This study gives an example of how a large organization work with employee surveys. It will also create an understanding of how managers handle personnel matters based on the results from an employee survey and an understanding of the significance that the employee survey may have for managers to initiate and implement change. The personnel manager and nine restaurant managers within a restaurant chain of the fast food industry has been participating in the study to provide a view of how an employee survey tool are adopted and worked with in a business. The Self- Determination Continuum (Ryan & Deci, 2000) was used in order to understand the found phenomenon, context and relationships in interviews with restaurant managers regarding their motivation towards an employee survey tool. Reasoning from the interviews were further analyzed using the three basic needs of individuals to adopt a task; perceived independence, relatedness and competence (Deci, 1971). The conclusion is that the employee survey acts as a kind of surveillance tool for the organization's HR department to review the status of its operation. Managers, who work with the tool, see tangible improvements in the implementation of change through employee surveys because it is an effective tool and employees feel safe to answer truthfully when their answers are left anonymously. It is noticeable, however, a great difference in different managerial approach to human utility. Reasons why some of the managers had not done the follow-up of the employee survey was argued to be lack of time, their own absence and change of workplace which was interpreted to make the employee survey results obsolete. Motivation of the managers is also affected negatively by their experience of how quickly improvement from a tool like the employee survey disappears at the workplace, the result is considered to be unfair and they have had a large turnover of staff which is perceived as having an affected on the workplace since the survey was conducted.