Some thoughts on the corporate culture questionnaire survey. The purpose of the corporate culture construction questionnaire survey.

Abstract: Over the past 30 years of reform and opening up, Chinese enterprises have experienced earth-shaking changes. Some powerful state-owned enterprises have gradually stood out in market competition and become large enterprises with international competitiveness. In the process of development, these enterprises have accumulated a large amount of advanced market experience and management concepts, formed their own unique corporate culture, and laid a solid and reliable foundation for the sustainable development of the enterprises themselves. The corporate culture of these successful companies often becomes a benchmark for other companies to follow. This article mainly investigates the corporate culture of China Southern Power Grid Co., Ltd. and puts forward suggestions for corporate culture transformation, hoping to have a positive impact.

Keywords: China Southern Power Grid; Questionnaire Survey; Suggestions

CLC Number: U665.12 Document Identification Code: A

1 Research Method

The analysis and diagnosis of a company's corporate culture is a complex and systematic project that involves organizational efficiency analysis, organizational environment analysis, institutional mechanism analysis, employee psychological analysis, human resources management analysis and other aspects. This study mainly uses four methods: questionnaire survey, in-depth interview, work survey, and self-examination and reporting of each branch's work. It combines the quantitative analysis of questionnaire survey with the qualitative analysis of in-depth interviews, work research, and self-examination and reporting of each branch's work. Combined with judgment, we conduct an overall analysis and professional judgment on the promotion and implementation of China Southern Network strategy and the current situation and role of corporate culture.

Questionnaire survey: The survey targets all employees of China Southern Power Grid Company, and the sampling covers the company headquarters, directly affiliated institutions, branches and affiliated units. Starting from the end of 2007, the questionnaire survey was conducted based on the total number of employees. 7133 questionnaires were distributed and 7077 were collected.

The Party and Mass Work Department of China Southern Power Grid Corporation has conducted many work surveys on the publicity and implementation of the Southern Power Grid strategy and the construction and role of corporate culture in each branch, using a "one shot to the end" survey Methods, go deep into the front line, go deep into the team, understand the actual situation of the promotion and implementation of the Southern Power Grid Strategy and the construction of corporate culture and its role, and obtain first-hand research data. At the same time, each branch company, based on the company's overall requirements and overall deployment for the promotion and implementation of the Southern Power Grid Strategy and the "Implementation Opinions on Corporate Culture Construction of China Southern Power Grid Company", carry out the promotion and implementation of the Southern Power Grid Strategy and the construction of corporate culture and its role. Based on careful summary and systematic analysis, each branch and provincial network company formally reported the work situation.

2 Questionnaire design and survey method

The specific preparation process of this questionnaire went through three steps. In the first step, through open-ended questionnaires, interviews and literature analysis, the project team collected materials that affect employee job satisfaction, work stress factors and measures taken by each branch to carry out ideological and political work and implement the Southern Network strategy; in the second step, the project team Prepare a questionnaire based on the collected materials; the third step is to test the questionnaire and revise the questionnaire based on the test results and feedback to form a formal questionnaire. On this basis, the company compiled two sets of questionnaires on corporate culture: (1) "Survey on the Effectiveness of Southern Network Strategy and Corporate Culture Promotion Carriers and Methods", which lists 14 ideological and political ideological and political policies currently commonly used by each branch. The investigators are asked to select the carriers they think are more effective among the carriers for educational work and the Southern Network Strategy’s publicity and implementation, in order to understand and compare the effectiveness of various carriers and publicity channels. (2) "Survey on Implementation Measures of China Southern Network Strategy and Corporate Culture" includes 38 items, mainly reflecting the measures that each branch may take to implement China Southern Network Strategy. Each item requires the respondent to make two judgments. One is Ask them to answer whether their units have adopted these measures and indicate the degree of implementation on a 5-point scale; second, ask them to judge the actual role of these measures on a 5-point scale.

The study used the orthogonal rotation principal component analysis method to conduct factor analysis on the factor structure of the "Questionnaire on Implementation Measures of the Southern Power Grid Strategy" (the number of extracted factors was determined according to the Kaiser standard), and four factors were obtained.

The 4 factors*** explained 62.1% of the variance, and the variance explained by each factor was 21.2%, 16.5%, 15.2%, and 9.2% respectively. The internal consistency reliability coefficients were 0.94, 0.91, 0.88, and 0.88 respectively. Factor analysis showed that the questionnaire had very good construct validity and internal consistency reliability. As shown in Table 1

The items in factor 1 mainly reflect the company's emphasis on employee career development, caring for employees, building a harmonious organization, and strengthening teamwork. Therefore, we named this factor "Humanistic Management and Employee Development”.

The items in factor 2 mainly reflect the company’s initiative to assume social responsibilities, care about customer needs, and actively improve customer service, so we named this factor “Social Responsibility and Service”.

The items in Factor 3 mainly reflect the company’s measures for safety production management, so it is named “Safety Management”.

Factor 4 mainly reflects the company’s measures to strengthen company management and employee code of conduct in accordance with the requirements of the Southern Power Grid Strategy, so it is named “Internal Integration and Control”.

