Here you will find a list of all the questions that are included in Kenjo's Pulse survey. You have the option to send a survey periodically to your employees to measure different factors related to your employees' engagement. Take into consideration that the system picks different questions every time it sends a pulse survey. Therefore, your employees will not receive all the questions at once.


These questions are based on the research done by psychologists and experts on the matter. At the end of this article, you will find a copy of the source. 


To learn how to enable Pulse and start using it in your company, read this article.


FactorSubfactorQuestion
Job Autonomy
Job AutonomyScheduleThe job allows me to make my own decisions about how to schedule my work
Job AutonomyScheduleThe job allows me to decide on the order in which things are done on the job
Job AutonomyScheduleThe job allows me to plan how I do my work
Job AutonomyIndependenceThe job allows me to make decisions about what methods I use to complete my work
Job AutonomyIndependenceThe job gives me considerable opportunity for independence and freedom in how I do the work
Job AutonomyIndependenceThe job allows me to decide on my own how to go about doing my work
Job AutonomyAuthorityThe job gives me a chance to use my personal initiative or judgment in carrying out the work
Job AutonomyAuthorityThe job does not allow me to make a lot of decisions on my own
Job AutonomyAuthorityThe job provides me with significant autonomy in making decisions
Workplace
WorkplaceManagerMy supervisor isn't supportive when I have a work problem
WorkplaceManagerMy supervisor really cares about the effects that work demands have on my personal and family life
WorkplaceManagerI am recognized by my supervisor when I do good work
WorkplaceManagerI am encouraged by my supervisor to come up with new and better ways of doing things
WorkplaceManagerI receive the necessary level of training to perform my job effectively
WorkplaceCoworkersMy coworkers care about me
WorkplaceCoworkersI am exposed to hostility and conflict from my coworkers
WorkplaceCoworkersMy coworkers encourage each other to work together
WorkplaceCoworkersMy coworkers are helpful in getting the job done
WorkplaceCoworkersMy coworkers are competent in doing their job
WorkplaceCoworkersMy coworkers take personal interest in me
WorkplaceCompany[Company Name] shows very little concern for me
WorkplaceCompany[Company Name] management cares about my general satisfaction at work
WorkplaceCompany[Company Name] management really cares about my well-being
WorkplaceCompany[Company Name] management strongly considers my goals and values
WorkplaceCompany[Company Name] management cares about my opinion
WorkplaceCompanyEven if I did the best job possible, [Company Name] management would fail to notice
WorkplaceCompany[Company Name] management takes pride in my accomplishments at work
WorkplaceCompany[Company Name] management is willing to extend itself in order to help me perform my job to the best of my ability
Feedback
FeedbackFrom jobThe work activities themselves provide direct and clear information about the effectiveness (e.g., quality and quantity) of my job performance
FeedbackFrom jobThe job itself does not provide feedback on my performance
FeedbackFrom jobThe job itself provides me with information about my performance
FeedbackFrom managerI receive nearly no information from my manager about my job performance
FeedbackFrom coworkerOther people in the organization, such as managers and coworkers, provide information about the effectiveness (e.g., quality and quantity) of my job performance
FeedbackFrom coworkerI receive feedback on my performance from colleagues
Leadership
LeadershipCharismaMy leader is talking enthusiastically about what needs to be accomplished
LeadershipCharismaMy leader emphasizes the importance of having a collective sense of mission
LeadershipCharismaMy supervisor uses symbols and images to get his or her ideas across
LeadershipCharismaMy leader is expressing no confidence that goals would be achieved
LeadershipCreative thinkingMy leader gets me to look at problems from different angles
LeadershipCreative thinkingMy supervisor provides reasons to change my way of thinking about problems
LeadershipCoachingMy leader helps me to develop my strengths
LeadershipCoachingMy supervisor spends time coaching me
Fairness
FairnessJobMy work schedule is fair
FairnessJobI think that my level of pay is unfair
FairnessJobI consider my workload to be quite fair
FairnessJobOverall, the rewards I receive here are quite fair
FairnessJobI feel that my job responsibilities are fair
FairnessTransparencyProcedures are designed to collect accurate information necessary for making decisions
