The use of social media in

increasing organisations performance

Submitted to British University in Egypt
Submitted by: Ahmed Fikiry El-Baz
ID: 114632
SUPERVISED BY: PROFESSOR TAREK ALI
FACULTY OF BUSINESS, ECONOMICS, AND POLITICAL SCIENCE
2014/2015

ABSTRACT
This proposal provides a beneficial source for the Egyptian companies, in the way of
increasing their organizational performance emphasizing the power of social media
communication networks of Facebook, Twitter, Youtube, and Foursquare. Hence, Social
media is any platform that allows users to communicate virtually. From this line of reasoning,
this proposal aims to examine the impact of social medias features including: Hardware,
software, database, and data reporting on an organisations visibility, persistence, edit-ability,
and association.
Keywords: Social Networks, and organizational performance.
Word count: 3140

Table of Contents
BACKGROUND:................................................................................................................................4
RESEARCH QUESTION:..................................................................................................................6
Q1:.......................................................................................................................................................6
Q2:.......................................................................................................................................................7
Q3:.......................................................................................................................................................7
Q4:.......................................................................................................................................................7

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RESEARCH OBJECTIVES:.............................................................................................................7
O1:.......................................................................................................................................................7
O2:.......................................................................................................................................................7
O3:.......................................................................................................................................................8
O4:.......................................................................................................................................................8
LITERATURE REVIEW:..................................................................................................................8
RESEARCH SIGNIFICANCE:.......................................................................................................16
RESEARCH HYPOTHESIS:...........................................................................................................17
H 1:....................................................................................................................................................17
H 2:....................................................................................................................................................17
H 3:....................................................................................................................................................17
H 4:....................................................................................................................................................17
RESEARCH LIMITATIONS:..........................................................................................................18
CHAPTER OUTLINE:.....................................................................................................................19
INTRODUCTION CHAPTER:...............................................................................................................19
TABLE OF CONTENTS CHAPTER:......................................................................................................19
LITERATURE REVIEW CHAPTER:......................................................................................................20
THEORETICAL FRAMEWORK CHAPTER:...........................................................................................20
EMPIRICAL FRAMEWORK CHAPTER:................................................................................................21
FINDINGS AND CONCLUSION CHAPTER:...........................................................................................21
METHODOLOGY:...........................................................................................................................22
POPULATION:...................................................................................................................................22
CASE STUDY:...................................................................................................................................22
DATA COLLECTION:..........................................................................................................................22
DATA ANALYSIS:..............................................................................................................................23
REFERENCES:.................................................................................................................................24

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APPENDIX:.......................................................................................................................................25
HRIS:.................................................................................................................................................25
ORGANISATIONAL PERFORMANCE:...................................................................................................38

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Background:
Social media is the most rising aspect in peoples daily life. It is a network that
connect people together all the time, but thats not its only powerful edge. Social media
platforms are rising and increasing everyday, and this allows users to share everything they
do with their followers, subscribers, and friends. Facebook for example, allows its users to
share their interests, likes, and opinions with friends and followers. Moreover, Twitter allows
people to share their every moment comment or opinion to their followers.
Many social media platforms are developed and used to reach more people.
According to Simon Kemp the number of social media users crosses the mark of 2 Billion
(Kemp, 2014). To put that in perspective, according to the worldmeter.info, the total human
population is about 7 Billion (current world population, 2014), this means that approximately
35% of the human population is using or have accounts on social media. Social media takes
many forms; it is not only about interacting by licking a post or commenting on it.
There are many forms of social media that have business aims; for instance Linkedin
is used many by businessmen and companies officials to build virtual relationships with each
other. One way of benefiting from the enormous amount of people, who use social media, is
by benefiting from the employees usage of social media. Since those employees put there
whole information on social media, including there emotional status, connections,
relationships, news, and other different personal aspects.
This proposal aims to identify the impact of studying the employees social media
information, and integrating it into an HRIS to see what will be its effect on the over all
performance of companies. In this proposal social media will be dealt with as the independent
variable; and its sub-variables are:
Companys infrastructure hardware
Companys software used
Data collection
Data reporting

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The dependent variable, which this proposal will measure upon, is organisational
performance.
HRIS allows companies and organisations to enhance some of its activities, like
accounting, finance, and management by feeding information into it, and the system do the
activities electronically.
The main purpose of this proposal is to make organisations in Egypt understand the
importance of having a portal in the HRIS system dedicated to social media. This portal will
allow organisations to understand and monitor the unseen behaviors of the employees.

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Research question:

Q1:
What is the impact of the company infrastructure hardware on the level of
organisational performance?

Q2:
What is the impact of the companys software on the level of organisational
performance?

