Hostname: page-component-8448b6f56d-42gr6 Total loading time: 0 Render date: 2024-04-24T07:30:07.171Z Has data issue: false hasContentIssue false

Does SKDA Make It Too Easy for Survey Practitioners and Clients to Avoid Harder (OD) Challenges?

Published online by Cambridge University Press:  29 June 2017

Allen I. Kraut*
Affiliation:
Baruch College, CUNY
*
Correspondence concerning this artice should be addressed to Allen I. Kraut, Professor Emeritus of Management, Baruch College, CUNY, 6 Preston Street, Rye, NY 10580. E-mail: allenkraut@aol.com

Extract

A fair reading of Cucina, Walmsley, Gast, Martin, and Curtin's (2017) astute analysis of survey key driver analysis (SKDA) presents a good case that such analyses are driving down the wrong road and should slow down or come to a halt. In large part, the SKDA they describe seems to be a misleading set of exercises.

Type
Commentaries
Copyright
Copyright © Society for Industrial and Organizational Psychology 2017 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Borg, I., with Mastrangelo, P. M. (2008). Employee surveys in management: Theories, tools, and practical applications. Cambridge, MA: Hogrefe & Huber.Google Scholar
Church, A. H., & Oliver, D. H. (2006). The importance of taking action, not just sharing survey feedback. In Kraut, A. I. (Ed.), Getting action from organizational surveys (pp. 102130). San Francisco, CA: Jossey-Bass.Google Scholar
Church, A. H., & Waclawski, J. (1998). Designing and using organizational surveys: A seven-step process. San Francisco, CA: Jossey-Bass.Google Scholar
Cucina, J. M., Walmsley, P. T., Gast, I. F., Martin, N. R., & Curtin, P. (2017). Survey key driver analysis: Are we driving down the right road? Industrial and Organizational Psychology: Perspectives on Science and Practice, 10 (2), 234257.Google Scholar
Hinrichs, J. R. (1996). Feedback, action planning, and follow-through. In Kraut, A. I. (Ed.), Organizational surveys: Tools for assessment and change (pp. 255280). San Francisco, CA: Jossey-Bass.Google Scholar
Nadler, D. A. (1977). Feedback and organization development: Using data-based methods. Reading, MA: Addison-Wesley.Google Scholar
Waclawski, J., & Church, A., H. (2002). Organization development: A data-driven approach to organizational change. San Francisco, CA: Jossey-Bass.Google Scholar