FairnessTransparencyProcedures are designed to provide opportunities to appeal or challenge the decision
FairnessTransparencyProcedures are designed to generate standards so that decisions can be made with consistency
FairnessTransparencyProcedures are designed to hear the concerns of all those affected by the decision
Meaning
MeaningTask varietyThe job involves a great deal of task variety
MeaningTask varietyThe job involves doing a number of different things
MeaningTask varietyThe job requires the performance of only a small range of tasks
MeaningTask varietyThe job involves performing a variety of tasks
MeaningImpactThe results of my work are likely to significantly affect the lives of other people
MeaningImpactThe job itself is very significant and important in the broader scheme of things
MeaningImpactThe job has no impact on people outside the organization
MeaningImpactThe work performed on the job has a significant impact on people outside the organization
MeaningTask identityThe job involves completing a piece of work that has an obvious beginning and end
MeaningTask identityThe job is arranged so that I can do an entire piece of work from beginning to end
MeaningTask identityThe job provides me the chance to completely finish the pieces of work I begin
MeaningTask identityThe job does not allow me to complete the work I start
MeaningDevelopment and LearningI have the possibility of learning new things through my work
MeaningDevelopment and LearningMy organization enables me to develop myself
MeaningDevelopment and LearningMy organization provides enough training in order to develop myself in the direction I prefer
Confidence
ConfidenceOptimismIn uncertain times, I usually expect the best
ConfidenceOptimismIf something can go wrong for me, it will
ConfidenceOptimismI'm always optimistic about my future
ConfidenceOptimismI hardly ever expect things to go my way
ConfidenceOptimismI rarely count on good things happening to me
ConfidenceOptimismOverall, I expect more good things to happen to me than bad
ConfidenceWorthinessI count around here
ConfidenceWorthinessI am taken seriously around here
ConfidenceWorthinessI am an important part of this place
ConfidenceWorthinessI am trusted around here
ConfidenceWorthinessPeople do not believe in me around here
ConfidenceWorthinessI can make a difference around here
ConfidenceWorthinessI am valuable around here
ConfidenceWorthinessI am helpful around here
ConfidenceWorthinessI am efficient around here
ConfidenceWorthinessI am cooperative around here
ConfidenceSelf efficiacyI can always manage to solve difficult problems if I try hard enough
ConfidenceSelf efficiacyIf someone opposes me, I can find means and ways to get what I want
ConfidenceSelf efficiacyIt is easy for me to stick to my aims and accomplish my goals
ConfidenceSelf efficiacyI am confident that I could deal efficiently with unexpected events
ConfidenceSelf efficiacyThanks to my resourcefulness, I know how to handle unforeseen situations
ConfidenceSelf efficiacyI can solve most problems if I invest the necessary effort
ConfidenceSelf efficiacyI can remain calm when facing difficulties because I can rely on my coping abilities
ConfidenceSelf efficiacyWhen I am confronted with a problem, I can usually find several solutions
ConfidenceSelf efficiacyIf I am stuck on a problem, I can usually think of something to do
ConfidenceSelf efficiacyNo matter what comes my way, I'm usually able to handle it
Role Clarity
Role ClarityRole conflictI have to do things that should be done differently
Role ClarityRole conflictI have to work on unnecessary things
Role ClarityRole conflictI receive an assignment without adequate resources and materials to complete it
Role ClarityRole conflictI have to bend a rule or policy in order to carry out an assignment
Role ClarityRole conflictI receive incompatible requests from two or more people
Role ClarityRole conflictI do things that are apt to be accepted by one person and not accepted by others
Role ClarityRole dutiesI know exactly what is expected of me
Role ClarityRole dutiesI feel certain about how much authority I have
Role ClarityRole dutiesI know that I have divided my time properly
Role ClarityRole dutiesI know what my responsibilities are

Reference:


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 psychology91(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 psychology91(6), 1321.

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 psychology91(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

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.

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 Psychology14(4), 431-452.