Meeting Employee Expectations: Exploring Change through Employee Feedback. (Guest Commentary)

By Collins, Brian | Journal of Environmental Health, March 2002 | Go to article overview

Meeting Employee Expectations: Exploring Change through Employee Feedback. (Guest Commentary)


Collins, Brian, Journal of Environmental Health


Introduction

In Texas, the City of Piano Environmental Health Department has employed a management assessment tool (MAT) to gather feedback from departmental team members. Figures 1, 2, and 3 give the survey format. The purpose of this survey in contrast to that of classic 360-degree evaluation models that utilize full-circle feedback, was to provide a limited-scope vehicle through which departmental management could examine their job performance as seen through the eyes of employees (Hickok, 1995). The tool was designed to assist managers in contemplating what is working and what needs to change--that is, to compare the core practices and behaviors employees perceive as being performed with the practices and behaviors they expect. The department wanted to explore the potential of this survey, in both organizational and personal terms, as an aid in developing a participatory management style and as an opportunity for growth in leadership.

Ultimately, information gathered from the survey was used to effect positive change, not only in operations, but also in manager attitudes and behaviors. These changes were accomplished by highlighting manager strengths, evaluating developmental needs, communicating, and reinforcing goals and objectives for the department (Folkman, 1996).

Survey Development and Implementation

Chuck Hickok's book, Improving Performance with Feedback, which, in its entirety, served as a model for development of the survey describes five essential steps for developing a 360-degree feedback survey (Hickok, 1995). The department followed the book's strategies for planning, designing, communicating, facilitating, and reinforcing the management assessment tool.

Planning included researching needs and benefits associated with use of the survey. The goal was to gauge perceived effectiveness of managers and invent ways to effect positive change as a result of employee feedback.

Design included examination of guidelines for selecting the practices and behaviors to be measured. This step evaluated attributes that were core to the organization and the method by which those attributes would be quantified. Leadership, empowerment, performance management, integrity/initiative, communication, teamwork, quality, and customer service were evaluated. The MAT was designed as a dual-score, gap analysis instrument that integrated an open-ended-question component. Gap analysis was conducted by assigning ascending-rank responses to descriptors corresponding to each statement (e.g., Almost Never = 1, Sometimes = 2 ... Always = 5). The Current Performance score was subtracted from the Expected Performance score to provide the "gap." A narrow gap indicated that employees desired little change in current attitude and behavior. Gap analysis scores from 0 to 1 (i.e., less than 1) were considered favorable. Scores greater than 1 were considered cause for review. All suggestions employees wrote in the "C omments" section were discussed with staff, and action was initiated to address responses that were less than favorable.

Communication involved informing organizational management of the process and purpose of the survey Communication to managers who would be evaluated was then undertaken, and the purpose and scope of the survey again were introduced. Each group expressed strong readiness to participate in the initiative. Most important however, was communication with those who would be completing the survey. It was critical to explain the purpose, gain buy-in, and elicit trust. The confidentiality of survey responses was an essential factor in receiving constructive input. Communication played another important role through sharing of the feedback with employees and discussion of action that would occur as a result of their input.

Facilitation included placing the survey on computer discs for each employee, distributing the discs, and involving the Human Resources Department as a third-party data collector and processor. …

The rest of this article is only available to active members of Questia

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Note: primary sources have slightly different requirements for citation. Please see these guidelines for more information.

Cited article

Meeting Employee Expectations: Exploring Change through Employee Feedback. (Guest Commentary)
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen
Items saved from this article
  • Highlights & Notes
  • Citations
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Search by... Author
    Show... All Results Primary Sources Peer-reviewed

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.