Book Chapters authored or co-authored by Jack Wiley

Developing and validating a global model of employee engagement
Wiley, J. W., Kowske, B. J., & Herman, A. E. (2010). In S. Albrecht (Ed.), The handbook of employee engagement (pp. 351-363). London: Edward Elgar.

This chapter defines employee engagement and provides a survey research-based identification of engagement drivers for each of 12 countries and globally. Using the technique of linkage research, this chapter also provides evidence that employee engagement is related to organizational business success. 

Available to read online here

Using linkage research to drive high performance: A case study in organization development
Wiley, J. W., & Campbell, B. H. (2006). In A. Kraut (Ed.), Getting action from organizational surveys: New concepts, technologies, and applications (pp. 150-180). San Francisco, CA: Jossey-Bass.

This chapter is based on a client case study from the financial services industry and demonstrates how linkage research can be used as the platform for high impact survey feedback organization development. Linkage research results are used to prioritize themes for follow-up from an employee survey. Individual and group interview techniques are used to clarify employee survey results and to identify appropriate corrective actions.

Available to read online here

The impact of corporate downsizing on employee fulfillment and organizational capability
Wiley, J. W., Brooks, S. M., & Hause, E. L. (2003). In K. P. DeMeuse & M. L. Marks (Eds.), Resizing the organization, managing layoffs, divestures, and closings (pp. 108-130). San Francisco, CA: Jossey-Bass.

This chapter summarizes various models of organizational effectiveness and uses WorkTrends data to demonstrate the impact of corporate downsizing actions on employee engagement and confidence in the organization’s future performance. Specific recommendations are provided for how top leaders should communicate before, during and after downsizing initiatives.

Available to read online here

The high performance organizational climate: How workers describe top performing units
Wiley, J. W., & Brooks, S. M. (2000). In N. S. Ashkanasy, C. Wilderom, & M. F. Peterson (Eds.), The handbook of organizational culture and climate (pp. 177-191). Thousand Oaks, CA: Sage Publications.

As a follow-up to a previous chapter (Wiley, 1996), this chapter summarizes the results of linkage research findings from 1996 to 2000. A taxonomy of the common employee survey-based correlates of organizational performance is presented. A broad view of performance is considered, including measures of individual productivity, unit customer satisfaction and unit financial performance. Recommendations are provided for building a high impact employee survey instrument.

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Linking survey results to customer satisfaction and business performance
Wiley, J. W. (1996). In A. Kraut (Ed.), Organizational surveys: Tools for assessment and change (pp.330-359). San Francisco, CA: Jossey-Bass.

This chapter provides the first-ever literature review of the emerging domain of linkage research. From the studies reviewed, a linkage research model is developed that summarizes the currently existing linkage research. A case study from the financial services industry provides support for the emergent model. The chapter describes how properly designed employee surveys can serve as a diagnostic tool that predicts organizational performance.

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Book Chapters

Jack Wiley
Author, Consultant, Researcher, Instructor