Syftet med rapporten är att undersöka hur kopplingen mellan resultatet från en medarbetarundersökning och övriga styrmedel ser ut i en organisation. Detta undersöktes genom två forskningsfrågor som berörde hur denna koppling ser ut samt vilka faktorer som kan påverka dess prioritet. Rapporten har använt sig av en induktiv ansats där en kvalitativ analys använts för att få en fördjupad bild av ledares perspektiv på området. Resultatet visar att en medarbetarundersökning är ett av de viktigaste styrmedlen i organisationen. Resultatet från undersökningen kopplas till övriga styrmedel genom en organisatorisk balans där de viktigaste styrmedlen inklusive medarbetarundersökningen är beroende av varandra. Syftet att göra medarbetarundersökningen för det studerade företaget är således att få välmående och produktiva medarbetare vilket därigenom företaget uppnår sina mål. Faktorer som påverkar prioriteringen av undersökningen är framförallt hur uppföljningsarbetet går till och det intervall undersökningen utförs på. Varje avdelningsunik situation påverkar också hur en ledare väljer att prioritera medarbetarundersökningen som styrmedel. / The aim of the report is to investigate how the results from employee survey is linked to other management control instruments in an organization. This was investigated through two research questions that concerned how this link looks and what factors may affect its priority. The report has used an inductive approach where a qualitative analysis was used to get an in-depth picture of the leaders’ perspective in the field. The result shows that an employee survey is one of the most important management control instruments in the organization. The results of the survey are linked to other instruments through an organizational balance where the most important instruments, including the employee survey, are interdependent. The aim of conducting the employee survey for the studied company is thus to get prosperous and productive employees, thus making the company achieve its goals. Factors that influence the prioritization of the survey are mainly how the follow-up work is done and the interval in which the surveys are performed. The departmental situation also affects how a leader chooses to prioritize the employee survey as a management control instrument.

This study seeks to determine which job demands (role ambiguity, role conflict, and role overload) and work or job resources (training, rewards, supervisory support, and service technology) are most closely associated with the three major components of burnout (emotional exhaustion, depersonalization, and reduced personal accomplishment). A related objective of the study is to ascertain which coping mechanisms seem to be relied on by frontline employees in dealing with the dysfunctional effects of burnout. Frontline bank employees in New Zealand serve as the study setting. Results and their implications are discussed and suggestions for future research are offered.

En god arbetsmiljö är en lagstadgad rättighet för arbetstagaren enligt Arbetsmiljölagen. Arbetet med att säkerställa en god arbetsmiljö kallas arbetsmiljöarbete och är en nyckelfaktor för att skapa hälsosamma och attraktiva arbetsplatser. Medarbetarundersökningar är en undersökningsmetod i det systematiska arbetsmiljöarbetet men kan också användas i syfte att ta reda på medarbetarnas uppfattningar om sin arbetssituation med målet att skapa verksamhetsförbättringar. I denna studie har syftet varit att undersöka vilken roll som medarbetarundersökningen spelar i chefernas arbetsmiljöarbete. Studien undersökte hur cheferna arbetar med arbetsmiljöarbete och hur arbetet med resultatet från en medarbetarundersökning genomförts. Studien genomfördes på en funktion med tre organisationsnivåer och bygger på 12 kvalitativa intervjuer med funktions-, avdelnings- och enhetschefer. Studien visar att medarbetarundersökningen spelar en viktig roll i chefernas arbetsmiljöarbete på alla organisationsnivåer både som diskussionsunderlag i ledningsgrupper och i dialogen med medarbetarna samt som bevis på att genomförda arbetsmiljöinsatser fungerar. Enhetscheferna använder både medarbetarundersökningen och andra undersökningsmetoder i sitt arbetsmiljöarbete. / The employee is entitled to a safe work environment according to Swedish legislation.  Good working conditions are a key factor to create healthy and attractive work places. Employee survey is a method used to investigate the work environment in the process “Systematiskt arbetsmiljöarbete”. The employee survey can also be used to measure employees’ views on a wide range of work-related topics in order to achieve organizational success. The purpose of this study was to investigate the importance of the employee survey for the continuous work environment process done by managers.  The study also investigated how the managers’ worked with the result of the employee survey and how they worked with the continuous work environment process. The study was carried out on a function with three organizational levels and contains 12 interviews with managers on all three levels. The findings of the study show that the result of the employee survey is used as a basis for discussion both in the management teams and in dialogue with employees in the work environment process. The result of the employee survey is also used to ensure that measures taken within the work environment process are well accepted. The result also shows that managers on the lowest organizational level use other tools when investigating the work environment.

