Description
This assignment was done. However, the person that completed it used bad grammar. I need it corrected. I have upload the cover letter and survey that needs corrections.
Directions
Complete all components of Course Objective #1 (i.e., Monday-Wednesday, Thursday-Saturday).
Cover Letter
Download the following document from Walonick (2010).Download Walonick (2010).
Read the section, “Cover Letters” on pages 13-14, and create a cover letter that aligns with the suggestions provided by Walonick (2010).
Sampling Method
Read the section, “Sampling” on pages 20-21, and identify what type of sampling method you will use (e.g., random, systematic, etc.).
Next identify at least three people from your school community based on the selected sampling method. For example, if you are using Convenience Sampling, then you would simply pick three people from your school because they have kids who attend your school.
SurveyAdministration
Download the Power of Partnerships Family Survey
Download English Version
Download Spanish Version
Distribute your cover letter and survey to at least three people identified in your sampling method.
Collect the responses from those surveyed.
Submit your cover letter and the responses to Canvas
Unformatted Attachment Preview
A Selection from
Survival Statistics
Copyright © David S. Walonick, 1997 – 2010
All Rights Reserved
ISBN 0-918733-11-1
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Designing and Using Questionnaires
This is the information age. More information has been published in the last decade than
in all previous history. Everyone uses information to make decisions about the future. If
our information is accurate, we have a high probability of making a good decision. If our
information is inaccurate, our ability to make a correct decision is diminished. Better
information usually leads to better decisions.
Ways to Get Information
There are six common ways to get information. These are: literature searches, talking with
people, focus groups, personal interviews, telephone surveys, and mail surveys.
A literature search involves reviewing all readily available materials. These materials can
include internal company information, relevant trade publications, newspapers, magazines,
annual reports, company literature, on-line data bases, and any other published materials. It is
a very inexpensive method of gathering information, although it generally does not yield
timely information. Literature searches take between one and eight weeks.
Talking with people is a good way to get information during the initial stages of a research
project. It can be used to gather information that is not publicly available, or that is too new
to be found in the literature. Examples might include meetings with prospects, customers,
suppliers, and other types of business conversations at trade shows, seminars, and association
meetings. Although often valuable, the information has questionable validity because it is
highly subjective and might not be representative of the population.
A focus group is used as a preliminary research technique to explore people’s ideas and
attitudes. It is often used to test new approaches (such as products or advertising), and to
discover customer concerns. A group of 6 to 20 people meet in a conference-room-like
setting with a trained moderator. The room usually contains a one-way mirror for viewing,
including audio and video capabilities. The moderator leads the group’s discussion and keeps
the focus on the areas you want to explore. Focus groups can be conducted within a couple of
weeks and cost between two and three thousand dollars. Their disadvantage is that the sample
is small and may not be representative of the population in general.
Personal interviews are a way to get in-depth and comprehensive information. They involve
one person interviewing another person for personal or detailed information. Personal
interviews are very expensive because of the one-to-one nature of the interview ($50+ per
interview). Typically, an interviewer will ask questions from a written questionnaire and
record the answers verbatim. Sometimes, the questionnaire is simply a list of topics that the
research wants to discuss with an industry expert. Personal interviews (because of their
expense) are generally used only when subjects are not likely to respond to other survey
methods.
Telephone surveys are the fastest method of gathering information from a relatively large
sample (100-400 respondents). The interviewer follows a prepared script that is essentially
the same as a written questionnaire. However, unlike a mail survey, the telephone survey
allows the opportunity for some opinion probing. Telephone surveys generally last less than
ten minutes. Typical costs are between four and six thousand dollars and they can be
completed in two to four weeks.
Mail surveys are a cost effective method of gathering information. They are ideal for large
sample sizes, or when the sample comes from a wide geographic area. They cost a little less
than telephone interviews, however, they take over twice as long to complete (eight to twelve
weeks). Because there is no interviewer, there is no possibility of interviewer bias. The main
disadvantage is the inability to probe respondents for more detailed information.
E-mail and internet surveys are relatively new and little is known about the effect of
sampling bias in internet surveys. While it is clearly the most cost effective and fastest
method of distributing a survey, the demographic profile of the internet user does not
represent the general population, although this is changing. Before doing an e-mail or internet
survey, carefully consider the effect that this bias might have on the results.
