things.

To start with, the survey can act as a warning indicator. The warning signs encompass a wide array of organizational matters, such as corporate values and ethics, union vulnerability and workplace safety. Concerns on safety may entail physical injury to workers due to an unsafe work environment, substance abuse, workplace violence and security to personal and company property (Frank, Finnegan, & Taylor, 2004).

In this case, the company can use the survey to establish gaps amid the procedures, policies and objectives concerning safety and actual safety matters, as perceived by the workforce. Moreover, the data collected from the survey can be used to ascertain whether the ethical standards and values structure established by top management are actually being circulated and disseminate throughout the organizational culture (Frank, Finnegan, & Taylor, 2004). This can be achieved by asking employees about their perception of how ethically or unethically the company’ s activities are carried out. In addition, the survey can be used to measure whether the company is people’ s employer of choice.

According to (Harley, Ramsay, & Scholarios, 2013), most firms are using worker surveys to assess the ambience within their staff. The surveys measure an organization’ s attractiveness as the employer of choice for the recruitment and retaining of key workers, and employee engagement. The desire of being people’ s employer of choice stems mainly from a looming deficiency of talent that is demographics related.

This desire also derives from stiff competition to hire and retain workers, especially skilled employees, in the worldwide economy. Mounting awareness of inevitable demographics is generating greater pressure for HR practitioners to concentrate more on keeping talented workers and ensuring that they are actively occupied in their jobs. Growing organizational awareness on the significant turnover’ s costs, in relation to lost productivity, lost opportunities and training, is also driving the need for employee retention (Frank, Finnegan, & Taylor, 2004, p. 13).

References

Dundon, T., Wilkinson, A., Marchington, M., & Ackers, P. (2004). The meaning and purpose of employee voice. International Journal of Human Resource Management, 15, 1149-1170.

Frank, F., Finnegan, R., & Taylor, C. (2004). The race for talent: Retaining and engaging workers in the 21st century. Human Resource Planning, 27 (1), 12-25.

Harley, B., Ramsay, H., & Scholarios, D. (2013). Employee Direct Participation in Britain and Australia: Evidence from AWIRS95 and WERS98. Asia Pacific Journal of Human Resources, 38 (2), 42–53.

Holland, P., Cooper, B. K., Pyman, A., & Teicher, J. (2012). Trust in management: the role of employee voice arrangements and perceived managerial opposition to unions. Human Resource Management Journal, 22 (4), 377–391.

Morganson, V. J., Major, D. A., Oborn, K. L., Verive, J. M., & Heelan, M. P. (2010). Comparing telework locations and traditional work arrangements: Differences in work-life balance support, job satisfaction, and inclusion. Journal of Managerial Psychology, 25 (6), 578 - 595.

Sanchez, P. M. (2007). The employee survey: more than asking questions. Journal of Business Strategy, 28 (2), 48-56.

Veldhoven, M. v. (2005). Financial performance and the long-term link with HR practices, work climate and job stress. Human Resource Management Journal, 15 (4), 30–53.

Voorde, K. V., Paauwe, J., & Veldhoven, M. V. (2010). Predicting business unit performance using employee surveys: monitoring HRM-related changes. Human Resource Management Journal, 20 (1), 44–63.

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