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Survey Nonresponse Bias
Survey nonresponse bias occurs when survey respondents differ systematically from nonrespondents on key variables pertaining to the survey topic. For example, if an organization is conducting an engagement survey and those who complete the survey have different levels of engagement than those who choose not to respond, then nonresponse bias exists.
Implications of Survey Nonresponse Bias
The impact of nonresponse on survey results depends on the percentage of people not responding and the extent to which nonrespondents systematically differ from the population on survey-specific variables. If survey nonresponse bias exists, it can skew the results and conclusions of the survey and thus limit the generalizability of inferences made from survey results to the population of interest.
Relationship Between Response Rates and Survey Nonresponse Bias
Low survey response rates ...
- Foundations
- Changing Nature of Work and Organizations
- Affordable Care Act
- Armed Conflicts: Implications for Organizations
- Big Data: Implications for Organizations
- Changing Demographics: Implications for Organizations
- Climate Change: Implications for Organizations
- Cyberattacks: Implications for Organizations
- Emerging Markets and Globalization: Implications for Organizations
- Epidemics: Implications for Organizations
- Global Political Instability: Implications for Organizations
- Immigration: Implications for Organizations
- Political Polarization: Implications for Organizations
- Rise of Africa: Implications for Organizations
- Rise of China: Implications for Organizations
- Social Media: Implications for Organizations
- Space and Spaceflight: Implications for Organizations
- Sustainability: Implications for Organizations
- Terrorism and Work
- Terrorism: Implications for Organizations
- U.S. National Debt: Implications for Organizations
- History
- Army Alpha/Army Beta
- Campbell, John P.: Ninth Recipient, SIOP Distinguished Scientific Contributions Award
- Dunnette, Marvin D.: Third Recipient, SIOP Distinguished Scientific Contributions Award
- Founders of Industrial and Organizational Psychology
- Guion, Robert M: Fifth Recipient, SIOP Distinguished Scientific Contributions Award
- Hackman, J. Richard: Tenth Recipient, SIOP Distinguished Scientific Contributions Award
- Hawthorne Studies/Hawthorne Effect
- History of Industrial and Organizational Psychology in Africa
- History of Industrial and Organizational Psychology in Asia
- History of Industrial and Organizational Psychology in Chile
- History of Industrial and Organizational Psychology in Europe and the United Kingdom
- History of Industrial and Organizational Psychology in North America
- History of Industrial and Organizational Psychology in Other Parts of the World
- Human Relations Movement
- Katzell, Raymond A.: Sixth Recipient, SIOP Distinguished Scientific Contributions Award
- Lawler, Edward E., III: Eighth Recipient, SIOP Distinguished Scientific Contributions Award
- Mayflower Group
- McCormick, Ernest J.: Eighth Recipient, SIOP Distinguished Scientific Contributions Award
- Owens, William A.: First Recipient, SIOP Distinguished Scientific Contributions Award
- Porter, Lyman W.: Seventh Recipient, SIOP Distinguished Scientific Contributions Award
- Project A
- Scientific Management
- Smith, Patricia C.: Second Recipient, SIOP Distinguished Scientific Contributions Award
- Unions
- Individual and Organizational Ethics
- Coercive Citations
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- Enron Scandal
- Ethical Decision Making and Behavior, Promotion of
- Ethics in Industrial and Organizational Practice
- Ethics in Industrial and Organizational Publishing
- Ethics in Industrial and Organizational Research
- Ethics Scandals in Organizations
- Ethics Training
- Industrial and Organizational Psychology, Poverty Reduction, and Prosocial Initiatives
- Rational Decision Making Theory
- Registered Reports Publication Model
- Stakeholder Theory
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- Unethical Data Analytic Practices
- Related Fields
- Changing Nature of Work and Organizations
- I-O Psychology Research and Evidence-Based Approaches
- Measurement
- Classical Test Theory
- Construct
- Criterion Theory
- Differential Item Functioning
- Factor Analysis
- Generalizability Theory
- Interrater Reliability/Agreement
- Item Response Theory
- Measurement Invariance
- Measurement of Implicit Attitudes
- Measurement Scales
- Multitrait–Multimethod Matrix
- Nomological Networks
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- Reliability
- Qualitative Research Techniques
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- Experience Sampling Technique
- Facilitating Survey Response
- Lens Model
- Linkage Research and Analyses
