JMagdelino_Data Analysis

ACME AUTOMOTIVE, INC - RICHARDMAGS 1
ACME Automotive, Inc.
RichardMags Consulting
Julia Magdelino - November 14, 2014

RichardMags Consulting
555 North Tumble Drive
Chicago, Illinois 50505
consulting@richardmags.com
(909) 123 - 4555
Extension:
Senior Consultant 111
Content & Design Office 222
General Information 333

Table of Contents
Topic Page #
Executive Summary 4
Analysis 5
Data Preparation 5
Factor Analysis 5
Reliability Analysis 7
Results Summary 7
Detailed Results 8
Recommendations 10
Action Plan 12
Conclusion 13
Appendix A – Factor Analysis Matrix 14
Appendix B – Descriptive Statistics 18
Appendix C – Factor Analysis and Reliability 21
Appendix D – Rating Summaries 26
Appendix E – Demographic and Eigenvalue Information 38

Executive Summary
ACME Automotive has requested our firm to develop a strong organizational
survey to assist them with addressing issues within their work place climate and
leadership. ACME Automotive management has perceived said issues since the
acquisition of P&P Services in 2010. However, nine years earlier in 2001 the Board of
Directors chose to redirect the company’s strategic plan, which resulted in numerous
acquisitions over a span of ten years. ACME Automotive developed from a small
company producing less that 50 automotive parts to the largest automotive services
company in the country. Without considering the psychological impact of such changes
on the workforce, a company can quickly lose productive morale from its employees.
In addition to the negative effects of rapid growth, Union leaders are currently
concerned with safety standards within the company and negotiating ways to address
those standards. Conducting an organizational survey will provide a foundation for
any issues that may be present. Some issues ACME Automotive will want to pay
attention to; employee engagement, increasing morale, and communication within and
between multiple levels of the organization. These became issues as result of the
acquisition period. Looking into the training and development processes and
improving any weaknesses can confront safety concerns. By addressing these matters,
reasons for high turnover in ACME Automotive will become easier to understand with
a better knowledge of the employees’ opinions at all levels.
Objectives
The purpose of this survey is to provide a business and technical framework for
designing and implementing methods to promote the safety of employees and increase
work force climate in regards to merger issues. The following is a list of major objectives
to be achieved by the survey:
• Trends in leadership from management
• The effectiveness of current training and development processes
• Misalignments occurring between demographic groups
• Establish measures of organizational progression
• Provide evidence to create a solution framework
The key stakeholder for this survey is the CHRO of ACME Automotive, Inc. as it was
the CHRO who sought out our company with intent concern for ACME. However,
more participation was necessary by multiple levels of the organization. The task force
for this survey development includes:
• All members of the executive management board in order to gain perspective of
the organization from the top.
• The manager of each location in order to gather qualitative content specific to
various locations.
• Employees from the floor level teams from various locations to further the levels
qualitative content specific to those locations.

• These floor level employees were chosen by recommendation of the
location manager and screened to ensure full commitment to the process.
The survey development team consisted of representatives from executive
management, in addition to RichardMags personnel, to ensure clear and easy to
understand items in this instrument. The following are members of the survey
development team:
• The Senior Consultant/Project Manger
• Content and Design Experts
• ACME Chief Human Resources Officer
• ACME Executive Board
• Union Representative
• Department Heads
Survey Analysis
Data Preparations
RichardMags personnel maneuvered through an intricate process to prepare the
collected data for interpretation.
• Step 1: Run Frequency test to check for any abnormalities (ie. missing data) that
may be present in the data.
• Step 2: Apply labels (location, employee type, shift) and rating scales (strongly
disagree, disagree, neutral, agree, strongly agree) to the data.
• Step 3: Recode reverse-scored items.
• Item 18 and item 42 responses do not follow the trend of the other items.
Majority of the items are represented as “favorable” if responses are
“strongly agree” and “agree”. In the case of items 18 and 42, “strongly
disagree” and “disagree” responses are a “favorable” response.
• Step 4: Re-run Frequency test to check for any errors during recoding.
• Step 5: Clean, label, and summarize data.
Missing Data: It is advised to keep all items with missing data under consideration.
Items with missing data could be due to employees’ unfamiliarity with the survey
process and multiple other factors. ACME has not administered a survey in a significant
amount of time. Therefore, all responses are valuable (Appendix C).
Factor Analysis
A factor analysis is a statistical method, which provides a basis for the relationship
between variables. It is used to determine the themes present in the survey and which
questions represent those themes. The themes present in ACME survey are as follows:

