A research-based alternative to employee opinion surveys, the OEI is designed for data-based change programs designed to promote not only employee engagement but organizational effectiveness as well. The OEI assesses outcomes at the individual, group and organizational levels and internal processes and systems that are causally related to these outcomes.
Audience : Appropriate for members of large corporations, small businesses, governmental agencies, health-care organizations and other professional organizations, and not-for-profit organizations.
Most Frequently Used for:
- Measuring the satisfaction and motivation of employees, coordination within and across units, departmental and organizational-level quality, and related dimensions of performance.
- Identifying systems, structures, technologies, and other “levers for change” to increase effectiveness at the individual, unit, and organizational levels.
- Tailoring change initiative to the specific needs of work groups, departments, divisions and their members.
- Monitoring the impact of organizational change initiatives over time.
Feedback Provided : Results are provided on 12 specific outcomes organized into four categories (e.g., Employee Outcomes, Coordination and Adaptability) and 31 levers for change organized into nine categories (e.g., Job Design, Managerial Leadership). The results are profiled against “Historical Averages” for other units as well as “Constructive Benchmarks” (scores achieved by highly effective organizations with adaptive cultures).
Presentation of Results : Results at the organizational and sub-unit levels are presented in bar chart and tabular format. The OEI Feedback Report also includes item-by-item results, descriptive text, and other information (e.g., correlations between outcomes and levers) to guide organizational change and development initiatives.
Associated Outcomes : The levers for change measured by the OEI were selected on the basis of research carried out to identify the organizational factors that have the greatest impact on culture and performance. Numerous studies have confirmed that the OEI levers are positively related to the outcomes measured by the survey, to Constructive cultural norms as measured by the Organizational Culture Inventory (OCI), and to other indicators of performance measured via independent methods (financial data, turnover records, interviews).
Research and Development by : Robert A. Cooke, Ph.D. (Human Synergistics International)