Hostname: page-component-77c89778f8-vpsfw Total loading time: 0 Render date: 2024-07-19T18:47:44.007Z Has data issue: false hasContentIssue false
  • English
  • Français

Augmented intelligence: The new world of surveys at work

Published online by Cambridge University Press:  22 September 2021

Justin Black ,
Goutham Kurra  and
Eric Knudsen
Justin Black
Affiliation:
Glint Inc.–People Science, Redwood City, California, United States
Goutham Kurra
Affiliation:
Glint Inc.–People Science, Redwood City, California, United States
Eric Knudsen*
Affiliation:
Glint Inc.–People Science, Redwood City, California, United States
*
*Corresponding author. Email: eknudsen@linkedin.com
Get access Rights & Permissions [Opens in a new window]

Abstract

An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Practice Forum
Information
Industrial and Organizational Psychology , Volume 14 , Issue 3 , September 2021 , pp. 451 - 459
Copyright
© The Author(s), 2021. Published by Cambridge University Press on behalf of the Society for Industrial and Organizational Psychology

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

Ang, L., & Eisend, M. (2018). Single versus multiple measurement of attitudes: A meta-analysis of advertising studies validates the single-item measure approach. Journal of Advertising Research, 58(2), 218–227.CrossRefGoogle Scholar
Anthony, S. D., Viguerie, S. P., Schwartz, E. I., & Van Landeghem, J. (2018). 2018 corporate longevity forecast: Creative destruction is accelerating. Innosight. https://www.innosight.com/wp-content/uploads/2017/11/Innosight-Corporate-Longevity-2018.pdf 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: New concepts, technologies, and applications (pp. 102–130). Jossey-Bass.Google Scholar
Cohen, J., Cohen, P., West, S. G., & Aiken, L. S. (2003). Applied multiple regression/correlation analysis for the behavioral sciences (3rd ed.). Lawrence Erlbaum Associates.Google Scholar
Conway, J. M., & Lance, C. E. (2010). What reviewers should expect from authors regarding common method bias in organizational research. Journal of Business and Psychology, 25, 325–334.CrossRefGoogle Scholar
Donovan, M. A., & Brooks, S. M. (2006). Leveraging employee surveys to retain key employees: A means to an end. In Kraut, A. I. (Ed.), Getting action from organizational surveys: New concepts, technologies, and applications (pp. 456–482). Jossey-Bass.Google Scholar
Fitzgerald, M., Kruschwitz, N., Bonnet, D., & Welch, M. (2013). Embracing digital technology: A new strategic imperative. MIT Sloan Management Review, 55, 1–12.Google Scholar
Gholamy, A., Kreinovich, V., & Kosheleva, O. (2018). Why 70/30 or 80/20 relation between training and testing sets: A pedagogical explanation. (TEP-CS-18-09). University of Texas at El Paso. https://scholarworks.utep.edu/cs_techrep/1209.Google Scholar
Glint Inc. (2017, June 7). New data reveals direct link between employee engagement and Glassdoor scores, stock market performance [Press release]. https://www.glintinc.com/press/new-data-reveals-direct-link-employee-engagement-glassdoor-scores-organizational-performance/ Google Scholar
Harter, J. K., & Schmidt, F. L. (2006). Connecting employee satisfaction to business unit performance. In Kraut, A. I. (Ed.), Getting action from organizational surveys: New concepts, technologies, and applications (pp. 33–52). Jossey-Bass.Google Scholar
Macey, W. H., & Schneider, B. (2006). Employee experiences and customer satisfaction: Toward a framework for survey design with a focus on service climate. In Kraut, A. I. (Ed.), Getting action from organizational surveys: New concepts, technologies, and applications (pp. 53–75). Jossey-Bass.Google Scholar
Mastrangelo, P. M. (2020). Improving the design and interpretation of sample surveys in the workplace. In Macey, W. H. & Fink, A. A. (Eds.), Employee surveys and sensing: Driving organizational culture and performance (pp. 38-52). Oxford University Press.Google Scholar
Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1, 61–89.CrossRefGoogle Scholar
Ng, E. S., Schweitzer, L., & Lyons, S. T. (2010). New generation, great expectations: A field study of the millennial generation. Journal of Business and Psychology, 25, 281–292.CrossRefGoogle Scholar
Petty, R., & Cacioppo, J. T. (2012). Communication and persuasion: Central and peripheral routes to attitude change. Springer Science & Business Media.Google Scholar
Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88, 879–903.CrossRefGoogle ScholarPubMed
Riggio, R. E. (2008). Leadership development: The current state and future expectations. Consulting Psychology Journal: Practice and Research, 60, 383–392.CrossRefGoogle Scholar
Saari, L., & Scherbaum, C. (2020). From identified surveys to new technologies: Employee privacy and ethical considerations. In Macey, W. H. & Fink, A. A. (Eds.), Employee surveys and sensing: Driving organizational culture and performance (pp. 391-406). Oxford University Press.Google Scholar
Schiemann, W. A., & Morgan, B. S. (2006). Strategic surveys: Linking people to business strategy. In Kraut, A. I. (Ed.), Getting action from organizational surveys: New concepts, technologies, and applications (pp. 76–101). Jossey-Bass.Google Scholar
Schneider, B. (2020). Strategic climate research: How what we know should influence what we do. In Macey, W. H. & Fink, A. A. (Eds.), Employee Surveys and Sensing: Driving organizational culture and performance (pp. 121-134). Oxford University Press.Google Scholar
Searle, J. R. (1980). Minds, brains, and programs.s Behavioral and Brain Sciences, 3(3), 417–424.CrossRefGoogle Scholar
Spector, P. E. (2006). Method variance in organizational research: Truth or urban legend? Organizational Research Methods, 9, 221–232.CrossRefGoogle Scholar
Speer, A. B. (2018). Quantifying with words: An investigation of the validity of narrative-derived performance scores. Personnel Psychology, 71, 299–333.CrossRefGoogle Scholar
Vicknair, C., Macias, M., Zhao, Z., Nan, X., Chen, Y., & Wilkins, D. (2010, April 15–17). A comparison of a graph database and a relational database: A data provenance perspective [Paper presentation]. Proceedings of the 48th annual Southeast regional conference, Oxford, MS, United States. 10.1145/1900008.1900067CrossRefGoogle Scholar
Wang, M., & Hanges, P. J. (2011). Latent class procedures: Applications to organizational research. Organizational Research Methods, 14, 24–31.CrossRefGoogle Scholar
Weiner, S. P., & McMahon, M. (2020). Action taking augmented by artificial intelligence. In Macey, W. H. & Fink, A. A. (Eds.), Employee surveys and sensing: Driving organizational culture and performance (pp. 338-354). Oxford University Press.Google Scholar
Wood, W. (2000). Attitude change: Persuasion and social influence. Annual Review of Psychology, 51(1), 539–570.CrossRefGoogle ScholarPubMed