Employee turnover is a fairly common phenomenon across organizations throughout the globe, which creates both direct and indirect costs to companies (Lambert et al., 2012). Though numerous authors have investigated the problem, only a small number have studied the Canadian labour market. Furthermore, few have examined how various hiring or screening tests during the hiring process affect worker attrition. The thesis aims to complement existing research about employee voluntary turnover (vs. involuntary turnover) and retention by further investigating some of the root causes and potential solutions from a Canadian perspective. Using longitudinal data from the Workplace and Employee Survey (WES) supplied by Statistics Canada through an 8-year period, it explores 5 hypotheses relating to the initial hiring process (ten screening tests), the gender and marital status of employees, compensation, and employees’ seniority in the company. The survey datasets are based on respondents of, on average, 6,268 companies and 20,387 corresponding workers from 1999 to 2006. Logit and probit regression models are employed for the empirical tests. The results are surprising, and seem to differ from most studies in other countries. In Canada, it appears wage has no effect on workers’ turnover at all, employee engagement programs negatively affect workers’ decisions to stay, women are more likely to quit than men are, married employees are no more likely to quit than anyone else, children seem to have no impact on employee attrition, and workers with lower status in the company are more likely to stay. The concluding chapter discusses implications of these findings and how they might help Canadian organizations deal with employee voluntary turnover.

Employee turnover is a fairly common phenomenon across organizations throughout the globe, which creates both direct and indirect costs to companies (Lambert et al., 2012). Though numerous authors have investigated the problem, only a small number have studied the Canadian labour market. Furthermore, few have examined how various hiring or screening tests during the hiring process affect worker attrition. The thesis aims to complement existing research about employee voluntary turnover (vs. involuntary turnover) and retention by further investigating some of the root causes and potential solutions from a Canadian perspective. Using longitudinal data from the Workplace and Employee Survey (WES) supplied by Statistics Canada through an 8-year period, it explores 5 hypotheses relating to the initial hiring process (ten screening tests), the gender and marital status of employees, compensation, and employees’ seniority in the company. The survey datasets are based on respondents of, on average, 6,268 companies and 20,387 corresponding workers from 1999 to 2006. Logit and probit regression models are employed for the empirical tests. The results are surprising, and seem to differ from most studies in other countries. In Canada, it appears wage has no effect on workers’ turnover at all, employee engagement programs negatively affect workers’ decisions to stay, women are more likely to quit than men are, married employees are no more likely to quit than anyone else, children seem to have no impact on employee attrition, and workers with lower status in the company are more likely to stay. The concluding chapter discusses implications of these findings and how they might help Canadian organizations deal with employee voluntary turnover.

The aim of this master thesis was an analysis of motivation and the system of employee remuneration in a chosen organization, proposed amendments and recommendations for improving management in this area. This work has two main parts; the theoretical and the analytical one. In the theoretical part, a thorough research concerning information from the field of motivation and remuneration has been conducted. This information was essential for understanding the given matter and provided me with expert knowledge. The introduction of the analytical part is devoted to the analysis of the motivation system and the system of employee remuneration; the examined company is introduced in terms of its organizational structure, its situation in the field of HR management and its method of remuneration and motivation of its employees. This part was followed by a survey using a questionnaire which contained a total of 25 questions and each of them was subsequently provided with a graphical illustration of the results together with a verbal commentary. The survey questionnaire did not show any weak spots. The employees are sufficiently motivated and the system of remuneration is well established. The examined company realizes that in order to obtain its desired results it is necessary to have quality employees who are well motivated. There naturally is not a business in which all employees are completely satisfied with everything which the business offers. A certain employee dissatisfaction is not entirely undesirable; the business is given the option to constantly improve its running. Following proposals resulting from the survey questionnaire were formulated:holiday or recreational benefits, establishing a company kindergarten or one of its cheaper variants, regular employee evaluation, the method of employee evaluation and presenting the results and the possibility of an educational stay initiated by the company.

Im UKD werden Mitarbeiterbefragungen nach zwei unterschiedlichen Ansätzen durchgeführt. Der erste Ansatz betrifft die Durchführung von Mitarbeiterbefragungen im Rahmen von Zertifizierungen bzw. im Rahmen eines Qualitätsmanagementsystems mit Normelementen der DIN EN ISO 9001:2008, der andere betrifft die Mitarbeiterbefragung als integrativer Bestandteil im Rahmen von Prozessanalysen. Um herauszufinden, ob sich diese zwei Varianten in Bezug auf die Motive, die Zufriedenheit und insbesondere hinsichtlich eines nachhaltigen Changemanagements voneinander unterscheiden, wurde diese Studie durchgeführt. Die Mitarbeiterbefragungen im Rahmen des ersten Ansatzes werden mit Hilfe des Standarderhebungsbogens für Mitarbeiterbefragungen im UKD als umfassende Mitarbeiterbefragung durchgeführt. Im anderen Mitarbeiterbefragungsansatz wurde die Methodik der Prozessanalyse mit integrierter Mitarbeiterbefragung dargestellt. Die Vorgehensweise der Prozessanalyse lehnt sich an den PDCA-Zyklus (Plan-Do-Check-Act-Zyklus) an. Ergänzend zur Darstellung der Methoden und Ergebnisse zu Mitarbeiterbefragungen im UKD wurden die Effekte der Mitarbeiterbefragungen mit Hilfe von qualitativen Experteninterviews ermittelt. Die Ergebnisse zeigen, dass der Veränderungsgedanke das Motiv für die Mitarbeiterbefragung und nicht das ausschließliche Erfassen der Zufriedenheit als Stimmungsbarometer ist. Prinzipielle Erfolgsfaktoren sind u. a.: die Durchführung einer anonymen, nicht zu umfangreichen Befragung, die kontinuierliche und transparente Kommunikation der Führungskräfte mit den Mitarbeitern und das Ableiten und Umsetzen von Maßnahmen. Letztlich sind beide Ansätze der Mitarbeiterbefragungen im UKD dazu geeignet, ein Changemanagement in der jeweiligen Struktureinheit zu initiieren bzw. Veränderungen herbeizuführen. Ausschlaggebend für den Erfolg ist dabei, inwieweit die Mitarbeiter integriert werden.