Q3:
What is the impact of data collection process on the level of organisational
performance?

Q4:
What is the impact of data reporting style on the level of organisational performance?

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Research objectives:

O1:
Describe the impact of the companys software on the level of organisational
performance.

O2:
Understand the impact of the companys software on the level of organisational
performance.

O3:
Describe he impact of data collection process on the level of organisational
performance.

O4:
Understand the impact of data reporting style on the level of organisational
performance.

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Literature review:
This literature review is going to state what literature has been done in the
fields of social media and overall organisational performance. Also it will try to highlight the
common aspects between those two variables.
Social media is one of the things that are clear and people cannot have contradicting
thoughts about. According to (Simon, Goldberg , Limor Aharonson, Leykin , & Adini ,
2014) Social media consist of tools that enable open and online exchange of information
through conversation, interaction and exchange of user-generated content. These tools
continuously produce excessive amounts of data, both relevant and irrelevant.
In other words, this means that social media is composed of some instruments, those
instruments allows the users to interchange their information. This kind of interchange can
produce an enormous amount of data. These data can be either relevant or irrelevant based on
how people can use this data.
According to (VERHEYDEN & GOEMAN , 2014), social media is Common
characteristics that include the engagement of the user, Computer Mediated Communication
(CMC) and more interactivity between producer and consumer, sometimes labeled
Produsage.
This source declare that social media must have an engagement from two parties or
more, this engagement or communication is mediated and facilitated by computers. When
this process of engagement happens, it allows the users to have an interchangeable activity
between them. Based on this statement, social media can be a source of collecting those
interchangeable activities between users.

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According to (NAVARRO-MAILLO, 2013) social media has evolved from a

traditional way of communication. Also social media is able to highlight and underline
relationships that are considered weak in the offline world.
This source is stating that social media in this current time, is an evolved way of
communication between people. Furthermore, not only this evolved way of communication
can underline the relationships between people, it can also underline the relationships that are
considered to be weak in the offline or real world. This statement has more than one
implication which one of them can be having a clear image of people relationship network in
the offline and online world. This can help in studying the people and the networks they are
in, as they are clear and visible to anyone.
Social media is consisted of more than one platform. Those platforms take
more than one form; Social media can be between ordinary people with each other like
friends and family, or it can be between employees and managers.
According to (CROMITY, 2012) social media are platforms like feeds from blogs,
status updates, wikis, discussion boards, and latest generation of Web 2.0 technologies (blogs,
wikis, RSS, etc.).
This source suggest that Social media is composed of platforms like blogs and
discussion boards. Those platforms enable people or users to contribute effectively and
without limitations. This contribution is a perfect source of gathering information related to
userss mindset and opinions. Thus, it will be an excellent source for organisations to collect
data about their employees.
According to (NAVARRO-MAILLO, 2013) social media are platforms like
Facebook and twitter. This source did not declare much of the social media platforms.

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On the other hand, those two platforms in specific are the most powerful platforms of
social media as they have the highest number of users in the social media filed. Facebook and
Twitter allows users not only to write in text what are they feeling and their opinions, it
allows the users to visualise in images and videos what they want. As the saying goes a
picture is worth a thousand words.
According to (VERHEYDEN & GOEMAN , 2014) social media platforms are
categorised as:
Social network services like Facebook, linkedin, and myspace.
Blogging and microbloging like Wordpress, Twitter, and Blogger
Audio, photo, video like Flickr, Spotify, and Youtube
Information management like RSS, igoogle, and Netvibes.
Location like foursquare
This source did an effective work in classifying and categorising the social media
platforms. It proposes that social media is a wide field that consists of categories. Each
category has its own social media platforms. For instance, Wordpress, Twitter, and Blogger
are categorised under the category of Blogging and micro-blogging. This source made it clear
for identifying from where the information needed can be grasped. For example, when the
organisation collects data about the employees, and it wants study opinions and mindsets of
there employees, they would monitor Bolgging and Micro-blogging social media, as well if it
wants to study the behaviour of their employees they can monitor their social networks like
Facebook along with the location based social media like Foursquare.
Social media is one of the most debatable topics when it comes to its
implications and outcomes. In the current time, a lot of researches argue that it has
substandard effects, and on the other hands, a lot of other researchers state the social media
has a numerous benign effects.