- Longitudinal Research
- Meta-Analysis
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- Online Survey Data Collection Methods: Leveraging Qualtrics and SurveyMonkey
- Organizational Surveys
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- Assessment Center
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- Results-Only Work Environment
- Self-Fulfilling Prophecy: Pygmalion Effect
- Individual Differences
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- Affective Traits
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- Big Five Taxonomy of Personality
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- Emotional Intelligence
- Executive Attention
- Genetics and Industrial and Organizational Psychology
- Hardiness
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- Individual Differences
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- Locus of Control
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- Personality
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- Work Values
- Legal Issues and Discrimination in the Workplace
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- Individual Psychological Assessment
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- Letters of Recommendation
- Multimodal Performance Measurement and Assessment
- Online Assessment
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- Retesting
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- Social Media in Selection
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- Work Samples
- Socializing, Developing, and Training Employees
- Developing Leadership Talent Through Multiple Experiences
- Distance Learning
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- Leadership Development
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- Organizational Socialization
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- Training
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- Transfer of Training
- Employment and Staffing
- Organizational Psychology
- Careers, Identity, and Work–Life Issues
- Boomerang Employees
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- Career Development
- Career Success
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- Compressed Workweek
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- Employee Wellness Programs
- Expatriate Assignments
- Family Business
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- Gay, Lesbian, and Bisexual Issues at Work
- Identity
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- Job Sharing
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- Older Worker Issues
- Part-Time Work
- Queen Bee Syndrome
- Retirement
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- Work as a Calling
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- Counterproductive Employee Behavior and Withdrawal
- Abusive Supervision
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- Organizational Retaliatory Behavior
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- Employee Engagement and Attitudes
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- Boredom at Work
- Emotions
- Engagement
- Flow
- Implicit Attitudes
- Job Involvement
- Job Satisfaction
- Job Satisfaction Measurement
- Mood
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- Organizational Commitment
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- Organizational Identification
- Organizational Justice
- Passion at Work
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- Union Commitment
- Employee Stressors, Health and Well-Being
- Dirty Work
- Emotional Burnout
- Emotional Labor
- Eustress
- Humor in the Workplace
- Illegitimate Tasks
- Job Demands–Control Theory
- Job Security/Insecurity
- Micro Breaks
- Mindfulness at Work
- Psychological Resilience
- Quality of Work Life
- Recovery From Work/Psychological Detachment
- Role Ambiguity
- Role Conflict
- Role Overload and Underload
- Stigma
- Stress and Physiological Indicators
- Stress, Consequences
- Stress, Coping and Management
- Stress, Models and Theories
- Workaholism
- Workplace Injuries
- Workplace Safety
- Groups, Teams and Interpersonal Interactions
- After Action Reviews
- Conflict at Work
- Conflict Management
- Diversity in the Workplace
- Employee Grievance Systems
- Employee Participation and Voice
- Faultlines
- Generational Issues in Working with Others
- Group Cohesiveness
- Group Decision-Making Quality and Performance
- Group Decision-Making Techniques
- Group Development
- Group Dynamics and Processes
- Groups
- Groupthink
- Guanxi
- Input–Process–Output Model of Team Effectiveness
- Intergroup Relations
- Interpersonal Communication
- Interpersonal Communication Styles
- Justice in Teams
- Meetings at Work
- Negotiation, Mediation, and Arbitration
- Networking
- Nonverbal Communication
- Online Support