Im UKD werden Mitarbeiterbefragungen nach zwei unterschiedlichen Ansätzen durchgeführt. Der erste Ansatz betrifft die Durchführung von Mitarbeiterbefragungen im Rahmen von Zertifizierungen bzw. im Rahmen eines Qualitätsmanagementsystems mit Normelementen der DIN EN ISO 9001:2008, der andere betrifft die Mitarbeiterbefragung als integrativer Bestandteil im Rahmen von Prozessanalysen. Um herauszufinden, ob sich diese zwei Varianten in Bezug auf die Motive, die Zufriedenheit und insbesondere hinsichtlich eines nachhaltigen Changemanagements voneinander unterscheiden, wurde diese Studie durchgeführt. Die Mitarbeiterbefragungen im Rahmen des ersten Ansatzes werden mit Hilfe des Standarderhebungsbogens für Mitarbeiterbefragungen im UKD als umfassende Mitarbeiterbefragung durchgeführt. Im anderen Mitarbeiterbefragungsansatz wurde die Methodik der Prozessanalyse mit integrierter Mitarbeiterbefragung dargestellt. Die Vorgehensweise der Prozessanalyse lehnt sich an den PDCA-Zyklus (Plan-Do-Check-Act-Zyklus) an. Ergänzend zur Darstellung der Methoden und Ergebnisse zu Mitarbeiterbefragungen im UKD wurden die Effekte der Mitarbeiterbefragungen mit Hilfe von qualitativen Experteninterviews ermittelt. Die Ergebnisse zeigen, dass der Veränderungsgedanke das Motiv für die Mitarbeiterbefragung und nicht das ausschließliche Erfassen der Zufriedenheit als Stimmungsbarometer ist. Prinzipielle Erfolgsfaktoren sind u. a.: die Durchführung einer anonymen, nicht zu umfangreichen Befragung, die kontinuierliche und transparente Kommunikation der Führungskräfte mit den Mitarbeitern und das Ableiten und Umsetzen von Maßnahmen. Letztlich sind beide Ansätze der Mitarbeiterbefragungen im UKD dazu geeignet, ein Changemanagement in der jeweiligen Struktureinheit zu initiieren bzw. Veränderungen herbeizuführen. Ausschlaggebend für den Erfolg ist dabei, inwieweit die Mitarbeiter integriert werden.

Based on the limited outcomes and often failed implementation processes of annual employee surveys a new phenomenon for collecting people data has risen; the pulsed employee survey. This survey and its continuous way of measuring are by many providers and consultants stated to be an important tool that increases employee engagement. The phenomenon of the pulsed employee survey has so far received limited academic attention, despite its growing importance as a potential institutionalized practice. Therefore, this study aims at broadening the understanding of the phenomenon of the pulsed employee survey. How is it transformed into organizations during an implementation process and can the process be seen as coupled or decoupled from the institutionalized practice? Further, what explains the potential coupling or decoupling? To investigate this, a model based on decoupling theories by Bromley & Powell(2012) has been used through a qualitative case study. The result shows that, even though the surveys are implemented into the organizations, means-ends decoupling can be found, whichmay be explained by the complexity of what is measured as well as the multifaceted expectations and perceptions at different organizational levels.

Employee surveys are often used to support organizational development (OD), and particularly the follow-up process after surveys, including action planning, is important. Nevertheless, this process is oftentimes neglected in practice, and research on it is limited as well. In this article, we first define the employee survey follow-up process and differentiate it from other common feedback practices. Second, we develop a comprehensive conceptual framework that integrates the relevant variables of this process. Third, we describe the methods and results of a systematic review that synthesizes the literature on the follow-up process based on the conceptual framework with the purpose of discussing remaining research gaps. Overall, this paper contributes to a better understanding of the organizational and human factors that affect this process. This is useful for practitioners, as it provides guidance for the successful implementation of this human resource practice. For example, research suggests that it is important to enable managers as change agents and to provide them with sufficient resources.