The success or failure of change programmes is increasingly being attributed to "soft" cultural issues. Organizations exist within a chaotic environment where the satisfaction of their employees may be one of the key contributors to competitive edge. This paper considers the utility of employee satisfaction data collected by organizations, and concludes that the utility is low due to deficiencies in the data collection tools and the theory available to aid interpretation. A study is undertaken within a small/medium enterprise to investigate the extent to which these issues can be addressed.
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