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.
| 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 |
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 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.
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
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 Psychology, 14(4), 431-452.