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Employee Survey Research

Surveys have become a mainstay of organizational research. When surveys are efficient, targeted, and theory-driven and predict useful outcomes, they provide a valuable data set for decision-making. Yet many organizational researchers and human resources practitioners overlook the dark side of studying employees at work, especially when it comes to challenging ontological and epistemological assumptions. Gathering, analyzing, and using employee survey data are often fraught with complexity, which limits action and change. This chapter outlines how the emergence and establishment of employee survey research led to modern assumptions about what survey administrators seek to learn from people at work and how those assumptions help and hinder progress toward improving organizational performance and employee well-being. The authors then make recommendations for the future development of survey research in the broader context of social and technological development.