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Identified Surveys Are Critical for Making Strategic HR Decisions

Published online by Cambridge University Press:  07 January 2015

Samantha L. Chau  and
Stephen Dwight
Samantha L. Chau*
Affiliation:
Novo Nordisk Inc.
Stephen Dwight
Affiliation:
Novo Nordisk Inc.
*
E-mail: scu@novonordisk.com, Address: Novo Nordisk Inc., 100 College Road West, Princeton, NJ 08540
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Abstract

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Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 4 , Issue 4 , December 2011 , pp. 460 - 461
Copyright
Copyright © Society for Industrial and Organizational Psychology 2011 

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References

Becker, B. E., Huselid, M. A., & Ulrich, D. (2001). The HR scorecard: Linking people, strategy, and performance. Boston, MA: Harvard Business School Press. Google Scholar
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Pfeffer, J., & Sutton, R. I. (2006). Hard facts, dangerous half-truths, and total nonsense: Profiting from evidence-based management. Boston, MA: Harvard Business School Press. Google Scholar
Saari, L. M., & Scherbaum, C. A. (2011). Identified employee surveys: Potential promise, perils, and professional practice guidelines. Industrial and Organizational Psychology: Perspectives on Sciences and Practice, 4, 435–448.Google Scholar