Attitude surveys

Paul M. Leonardi, Jeffrey W. Treem, William C. Barley, Vernon D. Miller

Research output: Chapter in Book/Report/Conference proceedingChapter


The formal assessing of employee attitudes goes back at least to the early 1930s, beginning with attempts to understand the nature and source of employee job satisfaction and attitudes at Kimberly-Clark Corporation (Kornhauser & Sharp, 1932). Almost any textbook (e.g., Mathis & Jackson, 2010; Noe, Hollenbeck, Gerhart, & Wright, 2011) on human resource management (HRM) includes materials on attitude surveys or assessment. Notable scholarly critiques (e.g., Edwards & Fisher, 2004) on employee survey programs are also available. Indeed, there are many good reasons for investigating employee attitudes and perspectives. Surveys, interviews, observations, and the like can provide feedback regarding work conditions and policies to “monitor employee satisfaction and identify problem areas” (Blackburn & Rosen, 1993, p. 53), reveal trends over time regarding the favorableness or usefulness of policies and programs, identify strengths and weaknesses in operations, and reveal opportunities to improve work conditions and be a tool for innovative suggestions for improvement (Hargie & Tourish, 2009).

Original languageEnglish (US)
Title of host publicationMeeting the Challenge of Human Resource Management
Subtitle of host publicationA Communication Perspective
EditorsVernon D. Miller, Michael E. Gorman
Place of PublicationNew York, NY
Number of pages12
ISBN (Electronic)9781136224973
ISBN (Print)978-0415630214
StatePublished - 2014
Externally publishedYes

ASJC Scopus subject areas

  • Economics, Econometrics and Finance(all)
  • Business, Management and Accounting(all)
  • Arts and Humanities(all)
  • Social Sciences(all)


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