2008 Staff Survey Study

1. 2008 Staff Survey Study Dean’s Business Office

2. 2008SURVEYSTUDY FINDINGS (1) Lucia Guillory

3. Overview of Feedback Process • First survey outline (51) • Variable Specific Satisfaction • Organizational Constraint • Justice • Role Ambiguity • All findings - Findings of interest • Most prominent comments - All comments • Second survey feedback (52) • Focus group - Description - Meeting times Bauer

4. Business Office Satisfaction

5. Satisfaction Points of Interest Note: similar to study 2 findings Bauer

6. Organizational Constraint (OC) • Situations or things that prevent employees from translating ability and effort into high levels of job performance. (Spector & Jex 1998) • Units of time / frequency Physiological Symptoms Commitment Organizational Constraint Dissatisfaction Incivility

7. OC Findings Bauer

8. OC Highs and Lows Bauer

9. Justice • Procedural, information, interpersonal, & distributive • Use of composite scores • To what extent have you been treated justly? Bauer

10. Justice Continued Bauer

11. Role Ambiguity • The level of uncertainty or lack of clarity surrounding expectations about a single role (Ilgen &Hollenbeck 1991) • All positive statements • Aggregate from abridged measure Bauer

12. Most Prominent Comments • Acknowledge achievements (3) • Telecommuting program (4) • Atmosphere (3) • Workshops (2) • Communication (2) Bauer

13. All Comments Paraphrased Please note: Comments that reflected changes in the second survey are in blue. • Work from home/ telecommuting program (4) • Conflicting rules provided by Dean’s office and Supervisor • Atmosphere (3) -talking in the office -staff eating area (being able to use the EMBA lounge for lunch) -openness • More inclusion when asked to perform second task. • Document/acknowledge achievements as well as failings (3) -RICS (new titles for some staff in that field) -Distribution of accolades and raises • More personalization in both written and oral communication. • Fairness • Rules should be followed by all regardless of sonority. Bauer

14. Comments Continued • Training should be mandatory for people holding high positions. • Long time employees should be able to park in the lot next to Melcher. • There should be a survey about how the staff interacts with the rest of the university. The Dean’s office only does what they have been told to do by the university level administrators. • Provide more workshops and meetings (2) -organization courses should be offered • It would be helpful to know more about the people in other departments and what they do. • Better information tracking system to track documents that have been sent to Dean’s office for submission • More thorough auditing • Communication (2) -Communicate procedures before documents are done wrong. -Be consistent about the wrong and right way to do things.

15. Comments Continued • Online information about what job each person in business office does • Add a not applicable option to the second survey. • Have a contact person within the Dean’s business office to help with People soft computer problems • Another Survey about work satisfaction of the unit level • Accolades -Dean’s office seems to accomplish tasks with ease -Great open door policy • RAR staff does a poor job of working with students and staff from other departments; they should be held accountable. • There is no place on this survey to note what the Dean’s Business Office is doing well. • Visit the units and Centers; don’t just wait for staff from the units to come to the Dean’s Business Office. • Allow enough time for tasks to be completed. Bauer

16. Study 2 Preliminary Findings • Physiological symptoms • Incivility • Policy changes • General satisfaction • Organizational commitment • Dean’s Office’s 3 major task areas Incivility: 52 respondents Physiological symptoms: 49 respondents

17. Study 2 Preliminary Findings • Proposed Changes Database 29/52, telecommuting 36/52, emails 20/51 Workshops 17/51, social events 9/52, rewards 30/52 Information about others in the college 17/52 Information about Dean’s Business Office Staff 20/52 Bauer

18. Study 2 Preliminary Findings Belonging = Affective

19. Satisfaction Strain Incivility Focus Areas • Team Atmosphere • Interruptions • Distributive Justice (staff appreciation) • Incivility and strain • Various policy changes • Segments Financial: strength: responsiveness weakness: consistency ** HR/Payroll: strength: verbal communication weakness: consistency Administrative: strength: verbal communication weakness: team atmosphere Bauer

20. Focus Group • What?A method of research that involves groups discussing specific ideas or topics, guided by a moderator. • Why?To develop and implement practical solutions for the issues identified in the survey sequence • When?Thursday July 17 at 10:00 • Where? Here! Room 203

21. Catalogue of all Findings Survey (1) 1. How would you rate the Dean’s Business Office on these qualities? Bauer

22. All Findings Survey (1) 2. How often do you find it difficult or impossible to do your job because of ___________? Bauer

