A recently published paper by Poole College Professor of Management Tom Zagenczyk and colleagues suggests that organizations that use surveys to measure engagement or satisfaction among their employees should offer them specific definitions of the workplace relationships that are of interest.
For example, if they ask employees about their relationships with supervisors, leaders and coworkers, but don’t distinguish as to what a “coworker” is, it may limit what they actually learn from the results of the survey — as some employees will regard their supervisor as a coworker, some will not, and the organizations will be unsure of what their strengths (or weaknesses) are.
Read more from Group & Organization Management.
This post was originally published in Poole Thought Leadership.
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