The sampling scope of the questionnaire survey covers all municipal bureaus and branch companies of China Southern Power Grid Company. In the formal survey stage, the questionnaire survey was sampled according to the total number of employees. 7133 questionnaires were issued and 7077 were recovered. The average age is 36.1 (standard deviation SD = 8.49), and the average working experience is 14.4 years (standard deviation SD = 9.18), as shown in Table 1.

The analysis of questionnaire results mainly uses EXCEL2003 and SPSS13.0 statistical software for database management and statistical processing. The statistical methods used in the study mainly include: using descriptive statistics to calculate the average, standard deviation, frequency, etc. of each measurement item or variable; using principal component analysis to conduct exploratory factor analysis of each questionnaire structure; using K-means classification method, Classify the sample groups according to specific variables to reduce errors caused by the subjectivity of artificial grouping; use one-way ANOVA and multivariate analysis of variance to test the inter-group differences between different sample groups on specific variable attributes; Correlation analysis is used to test the relationship between variables; chart analysis is used to graphically represent relevant variables, etc.

3 Statistical analysis of questionnaire results

3.1 Corporate culture promotion carriers with a high degree of independent participation are the most popular

This part of the survey requires employees to choose from 14 types of various branches They selected the methods they thought were effective from the commonly used carriers of Southern Network strategy and corporate culture promotion and implementation. The results show that: typical case analysis of classic Southern Network story telling and promotion and implementation through cultural and artistic activities are considered by most employees to be effective methods; secondly, posters/banners/slogans/electronic display screens, internal networks, self-study and other carriers are also considered by most employees to be effective methods. People’s choice; mediums such as team or department study seminars, promotional materials and brochures, lectures by lecturers, setting examples and role models, and communication in meetings are second; off-the-job training, face-to-face communication, and family participation are third, and methods such as examinations are second Least people choose. The results show that there are certain differences in the preference and recognition of different publicity and implementation carriers among various types of personnel, but publicity and implementation carriers with vivid forms, strong autonomy and high participation are generally favored, such as cases, stories, cultural activities and posters. /Blackboard newspaper/Slogan/Electronic display screen, internal network, self-study, etc.

3.2 Each branch has effectively implemented the Southern Network strategy and corporate culture measures and achieved positive results

In general, each branch has achieved good results in implementing the Southern Network strategy and corporate culture. . Judging from the survey results, the average score of the implementation of various measures in each branch is above 3.5 points, and the average score of most measures is above 4.0 (according to the quantitative scale standard of the questionnaire, 3 is considered to be a medium level, and 4 is considered to be "relative"). Do this often”), the mean statistical test shows that it is significantly greater than the neutral level of 3 points (plt; .001). At the same time, the average value of employees in each branch's evaluation of the role of various measures is mostly above 3.5 points. The statistical test of the mean shows that it is basically significantly greater than the neutral level of 3 points (plt; .001). This shows that employees generally agree with the current implementation measures of the Southern Network Strategy of each branch.

3.3 There are differences in the implementation and role of the Southern Power Grid strategy between the headquarters and provincial and district-level branches

Generally speaking, in the four dimensions of implementation measures, the Southern Power Grid branch offices have The implementation of "safety management" is the best (mean is 4.56, standard deviation is .53), "internal integration and control" is second (mean is 4.32, standard deviation is .65), and "social responsibility and service" is again Among them (mean is 4.15, standard deviation is .72), "humanistic management and employee development" is relatively low, but the mean has also reached the upper-middle level of 3.84.

Among the four dimensions in which each branch of China Southern Network plays a role, "safety management" plays the most obvious role (mean is 4.05, standard deviation is .65), "social responsibility and service" (mean is 3.90, standard deviation is .75) and "internal integration and control" (mean is 3.88, standard deviation is .75), followed by "humanistic management and employee development", but the mean is also Reached the upper-middle level of 3.51. As shown in Table 3.

4 Suggestions for improving the strategy and culture of China Southern Network Cultural values ??have become the common sense of all employees and play an active role in the daily production activities of the company; the management system that reflects the characteristics of the Southern Power Grid industry is becoming increasingly perfect; the new operating mechanism within the power supply company has improved the teamwork of employees awareness, overall quality and comprehensive benefits; the company's material and cultural construction has reached a new high, and a good power supply corporate image has become a top-notch excellent brand recognized by the public.

However, judging from the questionnaire survey results, China Southern Network’s strategy and corporate culture have not yet reached a mature stage, and the implementation and role of corporate culture in the entire company are still unbalanced. In some aspects (such as People-oriented management and employee relations), some companies still have a lot of room for improvement. China Southern Power Grid strategy and China Southern Power Grid culture, as the contents of the soft power of China Southern Power Grid Company, are both a gradual formation process and a gradual improvement process. While the strategy of China Southern Power Grid is deeply rooted in the hearts of the people and the cultural system of China Southern Power Grid is initially formed, the publicity and implementation of China Southern Power Grid strategy and the cultural construction of China Southern Power Grid need to be further improved and improved.

References

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