Q.1 What is an Employee Attitude Survey?

It is an essential component of organizational training and development; employee Attitude surveys provide a picture of your organization's needs. These surveys can be used to solicit employee opinions on a variety of issues such as the company's success in communicating its mission to employees, or local issues such as quality of the wor ing environment. These surveys often contain a series of multiple choice items grouped along one or more dimensions of the organization. The types of items included in these surveys may concern areas such as! ". #reativity $. Innovation %. &atisfaction '. &enior (anagement ). Interpersonal *elations +. ,unctional -.pertise /. #ompensation 0. Ability to 1istening 2. #ustomer &ervice "3. #ommunication "". 4btaining *esults "$. Analytical Thin ing "%. (entoring "'. &trategic 1eadership "). Teamwor "+. Adaptability "/. &taff 5evelopment "0. 1eadership Some Benefits of Employee Attitude Surveys Retain employees and customers 6umerous research studies have shown that satisfied employees not only stay at their 7obs longer, they also lead to happier, more loyal customers. -mployee attitude surveys are ine.pensive tools that can give you superb insight into employee motivation, performance and overall satisfaction. 4ne short8term benefit of employee attitude surveys is that they show your employees that you care about their opinions. 1ong8term benefits can include improved morale, increased customer retention and more profits.

Employee attitude surveys pinpoint the problems 9hile there are many factors that can affect employee satisfaction, an attitude survey can pinpoint the main concerns of your employees. 4nce you understand how your employees thin and feel, you can begin to revise policies and procedures to better meet their needs. :ou;ll greatly improve employee retention and motivate your employees to produce higher quality wor . &urvey questionnaire ". <#ompany= does a good 7ob communicating information about changes or that may affect employees $. <#ompany= has a clear corporate >culture> and values %. <#ompany= has a strong focus on the customer service and satisfaction '. <#ompany= is a catalyst of change and innovation ). <#ompany= ma es good use of my s ills and abilities +. <#ompany= offers career paths in my 7ob /. <#ompany= offers me the necessary training to do my 7ob well 0. <#ompany= offers real opportunities to improve my s ills 2. <#ompany= offers technology to meet my needs and those of my customers "3. <#ompany= provides me with the necessary resources to do my 7ob well "". <#ompany= supports my ability to deliver high standards of quality to my customers "$. <#ompany= values diversity. "%. <#ompany='s has high standards for business ethics "'. <#ompany='s image is that of a >high quality> #ompany "). At <#ompany=, I am recognized for my accomplishments "+. At <#ompany=, I have opportunities to improve my 7ob s ills "/. At <#ompany=, managers communicate a clear sense of direction "0. At <#ompany=, promotions are fair and equitable "2. #areer moves at <#ompany= are handled fairly $3. 5ecisions are made in my department without unreasonable delay $". -mployees are committed to <#ompany= $$. -mployees in my department participate in deciding how the wor gets done $%. ,avoritism is not a problem at <#ompany= $'. I am able to get the information I need to do my 7ob well $). I am able to meet customer needs $+. I am aware of the available training and development opportunities at <#ompany= $/. I am encouraged to come up with better ways of doing things

$0. I am free to use my own 7udgment in getting the 7ob done $2. I am given the freedom to find new and better ways to get the wor done %3. I am held accountable for the wor that I do %". I am ept in the loop by my supervisor %$. I am proud to be wor ing at <#ompany= %%. I am rewarded?recognized for good wor %'. I am willing to share the costs of my benefits plan %). I believe the @* department listens to my suggestions %+. I can arrange my wor schedule to meet my personal and?or family needs %/. I can balance wor with my personal life %0. I can contact the senior management if needed %2. I can get the information I need to do my 7ob well '3. I can get the information that I need to do my 7ob well '". I can get the training that I need to do my 7ob well '$. I feel <#ompany= is successful '%. I feel <#ompany= needs and values honest answers ''. I feel <#ompany='s benefits plans are able to meet my needs '). I feel honored to wor for <#ompany= '+. I feel I am an important part of <#ompany= '/. I feel my 7ob is secure '0. I feel satisfied with the increases in my pay and benefits '2. I feel satisfied with the information that I receive about the company )3. I feel that <#ompany= is a good company to wor for )". I feel the benefits offered by <#ompany= meet my needs and those of my family )$. I find my 7ob personally satisfying )%. I have input into decisions that affect me )'. I have opportunities for 7ob promotions )). I have prioritized ma7or goals )+. I have the materials and equipment needed for my 7ob )/. I have the tools and equipment I need to do my 7ob well )0. I now and understand my 7ob responsibilities )2. I now what my supervisor e.pects of me in my 7ob +3. I now what training and development opportunities <#ompany= offers to me +". I li e my 7ob. It is en7oyable and challenging +$. I plan to be wor ing at <#ompany= a year from now

