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Summative Evaluation eines Mitarbeiterfragebogens als formativer Ansatz zur Optimierung von MitarbeiterbefragungenTrefz, Anke. January 2005 (has links)
Konstanz, Univ., Diplomarb., 2004.
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A survey-feedback approach to the management of resistance to changeGoodwin, Shelagh 12 1900 (has links)
The aim of this study was to explore the role of feedback in managing resistance to
organisational change. A general systems theoretical model of individual resistance to
change was developed. It describes the origin, function and outcomes of individual
resistance to planned organisational change. The role of feedback within this process
was identified as a central one and feedback was therefore identified as an important
point of leverage in managing resistance to change. The survey feedback approach was
adopted in a retail organisation undergoing significant change. Staff were asked to
respond to a survey on their experience of the change. Results were analysed and then
fed back to them during group discussions. The process was repeated. It was concluded
that the survey feedback approach significantly contributed to a reduction in resistance
to change and that both survey feedback approach and the model of individual resistance
to change merit further investigation. / Industrial Psychology / M.A. (Industrial Psychology)
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A survey-feedback approach to the management of resistance to changeGoodwin, Shelagh 12 1900 (has links)
The aim of this study was to explore the role of feedback in managing resistance to
organisational change. A general systems theoretical model of individual resistance to
change was developed. It describes the origin, function and outcomes of individual
resistance to planned organisational change. The role of feedback within this process
was identified as a central one and feedback was therefore identified as an important
point of leverage in managing resistance to change. The survey feedback approach was
adopted in a retail organisation undergoing significant change. Staff were asked to
respond to a survey on their experience of the change. Results were analysed and then
fed back to them during group discussions. The process was repeated. It was concluded
that the survey feedback approach significantly contributed to a reduction in resistance
to change and that both survey feedback approach and the model of individual resistance
to change merit further investigation. / Industrial Psychology / M.A. (Industrial Psychology)
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The impact of feedback on the changing of organisational cultureLa Grange, Annette 30 June 2007 (has links)
The aim of this study was to determine the impact of feedback on organisational culture change. The empirical study was conducted among the employees of a financial institution in South Africa by means of a one-group Pre-test-Post-test design using the Corporate Culture Lite Questionnaire. The sample size for the pre-test and post-test measurement was 1584 and 927 employees respectively. A total of 203 feedback sessions were facilitated in five business units after the pre-test measurement according to the survey feedback approach. The data of the two measurements were compared using independent t-tests and p-values, to determine any areas of statistical and practical significant differences. The results indicate that in one of the five business units there was a practical significant difference between the two measurements of organisational culture on ten of the dimensions. This research therefore confirms that feedback has a limited impact on organisational culture change. / Industrial and Organisational Psychology / M. Comm. (Industrial Psychology)
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The impact of feedback on the changing of organisational cultureLa Grange, Annette 30 June 2007 (has links)
The aim of this study was to determine the impact of feedback on organisational culture change. The empirical study was conducted among the employees of a financial institution in South Africa by means of a one-group Pre-test-Post-test design using the Corporate Culture Lite Questionnaire. The sample size for the pre-test and post-test measurement was 1584 and 927 employees respectively. A total of 203 feedback sessions were facilitated in five business units after the pre-test measurement according to the survey feedback approach. The data of the two measurements were compared using independent t-tests and p-values, to determine any areas of statistical and practical significant differences. The results indicate that in one of the five business units there was a practical significant difference between the two measurements of organisational culture on ten of the dimensions. This research therefore confirms that feedback has a limited impact on organisational culture change. / Industrial and Organisational Psychology / M. Comm. (Industrial Psychology)
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Following Up on Employee Surveys: A Conceptual Framework and Systematic ReviewHuebner, Lena-Alyeska, Zacher, Hannes 31 March 2023 (has links)
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.
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