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According to (Chen, 2013) social media has a direct effect on the distress of its
users. This source claims that the frequent use of Facebook generates a distressful
psychological mental state. Moreover, this source states that continual use of social media,
Facebook specifically, can enhance the job performance.
According to the information stated in this source, organisations can enhance their
employees performance, hence, the overall organisational performance by allowing
employees to use social media more frequently. This concept implicates that, not only
organisations can increase its performance, but also can increase employees satisfaction
which will lead in the leverage of the over all organisational status.
According to (Robinson, Evan , & Winter , 2014) they used Linkedin, a
professional social net- working website used by over 200 million working professionals
(LinkedIn, 2013), to make a research on the application of turnover. The source suggests that
social media has the potential to be a source of research, specifically in the fields of
businesses.
Using the information from this source, it is clear that social media has evolved from
just a method of communication, into an open source of data for people and organisations to
use. The results of this research implicates that organisations can now use a much cheaper
and effective method of conducting research, to collect data about the employees, using social
media and networks.
According to (LAZAROIU, 2014) Social media generate a set of affordances. In
the source definition of affordances, it states that an affordance is what benefits or uses an
object can have for a person. The source argues that psychologists evaluate objects based on
its quality, texture, and color, but the source argues that people should think of the objects
affordance rather than anything else. The source points out that social media can generate the
following affordances:
Visibility
Persistence

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Editability
Association

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The source points that social media gives organisations the ability to see employees
behaviors, knowledge, preferences, and communication network connections, because of the
visibility affordance. The source also argues that those information were once invisible
before the social media made it clear and open to public usage. The second affordance the
source points out is persistence. As the source argues, communication is one of the most
treasured prices of information that organisations can use. Social media allows
communications to persist even after the presentation of it is done. The source claims that
having a persistent type of communication allows the users to contextualise the information
properly, and give them the time they need to properly understand it. The third affordance
that social media generates is editability. In the source definition of editability; it the ability of
users to revise or modify content that have been already communicated. The source argues
that if a person sent an email to another person with a mistake or an error, he/she cannot
revise or modify this mistake without the other person noticing. On the other hand, the source
claims that if using wiki, blog, or SNS social networking sites the users who made the
communication with a mistake, can easily modify the error without the following receivers
even noticing. The fourth affordance is association. In the source definition of association, it
claims that it is a communication that is established between individuals, between individuals
and content, or between an actor and a presentation. The source continues by stating that,
association can take two forms. The first form is between an individual and another person.
This form of association is referred as social tie. Social ties are like bonds that attach two
people together on social media friends. The other form of association is between an
individual and a piece of information. This form of association can take place in wikis and
blogs. According to the source, the details about the person who communicated this piece of
information can be viewed to users who interact and communicate other pieces of
information.

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A conclusion of the information grasped from this source, is that organisational

performance and social media are connected directly. Furthermore, Social media can benefit
organisations in more than one way. The visibility affordance allows organisations to study
their employees in a more effective way, thus providing them with better working aspect,
which will later benefit the organisational overall performance. Also, the persistence of
communication held between employees and their managers or between top managers and
seniors, will benefit the whole human resources within the organisation. By having a record
of the actions recommended in every situation the possibility of making mistakes will be
highly reduced. Moreover, by having the editability affordance, employees can modify their
communications whenever there is an error or a mistake in it. Also, they can change the
information when its outdated. Finally by having the association affordance, employees
inside the organisation can associate and build a benefit based virtual relationship, which will
benefit the whole organisation performance at the end.

Research significance:
This proposal aims to increase organisations performance by using its
human resources. By applying this proposal, organisations in Egypt will create a new portal
in their HRIS systems devoted for social media. After applying this proposal, organisations
will have the benefit of studying their employees social media data, and feeding it into the
HRIS system to receive valid information on how to deal with them. By doing so,
organisations will have the ability to maximise the performance of every employee inside the
organisation who uses the different platforms of social media. Thus, increasing the whole
organisational performance.

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Research hypothesis:

H 1:
There is a significant impact of the company infrastructure hardware on the level of
organisational performance

H 2:
There is a significant impact of the companys software on the level of organisational
performance

H 3:
There is a significant impact of data collection process on the level of organisational
performance

H 4:

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There is a significant impact of data reporting style on the level of organisational

performance

Research limitations:
This report has a set of limitations. The first limitation is time; since that this is a
university report, time is a limitation when it comes to the deadline of submitting of the
report. The second limitation is functional limitation; this report tends to be continued by
implementing it on the British university in Egypt and specifically the business department.
Unfortunately, it could not be conducted on the whole university departments. The third
limitation is place; this report is limited to the British University in Egypt.

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Chapter outline:
Introduction Chapter:
This paper sole purpose is to raise awareness to the enormous amount of benefits
social media has on the organisations. Social media takes a huge place in everyones life, and
that is why information has never been easier to found. Information resembles the key to
users minds. Using this information is like having an open access to the, in our case,
employees state of mind. This gives the employer more accurate information about the
employees, which is requested to be used in tailoring the best packages, offers, settlements,
work environment, and getting back in return higher satisfaction and performance.

