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For those who manage products with “brand” names, either consumer or B2B, it's a struggle to dilute manage‐ment theory and strategy lessons down to typical tasks faced day‐to‐day.

Employee surveys are used by organizations throughout the world, typically to drive change and improve engagement and retention. Giving employees a voice is seen as a “good thing to do” but too often the managerial response to the findings is “so what?”. This paper aims to offer a clear direction for creating best practice employee engagement surveys. It seeks to explain how action planning can be improved, thus enabling change to be managed and implemented more effectively.

In total, 31 HR practitioners who manage employee surveys within their organizations were surveyed for this study in early 2010. The participating companies are large organizations headquartered primarily in the UK, Germany and the USA. They represent a diverse set of industries including banking and financial services, consumer products, information technology, manufacturing, natural resources, telecommunication/utility services and retail.

The paper reveals the key challenges that survey practitioners face and the barriers they need to overcome. It highlights that senior leaders are a key barrier and that metrics of survey effectiveness often lack organizational focus. It offers insights and practical recommendations for HR practitioners. In particular, it shows how organizations can improve their survey feedback and action‐planning processes.

The paper is based on original research by the Kenexa High Performance Institute. It translates the survey findings into practical implications for HR practitioners who are looking to utilize employee surveys to drive change and improve engagement.

Communications regarding this column should be addressed to Mrs. Cheney, Peabody Library School, Nashville, Term. 37203. Mrs. Cheney does not sell the books listed here. They are available through normal trade sources. Mrs. Cheney, being a member of the editorial board of Pierian Press, will not review Pierian Press reference books in this column. Descriptions of Pierian Press reference books will be included elsewhere in this publication.

The purpose of this paper is to describe how a major financial services organisation used the results of an independent research project to alter its approach to leadership assessment and development.

The research project involved collecting employee opinion data from roughly equal samples of employees from 22 countries worldwide (total n = 47, 236). Subsequent linkage research analyses involved employee opinions being correlated with measures of customer satisfaction and financial performance for up to 187 organisations worldwide.

Findings revealed that what employees most want from the top leaders of their organisations is to be inspired, respected and rewarded. Organisations whose leadership teams scored higher on measures of inspiring, respecting and rewarding employees also achieved higher employee engagement, customer satisfaction and financial performance.

These findings spurred the development of a new direction for leadership development and assessment for Lloyds Banking Group, a major financial services organisation based in the United Kingdom.

This research answers a fundamental question from a sample of employees from 22 countries worldwide: what do employees most want from the top leaders of their organisations? Using performance data from up to 187 organisations worldwide this research also demonstrates that organisations whose top leaders provide employees with what they most want achieve superior organisational performance. Knowing this allows organisations to review and revise a wide variety of talent management approaches, including leadership assessment, development and reward systems. It also informs the design of employee survey instruments to ensure coverage of topics with known links to organisational success.

Here is the long‐awaited fourth edition of Ralph De Sola's classic Abbreviations Dictionary. This updated edition of a work first published in 1958 is the largest, most complete compilation of its kind — a reference book far surpassing all others in the field. Mr. De Sola has expanded his work to include more than 130,000 definitions and entries — over 77,000 definitions, over 54,000 entries. The current edition offers abbreviations, acronyms, anonyms, contradictions, initials and nicknames, short forms and slang shortcuts, and signs and symbols covering disciplines which range from the arts to the advanced sciences and embrace all areas of human knowledge and activity.

This paper aims to examine the relationship between CEO compensation and employee attitudes.

Based upon equity/organizational justice theories and the CEO compensation literature, hypotheses were developed which suggest that executive compensation and employee attitudes will be related. These hypotheses were tested by linking a large‐scale survey of employee attitudes to CEO compensation data for public companies based in the USA.

Employee attitudes appear to be related to some measures of CEO compensation, although sometimes the relationship that was found was negative and sometimes it was positive, but in all cases the effect size was quite small. Specifically, change in CEO salary was negatively related to evaluation of senior management and general satisfaction. However, change in total CEO compensation was positively related to evaluation of senior management and general satisfaction, while CEO bonus level was positively related to general satisfaction.

Limitations of this study include the inability to show a causal relationship, limited external validity, equations that explain only a small amount of variance and attitudinal measures that are single source. Future research which helps understand what employees know and why differences across organizations exist would be helpful.

From an employee attitude perspective, changing performance‐based components of CEO compensation (e.g. bonus) is better than changing CEO salary. However, if salary is going to be increased, a communication plan for employees should be developed.

Whether executive compensation has an impact on employees' attitudes has not been explored previously.

The purpose of this paper is to integrate the concept of lean in the world of virtual leadership by continuously engaging employees and building efficient teams to increase the effectiveness of digital workplaces.

Secondary research from various research articles by authors in lean and leadership was done.

Lean leadership can serve as a great way to boost employee morale and enrich their experience in times of global crisis. Employees can effectively contribute to the organization with the help of virtual lean teams and tools.

This paper adds to the scarce literature on the integration of lean and leadership by exploring the various ways in which employees can be empowered to achieve organizational goals in the virtual workplace.