Performance Feedback and Work Environment Survey This survey is for respondents who are non-managerial employees. If you are a manager of people, please contact Alice Yee Mark at USC (amark@marshall.usc.edu) to receive a link to the survey for managers. This survey is about performance feedback you have received at work. We ask you to respond to a variety of questions about this feedback like how it was done, and how you felt about it, and how you see the organization managing the feedback process. Please keep in mind that throughout this questionnaire, your organization does not refer to the entire company that employs you. Rather, your organization refers to the business unit or major department in which you work day to day. Thank you for participating in the survey. Your Identification Number Please enter your 10-digit code in the box provided below. It is included in the email invitation you received to participate in this survey. 1
A. Feedback Frequency, Purpose, and Opinions About Your Feedback Feedback Culture Employee Survey 1. How many times in the past 12 months have you met with your manager (in person or electronically) to discuss your performance and/or development? 2. Name of manager who conducted your last review: Here we ask about the most recent time you met with your manager to receive performance and/or developmental feedback. What we are calling a feedback meeting may have different names in different organizations, including performance reviews, check-ins, performance conversations, and so on. Also, the meeting may be held in person or electronically. 3. Would you describe the feedback you received during your last feedback meeting as more evaluative or developmental? Evaluative Feedback: Evaluates your performance, including the achievement of specific goals, your use of specific behaviors, and/or the level of your competencies. Developmental Feedback: Focuses primarily on areas for your professional development and specific strategies for improvement. My feedback was: All Evaluation Equally Evaluation & Development All Development 1 2 3 4 5 6 7 Again, think about your most recent feedback meeting. How much do you or with each of the following statements? 1. I am satisfied with the way my manager provided me with feedback. 2. I think that my company attempts to conduct performance appraisal the best possible way. 3. The feedback I received s with what I have actually achieved. 4. The feedback I received on how I do my job is highly relevant. Dis nor 2
3 Feedback Culture Employee Survey Think about the manager in your organization who conducted your most recent feedback meeting. How much do you or with each of the following statements? 1. My manager is generally familiar with my performance on the job. 2. In general, I respect my manager s opinions about my job performance. 3. With respect to job performance feedback, I usually do not trust my manager. 4. My manager is fair when evaluating my job performance. 5. I have confidence in the feedback my manager gives me. 6. My manager gives me quality feedback about my job performance. 7. The feedback I receive from my manager is helpful. 8. I value the feedback I receive from my manager. 9. The feedback I receive from my manager helps me do my job. 10. The performance information I receive from my manager is generally not very meaningful. 11. My manager is supportive when giving me feedback about my job performance. 12. When my manager gives me performance feedback, he or she is considerate of my feelings. 13. My manager generally provides feedback in a thoughtless manner. 14. My manager does not treat people very well when providing performance feedback. 15. My manager is tactful when giving me performance feedback. 16. When I do a good job at work my manager praises my performance. 17. I seldom receive praise from my manager. 18. My manager generally lets me know when I do a good job at work. 19. I frequently receive positive feedback from my manager. 20. When I don t meet deadlines my manager lets me know. Dis nor 21. My manager tells me when my work
performance does not meet organizational standards. 22. On those occasions when my job performance falls below what is expected my manager lets me know. 23. On those occasions when I make a mistake at work my manager tells me. 24. My manager is usually available when I want performance information. 25. My manager is too busy to give me feedback. Dis Feedback Culture Employee Survey nor 26. I have little contact with my manager. 27. I interact with my manager on a daily basis. 28. The only time I receive performance feedback from my manager is during my performance review. 29. My manager is often annoyed when I directly ask for performance feedback. 30. When I ask for performance feedback, my manager generally does not give me the information right away. 31. I feel comfortable asking my manager for feedback about my work performance. 32. My manager encourages me to ask for feedback whenever I am uncertain about my job performance. Think about the manager in your organization who conducted your most recent feedback meeting. To what extent does that person do the following? 1. Ensure that your performance goals are linked to the strategic and operational goals of the company? 2. Provide guidance regarding performance expectations? 4 Small 1 2 3 4 5 6 Large 7 3. Participatively set goals? 4. Act as a sounding board for you to develop your ideas? 5. Assist in setting specific and measurable performance objectives? 6. Help you to analyze your performance? 7. Facilitate creative thinking to help solve problems? 8. Assist in developing action plans that support your performance goals?