Table of Contents Chapter:

This proposal starts by asking various questions which resembles the topic of the
question, or in other words what will this proposal talk about. Then there are set of objectives
that are set upon the research questions. Hence, for this proposal to have a solid ground a
thorough literature review was conducted to support the claim of the proposal. After the
literature review is conducted the research significance part emphasis the importance of this
proposal, and the application of it. Then, the hypothesis that this proposal suggests which is
that there is a strong and positive relationship between social media and organisations
performance. Then come the limitations that this proposal was regulated by. Furthermore, the
methodology section takes place, in order to explain what methods were used in this
proposal. Then, the references of the literature and sources used inside the proposal are found
in the references section. Finally, the appendix section, which includes two questionnaires,

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one is to assess the HRIS system inside the BUE, and the second is to assess the orgaisations
performance.

Literature Review Chapter:

The literature review conducted in this proposal suggested that there is a direct and
positive relationship between the two variables examined in it. Moreover, it also suggested
that this relationship could be used in favor of the organisations overall performance.

Theoretical Framework Chapter:

The two variables examined in this proposal are Social media and organisations
performance. Those two variables will be examined thoroughly to test the effect that will take
place, when adding an extra portal inside the HRIS system for employees social media data.
The information output that will be generated from this mechanism will be used in
numerous applications that will leverage the organisations performance.

Empirical Framework Chapter:

Those two variables, discussed above, will be examined together in the British
University in Egypt, and there are two questionnaires, one for assessing the HRIS system and
the other for assessing the organisations performance, that will help in solidifying the case.
Both questionnaires are external and this proposal did not create them. The organisation
performance survey or questionnaire was done by SHRM.

Findings and Conclusion Chapter:

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The findings and conclusions are not ready yet, and they will be ready in the future
research.

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Methodology:
Population:
The population that this research is going to hit on is the private universities. Since
that the public universities in Egypt, are not capable of developing and deploying an HRIS
system that would comprehensively cover all the HR practices and policies, and that relies on
the low funding they receive from the government. Therefore, the population that will be
used is the private university.

Case study:
The case study that this proposal will focus on is the British University in Egypt. The
reason behind this chosen case study relies on that; this proposal is done in the limitation of
the course this proposal is submitted to.

Data collection:
This research will use two data collection methods; questionnaires, and interviews.
The first questionnaire is to assess the HRIS inside the British University in Egypt. The
second questionnaire is to assess the overall organisational performance. Both questionnaires
are found in the appendix section. The questionnaires are going to be distributed to IT
professionals, HR specialists, Head of departments, Presidents, and vice presidents. The
interview method is gong to be done with head of departments for further and deep
understanding of the relation and linkage.

Data analysis:

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The data extracted from the questionnaires and the interviews that will be conducted
in the British University in Egypt will be analyzed using the SPSS. The social media will be
measured using the HRIS assessment questionnaire found in the appendix section. Also, the
organisation performance will be measured using the organisation performance questionnaire
also found in the appendix, and created first by SHRM.

References:
LAZAROIU, G. (2014). THE SOCIAL CONSTRUCTION OF PARTICIPATORY
MEDIA TECHNOLOGIES . Contemporary Readings in Law and Social Justice , 6.
VERHEYDEN, M., & GOEMAN , K. (2014). DOES (COMPANY) SIZE MATTER?
DIFFERENCES IN SOCIAL MEDIA USAGE FOR BUSINESS PURPOSES . Journal of
applied quantitative methods , 8 (4), 16.
current world population. (2014, 11 29). Retrieved 11 29, 2014, from
worldometers.info: http://www.worldometers.info/world-population/
Chen, W. (2013). Sharing, Liking, Commenting, and Distressed? The Pathway
Between Facebook Interaction and Psychological Distress . CYBERPSYCHOLOGY,
BEHAVIOR, AND SOCIAL NETWORKING , 16 (10), 8.
CROMITY, J. (2012). The Impact of Social Media in Review. Taylor & Francis Group.

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Kemp, S. (2014, 8 8). Global Social Media Users Pass 2 Billion. Retrieved 11 28,
2014, from http://wearesocial.net/blog/2014/08/global-social-media-users-pass-2-billion/
NAVARRO-MAILLO, F. (2013). The informative purposes of social media updates
shared by cybermedia with diferent media matrix .
Simon, T., Goldberg , A., Limor Aharonson, D., Leykin , D., & Adini , B. (2014, 8
25). Twitter in the Cross FireThe Use of Social Media in the Westgate Mall Terror Attack
in Kenya .
Robinson, S. D., Evan , S., & Winter , J. (2014). Social Media as a Tool for Research:
A Turnover Application Using LinkedIn.

