Asking Questions - The Definitive Guide To Questionnaire Design ...

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224 ASKING QUESTIONS Figure 7.4. Example of a Checklist. INSTRUCTIONS Below you will find a list of behavioral items. Read each item and decide whether the item describes the person being evaluated. If you feel the item does describe the person, place a check mark in the space provided. If the item is not descriptive of the person, leave the space next to the item blank. Regularly sets vague and unrealistic program goals. Is concerned only with the immediate problems of the day. Develops work schedules that allow for the completion of projects. Is aware of needs and trends in his/her area of responsibility and plans accordingly. Follows up on projects to ensure immediate goals are achieved. Looks for new markets and studies potential declines in current markets. Anticipates and plans for replacement of key personnel in the event of corporate relocation. Source: Adapted from Beatty and Bernardin, 1984, p. 93. In the discussion of ratings, we have moved to recommending the use of surveys to accomplish higher-order goals of the organization. Many organizations survive because of the value they provide to customers, clients, or patrons. The ratings of these people are critical for organizational success. Customer, Client, and Patron Ratings One major drawback of performance appraisal systems is that they unintentionally shift employees’ attention toward their manager and away from their customers. As a result, performance appraisal systems run the risk of only reinforcing those employee behaviors that are stressed by their manager. Behaviors that help ensure customer satisfaction may be ignored. To help avoid this trap, client and customer ratings are becoming more common as organizations become more customer-oriented (Stahl and Bounds, 1991). In addition to controlled, formal surveying of target populations, most large companies now have con-
ASKING QUESTIONS THAT EVALUATE PERFORMANCE 225 tinuous feedback mechanisms involving comment cards, toll-free hot lines, and on-line Web surveys. Important issues of sample bias are relevant, however, since it is thought to be primarily passionate people (happy or mad) who make the effort to participate in feedback. Recent efforts are being used to try to widen the participation level. Franchises (such as fast food) have long been areas where quality and service can vary widely across units within the same chain. A mechanism used to assess service across a wide number of units is “mystery shoppers,” people who are evaluating the company by simply behaving like a shopper (or diner) and whose identity is not known to those they are evaluating. The primary job of mystery shoppers is to frequent the franchised restaurants to ensure that food quality, timing, cleanliness, and other standards are being met. Many other retailers are beginning to develop and engage in similar activities. A more detailed description of one customer appraisal system may clarify the manner in which they are used. One organization sends an appraisal form, such as that in Figure 7.5, to every customer who has a service performed by a company employee. These customer ratings are then summarized in a quarterly feedback report that provides average ratings on eight diagnostic dimensions as well as an overall customer satisfaction score. The report is given to both employees and their managers, and it provides information used to develop employees and make decisions about salary bonuses. This customer rating form then becomes a method of employee rating as well, thereby serving two purposes for the organization. Collecting feedback from the customer’s perspective is consistent with the basic tenets of total quality management (TQM) and with the notion that the customer is always right. It also reinforces to employees that their overreaching goal is to provide the ideal value that the typical customer seeks. In many cases, customers are often in a better position to evaluate the quality of products and services offered than are managers or fellow employees. This third-party performance rating can be
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Asking Questions The Definitive Gui
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Norman M. Bradburn Seymour Sudman B
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Copyright © 2004 by John Wiley & S
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viii CONTENTS 12. Asking Questions
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Preface This book is a revised and
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PREFACE xiii trate some of the subt
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The Authors Norman M. Bradburn (Ph.
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Asking Questions
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Chapter One The Social Context of Q
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THE SOCIAL CONTEXT OF QUESTION ASKI
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Chapter Two Asking Nonthreatening Q
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ASKING NONTHREATENING QUESTIONS ABO
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Figure 2.4. Household Health Diary.
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Source: U.S. Bureau of the Census,
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80 ASKING QUESTIONS e. The Sealed B
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82 ASKING QUESTIONS asking about te
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84 ASKING QUESTIONS Figure 3.2. Que
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86 ASKING QUESTIONS into a car, mig
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88 ASKING QUESTIONS relationship be
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90 ASKING QUESTIONS from 55 percent
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92 ASKING QUESTIONS Illegal Drug Us
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94 ASKING QUESTIONS drinkers—may.
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100 ASKING QUESTIONS It must be rec
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102 ASKING QUESTIONS To illustrate
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104 ASKING QUESTIONS This applies t
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106 ASKING QUESTIONS When some resp
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108 ASKING QUESTIONS drinking quest
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110 ASKING QUESTIONS them less thre
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112 ASKING QUESTIONS Determining th
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114 ASKING QUESTIONS carefully for
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Chapter Four Asking Questions About
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ASKING QUESTIONS ABOUT ATTITUDES AN
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Chapter Five Asking and Recording O
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ASKING AND RECORDING QUESTIONS 153
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ASKING STANDARD DEMOGRAPHIC QUESTIO
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Chapter Ten Organizing and Designin
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ORGANIZING AND DESIGNING QUESTIONNA
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Fill- Ins Easily done with a Possib
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Chapter Eleven Questionnaires from
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QUESTIONNAIRES FROM START TO FINISH
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Chapter Twelve Asking Questions FAQ
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ASKING QUESTIONS FAQS 325 tain you
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Do you own an IBM-type of PC? Yes
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ASKING QUESTIONS FAQS 329 Ranking q
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ASKING QUESTIONS FAQS 331 guish bet
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ASKING QUESTIONS FAQS 333 activitie
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336 BIBLIOGRAPHY AND RECOMMENDED RE
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348 GLOSSARY object. The term belie
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350 GLOSSARY are entered directly i
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352 GLOSSARY the sex of the respond
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354 GLOSSARY of an IBM card is a on
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356 GLOSSARY individual difference
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358 GLOSSARY overreporting, underre
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360 GLOSSARY because of illness or
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362 GLOSSARY response effect A gene
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364 GLOSSARY questionnaires list th
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Index A Ability, measuring, 197-202
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INDEX 369 Denver, 86; Community che
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INDEX 371 Library card ownership, 8
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INDEX 373 preferences, 167-168; thr
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Appendix A List of Academic and Not
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APPENDIX A 377 Phoenix, AZ 85003-17
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APPENDIX A 379 Fax: 310-206-4453 E-
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APPENDIX A 381 800 Florida Ave., N.
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APPENDIX A 383 E-mail: jbason@arche
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APPENDIX A 385 Phone: 312-996-5300
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APPENDIX A 387 Phone: 785-532-5510
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APPENDIX A 389 Center for the Study
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APPENDIX A 391 Ann Arbor, MI 48106-
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APPENDIX A 393 731 Oldfather Hall L
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APPENDIX A 395 New York Marist Coll
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APPENDIX A 397 Cornell University I
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APPENDIX A 399 225 South Main St. A
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APPENDIX A 401 121 University Pl. P
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APPENDIX A 403 South Dakota Busines
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APPENDIX A 405 Public Policy Resear
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APPENDIX A 407 E-mail: sesrc@wsu.ed
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APPENDIX A 409 England National Cen
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412 APPENDIX B PLEASE CIRCLE ONE CO
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414 APPENDIX B 14. Who purchased th
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416 APPENDIX B 23. What racial/ethn
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Faculty Retention Survey December 2
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2. Professional Life Important to y
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4. Environment Important to you Imp
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Appendix D Kinko’s: Open-ended Se
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