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.
| Identifer | oai:union.ndltd.org:DRESDEN/oai:qucosa:de:qucosa:84477 |
| Date | 31 March 2023 |
| Creators | Huebner, Lena-Alyeska, Zacher, Hannes |
| Publisher | Frontiers Research Foundation |
| Source Sets | Hochschulschriftenserver (HSSS) der SLUB Dresden |
| Language | English |
| Detected Language | English |
| Type | info:eu-repo/semantics/publishedVersion, doc-type:article, info:eu-repo/semantics/article, doc-type:Text |
| Rights | info:eu-repo/semantics/openAccess |
| Relation | 1664-1078, 801073 |
Page generated in 0.0017 seconds