9. Provide constructive feedback regarding areas for improvement? 10. Encourage you to set challenging yet attainable goals? 11. Encourage you to explore and try out new alternatives? 12. Offer useful suggestions regarding how you can improve your performance? Think about the procedures your immediate manager uses to make decisions about pay, bonuses, evaluations, promotions, assignments, etc. Small 1 2 3 4 5 6 Large 7 1. Are you able to express your views during those procedures? 2. Can you influence the decisions arrived at by those procedures? 3. Are those procedures applied consistently? 4. Are those procedures free of bias? 5. Are those procedures based on accurate information? 6. Are you able to appeal the decisions arrived at by those procedures? 7. Do those procedures uphold ethical and moral standards? Think about the processes by which your manager makes decisions about outcomes you receive from your job, such as pay, bonuses, evaluations, promotions, assignments, etc., what those outcomes are, and the way in which decisions about those are communicated to you. Small 1 2 3 4 5 6 Large 7 1. Do those outcomes reflect the effort you have put into your work? 2. Are those outcomes appropriate for the work you have completed? 3. Do those outcomes reflect what you have contributed to your work? 4. Are those outcomes justified, given your performance? 5
B. Your Workgroup How much do you or with each of the following statements? Dis nor 1. Members of my workgroup develop and make recommendations concerning issues that affect the group. 2. Members of my workgroup speak up and encourage others to get involved in issues that affect the group. 3. Members of my workgroup communicate their opinion about work issues to others, even if others in the group with him/her. 4. Members of my workgroup keep well informed about issues where their opinion might be useful to this group. 5. Members of my workgroup get involved in issues that affect the quality of work life here in this group. 6. Members of my workgroup speak up with ideas for new projects or changes in procedures. 7. If you make a mistake in my workgroup, it is often held against you. 8. Members of this workgroup are able to bring up problems and tough issues. 9. People in this workgroup sometimes reject others for being different. 10. It is safe to take a risk in this workgroup. 11. It is difficult to ask other members of this workgroup for help. 12. No one in this workgroup would deliberately act in a way that undermines my efforts. 13. Working with members of this workgroup, my unique skills and talents are valued and utilized. 6
Think about your manager, that is, the person to whom you report and who provides your performance feedback. How much do you or with each of the following statements about your manager? 1. I respect my manager s knowledge of and competence on the job. 2. My manager values my contribution to his/her well-being. 3. My manager would defend me to others in the organization if I made an honest mistake. 4. My manager fails to appreciate any extra effort from me. 5. My manager is the kind of person one would like to have as a friend. 6. I do not mind working my hardest for my manager. 7. My manager would ignore any complaint from me. 8. My manager would come to my defense if I were attacked by others. 9. My manager really cares about my well-being. 10. I like my manager very much as a person. 11. Even if I did the best job possible, my manager would fail to notice. 12. I do work for my manager that goes beyond what is expected of me in my job. 13. My manager cares about my general satisfaction at work. 14. I admire my manager s professional skills. 15. My manager defends (would defend) my work actions to a superior, even without complete knowledge of the issue in question. 16. My manager shows very little concern for me. 17. My manager is a lot of fun to work with. 18. My manager takes pride in my accomplishments at work. 19. I am willing to apply extra efforts, beyond those normally required, to meet my manager s work goals. 20. I am impressed with my manager s knowledge of his/her job. Dis nor 7
C. Employee Outcomes How much do you or with each of the following statements? Dis nor 1. This organization has a great deal of personal meaning for me. 2. I find myself learning often. 3. I often think about quitting. 4. I really feel as if this organization s problems are my own. 5. I am not learning. 6. I feel energetic and vital at work. 7. I do not feel a strong sense of belonging to my organization. 8. I see myself continually improving. 9. I will leave my organization within the next year. 10. I do not feel emotionally attached to this organization. 11. I feel alert and awake at work. 12. I rarely think about quitting this job. 13. I do not feel very energetic at work. 14. I enjoy discussing my organization with people outside it. 15. I continue to learn more and more as time goes by. 16. I do not feel like part of the family at my organization. 17. I look forward to each new day at work. 8