scholarly journals Effects of Action Planning After Employee Surveys

2021 ◽  
Author(s):  
Lena-Alyeska Huebner ◽  
Hannes Zacher
Keyword(s):  
Organizational Development ◽  
Planning Process ◽  
Action Planning ◽  
Effect Sizes ◽  
Action Plans ◽  
Employee Survey ◽  
Large Company ◽  
Do So

Abstract. Employee surveys are commonly used tools in organizations for the purpose of organizational development. We investigated the post-survey action planning process in 3,091 organizational units (OUs) of one large company in Germany. We expected action planning to lead to improvements on subsequent employee survey scores, with OUs that continuously and repeatedly planned actions showing the greatest improvements. Results suggest that the development of action plans can lead to improvements on subsequent survey scores, but effect sizes were generally small. Furthermore, managers who initiated action planning in the previous year were more likely to do so again the following year. Overall, these findings contribute to the literature on employee surveys by investigating effects of post-survey action planning.

Does Action Planning Create More Harm Than Good? Common Challenges in the Practice of Action Planning After Employee Surveys

2021 ◽  
pp. 002188632110075
Author(s):  
Matt I. Brown
Keyword(s):  
Evidence Based Practice ◽  
Action Planning ◽  
Evidence Based ◽  
Action Plans ◽  
Employee Survey ◽  
Attitudes And Perceptions ◽  
Survey Results ◽  
Planning Processes

Despite the popularity of employee surveys in practice, there has been little research to determine how leaders and managers can effectively take action based on survey results. Without a foundation for evidence-based practice, many organizations rely on action planning processes where individual managers are tasked with developing plans to improve attitudes and perceptions among their subordinates. Although action plans are easy to quantify and monitor, it is unclear whether they are useful for creating change. Action planning is often rated as least favorable among other aspects of employee survey programs. Managers may lack the capability to actively change the causes of dissatisfaction among their subordinates. At worst, managers may grow to perceive action planning as a meaningless, box-checking task. This potentially acts to demotivate and demoralize managers while also increasing pessimism toward future surveys. This article provides several suggestions to avoid these potential pitfalls when designing and implementing employee surveys.

scholarly journals Developing Action Plans in Youth Photovoice to Address Community-Level HIV Risk in Rural Malawi

2020 ◽  
Vol 19 ◽  
pp. 160940692092013 ◽  
Author(s):  
Saria Lofton ◽  
Kathleen F. Norr ◽  
Diana Jere ◽  
Crystal Patil ◽  
Chimwemwe Banda
Keyword(s):  
At Risk ◽  
Hiv Prevention ◽  
Hiv Infection ◽  
Sexual Behaviors ◽  
Planning Process ◽  
Action Planning ◽  
Sub Saharan Africa ◽  
Action Plans ◽  
Unsafe Sex ◽  
Community Issues

Youth-driven approaches to HIV prevention can engage youth and improve health outcomes. Photovoice has been used to engage youth in identifying the assets and challenges in their communities. In sub-Saharan Africa, youth remain vulnerable to HIV infection. This article describes a photovoice project, named Youth Photovoice, conducted in rural Malawi, which focused on community places and situations relating to risky sexual behaviors that place youth at risk of HIV infection. Twenty-four youth, ages 13–17 (12 males and 12 females), participated in Youth Photovoice. During the photovoice process, youth identified five community situations and places that put them at risk of unsafe sex and thus HIV infection: initiation ceremonies, isolated places, community celebrations, local businesses such as bars and rest houses, and church-sponsored activities. Youth used a systematic action planning process to develop action plans. They presented their action plans to local leaders and parents. Parents and leaders responded positively and agreed to help the youth carry out their plans. If their plans to address community situations that put them at risk of unsafe sex succeed, there will be a direct impact on reducing the risk of HIV infection among youth. Youth Photovoice provided the opportunity for youth to obtain new skills, build new partnerships, and present their ideas to community leaders. Integrating this action planning process into photovoice helped to guide the youth toward actualizing their HIV prevention plans in their community. This process can increase the effectiveness of photovoice initiatives to address other community issues in a wide variety of settings.

scholarly journals Following Up on Employee Surveys: A Conceptual Framework and Systematic Review

