Survey feedback

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Survey feedback (survey research and feedback, German: research and feedback) comes from action research and is a combination of employee surveys and managerial assessments as a starting point for organizational development . Together, those affected analyze the results and plan desirable, meaningful or necessary changes. The following are recorded: attitudes of employees and managers, employee satisfaction, satisfaction with the company, wishes, conflicts and ideas. Often the environment is also included ( customer satisfaction , supplier satisfaction , social and political commitment, environment).

history

The origins of survey feedback, also known as data survey feedback, can be found at Kurt Lewin ( MIT ) and were further developed at the Institute for Social Research at the University of Michigan by David Bowers, among others.

Baumgartel writes about a project at the Detroit Edison Company in 1948 in which the survey results were returned to workers and managers and processed by them in an overarching series of conferences:

“... an intensive group discussion to utilize the results of a written employee survey can be an effective instrument for introducing positive changes in companies. Perhaps the success of this method is based on the fact that - compared to traditional training courses - it deals with the system of human relationships as a whole (supervisors and subordinates can change together) and that it deals with each manager, supervisor and employee in the context of their own his own work, his own problems and his own working relationships. "

The survey feedback, together with the laboratory method, is the basis of organizational development .

Individual evidence

  1. ^ Sievers: organizational development as a problem

literature