Appendix:
HRIS:
Section1: Organization Information
Make a separate copy of the questionnaire for each type of HRIS or organization that
is being assessed.

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Organization:
Department
Name:
Mailing
Address:
Your Name
(Assessment Lead):
Assessment
Team Members:
Date(s) of
Assessment:
Type of
Organization or HRIS:
(select only

Scholarship
and/or Training

Qualification

HR
Management

(Licensing,

one)

Registration,
Workforce
Planning

Certification)
Other (specify):

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Complete the following information for every person participating in completion of

this questionnaire, including you. Attach additional sheets if more space is needed.
Name

Job Title
or Role

Telephon
e

E-mail
Address

(include
country code)

Sections
Completed

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Section 2: Infrastructure

Page

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U
Yes

No

Do you have a telephone in your office or access

2.1

to a telephone?
Do you have a mobile phone?

2.2
If yes, does your mobile phone have internet

2.3

access or SMS?
If you have a mobile phone, is it provided by

2.4

your place of business?

Do you have electrical power outlets in your

2.5

work area?
How many computers are there in your

2.6

immediate working group?

Do you have access to your own computer or a

2.7

nsure

shared computer?
Do you have network access via this computer?

2.8

Number:

Do you have Internet access via this computer?

2.9

Is there someone in your organization who is

2.1

qualified to keep the computer(s) functioning well, and

is he/she routinely available to deal with any issues?

If yes, is this person located on-site?

2.11
If no, how often are they available?

2.1
2

On call

Daily

Weekly

Monthly

Other (specify):

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Section 3: Human Resources Information System Software

Page

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Indicate the name of

3.1

3.2

your HRIS:
What type(s) of data does your HRIS collect? Check all options that apply.

Disease

Facility

HMIS

Human Pre-

service
training

Pharmacy

service

Unknown

Other (explain):
Patient
records
Payroll

In-

Y
es
Is this HRIS application paper-based? (If

N
o

U
nsure

3.3

yes, skipDo
to you
Section
5.) and enter HRIS
receive

3.4

Do you
and enter
HRISelectronic
information
via receive
spreadsheets
or other

3.5

If so,via
what
is the type
of database?
information
a database
program?

3.6

Other database
(specify):
Microsoft
Filemaker
Pro Oracle

My
SQL

Unknown
Y

es
Does this system meet your current needs?

N
o

U
nsure

3.7

Do you have a technical support

3.8

Is there
system
orapplication?
process for sending
person/team
forathis
HRIS

3.9

Arefor
updates
or changes
madeapplication?
regularly to
comments
improving
this HRIS

3.1

Who
maintainsbased
this HRIS
this HRIS
application
on theapplication?
feedback Check one option.

3.11

Personnel

Planning

Accounting
Districts
Other (explain):

RelatedHow do you
Outside
access the system? Check all options that apply.

NGO

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3.1
2

Any

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computer with Networked

Other (explain):

Computer

Printed

Unable to

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What features are available for data security? Check all options that apply.
3.1
3

Secure
user
Comments:

Frequent data

Unknown

Other (explain):

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Section 4: Data Collection

Page

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Y
es

Is a standard set of data collected on a

N
o

U
nsure

4.1

regular basis? (If no, skip to section 6.)

Indicate the type of data collected on a regular basis. Fill out a new sheet for

4.2

each type of data collected. Make additional copies of this section and attach.

InDisease

Facility

statistics

4.3

Human

service training

resources
Pre-service training

Patient records Payroll

Pharmacy
Other (explain):
How often is this dataset collected?

Hourly

4.4

HMIS

Daily
Weekly
Monthly
Annually
Only when requested
On which sectors of the health workforce do you collect this dataset? Check all

that apply.

Public

Private, for

Private, FBO

Private, NGO

profit

Private,
association

Other (specify):

Private,
individual
List all departments, organizations and/or people that supply this data:
4.5
How is this dataset collected? Check all that apply.

4.6
Paper

4.7

Other (specify):

Electronic files Personal visit

From first request to receipt of last entry, how long does the data collection

activity take?

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An
hour

A
day

A
week

A
month

year

Varies:
How accurate are the data you receive?
Very accurate
Somewhat

4.8

and can be trusted

Inaccurate and

accurate but must be

cannot be trusted until

verified

verified
Y
es

Is a data-quality audit routinely performed?

U
nsure

4.9
If routine data-quality audits are performed, how often?

4.1
0

Daily

Weekly

Monthly

Annually

Only
when requested

Provide a short description on the type of data collected in this dataset:

4.1
1
Attach copies of data collection forms and/or screenshots of computerized
4.1
2

systems.

