Phoenix College Employee Climate Survey Report September 2004
Transcript
1. Phoenix College Employee Climate Survey Report September
2004
2. Outline
Study Purpose
Study Process
Summary Results
Conclusions
Results Comparison
Recommendations
Appendix
3. Study Purpose
Measure employees sense of well-being
Measure employees sense of satisfaction
Determine the degree to which MCCCD and Phoenix College is an
employer of choice
4. Study Deliverables
Recommendations regarding survey content and design
Strategy for engaging the Colleges workforce in the survey
process
Final report including executive summary, summary of the
methodology used, college-wide and department results
Working papers and reports
Presentation of survey results
5. Study Process
Employee climate surveys were sent to 1062 possible
respondents
The questionnaire included 78 questions regarding the following
factors :
Morale and trust
Management support
Performance feedback/performance management
Communication and empowerment
College wide vs. department change
Detailed questions and responses are provided in the
Appendix
The questionnaires were anonymous, printed on security paper,
and were returned to our office for analysis
400 surveys were returned by the due date
396 were entered (4 were returned blank)
6. Study Process
7. Study Process
8. Study Process
9. Study Process
10. Study Process
11. Study Process
12. Study Process
The response rate was 37% (61% excluding adjunct faculty)
A 50% response rate is typical of this type of survey
While disappointed, the sample size is sufficient to generate a
95% confidence level
Results are statistically valid within +/- .25
Lower than desired response rate indicates both a level of
apathy among employees, as well as a sense of distrust regarding
the process.
13. Study Process
Demographic categories were consolidated into groups
representing sufficient data for analysis and conclusions:
Position
faculty
non-faculty
Age
18-35
36-45
46-55
55-65+
Ethnicity
caucasian
non-caucasian
14. Study Process
Gender
male
female
Years of Service
0-1
2-5
6-10
11-15
16-20
20+
15. Study Process
Scores are based on the following key:
Strongly Agree = 1
Agree = 2
Neutral = 3
Disagree = 4
Strongly Disagree = 5
Scores less than 3 represent agreement; the lower the score
means a more positive reaction
Scores greater than 3 represent disagreement; the higher the
score means a more negative reaction
16. Summary Results
17. Summary Results
18. Summary Results
19. Summary Results
20. Summary Results
21. Summary Results
22. Conclusions
The results are generally neutral to positive
Overall we found some patterns to the responses based on
demographic information
Those younger in age and with fewer years of service averaged
more positive scores than the average of the College on:
Morale and Trust
Management Support
Performance Feedback/Performance Management
Change within College and Department
Faculty also averaged more positive scores than the average of
non-faculty and the College on all factors assessed:
Morale and Trust
Management Support
Performance Feedback/Performance Management
Communication and Empowerment
23. Conclusions
Areas where scores were greater than neutral, reflecting more
negativity and identified as potential problem areas are:
Trust in leadership (question 12)
Confidence in leadership (question 13)
Fair and equitable hiring process (question 20)
Employee input considered in decision-making (question 32)
Equal respect for all jobs (question 36)
Results of climate survey will influence decisions to improve
dept/college (question 53)
Too much change (question 55)
Decision-making involves employees who are most knowledgeable
about issue (question 59)
Existence of collaborative decision-making among administration
and employees (question 60)
Cooperation of work groups to minimize duplication of effort
(question 63)
24. Conclusions
The survey provided employees with an opportunity to make any
comments they wanted. While the majority of employees made
comments, the following reflect those made most frequently:
Frequent Positive Comments
Phoenix College is a wonderful place to work
Satisfied in college and department
Campus and department runs smoothly
Specific employees named as outstanding, efficient and great
leaders
Support given from coworkers
Coworkers are approachable and friendly
25. Conclusions
Frequent Negative Comments
President does not lead, poor decision maker
Mistrust and poor communication with leadership
Low morale
No vision
Racist culture, reverse discrimination
Favoritism exhibited in various departments
Phoenix College is not a fair place to work
Atmosphere less friendly and more strained, depressing place to
work
President and Deans dont get along and dont work together
Disorganization
Lack of respect shown to lower ranks
Specific employees named as being incompetent and creating a
negative climate
The District is responsible for negative climate, not the
College
Substandard facilities
President isnt seen around campus
26. Conclusions
In comparison with other colleges and other governmental
organizations that we have surveyed, Phoenix College scores more
positive than others
27. Results Comparison
28. Recommendations
Cultural and managerial changes may need to be made.
We believe that the management changes will need to be made
first, and that cultural changes will follow.
The College needs to select and place strong Administrators who
can lead the College to meet the challenges of future years. The
alternative is to provide guidance and direction to current
administrators so that they can develop and apply the needed
skills. Where appropriate, the College should retain an
organizational development specialist to work with the
Administration with the objective of improving their working
relationships.
Administrators need to be held accountable for results and
they, in turn, need to train their subordinates to establish
objectives and be held accountable for meeting them.
Increase communication with College employees regarding various
policies and procedures. Efforts should focus on getting employees
to better understand both what is done and why they are done.
29. Recommendations
The College should review the various initiatives that are
underway and establish priorities so that change can be
managed.
Although survey responses were generally neutral to positive,
those issues that received the most comment should be targeted for
attention in a logical and orderly fashion. The College should
share the survey results, along with a plan as to the sequence in
which each issue will be addressed and the manner in which it will
be addressed. Progress on each issue should be communicated to
College employees.
Where there are positive elements, the College should make
every effort to emphasize those as a means of off-setting negative
views held by other employees.