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What We Measure

In addition to presenteeism and engagement, we comprehensively measure well-being, satisfaction, performance and intention to quit. We will follow up in six months to see whether those who intended to quit actually did. Our follow-up will also examine which factors relate most to actual turnover, focusing on higher performers who voluntarily leave.

Below are some of the elements we measure. Sample items are included in italics for many of these elements so that you can see what kinds of questions employees are asked.

Well-being

Most well-being items use a scale from "strongly agree" to "strongly disagree." Sample item in italics.

  • Overall well-being:  An employees’ overall well-being
    Overall, my life is close to my ideal.
  • Career well-being:  Career is close to ideal for that individual
     My work is building toward a meaningful career for me.
  • Social well-being:  Belonging; being supported, loved and respected 
     The relationships in my life are strong.
  • Community well-being: Housing and community are close to ideal for that individual
    I am proud of where I live.
  • Financial well-being: Enough money to live the way the individual wants
    I have enough money to live the life I want.
  • Health well-being:  Mental and physical health are good
    My physical health is excellent.
  • Leisure well-being: Enough good kinds of leisure and recreation for that individual
    I have the right amount of recreation in my life.
  • Spiritual well-being:  Feeling that life has purpose and meaning
    My life has meaning.

Job Satisfaction

Most job satisfaction items use a scale from "very satisfied" to "very dissatisfied."Sample item in italics.

  • Emotional Global Satisfaction:  How happy an employee feels about the job overall
  • Global Hedonic Satisfaction:  Enjoyment of all aspects of the job on a day-to-day basis
    I am fairly satisfied with my job.
  • Global Eudaimonic Satisfaction:  Satisfaction that the reasons for work are fulfilled 
    My job fulfills the purposes for work in my life.
Satisfaction with Major Job Facets
  • Tasks:  Satisfaction with the experience of doing job tasks
    I am satisfied with the work tasks I do each day on my job.
  • Work relationships:  Satisfaction with co-workers and others regularly encountered at work
    I am satisfied with the other people I encounter on this job regularly.
  • Rewards:  Satisfaction with pay for amount and type of work
     I am satisfied with the overall rewards for doing my job.
  • Organization:  Satisfaction with organization culture, leadership, and policies
    I am satisfied with my organization overall.
Satisfaction with Major Elements of Job Purpose
  • Expression:  Satisfaction that the job allows for personal self-expression
    How my job fits with my authentic self.
  • Development:  Satisfaction with growth 
    I am happy with the way I continue to grow and develop from doing my job.
  • Role:  Satisfaction that the job gives the individual something valuable to contribute
    I feel my job gives me a role in a larger purpose.
  • Financial impact:  How the job contributes to individual/family financial situation 
    I am pleased with the way my job contributes to my overall financial condition.
  • Impact on family:  Satisfaction that job adds good to family 
    I am satisfied with the way my job impacts those people most important to me in life.
  • Impact on life:  Satisfaction that the job contributes to a good life
    I am satisfied with the good my job contributes to my life overall.

Performance

Many studies simply use one measure of performance, but performance is multidimensional. In addition, different elements of an individual's performance may be seen by the individual, co-workers and managers. Therefore we ask individuals to report their performance-related behaviors, and ask co-workers and supervisors to also rate employees on the following dimensions of performance.

  • Task performance:  Level of accomplishment on what is expected and required
  • Extra-role performance:  Level of going “above and beyond”
  • Deviant work behaviors:  Level of refraining from behaviors that harm individuals at work or the organization
  • Employee potential:  Separate from current performance, an assessment of the long-term potential contribution of the employee

Next: Some initial findings »

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