HRM FPX 5122 Assessment 2 Leadership and Culture Survey Development
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Assessment Overview:
HRM FPX 5122 Assessment 2 develops two hand checks for Power Manufacturing Company( PMC) , a Department Leadership check and an Inclusive Workplace Culture check. The checks are designed to diagnose leadership strengths, measure addition and belonging, and produce practicable data HR can use to reduce development and ameliorate engagement across shops.
How to Pass HRM FPX 5122 Assessment 2 Leadership and Culture Survey Development
- Terminology Clean-up: Search your document for “Differ” and replace it with “Disagree.” Also, ensure “Human coffers” is changed to “Human Resources.” Academic graders prioritize professional terminology.
- Add an “Open-Ended” Question: Add one box at the end of each survey: “What is one thing PMC could change tomorrow to make your job better?” This often provides more insight than the 1-5 scales.
- Explain the “Why” of Demographics: In your rationale, explain that you aren’t just “tracking” race or gender to be nosy; you are checking to see if specific groups are leaving at higher rates, which would indicate a systemic bias.
- Anonymity is Everything: Explicitly stated in the survey instructions: “Your responses are 100% anonymous and will be aggregated.” Without this, workers in a factory environment will often give “safe” answers instead of honest ones.
- The “Feedback” Link: In your recommendation, suggest that managers receive “300-degree feedback” based on these results.
- Highlight the “Belonging” Metric: “Belonging” is a stronger predictor of retention than “Satisfaction.” A worker can be satisfied with their pay but still feel like an outsider.
- Visual Scannability: Use bolding for your question categories (e.g., Leadership Skills, Culture Metrics) to make the document easier for “Dr. Thompson” or your professor to grade.
- Actionable Rationale: When you cite Gallup (82% failure rate), add a sentence explaining that training can fix those “failed” managers, making the survey a tool for growth, not just punishment.
- Scale Consistency: Ensure all your scales go from Negative to Positive (1-5) or vice versa consistently so the user doesn’t get confused.
- The “Call to Action”: Your recommendation should suggest a Town Hall meeting after the survey to share the results with the workers. This builds trust.
Sample Assessment:
Introduction
Power Manufacturing Company( PMC) is presently passing a significant development rate at its shops, egging both Plant Management and commercial leadership to take action. Concerned about the issue, they’ve assigned the Human coffers( HR) platoon with probing the root causes. As part of this action, HR has developed checks for factory workers to estimate department leadership and assess the company’s inclusive plant culture. These checks aim to gather pivotal data that will help in addressing the development problem and enhancing leadership performance and hand engagement.
Employee’s Evaluation of Department Leadership
Department:
• How long have you been working with PMC?
- , lower than 1 time
- , 1 to 2 times
- , 3 to 5 times
- , further than 5 times
• Have you worked in other departments since your employment with PMC?
- __ Yes
- __ No
• Please rate your department leadership’s skills using the following scale:
- Moderate
- Poor
- veritably Poor
| Leadership Skills | Very Good | Good | Moderate | Poor | Very Poor |
| Organizational skills | |||||
| Problem-solving skills | |||||
| Managerial skills | |||||
| Communication skills | |||||
| buildingTeam- skills | |||||
| Feedback skills |
Please respond to the following questions using the scale provided:
| Question | 1 (Strongly Disagree) | 2 (Disagree) | 3 (Neutral) | 4 (Agree) | 5 (Strongly Agree) |
| Employees are part of the decision-making process | |||||
| Your department leadership provides clear direction and clarifies problems | |||||
| My department leadership expresses appreciation for my work | |||||
| I am provided with the necessary tools to get my job done |
|||||| My department leadership helps me understand the vision and charge of PMC||||||| My job description reflects my current duties||||||
HRM FPX 5122 Assessment 2 Leadership and Culture Survey Development
• I have received the necessary training to perform my job duties:
- , explosively Agree
- , Agree
- , Neutral
- , Differ
- , explosively Differ
• Does your department leadership inspire you to do your best work?
- Agree
- , Neutral
- , Differ
• Does your department leadership provide regular feedback regarding your performance?
- Yes
- , No
• Does your department leadership display strong leadership qualities?
- , Agree
- , Neutral
- , Differ
• Overall satisfaction with department leadership:
, Satisfied
- , Neutral
- , Unsatisfied
Rationale
The department leadership check will enable HR to identify and assess crucial leadership chops while revealing areas that may need enhancement. The questions and spanning systems are designed to gather quantifiable data regarding workers’ comprehension of leadership capacities, which will help HR point to specific areas where leadership development may be needed. Checks like this are essential tools for directors to more understand what actions and practices are valued by workers, leading to advanced leadership performance( Cox, 2019).
According to Gallup, 82 of the time, companies fail to elect directors with the right gift for the job( Adkins, 2015). Engaged workers frequently have leadership that not only values their chops but also supports their growth and development. These checks give sapience into leadership effectiveness and help PMC align its operation strategy with hand requirements.
PMC Inclusive Workplace Culture
• How would you rate the workplace culture at PMC?
- , veritably Good
- , Good
- , Moderate
- , Poor
- , veritably Poor
• Are you rewarded fairly for good work?
- , Agree
- , Neutral
- , Differ
• Your progress toward PMC’s goals measured and reviewed frequently?
- , Agree
- , Neutral
- , Differ
• Does PMC’s leadership value and promote diversity within the company?
- , Agree
- , Neutral
- , Differ
• I am satisfied with the way PMC positively impacts its employees.
