Review standard Pulse survey questions

In this article you'll learn how to review the standard questions included in Pulse surveys across different factors and subfactors. The Pulse survey contains questions organized by Job Autonomy and Workplace factors, covering topics such as schedule flexibility, manager support, coworker relationships, and company concern for employee well-being. This article is relevant for anyone who needs to understand the survey questions used in your organization's Pulse survey program.

Factor	Subfactor	Question

Job Autonomy
Job Autonomy	Schedule	The job allows me to make my own decisions about how to schedule my work
Job Autonomy	Schedule	The job allows me to decide on the order in which things are done on the job
Job Autonomy	Schedule	The job allows me to plan how I do my work
Job Autonomy	Independence	The job allows me to make decisions about what methods I use to complete my work
Job Autonomy	Independence	The job gives me considerable opportunity for independence and freedom in how I do the work
Job Autonomy	Independence	The job allows me to decide on my own how to go about doing my work
Job Autonomy	Authority	The job gives me a chance to use my personal initiative or judgment in carrying out the work
Job Autonomy	Authority	The job does not allow me to make a lot of decisions on my own
Job Autonomy	Authority	The job provides me with significant autonomy in making decisions

Workplace
Workplace	Manager	My supervisor isn't supportive when I have a work problem
Workplace	Manager	My supervisor really cares about the effects that work demands have on my personal and family life
Workplace	Manager	I am recognized by my supervisor when I do good work
Workplace	Manager	I am encouraged by my supervisor to come up with new and better ways of doing things
Workplace	Manager	I receive the necessary level of training to perform my job effectively
Workplace	Coworkers	My coworkers care about me
Workplace	Coworkers	I am exposed to hostility and conflict from my coworkers
Workplace	Coworkers	My coworkers encourage each other to work together
Workplace	Coworkers	My coworkers are helpful in getting the job done
Workplace	Coworkers	My coworkers are competent in doing their job
Workplace	Coworkers	My coworkers take personal interest in me
Workplace	Company	[Company Name] shows very little concern for me
Workplace	Company	[Company Name] management cares about my general satisfaction at work
Workplace	Company	[Company Name] management really cares about my well-being
Workplace	Company	[Company Name] management strongly considers my goals and values
Workplace	Company	[Company Name] management cares about my opinion
Workplace	Company	Even if I did the best job possible, [Company Name] management would fail to notice
Workplace	Company	[Company Name] management takes pride in my accomplishments at work
Workplace	Company	[Company Name] management is willing to extend itself in order to help me perform my job to the best of my ability

Feedback
Feedback	From job	The work activities themselves provide direct and clear information about the effectiveness (e.g., quality and quantity) of my job performance
Feedback	From job	The job itself does not provide feedback on my performance
Feedback	From job	The job itself provides me with information about my performance
Feedback	From manager	I receive nearly no information from my manager about my job performance
Feedback	From coworker	Other people in the organization, such as managers and coworkers, provide information about the effectiveness (e.g., quality and quantity) of my job performance
Feedback	From coworker	I receive feedback on my performance from colleagues

Leadership
Leadership	Charisma	My leader is talking enthusiastically about what needs to be accomplished
Leadership	Charisma	My leader emphasizes the importance of having a collective sense of mission
Leadership	Charisma	My supervisor uses symbols and images to get his or her ideas across
Leadership	Charisma	My leader is expressing no confidence that goals would be achieved
Leadership	Creative thinking	My leader gets me to look at problems from different angles
Leadership	Creative thinking	My supervisor provides reasons to change my way of thinking about problems
Leadership	Coaching	My leader helps me to develop my strengths
Leadership	Coaching	My supervisor spends time coaching me

Fairness
Fairness	Job	My work schedule is fair
Fairness	Job	I think that my level of pay is unfair
Fairness	Job	I consider my workload to be quite fair
Fairness	Job	Overall, the rewards I receive here are quite fair
Fairness	Job	I feel that my job responsibilities are fair
Fairness	Transparency	Procedures are designed to collect accurate information necessary for making decisions
Fairness	Transparency	Procedures are designed to provide opportunities to appeal or challenge the decision
Fairness	Transparency	Procedures are designed to generate standards so that decisions can be made with consistency
Fairness	Transparency	Procedures are designed to hear the concerns of all those affected by the decision

Meaning
Meaning	Task variety	The job involves a great deal of task variety
Meaning	Task variety	The job involves doing a number of different things
Meaning	Task variety	The job requires the performance of only a small range of tasks
Meaning	Task variety	The job involves performing a variety of tasks
Meaning	Impact	The results of my work are likely to significantly affect the lives of other people
Meaning	Impact	The job itself is very significant and important in the broader scheme of things
Meaning	Impact	The job has no impact on people outside the organization
Meaning	Impact	The work performed on the job has a significant impact on people outside the organization
Meaning	Task identity	The job involves completing a piece of work that has an obvious beginning and end
Meaning	Task identity	The job is arranged so that I can do an entire piece of work from beginning to end
Meaning	Task identity	The job provides me the chance to completely finish the pieces of work I begin
Meaning	Task identity	The job does not allow me to complete the work I start
Meaning	Development and Learning	I have the possibility of learning new things through my work
Meaning	Development and Learning	My organization enables me to develop myself
Meaning	Development and Learning	My organization provides enough training in order to develop myself in the direction I prefer