Questionnaire Research Flow Chart
Questionnaire research design proceeds in an orderly and specific manner. Each item in
the flow chart depends upon the successful completion of all the previous items.
Therefore, it is important not to skip a single step. Notice that there are two feedback
loops in the flow chart to allow revisions to the methodology and instruments.
Design Methodology
Determine Feasibility
Develop Instruments
Select Sample
Conduct Pilot Test
Revise Instruments
Conduct Research
Analyze Data
Prepare Report
Time Considerations
Many researchers underestimate the time required to complete a research project. The
following form may be used as an initial checklist in developing time estimates. The best
advice is to be generous with your time estimates. Things almost always take longer than
we think they should.
This checklist contains two time estimates for each task. The first one (Hours) is your
best estimate of the actual number of hours required to complete the task. The second one
(Duration) is the amount of time that will pass until the task is completed. Sometimes
these are the same and sometimes they are different. Most researchers and businesspeople have to divide their time among many projects. They simply cannot give all their
time to any one project. For example, my estimate of goal clarification may be four
hours, but other commitments allow me to spend only two hours a day on this study. My
“hours” estimate is four hours, and my “duration” estimate is two days.
To arrive at your final time estimates, add the individual estimates. The hours estimate is
used for budget planning and the duration estimate is used to develop a project time line.
Hours
1. Goal clarification ………………………………………..
2. Overall study design ……………………………………
3. Selecting the sample ……………………………………
4. Designing the questionnaire
and cover letter ……………………………………………
5. Conduct pilot test ………………………………………..
6. Revise questionnaire (if necessary) ……………….
7. Printing time ………………………………………………
8. Locating the sample (if necessary) ………………..
9. Time in the mail & response time ………………….
10. Attempts to get non-respondents …………………
11. Editing the data and
coding open-ended questions ………………………
12. Data entry and verification …………………………
13. Analyzing the data …………………………………….
14. Preparing the report …………………………………..
15. Printing & distribution of the report …………….
Duration
________ ________
________ ________
________ ________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
________
Cost Considerations
Both beginning and experienced researchers often underestimate the cost of doing
questionnaire research. Some of the most common costs are:
Proposal typing and editing.
Cover letter and questionnaire typing.
Addressing mailing envelopes.
Following up on non-respondents.
Mailing list cost (if necessary).
Artwork and keylining.
Cover letter and survey printing costs.
Envelope costs (both ways + more).
Postage costs (both ways + more).
Incentives.
Data entry and verification.
Statistical analysis programmer.
Distribution of the final report.
________
________
________
________
________
________
________
________
________
________
________
________
________
Advantages of Written Questionnaires
Questionnaires are very cost effective when compared to face-to-face interviews. This is
especially true for studies involving large sample sizes and large geographic areas.
Written questionnaires become even more cost effective as the number of research
questions increases.
Questionnaires are easy to analyze. Data entry and tabulation for nearly all surveys can
be easily done with many computer software packages.
Questionnaires are familiar to most people. Nearly everyone has had some experience
completing questionnaires and they generally do not make people apprehensive.
Questionnaires reduce bias. There is uniform question presentation and no middle-man
bias. The researcher’s own opinions will not influence the respondent to answer questions
in a certain manner. There are no verbal or visual clues to influence the respondent.
Questionnaires are less intrusive than telephone or face-to-face surveys. When a
respondent receives a questionnaire in the mail, he is free to complete the questionnaire
on his own time-table. Unlike other research methods, the respondent is not interrupted
by the research instrument.
Disadvantages Of Written Questionnaires
One major disadvantage of written questionnaires is the possibility of low response rates.
Low response is the curse of statistical analysis. It can dramatically lower our confidence
in the results. Response rates vary widely from one questionnaire to another (10% 90%), however, well-designed studies consistently produce high response rates.
Another disadvantage of questionnaires is the inability to probe responses.
Questionnaires are structured instruments. They allow little flexibility to the respondent
with respect to response format. In essence, they often lose the “flavor of the response”
(i.e., respondents often want to qualify their answers). By allowing frequent space for
comments, the researcher can partially overcome this disadvantage. Comments are
among the most helpful of all the information on the questionnaire, and they usually
provide insightful information that would have otherwise been lost.