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Section 5: Data Reporting and Use

Page

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Y
es

Do you have a standard set of data or set of

N
o

U
nsure

5.1

are provide
the principal
users of the data and/or reports? Check all options that
reports Who
that you
regularly?

5.2

apply.
Senior

Personnel

Medical Other (explain):

Private sector

Planning
All

Accounting

Districts

staff

General public

Unknown

In what format do you produce reports?

5.3

Other (specify):

are these data reports

produced?
Paper How oftenSpreadsheet
Document
5.4

Hourly

Daily

Weekly
Other (specify):

Monthly

Annually

Only asFrom the time the request for a report is received, how long does it take to
5.5

generate a report?
An
hour

day
Varies (explain)

A
week

A
month

year

Y
es
Are these data used for practical decision5.6
5.7

making (such as advocating for funds, designing

If data were easier to obtain, maintain and
produce, is there opportunity for additional use in

N
o

U
nsure

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Section 6: Sustainability
Y
es
Did you receive training on your HRIS

N
o

U
nsure

6.

and/or policies?
Is there a manual or handbook on your

6.

HRIS and/or
policies?
Is there
a routine review of the HRIS and/or

6.

policiesCan
for all
in your and
department?
youemployees
submit feedback
suggested

6.

improvements
to theroutinely
HRIS? made to the HRIS
Are updates

6.

andComments:
policies based on user feedback?

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Section 7: Additional Information

Ye
s

N
o

U
nsure

Are there other people or organizations you

7.

feel should be interviewed or should complete this

questionnaire in order to have a complete picture

If yes, indicate who else should be contacted for an interview or to complete

7.

this questionnaire.

Does your organizations HRIS already

7.

link to or share information with other human

In your opinion, what are the primary advantages or strengths of your

7.

organizations
all options thatapply.
DataHRIS? Check
Ease
Ease

accuracy
of access to
Other (explain):

of updating

Data
security

Speed of report

What are the primary limitations of your organizations HRIS? Check all
7.

options
thatData
apply.

Ease

accuracy
of access to
Other (explain):

Ease
of updating

Data
security

Speed of report

What changes would you recommend be made to the system?

7.
6
Please provide any information about the system that could help the HRIS team
7.
7

to think about how the system could be strengthened.

Research Paper

Organisational performance:

Page

Research Paper

Page

SHRM/PDI
PerformanceManagement Survey
Summer 2000
Thank you for participating in the SHRM/PDI Performance Management Survey 2000.
The objective of this survey is to understand current practices in the entire area of
performance management, including performance planning and evaluation; development
and career planning; feedback, coaching, training and development, and rewards. All
responses are confidential.
Please complete the survey by July 28, 2000 and fax back to SHRM at (703) 836-0367 or mail to
SHRM, Survey Research, 1800 Duke Street, Alexandria, VA 22314. Or you may complete this
survey online at http://www.surveyhost.com/perform/. Your password is "survey".
If you have any questions about the survey, call Tom Eckstein or Sarah Kiecker, representatives for
PDI, at 800-750-4077.
1. Overall Characteristics of your PerformanceManagement System
1a. Using the following scale, please rate your
satisfaction with the following parts of your
current performance management system.
(Check one box per row.)
Performance planning/goal setting
...
Performance evaluation . . . . . . . . . . . . . . .
Development planning . . . . . . . . . . . . . . .
360-degree feedback . . . . . . . . . . . . . . . .
Informal feedback . . . . . . . . . . . . . . . . . . .
Coaching and/or Mentoring . . . . . . . . . . .
Training . . . . . . . . . . . . . . . . . . . . . . . . . . .
Leadership development . . . . . . . . . . . . . .
Rewards . . . . . . . . . . . . . . . . . . . . . . . . . . .
Discipline . . . . . . . . . . . . . . . . . . . . . . . . .
Overall performance management system
1b. How frequently is the effectiveness of your
Performance Management System reviewed
by
Senior Company Executives?
...
Human Resources? . . . . . . . . . . . . . . .

Very
Unsatisfied

.
.
.
.
.
.
.
.
.
.
.

.Neither

SemiAnnually

Annually

Very
Satisfied

NA

.
.
.
.
.
.
.
.
.
.
.
Quarterly

Every 2
Years

Not
Reviewed

Average

Well
Integrated

1c. How is the effectiveness of your Performance Management System measured?