2021 ◽  
Vol 12 ◽  
Author(s):  
Lena-Alyeska Huebner ◽  
Hannes Zacher
Keyword(s):  
Systematic Review ◽  
Conceptual Framework ◽  
Organizational Development ◽  
Change Agents ◽  
Action Planning ◽  
Successful Implementation ◽  
Research Gaps ◽  
Employee Survey ◽  
Relevant Variables

Employee surveys are often used to support organizational development (OD), and particularly the follow-up process after surveys, including action planning, is important. Nevertheless, this process is oftentimes neglected in practice, and research on it is limited as well. In this article, we first define the employee survey follow-up process and differentiate it from other common feedback practices. Second, we develop a comprehensive conceptual framework that integrates the relevant variables of this process. Third, we describe the methods and results of a systematic review that synthesizes the literature on the follow-up process based on the conceptual framework with the purpose of discussing remaining research gaps. Overall, this paper contributes to a better understanding of the organizational and human factors that affect this process. This is useful for practitioners, as it provides guidance for the successful implementation of this human resource practice. For example, research suggests that it is important to enable managers as change agents and to provide them with sufficient resources.

Stimuli presented during action planning affect the planning process depending on their compatibility with arbitrary action effects

2006 ◽  
Author(s):  
Michael Ziessler ◽  
Dieter Nattkemper ◽  
Stefan Vogt ◽  
Samuel Ellsworth ◽  
Jonathan Sayers
Keyword(s):  
Planning Process ◽  
Action Planning ◽  
Action Effects ◽  
Arbitrary Action

Increasing Quality and Patient Outcomes with Staff Engagement and Shared Governance

2021 ◽  
Vol 26 (2) ◽  
Author(s):  
Deborah Brennan ◽  
Lori Wendt
Keyword(s):  
Shared Governance ◽  
Planning Process ◽  
Gap Analysis ◽  
Team Building ◽  
Hospital Setting ◽  
Action Planning ◽  
Governance Structure ◽  
Interdisciplinary Teams ◽  
Clinical Nurses ◽  
Governance Process

The shared governance structure is a nursing practice model which is a hallmark of engaging the front line team into the role of leading practice excellence. The main principles of shared governance include ownership, accountability, empowerment, team building, leadership, innovation, autonomy, and practice equity. Combining these key shared governance principles with formal models can drive sustainable action planning for improvement. This article offers an exemplar describing how we improved shared governance in a community hospital setting. After evaluating findings from a gap analysis, we incorporated guiding frameworks such as the A3 action planning process; the Plan, Do, Check, Act cycle; and Lean methodologies to increase nursing engagement in the shared governance process. Clinical nurses and interdisciplinary teams developed action plans for quality and patient satisfaction improvements. We describe specific improvements to our process, offer examples of our improved outcomes, and discuss essential shared governance factors that were critical to our successes.

scholarly journals Infants in Control: Prospective Motor Control and Executive Functions in Action Development

2018 ◽  
Author(s):  
Janna M. Gottwald
Keyword(s):  
Motor Control ◽  
Cognitive Control ◽  
Executive Functions ◽  
Visual Information ◽  
Motion Tracking ◽  
Planning Process ◽  
Action Planning ◽  
Sources Of Information ◽  
Action Sequences ◽  
High Level