Nearly ninety percent of all communication is visual. Gestures and other visual cues are
not available with written questionnaires. The lack of personal contact will have different
effects depending on the type of information being requested. A questionnaire requesting
factual information will probably not be affected by the lack of personal contact. A
questionnaire probing sensitive issues or attitudes may be severely affected.
When returned questionnaires arrive in the mail, it’s natural to assume that the respondent
is the same person you sent the questionnaire to. This may not actually be the case. Many
times business questionnaires get handed to other employees for completion. Housewives
sometimes respond for their husbands. Kids respond as a prank. For a variety of reasons,
the respondent may not be who you think it is. It is a confounding error inherent in
questionnaires.
Finally, questionnaires are simply not suited for some people. For example, a written
survey to a group of poorly educated people might not work because of reading skill
problems. More frequently, people are turned off by written questionnaires because of
misuse.
Questionnaire Design – General Considerations
Most problems with questionnaire analysis can be traced back to the design phase of the
project. Well-defined goals are the best way to assure a good questionnaire design. When
the goals of a study can be expressed in a few clear and concise sentences, the design of
the questionnaire becomes considerably easier. The questionnaire is developed to directly
address the goals of the study.
One of the best ways to clarify your study goals is to decide how you intend to use the
information. Do this before you begin designing the study. This sounds obvious, but
many researchers neglect this task. Why do research if the results will not be used?
Be sure to commit the study goals to writing. Whenever you are unsure of a question,
refer to the study goals and a solution will become clear. Ask only questions that directly
address the study goals. Avoid the temptation to ask questions because it would be
“interesting to know”.
As a general rule, with only a few exceptions, long questionnaires get less response than
short questionnaires. Keep your questionnaire short. In fact, the shorter the better.
Response rate is the single most important indicator of how much confidence you can
place in the results. A low response rate can be devastating to a study. Therefore, you
must do everything possible to maximize the response rate. One of the most effective
methods of maximizing response is to shorten the questionnaire.
If your survey is over a few pages, try to eliminate questions. Many people have
difficulty knowing which questions could be eliminated. For the elimination round, read
each question and ask, “How am I going to use this information?” If the information will
be used in a decision-making process, then keep the question… it’s important. If not,
throw it out.
One important way to assure a successful survey is to include other experts and relevant
decision-makers in the questionnaire design process. Their suggestions will improve the
questionnaire and they will subsequently have more confidence in the results.
Formulate a plan for doing the statistical analysis during the design stage of the project.
Know how every question will be analyzed and be prepared to handle missing data. If
you cannot specify how you intend to analyze a question or use the information, do not
use it in the survey.
Make the envelope unique. We all know how important first impressions are. The same
holds true for questionnaires. The respondent’s first impression of the study usually
comes from the envelope containing the survey. The best envelopes (i.e., the ones that
make you want to see what’s inside) are colored, hand-addressed and use a
commemorative postage stamp. Envelopes with bulk mail permits or gummed labels are
perceived as unimportant. This will generally be reflected in a lower response rate.
Provide a well-written cover letter. The respondent’s next impression comes from the
cover letter. The importance of the cover letter should not be underestimated. It provides
your best chance to persuade the respondent to complete the survey.
Give your questionnaire a title that is short and meaningful to the respondent. A
questionnaire with a title is generally perceived to be more credible than one without.
Include clear and concise instructions on how to complete the questionnaire. These must
be very easy to understand, so use short sentences and basic vocabulary. Be sure to print
the return address on the questionnaire itself (since questionnaires often get separated
from the reply envelopes).
Begin with a few non-threatening and interesting items. If the first items are too
threatening or “boring”, there is little chance that the person will complete the
questionnaire. People generally look at the first few questions before deciding whether or
not to complete the questionnaire. Make them want to continue by putting interesting
questions first.
Use simple and direct language. The questions must be clearly understood by the
respondent. The wording of a question should be simple and to the point. Do not use
uncommon words or long sentences. Make items as brief as possible. This will reduce
misunderstandings and make the questionnaire appear easier to complete. One way to
eliminate misunderstandings is to emphasize crucial words in each item by using bold,
italics or underlining.