1d. In your opinion, how well integrated with each other are the
components of your performance management system
(performance planning and evaluation; development and career
planning; feedback, coaching, training and development, and
rewards)? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Not
Integrated
1

Research Paper

Page

1e. Rank the importance of the following performance management system

objectives. Place a "1" next to the objective that's most important, a "2"
next to the objective that's second most important, etc. If any item listed
below is not an objective of your organization's performance management
system, check the box labeled "NA" (not applicable) in the second column.
Clarify organizational expectations of employees
..............

NA

Provide information to managers for coaching purposes. . . . . . . . . . . . .

Provide information to managers for making pay decisions . . . . . . . . . .
Provide information to managers for making promotion/demotion
decisions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Provide documentation on performance for employee records. . . . . . . .
Provide information to employees about perceptions of their
performance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Provide information to employees about their development needs. . . . .
Other
2. Characteristics of PerformancePlanning/Goal Settingand Evaluation
2a. What percentage of employees from each of
the following groups have WRITTEN
<
10% 25% 50% 75% performance or goal plans? (Check one box
None
10%
24%
49%
74%
99%
All
per row.)
Senior Executives
..............
Exempt . . . . . . . . . . . . . . . . . . . . . . . . .
Non-Exempt . . . . . . . . . . . . . . . . . . . . .
2b. How frequently are performance evaluations
SemiEvery 2
conducted for employees in the following groups?
Quarterly annually Annually
Years
Other
(Check one box per row.)
Senior Executives
...................
Exempt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Non-Exempt . . . . . . . . . . . . . . . . . . . . . . . . . .
2c. How frequently are performance plans/goals
SemiEvery 2
reviewed with employees from the following
Quarterly annually Annually
Years
Other
groups? (Check one box per row.)
Senior Executives
...................
Exempt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Non-Exempt . . . . . . . . . . . . . . . . . . . . . . . . . .
2d. What percentage of performance plans for
employees in the following groups have
<
10% 25% 50% 75% performance targets directly connected to
None
10%
24%
49%
74%
99%
All
operating results? (Check one box per row.)
Senior Executives
..............
Exempt . . . . . . . . . . . . . . . . . . . . . . . . .
Non-Exempt . . . . . . . . . . . . . . . . . . . . .
2e. Who has direct input into the performance
evaluation process? (Check ALL that
apply in each row.)
Senior Executives evaluations
..
Exempt evaluations . . . . . . . . . . . . . .
Non-Exempt evaluations . . . . . . . . . .

Direct
Other
Super- Managevisor
ment

Self

Complete and return by J uly 28, 2000

Peers

Direct
Reports

Customers

Others

Research Paper

Page

3. Characteristics of Development and Career Planning

3a. Percent of employees from each group with
a WRITTEN development plan for next 12
None
to 18 months? (Check one box per row.)
Senior Executives
..............
Exempt . . . . . . . . . . . . . . . . . . . . . . . . .
Non-Exempt . . . . . . . . . . . . . . . . . . . . .

3d. Percent of employees from each group with

a WRITTEN career plan for next 2 to 5
years? (Check one box per row.)
Senior Executives
..............
Exempt . . . . . . . . . . . . . . . . . . . . . . . . .
Non-Exempt . . . . . . . . . . . . . . . . . . . . .

10% 24%

25% 49%

50% 74%

75% 99%

All

SemiQuarterly Annually Annually

Every 2
Years

Not
Reviewed

SemiQuarterly Annually Annually

Every 2
Years

Not
Reviewed

3b. How frequently are development plans prepared

for each group? (Check one box per row.)
Senior Executives
..................
Exempt . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Non-exempt . . . . . . . . . . . . . . . . . . . . . . . . .
3c. How frequently are development plans reviewed
for each group? (Check one box per row.)
Senior Executives
.................
Exempt . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Non-exempt . . . . . . . . . . . . . . . . . . . . . . . . .

<
10%

<
10%

None

10% 24%

25% 49%

50% 74%

75% 99%

All

4. Characteristics of Feedback, Coaching and T&D

4a. Which of the following development methods are used in your organization?
(Check yes or no in the first two columns below for all that are used.)
4b. For each method used in your organization, please indicate which employee groups participate.
(Check all groups participating in the last three columns below.)
Yes

Sr.
Execs.

No

Exempt

Nonexempt

In-house, instructor-led classroom programs . . . . . .

External instructor-led classroom programs . . . . . . .
Independent study using traditional methods . . . . . .
Independent study using online materials . . . . . . . .
Externally-hired coaches . . . . . . . . . . . . . . . . . . . . .
Internal Coaches (HR, managers or other employees)
Systematic job assignments, job rotation . . . . . . . . .
Action Learning and other On-the-Job training . . . .
4c. How effective do you believe the following development methods are as used by your organization?
Not at all
Effective

In-house, instructor-led classroom programs . . . . . . . . .

