Online Questionnaire Examples The questionnaire example shown on this page is that of an Employee Satisfaction Survey.  This is just one of many topics and issues we have helped our clients assess via online questionnaires.  If you wish, you may see some of the other topics we have experience with. You will find the following questionnaire example to be unlike surveys you have seen before, and you may wonder why it doesn't look like a traditional survey.  There are good reasons related to the issues of reliability and validity. The content for an Employee Satisfaction Survey is custom-developed for each organization, but the broad issues that contribute to employee satisfaction are known and represented in every survey.  They include such topics as: the organization's workplace environment, * (Malcolm Baldridge Category 5.3) relationships with immediate supervisor, * (Malcolm Baldridge Category 5.3) satisfaction with the work itself, reward/recognition systems, both formal and informal, opportunities for growth through training and job assignments, compensation/benefit programs, support received from co-workers and other managers

Click here to visit ReliableSurveys.com, our other web site with more than 25 examples of reliable and valid questionnaires deployable online and customized to your situation. Questionnaire Links . . . Sample of Clients Reliability and Validity Other Questionnaire Topics Frequently Asked Questions Online Questionnaire Examples Why Don't Our Surveys Look     Like Traditional Surveys? What's Wrong With     Rating Scales? How do I get more information?

The Questionnaire Process For each of the broad topic areas, multiple statements are composed that are compared two at a time using the following format: Question: Which statement better describes the way your organization functions currently? Much Better Example Better Example   Equal   Better Example Much Better Example Work accomplishments are recognized Safety procedures are in place and clear In the actual questionnaire, the respondent is presented with a full page of 40 or more such pairs rather than a single pair.  Each issue is paired with each of the others a number of times.  The first question intends to learn how the respondent views the current functioning of the organization.  (Please note: The examples below show just a portion of the decisions that are made.) Question: Which statement better describes the way your organization functions currently? Work accomplishments are recognized Safety procedures are in place and clear Equipment is maintained in safe condition Poor performance is handled sensitively Everyone works together to solve problems Performance appraisal works well for all People get along with each other Work groups set their own objectives People's skills are matched to their work Supervisors encourage us to set high goals Work groups have no tension or stress People are well trained for their work Benefits are adequate and competitive Supervisors appreciate work well done Supervisors make sure we have what we need Supervisors don't 'play favorites' The second question attempts to learn how the person completing the questionnaire thinks things in the organization should work.  Thus, the ideal, against which the actual organization is to be compared, is defined internally, not by external consultants or "industry norms". The logic of this approach is that employee dissatisfaction arises when there is a large gap between what a person actually experiences at work and what the person is expecting or needs from the organization. Question: Which statement better describes how you think a highly effective organization should function? Safety procedures are in place and clear Work groups have no tension or stress The work itself is challenging Benefits are adequate and competitive Complaints are handled fairly Follow-up is provided after training Supervisors make sure we have what we need People have the tools to do their work Work accomplishments are recognized People's skills are matched to their work Supervisors don't 'play favorites' Supervisors appreciate work well done Performance appraisal works well for all Everyone works together to solve problems Little time is wasted with breakdowns Work groups set their own objectives

	The Reports The value of studying Employee satisfaction this way is being able to compare actual function with an idealized view of organizational function.  The following report shows the various issues ranked with the most important ideal issue at the top.  The position of the letter "A" indicates where that issue appeared in the way respondents described their actual organization.
	Another way of looking at the results is to separate the views of various groups of respondents so you can see the differences in opinion between them.  This alerts you to problems than may exist in certain areas, but not in the entire organization.
	The next illustration shows the same data in slightly different format.  Although there are strong statistical data supporting these reports, experience has shown that survey results are most useful when they require little numerical or statistical understanding in order to interpret them.
	Underlying all of the reports shown above is what we call the Scaled Comparison score, a true interval index, and supported by actual reliability assessment with each report.  You never have to rely on assurances of reliability or studies conducted in some other time and place.  You will know the reliability of your results.
	An assessment of employee satisfaction is not a conclusion, it is a starting point.  We often implement organizational change based on little more than a few peoples' views about what is needed.  A careful, scientific assessment of the employee satisfaction can identify broad areas of agreement about issues that need attention.  This broad agreement translates into greater ownership and a higher probability of success in efforts to change and improve.

	posted 12:52 - 06.08.08   |    © 2002-2007 Evensen Web Design