+%. I receive fair compensation for the wor I do +'. I receive fair pay for my 7ob compared to others doing similar wor at other companies +). I receive the training and support I need to do my 7ob well ++. I regularly participate in the company's performance management system +/. I support the company values +0. I understand how my 7ob contributes to the company's bottom line +2. I understand how my 7ob contributes to the success of <#ompany= /3. I understand how my ob7ectives are evaluated /". I understand how my pay is determined /$. I understand the company's pay policies /%. I understand the goals of my department /'. I understand the lin between my 7ob and <#ompany='s ob7ectives /). I understand the measures used to evaluate my ob7ectives /+. I understand what issues face our customers //. I would encourage friends and others to wor at <#ompany= /0. In my department, we cooperate to get the wor done /2. (anagement gives staff a clear vision of the direction in which we are going 03. (y co8wor ers are committed to doing quality wor 0". (y co8wor ers wor well together to accomplish our goals 0$. (y department focuses on solving problems instead of finding fault 0%. (y department has a strong focus on the customer 0'. (y department is aware of what customers require of us 0). (y department loo s for ways to improve processes and productivity 0+. (y department resolves conflict honestly, effectively and quic ly 0/. (y manager recognizes me when I do a good 7ob 00. (y manager sets a good e.ample for others to follow 02. (y manager treats employees with fairness and an even hand 23. (y s ills are effectively used on the 7ob 2". (y suggestions are given serious consideration by managers 2$. (y supervisor encourages professional development of their employees 2%. (y supervisor gets my input and buy8in when ma ing ey decisions that impact me at wor 2'. (y supervisor gives me enough resources to get the wor done 2). (y supervisor involves other employees in solving problems facing the department 2+. (y supervisor is a role model of quality wor and a high wor ethic 2/. (y supervisor is an effective role models for me

20. (y supervisor is available when I have questions or need help 22. (y supervisor is effective in delegating wor assignments "33. (y supervisor lets me now what is happening in the organization "3". (y supervisor listens to my suggestions "3$. (y supervisor provides me with feedbac concerning the 7ob I do "3%. (y supervisor regularly tal s with me about my progress "3'. (y supervisor sets performance goals for my 7ob "3). (y supervisor supports my goals for self development "3+. (y supervisor treats me fairly "3/. (y supervisor wor s with me to develop my s ills and abilities "30. (y team cooperates to get the wor done "32. (y wor environment allows me to be highly productive ""3. (y wor gives me a feeling of personal accomplishment """. (y wor is challenging and interesting ""$. (y wor load is reasonable ""%. 4ur company is committed to providing competitive products and services to its customers ""'. 4verall, I am satisfied at <#ompany= ""). Aeople generally advance here as fast here as they do at other companies ""+. Aro7ects in my department are managed well ""/. &enior leaders have clearly established a direction for <#ompany= ""0. &enior managers listen to me and care about my ideas ""2. &taff meetings have open and honest participation "$3. The company effectively utilizes my s ills and abilities "$". The training offered by <#ompany= meets my needs "$$. To better serve our customers, <#ompany= is committed to e.cellence in all activities

Q.2 Employee attitude surveys measure your employee s opinions on all aspects of the !or"place environment includin#$ 4verall satisfaction (anagement?employee relations #orporate culture

#areer development #ompensation Benefits *ecognition and rewards 9or ing conditions Training &taffing levels &afety concerns Aolicies and procedures Employee %ob Satisfaction &actors ". The 7ob isn't monotonous, but allows employees to change pace with varying tas s. $. The 7ob does not waste a person's time and effort. It has been planned in such a way that it can be done without e.erting energy uselessly. %. -mployees are free to plan their wor the way they can do it most effectively. '. -mployees believe they have a reasonable degree of authority over how their wor should be done. ). -mployees believe they have adequate opportunities for individual growth and recognition. +. -mployees don't feel too closely supervised, over8instructed or rigidly controlled. /. -mployees see their 7ob as an integral part of the whole company and each employee is treated as an individual, not merely a cog in the wheel. 0. The answer to the question, >@ow am I doingC> comes from the 7ob itself. Thus, employees can correct their own errors and improve their techniques. 2. &uperiors offer feedbac without causing embarrassment. "3. If the employee is happy with his pay, it will show in his wor by increasing his productivity.