External, instructor-led classroom programs . . . . . . . . . .
Independent study using traditional methods . . . . . . . . .
Independent study using online materials . . . . . . . .
Externally-hired coaches . . . . . . . . . . . . . . . . . . . . .
Internal coaches (HR, managers, other employees)
Systematic job assignments, job rotation . . . . . . . .
Action Learning and other On-the-job training . . . .

.
.
.
.
.

.
.
.
.
.

.
.
.
.
.

.
.
.
.
.

Completeand return by J uly 28, 2000

Somewhat
Effective .

Very
Effective NA

Research Paper

Page

4d. Percent of employees from each of the

following groups who are trained to provide
feedback to others? (Check one box per
row.)
Senior Executives
..............
Managers . . . . . . . . . . . . . . . . . . . . . . .
First-Line Supervisors . . . . . . . . . . . . .
4e. Percent of employees from each of the
following groups who are trained to coach
or mentor others? (Check one box per
row.)
Senior Executives
.............
Managers . . . . . . . . . . . . . . . . . . . . . . .
First-Line Supervisors . . . . . . . . . . . . .

None

None

4f. Average number of hours of overall classroom

training provided per year for each employee group?
(Check one box per row.)
Senior Executives
.................. ..
Exempt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Non-Exempt . . . . . . . . . . . . . . . . . . . . . . . . . . .
4g. What percent of the following employee
groups receive formal 360-degree
feedback? (Check one box in each
row.)
Senior Executives
..........
Exempt . . . . . . . . . . . . . . . . . . . . .
Non-Exempt . . . . . . . . . . . . . . . . .
4h. How is 360-degree feedback used
for each group? (Check all that
apply.)
Senior Executives
.....
Exempt . . . . . . . . . . . . . . . .
Non-Exempt . . . . . . . . . . . .

None

<
10%

10% 24%

25% 49%

50% 74%

75% 99%

All

<
10%

10% 24%

25% 49%

50% 74%

75% 99%

All

None

< 10
hrs.

11 20 hrs.

21 40 hrs.

41 60 hrs.

> 60
hrs.

75% 99%

All

<
10%

10% 24%

25% 49%

50% 74%

Determine
Evaluate development Determine Determine
performance
needs
pay changes career plan

Do not use

. Characteristics of Rewards
5a. What basis does your organization use for performance bonus pay for the following employee
groups? (Check all that apply per row.)
Team
Competency
Individual Performance or Skill

Profit

Senior Execs. . . . . .
Exempt . . . . . . . . . .
Non-Exempt . . . . . .
5b. Describe other performance bonus pay methods used.

Completeand return by J uly 28, 2000

Stock

None

Other

Research Paper

Page

6. Future Activities
6a. Using the following scale, please rate how much emphasis your
organization will place on the following parts of its performance
management system in the next year.
Performance planning/goal setting
.........................
Performance evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Development planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

About
the same

Less

More

1
1
1

2
2
2

3
3
3

4
4
4

5
5
5

360-degree feedback . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Informal feedback . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Coaching and/or Mentoring . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1
1
1

2
2
2

3
3
3

4
4
4

5
5
5

Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Leadership development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Rewards . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

1
1
1

2
2
2

3
3
3

4
4
4

5
5
5

Discipline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Overall performance management system . . . . . . . . . . . . . . . . . . . . . .

1
1

2
2

3
3

4
4

5
5

6b. What do you believe is the greatest challenge to improving your organization's current performance
management system?

7. Organization Characteristics
7a. Number of Employees
in This Location
Less than 100
100 - 499
500 - 999
1,000 - 2,499
2,500 - 4,999
5,000 - 9,999
10,000 and over

7b. Number of Employees

in Entire Organization
Less than 100
100 - 499
500 - 999
1,000 - 2,499
2,500 - 4,999
5,000 - 9,999
10,000 and over

7c. Percent of Employees in

Unions
None
Less than 10%
11 to 50%
Over 50%

7d. Primary Industry

Computers, components and
software
Manufacturing - non-durables
Manufacturing - durables
Telecommunications
Other:

Transportation
Utilities
Wholesale/Retail
Finance
Insurance

Health
Services -- profit
Services -- non-profit
Education
Government

8. Optional
Name:
Phone:

Company:
May we contact you if we need to
clarify any of your answers? . . . . . . . .

Yes

Please fax your responses to 703-836-0367 or mail it to SHRM, Survey Research, 1800 Duke Street,
Alexandria, VA 22314 before July 28, 2000.
Results will be available in October, 2000. SHRM members may obtain the report summarizing survey
results at no cost at www.shrm.org or may purchase a copy from the SHRM Store.
Thank you for your timeand experience.

No