23. All Findings Survey (1) The following items refer to the procedures implemented by the Dean's Business Office. To what extent: To what extent: Bauer

24. All Findings Survey (1) • What could we do to make your job easier?Please see full list of comments from survey one on pages 13-15. • The following items refer to your treatment by Dean’s Business Office staff. To what extent: • Here are a few statements describing ambiguity you may experience at work. Bauer

25. Catalogue of all Findings Survey (2) How do you feel about your job? or Bauer

26. All Findings Survey (2) • Are there Dean's Business Office policies that you find particularly helpful? (24 respondents) – Please note: Some respondents answered the aforementioned question in the form of comments, questions, or suggestions for change. • Yes • Sara’s HR insight, we need a clearer room reservation system • All • My initial meeting after being hired was very welcoming • Cash handling policies • Staff tuition scholarship • No • All of the policies are good but, they should be distributed to the faculty and staff • Open door policy; Dean’s office authority figures are kind and responsive • Time stamping documents, responsiveness and emails with notifications of important dates • Not really, no policies are not universally helpful to all staff • I do not know what the Dean’s Business Office’s policies are. It would be helpful in these policies were sent to staff via email or put on a webpage. Bauer

27. All Findings Survey (2) • Policies that you find particularly helpful (continued) • We don’t know enough about our policies, procedures and options • Working with Business Administrators to set deadlines • What are the rules and regulations of graduate assistants and work studies? • Scholarship reimbursement for staff! • I am unfamiliar with Dean’s Business Office Policies • None • No • We are not always notified of changes • Course development sessions • Staff in the Dean’s Business Office are very kind and supportive. • Yes • Helpful and efficient Bauer

28. All Findings Survey (2) Please indicate your agreement with the following statements by selecting the appropriate buttons. Bauer

29. All Findings Survey (2) • Is there anything that the Dean's Business Office does that makes your job more difficult? (24 respondents) Please note: Some respondents answered the aforementioned question in the form of comments, questions, or suggestions for change. • No (6) • Not being informed of student related policy changes (especially tuition and fee issues) • Please provide a list of Bauer facts • Policy development and enforcement are inconsistent (3) • Suggestion: telecommuting program • Different individuals within the Dean’s Business office may provide conflicting answers to specific questions. • No problems, the Dean’s Business Office applies M.A.P.P. consistently Bauer

30. All Findings Survey (2) • What does the Dean's Business Office do that makes your job more difficult? • I do not feel comfortable with the administrative portion of the Dean’s Business Office. Our previous supervisor promoted the idea that the Dean’s Business Office was more interested in hindering staff than in helping staff. Our supervisor also promoted the idea that our opinions and suggestion were of little significance. I know of no resolution for these trust issues. • Working women experience issues with the flex hours plan because daycares do not operate on the same timeframe as the flex hours plan or the plan without flex hours. Telecommuting should supplement flex time. • Praises, raises and awards should be distributed more fairly. If the distribution was fair people would be more satisfied and feel happy to celebrate the success of others. • Inconsistency Bauer

31. All Findings Survey (2) • What does the Dean's Business Office do that makes your job more difficult? • Follow up on a recent request, departments do not allow 24 hour turn around laps periods • Having to submit a spreadsheet with the SDOL/P and Tcard reports • Contracts and travel paperwork • Trust issues exist between the various departments and the Dean’s Business Office. The Business Office may not fully understand the interworking of the various departments and centers. The absence of knowledge about the departments leads the Dean’s Office to send back documents and ask for justifications at a greater rate or frequency than is necessary. The Dean’s Office should be held responsible when their auditing mistakes lead to the return of documents from the university level. To examine the Bauer College staff’s most common physiological symptoms or possible physiological responses to stress please see slide 16. Bauer

32. All Findings Survey (2) Please indicate your agreement with the following statements by selecting the appropriate buttons. (Continuance Commitment) Bauer

33. All Findings Survey (2) How do you feel about the proposed changes listed below? Bauer

34. All Findings Survey (2) During the PAST YEAR have you been in a situation where any of your superiors or coworkers: Bauer

35. All Findings Survey (2) Please rate the Dean's Business Office's Financial Team on these factors. Please rate the HR/Payroll portion of the Dean's Business Office on these factors. Bauer

36. All Findings Survey (2) Please rate the Administrative portion of the Dean's Business Office on these factors. Please note 43 employees participated in the evaluation of each of the (3) portions of the Dean’s Business Office (slides 35 and 36). Bauer