Taking the agency's pulse: Organizational feedback from employees

David Royse

Research output: Contribution to journalArticlepeer-review


In sum, it was felt that the process of examining employee feedback was worthwhile and one which other mental health boards and agencies should undertake. The JDI provided useful information about employee satisfaction with pay, promotions, supervision, co-workers, and their work. Coupled with the Administration Scale, overseers of public programs can use these instruments to conduct comprehensive annual evaluations or to objectively determine if there is any substance to rumors of employee dissatisfaction with agency administrations. While there are distinct advantages associated with using instruments such as the JDI and not having to waste time developing new instruments, it is recommended that organizational studies include at least one open-ended question which would ask, “If you were the agency director, what organizational changes would you attempt to bring about?” Or, “What suggestions do you have for changes in the organization which would allow you to do your job better?” Our employees did take the time to make suggestions which were forwarded on to their agency directors in a typewritten summary. As a necessary part of a comprehensive human service system evaluation, organizational analysis provides a window into the internal working of the system—a window which is often overlooked. Formal attempts to obtain employee feedback may succeed where informal attempts (“The door is always open to my office”) fail. Problem areas can only be resolved after they have been identified. It is in this sense that attempts to take the organization's “pulse” are most meaningful.

Original languageEnglish
Pages (from-to)21-22
Number of pages2
JournalJournal of Mental Health Administration
Issue number1
StatePublished - Mar 1984

ASJC Scopus subject areas

  • Leadership and Management
  • Psychiatry and Mental health


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