ABSTRACT
Recent data suggest that in the 1990s roughly 50% of all organizations use surveys of employees (Kraut, 1996), thus it is not surprising that organizational surveys are more popular with OD practitioners than ever. The demand for organizational surveys rose in the mid-1980s and the early 1990s when total quality management, reinventing government, and stakeholder-based management (e.g,, balanced scorecard) gained momentum in U.S. institutions. Reinventing government, as well as other attempts to reorganize the workplace, forced institutions to rethink performance, not as a single outcome measure, but as a set of measurements that reflect how well the institution meets the requirements of its stakeholders. As a result, the new bottom line for institutions included stakeholders such as employees, owners, suppliers, communities, and shareholders.
