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 to
pics 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 org
anization, but the broad issues that contribute to employee satisfaction are kno
wn 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 ex
amples 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 com
pared two at a time using the following format:
Question: Which statement better describes the way your organization functions c
urrently?
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 resp
ondent views the current functioning of the organization. (Please note: The exa
mples below show just a portion of the decisions that are made.)
Question: Which statement better describes the way your organization functions c
urrently?
Work accomplishments are recognized Safety procedures are in place and clear
Equipment is maintained in safe condition Poor performance is handled sensitive
ly
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 questionnair
e thinks things in the organization should work. Thus, the ideal, against which
the actual organization is to be compared, is defined internally, not by extern
al 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 per
son is expecting or needs from the organization.
Question: Which statement better describes how you think a highly effective orga
nization 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 wo
rk
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 probl
ems
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 ac
tual function with an idealized view of organizational function. The following
report shows the various issues ranked with the most important ideal issue at th
e top. The position of the letter "A" indicates where that issue appeared in th
e way respondents described their actual organization.

Another way of looking at the results is to separate the views of various grou
ps 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 or
ganization.

The next illustration shows the same data in slightly different format. Althoug
h there are strong statistical data supporting these reports, experience has sho
wn that survey results are most useful when they require little numerical or sta
tistical 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 wit
h each report. You never have to rely on assurances of reliability or studies c
onducted in some other time and place. You will know the reliability of your re
sults.

An assessment of employee satisfaction is not a conclusion, it is a starting poi

nt. We often implement organizational change based on little more than a few pe
oples' views about what is needed. A careful, scientific assessment of the empl
oyee satisfaction can identify broad areas of agreement about issues that need a
ttention. This broad agreement translates into greater ownership and a higher p
robability of success in efforts to change and improve.

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