In other words, if any employee has to truly en7oy his 7ob and give his best for the organization the superior has to ensure that the tas given to him is not monotonous, routine, mundane and design it in such a way that he utilizes his energy to his optimum level and still feel fresh, plan his wor the way he considers doing it best, give him reasonable degree of authority, responsibility and freedom to perform the way he would li e to start and complete with the 7ob, which will give him opportunities for growth, development, recognition and status, ensure that he doesn't feel closely supervised, treat him as an

integral part of the organization, give him the freedom and autonomy to improve upon their techniques and offer constructive feedbac which enhances his wor ethics. Dob satisfaction factors are several as we can see. And each of them play a ma7or role in determining how happy and satisfied the employee is with his 7ob and overall duties. Dob satisfaction cannot come about if due importance is not given to these 7ob satisfaction factors and that will in turn have a direct effect on the performance of the employee. &o if you want your business to prosper, ma e sure that the employees are happy. :ou have an employee who does an 4E 7ob, but there is room for improvement. The problem is more about >attitude> than >performance.> This employee accomplishes tas s, but only after prodding. And there is always some type of negative comment to contend with, especially with difficult or undesirable assignments. :ou are planning your ne.t performance discussion. And you want to give this employee some specific e.amples of behaviors that reflect a more positive attitude. ". Begins tas s without being told $. Ta es on new assignments without direction %. 9hen assignments or plans change, ma es ad7ustments willingly '. Implements wor place changes willingly, even when disagreeing with those changes ). 9or s efficiently and effectively to complete assignments, even when disagreeing with assignments +. Implements new organization initiatives willingly, performing tas s in a way that positively contributes to the achievement of initiatives /. 9hen receiving input and ideas from others, focuses on >what can wor > rather than >what cannot wor > 0. Fives new approaches a try, even if s eptical about the possibilities for success 2. 5elivers products and services to customers willingly, performing tas s positively and e.peditiously ,ocus 4n Attitude Behaviors, 6ot Attitude Aerceptions 9hen you tal about a performance problem, you want the employee to leave the discussion nowing what to do to fi. the problem. If the topic is a poor attitude and you tell the employee that you want her or him to fi. it, there are two reasons why you might not get the results you want. 4ne reason is because when you use a term li e >attitude> you place the employee in a position of defending his or her attitude. Another reason is because you and your employee could have completely different interpretations of what constitutes a poor attitude. &o giving specific e.amples of performance improvement behaviors eeps the focus on wor ; and moves the focus away from arguments about perceptions. These attitude behaviors can help you do that. 4h, and don't forget to ma.imize your employee's performance by e.plaining the >impact> of a more positive attitude.

Employee Attitude 'mproves (ustomer Satisfaction )easure Employees %ob Satisfaction !ith *pinion and Attitude Surveys -mployee Attitude Affects #ustomer &atisfaction Business managers and owners can improve customer satisfaction and profitability by addressing employee attitudes using employee 7ob satisfaction and attitude surveys. Though e.cellent products and services, a strong financial picture, and a great business model are all important factors in business success, there may be nothing more important to the success of a business than customer satisfaction and employee 7ob satisfaction. &tudies show that attitudes of employees correlate closely with customer satisfaction, which correlates with business profitability.#ustomers prefer to do business with employees who have positive attitudes and this preference brings customers bac time and time again. &ince it costs less to support a sale to a returning customer than attracting new customers, a high percentage of retained customers correlates with higher business profitability. +he ,o!nside of Employee Satisfaction Surveys There are ris s involved with as ing for employee opinions and attitudes. The business manager who see s employee attitude information but fails to act on the resulting information may cause further deterioration in employee attitudes. (anagers must recognize that measuring employee attitudes, whether by formal survey, focus groups, or informal discussions, implies a commitment to act on the information received. ,ailure to do so implies a lac of caring or concern for employee opinions. Q..A/ &actors that may affect employee satisfaction Dob security #ommunication between employees G management 1ac of training #ompensation Dob burnout Ill8defined tas s Aoor wor ing conditions 1ac of support 1ac of advancement opportunities ,eeling unappreciated

