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
Employee engagement
Employee engagementVigorAt my work, I feel bursting with energy
Employee engagementVigorAt my work, I feel strong and vigorous
Employee engagementVigorWhen I get up in the morning, I feel like going to work
Employee engagementDedicationI am enthusiastic about my job
Employee engagementDedicationMy job inspires me
Employee engagementDedicationI am proud of the work I do
Employee engagementAbsorptionI feel happy when I am working intensely
Employee engagementAbsorptionI am immersed in my work
Employee engagementAbsorptionI get carried away when I am working
Job resources
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 autonomyIndependenceThe job allows me not to decide on my own how to go about
Job autonomyIndependenceThe job allows me to decide on my own how to go about doing my work.
Job autonomyAuthorityThe job provides me with significant autonomy in making decisions.
Social support & coaching
Social support & coachingManagerMy supervisor really cares about the effects that work demands have on my personal and family life
Social support & coachingManagerI am recognized by my supervisor when I do good work
Social support & coachingCoworkersMy coworkers care about me
Social support & coachingCoworkersI am exposed to hostility and conflict from my coworkers
Social support & coachingCoworkersMy coworkers encourage each other to work together
Social support & coachingCompany[Name of company] shows very little concern for me
Social support & coachingCompanyEven if I did the best job possible, [Name of company] management would fail to notice
Social support & coachingCompany[Name of company] management takes pride in my accomplishments at work
Performance Feedback
Performance FeedbackFrom the JobThe work activities themselves provide direct and clear information about the effectiveness (e.g., quality and quantity) of my job performance.
Performance FeedbackFrom managerI receive nearly no information from my manager and coworkers about my job performance.
Performance FeedbackFrom coworkersI receive feedback on my performance from other people in my organization (such as my manager or coworkers).
Transformational leadership
Transformational leadershipCharismaMy leader is talking enthusiastically about what needs to be accomplished
Transformational leadershipCharismaMy leader emphasizes the importance of having a collective sense of mission
Transformational leadershipCreative thinkingMy leader gets me to look at problems from different angles
Transformational leadershipCreative thinkingMy supervisor provides reasons to change my way of thinking about problems
Transformational leadershipIndividualized consideration My leader helps me to develop my strengths
Organizational justice
Organizational justiceDistributive justiceI think that my level of pay is unfair.
Organizational justiceDistributive justiceI consider my workload to be quite fair.
Organizational justiceProcedural justiceProcedures are designed to collect accurate information necessary for making decisions
Organizational justiceProcedural justiceProcedures are designed to hear the concerns of all those affected by the decision
Trust
TrustOpennessI trust that the acquirer’s top management team members are completely honest with me
TrustOpennessI do not trust that the acquirer’s top management team members express their true feelings about important issues
TrustOpennessI trust that the acquirer’s top management team members share important information with me
TrustOpennessI trust that the acquirer’s top management team members would acknowledge their own mistakes
TrustCompetenceI do not trust that the acquirer’s top management team members are competent in performing their jobs
TrustCompetenceI trust that the acquirer’s top management team members can contribute to the success of our organization
TrustCompetenceI trust that the acquirer’s top management team members can help solve important problems in our organization
TrustCompetenceI trust that the acquirer’s top management team members can help our organization to survive through bad times
TrustCaringI trust that the acquirer’s top management team members place our organization’s interests above their own
TrustCaringI do not trust that the acquirer’s top management team members care about my well being
TrustCaringI trust that the acquirer’s top management team members care about the future of our organization
TrustCaringI trust that the acquirer’s top management team members would make personal sacrifices for our organization
TrustReliabilityI trust that the acquirer’s top management team members will keep the promises they make
TrustReliabilityI do not trust that the acquirer’s top management team members can be relied upon
TrustReliabilityI trust that the acquirer’s top management team members actions are consistent with their words
TrustReliabilityI trust that the acquirer’s top management team members have consistent expectations of me
Purpose
PurposeTask varietyThe job involves doing a number of different things.
PurposeTask varietyThe job requires the performance of only a small range of tasks.
PurposeImpactThe results of my work are likely to significantly affect the lives of other people.
PurposeImpactThe job itself is very significant and important in the broader scheme of things.
PurposeTask identityThe job involves completing a piece of work that has an obvious beginning and end.
PurposeTask identityThe job is arranged so that I can do an entire piece of work from beginning to end.
PurposeDevelopmentMy organization enables me to develop
PurposeDevelopmentMy organization provides enough training in order to develop myself in the direction I prefer
Personal Resources
ConfidenceOptimismIn uncertain times, I usually expect the best.
ConfidenceOptimismIf something can go wrong for me, it will.
ConfidenceOptimismOverall, I expect more good things to happen to me than bad.
ConfidenceWorthinessI am taken seriously around here
ConfidenceWorthinessI am valuable around here
ConfidenceSelf-efficacyI can always manage to solve difficult problems if I try hard enough.
ConfidenceSelf-efficacyI am confident that I could deal efficiently with unexpected events.
ConfidenceSelf-efficacyWhen I am confronted with a problem, I can usually find several solutions.
Ambition
AmbitionAchievement strivingHow much does your work stir you into action?
AmbitionAchievement strivingHow would your colleagues rate your general level of activity?
AmbitionCognitive flexibilityWhen I encounter difficult situations, I feel like I am losing control.
AmbitionCognitive flexibilityI seek additional information not immediately available before attributing causes to behavior.
Demands
ConflictRole conflictI have to buck a rule or policy in order to carry out an assignment
ConflictRole conflictI receive incompatible requests from two or more people
ConflictRole ambiguityI know exactly what is expected of me
ConflictRole ambiguityI feel certain about how much authority I have

Source:

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.