Leave adequate space for respondents to make comments. One criticism of
questionnaires is their inability to retain the “flavor” of a response. Leaving space for
comments will provide valuable information not captured by the response categories.
Leaving white space also makes the questionnaire look easier and this increases response.
Place the most important items in the first half of the questionnaire. Respondents often
send back partially completed questionnaires. By putting the most important items near
the beginning, the partially completed questionnaires will still contain important
information.
Hold the respondent’s interest. We want the respondent to complete our questionnaire.
One way to keep a questionnaire interesting is to provide variety in the type of items
used. Varying the questioning format will also prevent respondents from falling into
“response sets”. At the same time, it is important to group items into coherent categories.
All items should flow smoothly from one to the next.
If a questionnaire is more than a few pages and is held together by a staple, include some
identifying data on each page (such as a respondent ID number). Pages often accidentally
separate.
Provide incentives as a motivation for a properly completed questionnaire. What does the
respondent get for completing your questionnaire? Altruism is rarely an effective
motivator. Attaching a dollar bill to the questionnaire works well. If the information you
are collecting is of interest to the respondent, offering a free summary report is also an
excellent motivator. Whatever you choose, it must make the respondent want to complete
the questionnaire.
Use professional production methods for the questionnaire–either desktop publishing or
typesetting and keylining. Be creative. Try different colored inks and paper. The object is
to make your questionnaire stand out from all the others the respondent receives.
Make it convenient. The easier it is for the respondent to complete the questionnaire the
better. Always include a self-addressed postage-paid envelope. Envelopes with postage
stamps get better response than business reply envelopes (although they are more
expensive since you also pay for the non-respondents).
The final test of a questionnaire is to try it on representatives of the target audience. If
there are problems with the questionnaire, they almost always show up here. If possible,
be present while a respondent is completing the questionnaire and tell her that it is okay
to ask you for clarification of any item. The questions she asks are indicative of problems
in the questionnaire (i.e., the questions on the questionnaire must be without any
ambiguity because there will be no chance to clarify a question when the survey is
mailed).
Qualities of a Good Question
There are good and bad questions. The qualities of a good question are as follows:
1. Evokes the truth. Questions must be non-threatening. When a respondent is concerned
about the consequences of answering a question in a particular manner, there is a
good possibility that the answer will not be truthful. Anonymous questionnaires that
contain no identifying information are more likely to produce honest responses than
those identifying the respondent. If your questionnaire does contain sensitive items,
be sure to clearly state your policy on confidentiality.
2. Asks for an answer on only one dimension. The purpose of a survey is to find out
information. A question that asks for a response on more than one dimension will not
provide the information you are seeking. For example, a researcher investigating a
new food snack asks “Do you like the texture and flavor of the snack?” If a
respondent answers “no”, then the researcher will not know if the respondent dislikes
the texture or the flavor, or both. Another questionnaire asks, “Were you satisfied
with the quality of our food and service?” Again, if the respondent answers “no”,
there is no way to know whether the quality of the food, service, or both were
unsatisfactory. A good question asks for only one “bit” of information.
3. Can accommodate all possible answers. Multiple choice items are the most popular
type of survey questions because they are generally the easiest for a respondent to
answer and the easiest to analyze. Asking a question that does not accommodate all
possible responses can confuse and frustrate the respondent. For example, consider
the question:
What brand of computer do you own? __
A. IBM PC
B. Apple
Clearly, there are many problems with this question. What if the respondent doesn’t own
a microcomputer? What if he owns a different brand of computer? What if he owns both
an IBM PC and an Apple? There are two ways to correct this kind of problem.
The first way is to make each response a separate dichotomous item on the questionnaire.
For example:
Do you own an IBM PC? (circle: Yes or No)
Do you own an Apple computer? (circle: Yes or No)
Another way to correct the problem is to add the necessary response categories and allow
multiple responses. This is the preferable method because it provides more information
than the previous method.
What brand of computer do you own?
(Check all that apply)
__ Do not own a computer
__ IBM PC
__ Apple
__ Other
4. Has mutually exclusive options. A good question leaves no ambiguity in the mind of
the respondent. There should be only one correct or appropriate choice for the
respondent to make. An obvious example is:
Where did you grow up? __
A. country
B. farm
C. city
A person who grew up on a farm in the country would not know whether to select choice
A or B. This question would not provide meaningful information. Worse than that, it
could frustrate the respondent and the questionnaire might find its way to the trash.
