Summary
As companies grow, contract or reorganise to take account of changing markets and new technologies, launch new products or adopt new strategies or management philosophies, employees are expected to accommodate accordingly. However, such changes can bring with them stresses and strains in human terms which are not fully appreciated by senior management, but which manifest themselves in the attitudes and behaviour of employees. Attitude surveys help companies to keep in touch with the human state of their changing businesses and manage their employee relations more effectively. While some companies use surveys to help them to understand a particular problem better, or execute a particular strategy, others conduct regular ‘audits’ of employee opinion to ascertain areas of strength and weakness, progress and regression.
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Further Reading
Jules Ambrose, ‘A Question of Attitudes — Shell-Norske’, International Management (Mar 1980).
CBI Talking Points: Employee Attitudes and Understandings (June 1976).
Tom Kyneston Reeves and Don Hooper, Surveys at Work — A Practitioner’s Guide (McGraw-Hill, 1981).
Keith Willoughby and Robert M. Worcester, ‘The Role of the Employee in Retail Profitability’, ESOMAR Congress (Aug 1981).
Robert M. Worcester, ‘A New Look at Research Among Employees’, Market Research Society Conference (Mar 1973).
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© 1988 Peter F. Hutton
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Hutton, P.F. (1988). Employees. In: Survey Research for Managers. Palgrave Macmillan, London. https://doi.org/10.1007/978-1-349-06844-9_5
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DOI: https://doi.org/10.1007/978-1-349-06844-9_5
Publisher Name: Palgrave Macmillan, London
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Online ISBN: 978-1-349-06844-9
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