One good management tool for measuring the effectiveness of human resource utilization is the attitude survey, sometimes called the employee opinion or morale survey. It is in the form of a questionnaire designed to tell management about employee opinions and feelings on a variety of subjects dealing with human asset management.

It also provides a measurement of the effectiveness of management communication. Because it represents opinions, some of the findings may not appear to be entirely logical or justified from management viewpoint. Nevertheless, a properly conducted survey does reveal what employees believe to be true. It reveals the facts as employees see them.

Because this is true, management guided by the human resources executive, will find the information helpful in deciding what to do to improve morale, correct erroneous impressions, or alter the conditions that may be causing legitimate discontents. It should also indicate to management which of its employee relations policies and practices are on the right track in eliciting employee support.

These surveys are available commercially, and there are consultants who specialize almost exclusively in administration and interpretation of attitude surveys and follow-up of the findings.

Separate attitude surveys are administered to exempt, non-exempt salaried, and hourly employees. While 30 to 40 questions are included in each survey, the questions differ slightly for each group because the work requirements and conditions also differ.

When a company sponsors an attitude survey, it is saying to its employees: We need and want your ideas; we are interested in your point of view on matters that affect you. We need your cooperation to make our company stronger and a better place to work. Based on what you tell us, we will work with you to achieve the goals which evolve from the survey. Once the company has measured the level of employee morale, uncovered soft spots in the organization, found out what\’s on employees minds, and determined the effectiveness of personnel programs, action is in order.

To achieve the best results, a good climate must be established for the survey. The atmosphere must be conducive to honesty and accuracy. To do this properly, the purpose and potential value of the survey must be communicated in advance to all employees; the need for cooperation and frank, honest answers must be stressed; the anonymity of the participants must be guaranteed; and the job must be done speedily and efficiently.

If these things are done well, managers will obtain first-hand information of how employees feel about their jobs, their bosses, their pay, their working conditions, their job relationships, the treatment they receive, and so on. A good survey provides data that serve as a reliable check on the accuracy and adequacy of information obtained through other sources and other measurements.

Some managers may voice strong opposition to attitude surveys perhaps because they think they will be found wanting in their handling of people relationships or because they are fearful lest their inadequacies be revealed in the course of a survey. Yet the attitude survey really provides a tangible basis for assessing one of the most intangible aspects of management-the quality of its employee relations. It helps to give all employees a sense of participation; they see this as a means of getting through to top management.

In order to derive full benefits from the survey, the questionnaires should be given to groups of at least five employees each for purposes of identification. These work group results are the most meaningful because the variations in attitude from one group to the next are clearly differentiated, thus providing a basis for follow-up.

Complete reports should be made on top, middle, and lower management in areas of direct interest and concern to them so the findings can serve as a realistic springboard for planning future improvement in employee attitudes. Many of the implications of survey findings that are likely to elicit response and action at the lower levels of management might otherwise be ignored at the upper levels.

The human resources executive must make all data available to all personnel who have responsibility for employee relations activities. Survey results should be reported to all employees as soon as possible after the findings are tabulated. The report could be in the form of a specially printed booklet in addition to articles in the plant news and group informative meetings. This will show management\’s interest and desire to improve employee relations practices.

Authorities agree that there is little value in making a survey unless it is to be followed up. Follow-up is not easy. It involves more and better communication, and it takes time, but the results are more than worth the effort. Follow-up means that every manager and every supervisor must carefully study and analyze the findings as soon as possible after receiving them. Each must decide what remedial action is immediately practicable and feasible. He must tell his employees what the company plans to do and why. He must solicit their ideas. If action is not possible, he must explain why. Managers must either assign responsibility to follow-up on survey findings or do it themselves. The thrust is toward prompt action and, as the action is taken, communication with employees about its relevance to survey findings. For maximum effectiveness, the survey should be repeated at the end of one year to measure improvement in job satisfaction.

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