Questionings are an effective instrument for the procurement of control data in all ranges of the management. The evaluation of the foreign picture of customers, suppliers, competitors or coworkers, determined in a collection, makes the improvement or correction for the adjustment possible corresponding to real market conditions of the business activity, the product range as well as the strategic resources employment - also within the range the "“human resources"”.

The detailed knowledge of customer opinions and current paintings conveying a special atmosphere of business partners represents an inestimable value as well as a substantial competition advantage. The special sensitivity of this instrument causes a professional conception and execution: Even unique, small errors can lead to a substantial acceptance and confidence loss on sides of the asked ones. A confidence loss means generally that the raised data are more usable hardly and the instrument of the questioning was disqualifiziert by the "“collective memory"” of the staff on long time.

A coworker questioning is the main kind of raising qualitative data from the coworkers of an enterprise. It concerns it a sensitive personnel-economical instrument, which can be used to different objectives. Typically a personnel CONTROLLER is into such a project merged, if not even as projects manager actively.

Definition

By a"” coworker questioning "“one understands:

• An instrument of partizipativer management, with that
• on behalf the management,
• in co-operation with the representativeses for the employees,
• by standardized and/or (part) questionnaires and/or (part) standardized structured interviews,
• anonymous, on freiwilliger basis,
• directly with all coworkers or representative samples,
• Problems with their individual components and/or factors of influence,
• considering methodical, organizational and legal basic conditions,
• Information about the attitudes, valuations, expectations and needs of the coworkers,
• related to certain ranges of the operational working environment and/or the environment to be won,
• in order to attain from it referring to operational strengths and weaknesses, whose causes in the dialogue between coworkers and high-level personnel are to be clarified, in order to introduce concrete change processes.

In order to round the conceptual regulation off remains recording, ate hardly an instrument of the personnel management up-to-date as many wrong associations aroused as the MAB. The following listing will reflect over the word"” coworker questioning "“. Hence it follows that these associations or the negative are better equivalent to what does not have a MAB to the consequence and/or she should not be. A MAB is e.g. none (e):

• socialromantic basis democracy,
• Beginning of management for a Observierungs and a manipulation instrument, before which one must have inevitably fear.
• to shoot so correct favorable opportunity times at a colleague,
• "„Property Fee Wunschliste "“, in which all desires are unloaded and which staff expects then that management is responsible for their fulfilment,
• Cause for developing authority losses with high-level personnel,
• Declaration of guarantee for a prompt satisfaction in the enterprise.

Finally it is here again emphasized that the negative stands in no connection to a MAB.

Integration of the work council

The contentwise questions of a coworker questioning are different in each enterprise. For the increase of the acceptance of the questioning by the coworkers an integration of the work council is - so far existing meaningful and in accordance with industrial democracy act in parts also necessary. This can go even so far that work council members participate in the appropriate project group. In enterprises, which do not have a work council, the quality management often specifies the questions of a coworker questioning about the quality goals. Likewise are regulated beside the questionnaire catalog the regular, usually annual execution of the coworker questioning. Besides is made certain that the coworker questioning is anonymous accomplished, among other things by the fact that only departments/teams with more than 5 coworkers get a single evaluation of their results.

Contentwise arrangement of the questions of the coworker questionings

The contentwise questions and their number mostly lies between 30 and 80 questions, so that a coworker can answer the questionnaire within a half hour.

There is nevertheless a common Schnittmenge of inhaltichen question ranges: The 33 AUDI peat rising up of the 9 work areas of the EFQM is mostly contained in a coworker questioning.

The nine question ranges read (with Unterfragen, see EFQM):

• How much are you content with the guidance authority of their
• How very much you are the goals of your department
• Are you how content with your personal further
• How very contently are you with enterprise communication - do you get all information over to work to be
• How very much do you have the possibility of exerting influence on the improvement from operational sequences
• How strongly does your department pay attention to the satisfaction of their
• How much are you content with the conversion from measures to the increase of the coworker satisfaction in your
• How much are you content with the social-social commitment of their
• How very much you are the results, success and profit of the enterprise

Further questions can follow, the nine core ranges of the EFQM concept are however in each coworker questioning technically to be considered.

Literature

• Guido Lisges, Fred Personalcontrolling. Haufe, Freiburg 2004, ISBN 3-448-06028-3 (see chapter 14)
• Ginger borrow: Instrument of control coworker questioning. Publishing house for applied psychology, 2000, ISBN 3-8784-4108-8

Related links

http://www.hausarbeiten.de/faecher/vorschau/1518.html">

Conception of a coworker questioning in a medium-size enterprise - by the example of the shipping company AG EMS

Author: SeibertFachbereich: Economics - personnel and organization category: Institute for thesis (diploma): Specialist area restaurant economics: FH EmdenJahr: 1999Seitenzahl: 141Note: 1016 KB serial number: V1518

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