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With the Right Map, Survey Key Driver Analysis Can Help Get Organizations to the Right Destination

Published online by Cambridge University Press:  29 June 2017

Charles A. Scherbaum*
Affiliation:
Department of Psychology, Baruch College, City University of New York
Justin Black
Affiliation:
Organizational Development Science, Glint
Sara P. Weiner
Affiliation:
Organizational Development Science, Glint
*
Correspondence concerning this article should be addressed to Charles A. Scherbaum, Associate Professor, Department of Psychology, Baruch College, City University of New York, Box B 8–215, One Bernard Baruch Way, New York, NY 10010. E-mail: Charles.Scherbaum@baruch.cuny.edu

Extract

Cucina, Walmsley, Gast, Martin, and Curtin (2017) raise an important issue in evaluating whether our current approaches for key driver analysis on employee opinion survey data are indeed best practices. As has been argued elsewhere (Putka & Oswald, 2016; Scherbaum, Putka, Naidoo, & Youssefnia, 2010), there is and can be misalignment between current and best practices. We agree with Cucina et al. that our field should engage in larger discussion of these issues. That discussion is critical, as industrial and organizational (I-O) psychologists are competing with those outside our field who have either little knowledge of best practices in data analysis (but who have been empowered by technology that automates the analysis) or little knowledge of psychology (but a great deal of knowledge in big data analytical techniques). I-O psychologists are in the vanguard of survey data analysis (Ducey et al., 2015), and we have a responsibility to maintain the standards of our field as well as to wield our influence to guide other practitioners outside our field on sound theoretical and analytical approaches.

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

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