- Social Comparison Theory
- Social Exchange Theory
- Social Loafing
- Social Norms and Conformity
- Social Support
- Status Characteristics Theory
- Team Building
- Team Mental Model
- Team-Based Rewards
- Teams, Creativity and Innovation
- Virtual Interactions
- Virtual Teams
- Workplace Romance
- Leadership and Management
- Behavioral Approach to Leadership
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- Emergent Leadership
- Followership
- Global Leadership and Organizational Behavioral Effectiveness Project
- Implicit Theory of Leadership
- Judgment and Decision-Making Process
- Judgment and Decision-Making Process: Advice Giving and Taking
- Judgment and Decision-Making Process: Heuristics, Cognitive Biases, and Contextual Influences
- Leader–Member Exchange Theory
- Leadership and Gender
- Leadership and Neuroscience
- Leadership and Supervision
- Leadership Circumplex
- Least Preferred Coworker Theory
- Managing Talent in China
- Managing Talent in Global Organizations
- Normative Models of Decision Making and Leadership
- Prospect Theory
- Servant Leadership
- Shared Leadership
- Situational Approach to Leadership
- Situational Leadership Theory
- Theory X/Y
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- Transformational and Transactional Leadership
- Trust
- Volunteer Management
- Workplace Spirituality and Spiritual Leadership
- Motivation and Job Design
- Action Regulation Theory
- Action–State Orientation
- Approach–Avoidance Motivation and Regulatory Focus
- Control Theory
- Employee and Leader Self-Talk
- Empowerment
- Equity Theory
- Expectancy Theory of Work Motivation
- Gamification at Work
- Goal Orientation
- Goal-Setting Theory
- Human–Computer Interaction
- Incentives
- Intrinsic and Extrinsic Work Motivation
- Job Characteristics Theory
- Job Crafting
- Job Design
- Job Rotation
- Motivational Traits
- Need Theories of Work Motivation
- Path–Goal Theory
- Positive Psychology Applied to Work
- Privacy at Work
- Psychological Contract
- Reinforcement Theory of Work Motivation
- Self-Concept Theory of Work Motivation
- Self-Determination Theory
- Self-Efficacy
- Self-Leadership Theory
- Self-Regulation Theory
- Social Cognitive Theory
- Subconscious Motivation
- Theory of Work Adjustment
- Two-Factor Theory
- Work Motivation
- Organizational Climate and Culture
- Organizational Success, Structure, Design, and Change
- Automation/Advanced Manufacturing Technology/Computer-Based Integrated Technology
- Balanced Scorecard
- Dispositional Resistance to Change
- Downsizing
- Furloughs
- High-Performance Organization Model
- High-Reliability Organizations
- Institutional Theory
- Knowledge Management
- Learning Organizations
- Mergers, Acquisitions, and Strategic Alliances
- Open Systems Theory
- Organizational Behavior Management
- Organizational Change
- Organizational Change, Resistance to
- Organizational Communication, Formal
- Organizational Communication, Informal
- Organizational Development
- Organizational Image
- Organizational Structure
- Outsourcing and Temporary Work
- Sociotechnical Approach
- Strategic Planning
- Survivor Syndrome
- Theory of Action
- Total Quality Management
- Virtual Organizations
- Productive Employee Behavior and Performance
- Careers, Identity, and Work–Life Issues
- A Career in I-O Psychology
- Becoming and Being an I-O Psychologist
- Academic Careers in Industrial and Organizational Psychology
- Careers for Industrial and Organizational Psychologists
- Funding Sources for Industrial and Organizational Psychology Research
- Practice Careers in Industrial and Organizational Psychology: External Consulting Roles
- Practice Careers in Industrial and Organizational Psychology: Internal Roles
- Preparing for Academic Careers in Industrial and Organizational Psychology
- Preparing for Careers in Industrial and Organizational Psychology Practice
- Scientist–Practitioner Model
- Succeeding in Academic Careers in Industrial and Organizational Psychology
- Succeeding in Careers in Industrial and Organizational Psychology Practice
- Tips for Applying to Industrial and Organizational Psychology Graduate School
- Tips for Creating a Consulting Practice
- Tips for Getting an Internship
- Professional Organizations and Journals for I-O Psychologists
- Journal of Applied Psychology
- Personnel Psychology
- Academy of Management
- Alliance for Organizational Psychology
- American Psychological Association, Association for Psychological Science
- European Association of Work and Organizational Psychology
- Human Factors and Ergonomics Society
- Industrial and Organizational Psychology Journals
- International Association of Applied Psychology
- Society for Human Resource Management
- Society for Industrial and Organizational Psychology
- Becoming and Being an I-O Psychologist
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