- , explosively Agree
- , Agree
- , Neutral
- , Differ
- , explosively Differ
• Please respond to the following using the scale provided:
| Question | 1 (Strongly Disagree) | 2 (Disagree) | 3 (Neutral) | 4 (Agree) | 5 (Strongly Agree) |
| I feel like I belong at PMC | |||||
| PMC leadership quickly addresses uncomfortable situations for employees | |||||
| PMC fosters an environment for employee engagement | |||||
| PMC has good diversity representation |
• On a scale of 1 to 10, how comfortable are you reporting issues at work?
- 1 2 3 4 5 6 7 8 9 10
• Employees are encouraged to share ideas during team meetings.
- , Agree
- , Neutral
- , Differ
• Employees are included in decisions impacting their work (scale 1-10).
- 1 2 3 4 5 6 7 8 9 10
Rationale
Diversity and addition are pivotal for ultramodern associations. In recent times, companies have faced adding societal pressure to address these issues, and PMC is no exception. Through this check, HR can measure how well-conditioned leadership and the company are meeting hand prospects for diversity and addition. Open dialogue and clear fabrics for handling nonpublic issues will foster a further inclusive terrain where workers feel safe and reputed( Washington & Patrick, 2018).
Without proper addition, the connections necessary to attract different gifts and foster invention are doubtful to do. This check will give HR with essential data on hand guests and help establish enterprises that promote diversity and addition within the company( Duris, 2018).
Recommendation
HR should develop a shadowing system that monitors hand demographics( e.g., race, gender, age) as well as hiring and creation trends at PMC. This will give sapience into how different and inclusive the pool truly is and help identify openings for enhancement. Also, developing regular checks will offer workers the chance to give feedback on leadership and plant culture, helping PMC to align its organizational pretensions and culture with the values and prospects of its pool.
HRM FPX 5122 Assessment 2 Leadership and Culture Survey Development
Washington, E., & Patrick, C. (2018). 3 requirements for a diverse and inclusive culture.
References (APA 7 Format)
- Adkins, A. (2015). Only one in ten people possess the talent to manage. Retrieved from https://www.gallup.com/workplace/236579/one-people-possess-talent-manage.aspx
- Benscoter, C. (2014). The Leadership Circle. Retrieved from https://2y3l3p10hb5c1lkzte2wv2ks-wpengine.netdna-ssl.com/wp-content/uploads/2018/02/Culture-Survey-brochure-TLC-JUN2016.pdf
- Cox, G. (2019). Employee survey questions about management & leadership: What to measure. Retrieved from https://blog.perceptyx.com/employee-survey-questions-management-leadership
- Duris, S. (2018). What diversity and inclusion mean for employee engagement. Retrieved from https://www.icmi.com/resources/2018/what-diversity-and-inclusion-mean-for-employee-engagement
Rubric Breakdown
| Criterion | Developing (Needs Work) | Proficient (Pass) | Distinguished (Exemplar) |
| Survey Design | Questions are leading or confusing. | Uses a mix of Likert scales (1-5) and specific categorical questions. | Includes qualitative “open-ended” opportunities to capture detailed employee sentiment. |
| Leadership Evaluation | Focuses only on whether the manager is “nice.” | Evaluates 6 specific leadership skills (Org, Problem-solving, Feedback, etc.). | Connects leadership behaviors directly to the “scientist flight” and turnover issues. |
| Inclusion & Culture | Mentions diversity as a “check-the-box” item. | Measures “Belonging,” “Fairness,” and “Comfort Reporting Issues.” | Proposes demographic tracking to see if specific groups (race/gender) feel less included. |
| Rationale & Evidence | No citations or reasoning provided. | Uses Adkins (Gallup) and Washington/Patrick to justify survey choices. | Critically applies the “Psychological Safety” concept to the 1-10 comfort scale. |
| Professionalism | Survey formatting is cluttered or uses non-HR terms. | Professional survey layout with clear instructions and logical flow. | Executive-level presentation that demonstrates high emotional intelligence. |
Step-by-Step Guide
- Define objects — clarify what you want to learn( leadership effectiveness, training gaps, addition, cerebral safety).
- Design particulars use validated question formats( Likert scales, frequency, yes no, short demographics).
- Airman the checks — test with a small group for clarity, timing, and trustability.
- Administer astronomically — emplace anonymously across shops( online or paper), include demographic questions for segmentation.
- Collect & clean data — ensure responses are complete and remove related metadata if obscurity needed.
- dissect results — compare scores by factory, term, department and identify high/ low particulars( leadership, training, belonging).
- Report findings — produce an administrative summary, dashboards for directors, and prioritized action particulars.
- Act & cover — apply targeted interventions( training, feedback circles, addition programs) andre-survey on a regular meter.
Frequently Asked Questions
Q1 Why run both leadership and culture checks?
Leadership checks identify director actions that drive engagement; culture checks reveal whether the association feels inclusive and safe — both inform different interventions.
Q2 How frequently should PMC run these checks?
birth follow- up after interventions. Daily palpitation checks and a periodic comprehensive check are a good combination.
Q3 How do we ensure honest responses?
Guarantee obscurity, communicate purpose easily, and partake how results will be used — translucency builds trust.
Q4 What sample size parts matter?
All shops and major departments; dissect by term, part, shift, and demographics( to spot additional gaps).
Q5 What conduct follows check results?
Prioritize interventions( director coaching, onboarding fixes, targeted training, addition programs), assign possessors, set KPIs, and track progress.
Integrity Note
Note: Only use this assessment example for learning and structure purpose. Do not submit as your own work.
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