The Potential Challenges within the Department from the Perspective of the Employees - Research Paper Example

?SAMPLE SURVEY DESIGN. I. Purpose of the Survey: People are the driving force behind the success of any organization. The attainment of the organizational objectives, particularly, demands the involvement and engagement of each member of an organization’s workforce, otherwise it will fail. This is especially true in establishing or modifying Custom Food and Feed Corporation’s (CF&F) corporate culture and introducing change interventions. This is now the current primary concern of our management after the recent negative publicity pertaining to issues of mismanagement, and, safety and regulations compliance. To this end, the current CEO was installed to spearhead the reform needed to address the problems and institute changes. This department has been selected to lead the reform initiative. A survey will, hence, be designed as a preliminary step to this measure. In the context of the change intervention being planned by the Human Resources, this survey will identify the potential challenges within the department from the perspective of the employees so that they can be addressed and prevented in the future. In a way, this survey will serve as an evaluation of the organizational climate for various problematic issues. This follows the principle that employees serve as the sounding board for problems and that taking time to know what they think and feel will lead to the identification of “red flags” or warning signs that include workplace safety, ethics, corporate culture, and other organizational vulnerabilities. Surveys like this tend to reveal the reality of how and whether policies and procedures are effective and beneficial. (Burke and Cooper 2004, p. 246) The feedback obtained will collectively make up the basis of the changes to be implemented and the approaches to achieve this objective. II. Complete Survey Layout The employee survey will be divided into six sections. All of these would answer the specific objectives of the survey: employee profile; the corporate culture; perception about CF&F; Quality of Benefits, services, and support; and, Open questions. The format is a typical five-level Likert scale except in the open question section, wherein respondents are free to express their thoughts. It is expected that the data that will be collected will reveal patterns that would allow the effective and successful creation and implementation of reforms. Section I: Employee Profile Important personal information that could correlate with answers and perceptions such as gender, age, educational attainment, job position, tenure, job description, and so forth. Section II: Corporate Culture Self-description of organizational values, initiatives and policies. The following are sample questions: I identify with CF&F’s core values. Strongly Agree Disagree Agree Strongly Disagree Neither Agree or Disagree My colleagues treat me with respect. Strongly Agree Disagree Agree Strongly Disagree Neither Agree or Disagree I am willing to offer an extra amount of time and effort in order for the organization to be successful. Strongly Agree Disagree Agree Strongly Disagree Neither Agree or Disagree I am satisfied with the career path and opportunities offered to you at CF&F. Strongly Agree Disagree Agree Strongly Disagree Neither Agree or Disagree Section: III: Organizational Perception This section will contain employee knowledge of organizational policies and initiatives; the employees’ perception, among others. For example: Organizational policies positively affect my work performance. Strongly Agree Disagree Agree Strongly Disagree Neither Agree or Disagree Organizational policies and strategies are clearly communicated. Strongly Agree Disagree Agree Strongly Disagree Neither Agree or Disagree Senior management takes time to listen to me. Strongly Agree Disagree Agree Strongly Disagree Neither Agree or Disagree Section IV: Support, Benefits, Training. The existence as well as the quality of support and services available to employees, including employee benefits, training, peer assistance, among others that can contribute to individual and organizational capability and performance. Example: Rate the following employees support and assistance: Don’t know Not helpful Some positive help Significant positive help Very helpful Peer Support Employee Training Section V: Open Questions This section would include questions that would require broader answers. For example: If you are offered to suggest something to the management about workplace safety, what would it be? In your opinion, what is aspect of the organization’s culture or management policies and approaches help or detracts from performing your job effectively? III. Survey Administration After the survey is completed and approved by the top management, the survey will, henceforth, be undertaken annually by a team within the HR department that is specifically formed to implement it. It will be mandatory to all the 300 hourly employees as well as the 92 managers. It will be anonymous in order to ensure honesty in the responses. Two steps are important in the administration phase before the respondents actually fill out survey forms. The first is the achievement of the employee acceptance and approval. The second step is concerned with the employee involvement efforts. The first step will involve the introduction of the plan to employees. This may be done in a meeting specifically held for its launch. It is important that employees understand the survey - its purpose and its benefit not just to organization but also to themselves. It is recommended that the survey should not proceed unless 80 percent of the employees, managers and supervisors approve. (Boyett & Boyett 2006, p. 113) The second step in the survey implementation is the launch of employee involvement projects. These initiatives should tie up with previous step, particularly in areas wherein information is shared. An example is the creation of employee focus group. This initiative could determine critical areas to be included in the survey through brainstorming on existing issues. This could not only help shape the survey questions but also emphasize employee engagement in the whole undertaking. IV. Outline of Anticipated Results There are three fundamental results expected from the employee feedback. The first of this is the identification of the organizational vulnerabilities. Issues such as problematic management approaches, failure to comply with safety and quality standards, accountability and nepotism, among other related issues will emerge. Secondly, the organization’s readiness for change will be determined. Here, challenges to change interventions will also be identified. Finally, the survey is expected to provide the framework for change intervention as well as its effective implementation. The information could, for instance, lead to a series of programs designed prepare the organization or, finally, commit resources to the entire reform process. V. Methods of Communications of the Findings It has been cited earlier that employee involvement is critical in the success of the survey as well as the achievement of its purposes. It is for this reason why the results will be made known not only to the management but to the entire organization as well. After the result has been submitted to the management, it will be made available online for the department employees to access. In addition, the result will also be posted in the department bulletin board. All in all both formal and informal methods of communications will be utilized so that the result is communicated to everyone. In this manner, the entire organization would know what areas are needed to be improved as well as the areas wherein the organization and the employees demonstrated accomplishment. VI. Recommendations This survey is both a diagnostic/evaluation tool and a preliminary initiative to change interventions. It is, hence, imperative that they be conducted effectively and immediately in order to serve its purpose best. The need to address the organization’s negative publicity and low employee morale is crucial if CF & F is to regain its competitive advantage. It will only be successfully carried out if the survey can effectively gauge the organization’s values structure, management standards, workplace climate and employee perspectives. In addition, the survey must include the previously proposed steps in the survey administration section, wherein employees are encouraged to be involved by securing their approval and keeping them engaged with a series of programs and actions. References Boyett, J. and Boyett, J. (2004). The Gainsharing Design Manual. Lincoln, NE: iUniverse. Burke, R. and Cooper, C. (2006). The human resources revolution: why putting people first matters. Amsterdam: Elsevier. Read More