5. Produces variability of responses. When a question produces no variability in
responses, we are left with considerable uncertainty about why we asked the question
and what we learned from the information. If a question does not produce variability
in responses, it will not be possible to perform any statistical analyses on the item.
For example:
What do you think about this report? __
A. It’s the worst report I’ve read
B. It’s somewhere between the worst and best
C. It’s the best report I’ve read
Since almost all responses would be choice B, very little information is learned. Design
your questions so they are sensitive to differences between respondents. As another
example:
Are you against drug abuse? (circle: Yes or No)
Again, there would be very little variability in responses and we’d be left wondering why
we asked the question in the first place.
6. Follows comfortably from the previous question. Writing a questionnaire is similar to
writing anything else. Transitions between questions should be smooth. Grouping
questions that are similar will make the questionnaire easier to complete, and the
respondent will feel more comfortable. Questionnaires that jump from one unrelated
topic to another feel disjointed and are not likely to produce high response rates.
7. Does not presuppose a certain state of affairs. Among the most subtle mistakes in
questionnaire design are questions that make an unwarranted assumption. An
example of this type of mistake is:
Are you satisfied with your current auto insurance? (Yes or No)
This question will present a problem for someone who does not currently have auto
insurance. Write your questions so they apply to everyone. This often means simply
adding an additional response category.
Are you satisfied with your current auto insurance?
___ Yes
___ No
___ Don’t have auto insurance
One of the most common mistaken assumptions is that the respondent knows the correct
answer to the question. Industry surveys often contain very specific questions that the
respondent may not know the answer to. For example:
What percent of your budget do you spend on
direct mail advertising? ____
Very few people would know the answer to this question without looking it up, and very
few respondents will take the time and effort to look it up. If you ask a question similar to
this, it is important to understand that the responses are rough estimates and there is a
strong likelihood of error.
It is important to look at each question and decide if all respondents will be able to
answer it. Be careful not to assume anything. For example, the following question
assumes the respondent knows what Proposition 13 is about.
Are you in favor of Proposition 13 ?
___ Yes
___ No
___ Undecided
If there is any possibility that the respondent may not know the answer to your question,
include a “don’t know” response category.
8. Does not imply a desired answer. The wording of a question is extremely important.
We are striving for objectivity in our surveys and, therefore, must be careful not to
lead the respondent into giving the answer we would like to receive. Leading
questions are usually easily spotted because they use negative phraseology. As
examples:
Wouldn’t you like to receive our free brochure?
Don’t you think the Congress is spending too much money?
9. Does not use emotionally loaded or vaguely defined words. This is one of the areas
overlooked by both beginners and experienced researchers. Quantifying adjectives
(e.g., most, least, majority) are frequently used in questions. It is important to
understand that these adjectives mean different things to different people.
10. Does not use unfamiliar words or abbreviations. Remember who your audience is and
write your questionnaire for them. Do not use uncommon words or compound
sentences. Write short sentences. Abbreviations are okay if you are absolutely certain
that every single respondent will understand their meanings. If there is any doubt at
all, do not use the abbreviation. The following question might be okay if all the
respondents are accountants, but it would not be a good question for the general
public.
What was your AGI last year? ______
11. Is not dependent on responses to previous questions. Branching in written
questionnaires should be avoided. While branching can be used as an effective
probing technique in telephone and face-to-face interviews, it should not be used in
written questionnaires because it sometimes confuses respondents. An example of
branching is:
1. Do you currently have a life insurance policy ? (Yes or No) If
no, go to question 3
2. How much is your annual life insurance premium ? _________
These questions could easily be rewritten as one question that applies to everyone:
1. How much did you spend last year for life insurance ? ______
12. Does not ask the respondent to order or rank a series of more than five items.
Questions asking respondents to rank items by importance should be avoided. This
becomes increasingly difficult as the number of items increases, and the answers
become less reliable. This becomes especially problematic when asking respondents
to assign a percentage to a series of items. In order to successfully complete this task,
the respondent must mentally continue to re-adjust his answers until they total one
hundred percent. Limiting the number of items to five will make it easier for the
respondent to answer.