This thesis assesses the link between action and cognition early in development. Thus the notion of an embodied cognition is investigated by tying together two levels of action control in the context of reaching in infancy: prospective motor control and executive functions. The ability to plan our actions is the inevitable foundation of reaching our goals. Thus actions can be stratified on different levels of control. There is the relatively low level of prospective motor control and the comparatively high level of cognitive control. Prospective motor control is concerned with goal-directed actions on the level of single movements and movement combinations of our body and ensures purposeful, coordinated movements, such as reaching for a cup of coffee. Cognitive control, in the context of this thesis more precisely referred to as executive functions, deals with goal-directed actions on the level of whole actions and action combinations and facilitates directedness towards mid- and long-term goals, such as finishing a doctoral thesis. Whereas prospective motor control and executive functions are well studied in adulthood, the early development of both is not sufficiently understood.This thesis comprises three empirical motion-tracking studies that shed light on prospective motor control and executive functions in infancy. Study I investigated the prospective motor control of current actions by having 14-month-olds lift objects of varying weights. In doing so, multi-cue integration was addressed by comparing the use of visual and non-visual information to non-visual information only. Study II examined the prospective motor control of future actions in action sequences by investigating reach-to-place actions in 14-month-olds. Thus the extent to which Fitts’ law can explain movement duration in infancy was addressed. Study III lifted prospective motor control to a higher that is cognitive level, by investigating it relative to executive functions in 18-months-olds.Main results were that 14-month-olds are able to prospectively control their manual actions based on object weight. In this action planning process, infants use different sources of information. Beyond this ability to prospectively control their current action, 14-month-olds also take future actions into account and plan their actions based on the difficulty of the subsequentaction in action sequences. In 18-month-olds, prospective motor control in manual actions, such as reaching, is related to early executive functions, as demonstrated for behavioral prohibition and working memory. These findings are consistent with the idea that executive functions derive from prospective motor control. I suggest that executive functions could be grounded in the development of motor control. In other words, early executive functions should be seen as embodied.

Social Enterprise in Taiwan

2020 ◽  
pp. 260-275
Author(s):  
Yi-jung Wu
Keyword(s):  
Social Welfare ◽  
Social Enterprise ◽  
Planning Process ◽  
Action Plan ◽  
Action Planning ◽  
Social Enterprises ◽  
Past Century ◽  
Policy Integration ◽  
Modern Development ◽  
The Government

In “Social Enterprise in Taiwan: Economic and Social Welfare Transition,” the author introduces the economic and welfare journey of Taiwan over the past century and discusses how the newly blossomed business model of social enterprise shapes the social welfare and economic disciplines in the modern development of Taiwan. The implication of social enterprise starts in 2007. The planning process reveals the interdependency between economic and welfare development and extends the discussions to public–private collaboration on resolving social problems. In 2014, the government announced its phase-one plan “2014–2016 Social Enterprise Action Plan.” The Ministries of Labor, Economic Affairs, Interior, and Health and Welfare have collaborated for policy integration and action planning since then. By the end of 2019, there were 455 various-sized enterprises registered on the list of social innovative organizations. Many social enterprises progress to become B corporations. By November 2019, there were already 25 B corporations in Taiwan, with 8 of them honored as “the best for the world 2019.”

The Physician's Role In Canada's Disaster Response System

1999 ◽  
Vol 14 (3) ◽  
pp. 48-51 ◽  
Author(s):  
Sunil Sookram ◽  
Garnet Cummings
Keyword(s):  
Disaster Response ◽  
Potential Role ◽  
Planning Process ◽  
Disaster Planning ◽  
Disaster Plan ◽  
Physician’S Role ◽  
Response System ◽  
Integral Role ◽  
Physician's Role ◽  
Do So

AbstractThe most recent tragedy in Manitoba illustrates that disasters can strike any community. Within Canada, a tiered disaster response system exists. Even though physicians often play an integral role in the disaster plan, few participate in the planning process or even appreciate their potential role in the event a disaster should occur. Physician involvement would guarantee health matters be appropriately addressed resulting in reduced mortality and decreased morbidity. There are ample opportunities to become involved in disaster planning and response at all levels government. The objective of this paper to inform physicians about the disaste planning infrastructure that exists in Canada, show them where they may get involved, and urge them to do so.

scholarly journals Meaningful managerial action planning: The financial component

1983 ◽  
Vol 14 (4) ◽  
pp. 156-160
Author(s):  
J. G. Kotzé
Keyword(s):  
Action Planning ◽  
Top Management Teams ◽  
Financial Impact ◽  
Action Plans ◽  
Business Organizations ◽  
Short Term ◽  
Desirable Characteristic ◽  
Managerial Action ◽  
Five Elements ◽  
Innovative Orientation

An innovative orientation is a highly desirable characteristic of senior-middle and top management teams in business organizations. The formalized expression of such entrepreneurial flair may be developed in the form of action plans. Such plans consist of five elements, of which one, namely the financial component, is of prime importance. Three categories of action plans are distinguished and the evaluation of the anticipated financial impact of action plans within each category discussed. Finally, the integration of the anticipated financial results of action plans in the formal long- and short-term plans of an organization is described.

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