Confidence
Confidence	Optimism	In uncertain times, I usually expect the best
Confidence	Optimism	If something can go wrong for me, it will
Confidence	Optimism	I'm always optimistic about my future
Confidence	Optimism	I hardly ever expect things to go my way
Confidence	Optimism	I rarely count on good things happening to me
Confidence	Optimism	Overall, I expect more good things to happen to me than bad
Confidence	Worthiness	I count around here
Confidence	Worthiness	I am taken seriously around here
Confidence	Worthiness	I am an important part of this place
Confidence	Worthiness	I am trusted around here
Confidence	Worthiness	People do not believe in me around here
Confidence	Worthiness	I can make a difference around here
Confidence	Worthiness	I am valuable around here
Confidence	Worthiness	I am helpful around here
Confidence	Worthiness	I am efficient around here
Confidence	Worthiness	I am cooperative around here
Confidence	Self efficiacy	I can always manage to solve difficult problems if I try hard enough
Confidence	Self efficiacy	If someone opposes me, I can find means and ways to get what I want
Confidence	Self efficiacy	It is easy for me to stick to my aims and accomplish my goals
Confidence	Self efficiacy	I am confident that I could deal efficiently with unexpected events
Confidence	Self efficiacy	Thanks to my resourcefulness, I know how to handle unforeseen situations
Confidence	Self efficiacy	I can solve most problems if I invest the necessary effort
Confidence	Self efficiacy	I can remain calm when facing difficulties because I can rely on my coping abilities
Confidence	Self efficiacy	When I am confronted with a problem, I can usually find several solutions
Confidence	Self efficiacy	If I am stuck on a problem, I can usually think of something to do
Confidence	Self efficiacy	No matter what comes my way, I'm usually able to handle it

Role Clarity
Role Clarity	Role conflict	I have to do things that should be done differently
Role Clarity	Role conflict	I have to work on unnecessary things
Role Clarity	Role conflict	I receive an assignment without adequate resources and materials to complete it
Role Clarity	Role conflict	I have to bend a rule or policy in order to carry out an assignment
Role Clarity	Role conflict	I receive incompatible requests from two or more people
Role Clarity	Role conflict	I do things that are apt to be accepted by one person and not accepted by others
Role Clarity	Role duties	I know exactly what is expected of me
Role Clarity	Role duties	I feel certain about how much authority I have
Role Clarity	Role duties	I know that I have divided my time properly
Role Clarity	Role duties	I know what my responsibilities are

References:

Schaufeli, W. B., & Bakker, A. B. (2003). Utrecht work engagement scale: Preliminary manual. Occupational Health Psychology Unit, Utrecht University, Utrecht.

Based on Campion, M. A., & McClelland, C. L. (1991). Interdisciplinary examination of the costs and benefits of enlarged jobs: A job design quasiexperiment. Journal of Applied Psychology, 76, 186–198.

Morgeson, F. P., & Humphrey, S. E. (2006). The Work Design Questionnaire (WDQ): developing and validating a comprehensive measure for assessing job design and the nature of work. Journal of applied psychology, 91(6), 1321.

Based on Morgeson, F. P., & Humphrey, S. E. (2006). The Work Design Questionnaire (WDQ): developing and validating a comprehensive measure for assessing job design and the nature of work. Journal of applied psychology, 91(6), 1321.

James, J. B., McKechnie, S., & Swanberg, J. (2011). Predicting employee engagement in an age‐diverse retail workforce. Journal of Organizational Behavior, 32(2), 173-196.

Karasek, R. A. (1985). Job content questionnaire and user’s guide. Lowell: University of Massachusetts.

Wayne, S. J., Shore, L. M., & Liden, R. C. (1997). Perceived organizational support and leader-member exchange: A social exchange perspective. Academy of Management journal, 40(1), 82-111.

Hackman, J. R., & Oldham, G. R. (1980). Work redesign. Reading, MA: Addison-Wesley.

Based on Sims, H. P., Szilagyi, A. D., & Keller, R. T. (1976). The measurement of job characteristics. Academy of Management Journal, 19, 195–212.

Based on Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O. K., & Espevik, R. (2014). Daily transactional and transformational leadership and daily employee engagement. Journal of occupational and organizational psychology, 87(1), 138-157.

Based on Bass, B. M., & Avolio, B. J. (1990). Manual for the Multifactor Leadership Questionnaire. Palo Alto, CA: Consulting Psychologists Press

Brian P. Niehoff and Robert H. Moorman The Academy of Management Journal Vol. 36, No. 3 (Jun., 1993), pp. 527-556

Kausto, J., Elo, A. L., Lipponen, J., & Elovainio, M. (2005). Moderating effects of job insecurity in the relationships between procedural justice and employee well-being: Gender differences. European Journal of Work and Organizational Psychology, 14(4), 431-452.

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