Pre-notification Letters
Many researchers have studied pre-notification letters to determine if they increase
response rate. A meta-analysis of these studies revealed an aggregate increase in response
rate of 7.7 percent. Pre-notification letters might help to establish the legitimacy of a
survey, thereby contributing to a respondent’s trust. Another possibility is that a prenotification letter builds expectation and reduces the possibility that a potential
respondent might disregard the survey when it arrives.
Pre-letters are seldom used in marketing research surveys. They are an excellent (but
expensive) way to increase response. The researcher needs to weigh the additional cost of
sending out a pre-letter against the probability of a lower response rate. When sample
sizes are small, every response really counts and a pre-letter is highly recommended.
1. Briefly describe why the study is being done and identify the sponsors. This is
impressive and lends credibility to the study.
2. Explain why the person receiving the pre-letter was chosen to receive the
questionnaire.
3. Justify why the respondent should complete the questionnaire. The justification must
be something that will benefit the respondent. For most people, altruism is not
sufficient justification. If an incentive will be included with the questionnaire,
mention the inclusion of a free gift without specifically telling what it will be.
4. Explain how the results will be used.
Cover Letters
The cover letter is an essential part of the survey. To a large degree, the cover letter will
affect whether or not the respondent completes the questionnaire. It is important to
maintain a friendly tone and keep it as short as possible. The importance of the cover
letter should not be underestimated. It provides an opportunity to persuade the respondent
to complete the survey. If the questionnaire can be completed in less than five minutes,
the response rate can be increased by mentioning this in the cover letter.
Flattering the respondent in the cover letter does not seem to affect response. Altruism or
an appeal to the social utility of a study has occasionally been found to increase response,
but more often, it is not an effective motivator.
There are no definitive answers whether or not to personalize cover letters (i.e., the
respondents name appears on the cover letter). Some researchers have found that
personalized cover letters can be detrimental to response when anonymity or
confidentiality are important to the respondent.
The literature regarding personalization are mixed. Some researchers have found that
personalized cover letters with hand-written signatures helped response rates. Other
investigators, however, have reported that personalization has no effect on response.
The signature of the person signing the cover letter has been investigated by several
researchers. Ethnic sounding names and the status of the researcher (professor or
graduate student) do not affect response. One investigator found that a cover letter signed
by the owner of a marina produced better response than one signed by the sales manager.
The literature is mixed regarding whether a hand-written signature works better than one
that is mimeographed. Two researchers reported that mimeographed signatures worked as
well as a hand-written one, while another reported that hand-written signatures produced
better response. Another investigator found that cover letters signed with green ink
increased response by over 10 percent.
It is commonly believed that a handwritten postscript (P.S.) in the cover letter might
increase response. One older study did find an increase in response, however, more
recent studies found no significant difference.
1. Describe why the study is being done (briefly) and identify the sponsors.
2. Mention the incentive. (A good incentive is a copy of the results).
3. Mention inclusion of a stamped, self-addressed return envelope.
4. Encourage prompt response without using deadlines.
5. Describe your “confidentiality/anonymity” policy.
6. Give the name and phone number of someone they can call with questions.
Response Rate and Following up on Nonrespondents
Response rate is the single most important indicator of how much confidence can be
placed in the results of a survey. A low response rate can be devastating to the reliability
of a study.
One of the most powerful tool for increasing response is to use follow-ups or reminders.
Traditionally, between 10 and 60 percent of those sent questionnaires respond without
follow-up reminders. These rates are too low to yield confident results, so the need to
follow up on nonrespondents is clear.
Researchers can increase the response from follow-up attempts by including another copy
of the questionnaire. When designing the follow-up procedure, it is important for the
researcher to keep in mind the unique characteristics of the people in the sample. The
most successful follow-ups have been achieved by phone calls.
Many researchers have examined whether postcard follow-ups are effective in increasing
response. The vast majority of these studies show that a follow-up postcard slightly
increases response rate, and a meta-analysis revealed an aggregate gain of 3.5 percent.
The postcard serves as a reminder for subjects who have forgotten to complete the
survey.
Nonresponse