.B/ 'mprovin# Employee Attitude As a leader you now results and productivity are higher when people are committed to their wor . :ou also now higher levels of commitment or engagement also increase 7ob satisfaction, safety performance and focus while reducing on8the87ob stress and turnover. #ommitment, engagement or buy8in H whatever you want to call H it;s a good thing. 4ne sure8fire way to increase all those things is for people to feel ownership of something. 9hen people feel ownership for problem solving, ownership of the ideas created in a meeting or ownership in their personal or organizational goals they are wor ing towards greater success will occur. The question you might as is how do you do thatC It is an important question, and I;m glad you as ed. There are at least nine things you can do to improve the li elihood of ownership by others. These are listed as steps because, generally spea ing, this is the order you would do them in any situation. Be a good role model. -mployees will reflect the attitudes of their management. Aractice positive self8tal within the wor group. Aositive thin ing is contagious, as is negativity. Ban whining and complaining. Aractice and teach win?win, loo ing for positive ways to solve problems for all sta eholders. -liminate drama, focusing instead on positive discussions based on facts and directed toward solving problems rather than placing blame. -ncourage brief stress8reduction techniques such as short meditations, deep breathing, and in8place e.ercises. ,ocus on the present moment and solving current problems rather than re8living the past. Ta ing the initiative to begin wor tas s. Ta ing on new assignments on own initiative. Being resilient in adapting to changing environments and needs of the 7ob. Five new ways a try even if initially s eptical. 9illingly implement changes even if disagreeing with them. 9or ing efficiently to complete assignments. ,ocusing on opportunities and what can wor rather than what can't wor . Aerforming assignments in a positive way, with positive interactions with customers and co8wor ers. Be genuine. If you have already decided on a course of action, or if the goal has already been set, please don;t as for people;s input. These steps are not meant to manipulate. In fact, if you try to manipulate, none of this will wor . If that is your intention, please stop reading now; it will be a waste of your time. &tate your intention IsometimesJ. (ost of the time it is a good idea to tell people what you are doing. KI want your input and ideas before we go any further. 9hile I have some ideas, I want to hear yours too.L

If trust is high enough, that might not be needed, you may simply as for input ta ing careful note of what is being said. Be prepared. 5on;t shoot from the hip. Thin about the goals or ideas beforehand. :ou have a valid and valuable perspective into whatever is the matter at hand, be ready to share your insights when the time is right. Five conte.t, not opinions. :our perspective is important. &et the stage, tal about boundaries Iif they e.istJ, and tell people you want to hear their ideas. #onte.t and boundaries will be very helpful, as will clarification of the e.pectations of the overall process. -ven if people don;t li e the boundaries you set, it is better to set them then to have people feel li e you delivered a KgotchaL when an unstated boundary is crossed. Tal about why. This relates to conte.t, but is so important it must be singled out. @elp people understand why the ideas are necessary. @elp them see the value in the effort and their ideas. 9hen people agree with a why, ownership is heightened significantlyM As . :up, as for their input. Fet their ideas. 9rite them down. &how them you value those ideas. As follow up and clarifying questions Inot questions that are seen as critical or belittlingJ. Aeople won;t argue with their own input, and their input constitutes the first part of ownership. As M &hut up and listen. I;m guessing this is the behavior you must wor on most. 4nce you have as ed for their ideas you must shut up and listen. 5on;t add your ideas. 5on;t agree with some Ithat you have already thought ofJ and ignore others. Too many leaders tal too much in too many settings. *esist the urge always, especially when you want to build commitment and ownership. &hut upM Thin KandL. 1eave your KbutL mindset at home. 9hen you follow up someone;s idea with a KbutL, you have sent a powerful message H and not one that is conducive to ownership by others. &ummarize and add as needed. 9hen the group has e.hausted its list of ideas and you have prompted them again, only then can you comment. If you have prepared, perhaps you have ideas they haven;t considered. 6ow you can mention them. Aerhaps as you hear their ideas you get other new ones H commend the team for the inspiration and then add them too. Aeople e.pect you to have ideas; it is 7ust that if you go first all the ideas will seem to be yours.