• Supervisor/Employee Relationship - Regards the relationship between an
employee and the immediate person they report to.
• Management/Employee Interactions - Regards aspects of management
including, but not limited to, teamwork, communication and fair treatment.
• Identification with Organization - Pertains to employees’ attitude on their
connection to the job.
• Continuous Improvement - Regards the actions ACME is taking to grow and
stay competitive in the industry.
• Mission/Philosophy - Regards the employee understanding of the company
philosophy towards customer needs, goals, and development.
• Working Environment - Regards the attitudes toward the safety of the
workplace and the processes in place to ensure employee safety.
• Training - Regards the attitudes toward the quality of training received.
• Teamwork - Regards employee attitudes toward relationships with co-workers.
• The teamwork theme does not follow best practices due to the limited
number of items that load onto it. However, the items provide quality
discussion topics and therefore are defined by a theme to provide specific
data.
• RichardMags suggests that more items be added to this theme in future
survey endeavors to obtain data with greater substance for the overall
attitudes of employees.
• Miscellaneous - A few questions did not relate to any specific survey theme.
Item 42 and Item 10 touch on autonomy (independence at work) and efficacy
(producing the product). While the autonomy and efficacy are important topics,
it is a best practice to construct themes with a minimum of 3 items. It may be
beneficial to create more items for these themes in future surveys.
STRONGEST FACTOR ANALYSIS ITEMS
A sufficient factor loading for an item is .65-.70, ideally without any cross loadings. A
cross loading occurs when an item is represented on another factor, in addition to its
primary factor loading, with .25 or higher. The following items are the strongest factor
loadings from the ACME survey.
• Supervisor/Employee Relationship:
• Item 26. Overall, the person I report to is doing good job (.806).
• Item 48. The person I report to treats everyone fairly (.752).
• Item 21. The person I report to inspires high performance through his/her
personal leadership (.734).
• Item 59. The person I report to listens and takes my suggestions into
consideration (.727).
• Item 49. The person I report to does a good job of keeping me informed (.719).
• Item 33. The person I report to has consistently been fair with me (.715).
• Item 8. The person I report to promotes teamwork (.710).

• Management/Employee Interactions:
• Item 55. Communication from top management is open and honest (.729).
• Item 57. Management is fair and honest with employees/associates (.723).
• Identification with Organization:
• Item 60. All in all, I like my job, the kind of work I do (.731).
• Working Environment:
• Item 19. Prompt action is taken when we identify safety hazards (.733).
• Teamwork:
• Item 3. The people I work with cooperate to get the job done (.476).
Reliability Analysis
A reliability analysis is a statistical method, which determines the overall consistency of
a measure. The higher the reliability percentage, the stronger the data. A best practice
for strong reliability is a cronbach’s alpha of .70, however, a score of .60 is acceptable.
For ACME, it is used to determine the reliability for each overall theme and the
reliability of each question in the survey.
THEME LEVEL RELIABILITY
• Supervisor/Employee Relationship (α=.933)
• Management/Employee Interactions (α=.890)
• Identification with Organization (α=.835)
• Continuous Improvement (α=.817)
• Working Environment (α=.804)
• Mission/Philosophy (α=.691)
• Training (α=.639)
• Teamwork (α=.639)
• The teamwork theme does not follow best practices for testing reliability
due to the limited number of items that load onto it. More items could
strengthen reliability.
RELIABILITY IF ITEMS DELETED
The reliability of Training (α=.639) would significantly decrease if Item 25, The company
provides adequate training for me to keep my skills up to date, were removed (α=.477). This
reliability is below the standard .70. Item 16, I have been adequately trained to handle the
different aspects of my job, would also lower the reliability if removed (α=.530).
The reliability of Supervisor/Employee Relationship (α=.933), Management/Employee
Interactions (α=.890), Identification with Organization (α=.835) Continuous
Improvement (α=.817) and Working Environment (α=.804) are high in strength. The

strong item level reliability of each item adds value to the high reliability of the overall
theme. Removal of any item from any of these themes is not recommended.
Results Summary
ITEM RECODING
Following the survey submissions, item responses were analyzed on the “strongly
disagree, disagree, neutral, agree, strongly agree” scale before being recoded to
“unfavorable, neutral, favorable”. Recoding to a three point scale provides for a more
comprehensible understanding of where the employee attitudes settle.
STRENGTHS
A theme is considered a strength if data displays 65% favorable or higher. The
following themes provide results, which highlight strengths for ACME:
• Mission/Philosophy (76% Favorable)
• Identification with Organization (73% Favorable)
BORDERLINE
A theme is considered the borderline between a strength and opportunity if data
displays 61% - 64% favorable. The following themes highlight borderline results for
ACME:
• Working Environment (64% Favorable)
• Continuous Improvement (63% Favorable)
OPPORTUNITIES
A theme is considered an opportunity for improvement if data displays 60% favorable
and below. The follow themes provide results, which highlight opportunities for
improvement for ACME:
• Management/Employee Interactions (46% Favorable)
• Training (55% Favorable)
• Supervisor/Employee Relations (56%)
Detailed Result
OPPORTUNITIES FOR IMPROVEMENT
While we received some data supporting your initial opinions on the issues present in
ACME, we found that the following themes provide areas that can benefit from
improvement more so than the other findings. Following each of the top three themes
will be the top items from that selected theme. It is important to focus on the items that
have returned the strongest data.
1. MANAGEMENT/EMPLOYEE INTERACTIONS
The most unfavorable items result received is visible in the Management/Employee
Interactions theme. Just one item (Item 18) received a borderline response percentage.

The following are the top five items that received less than a 60% favorable response:
• I get the recognition I deserve when I do a good job (39% FAV).
• All employees/associates have equal opportunity for advancement here (37% FAV).
• Communication from top management is open and honest (35% FAV).
• The managers here work well together as team (36% FAV).
• Management is fair and honest with employees/associates (41% FAV).
The results of the Management/Employee Interactions theme show a strong trend in
employees leaning toward an undesirable opinion about the visibility of management
and their actions. This data reflects your beliefs regarding the employee to employer
relationship in that employees have a cynical mindset toward management. With a
minimum of healthy communication directly from top management, it may be difficult
for employees to comprehend the rest of top management’s efforts. Employees feel
there is unequal treatment, minimal teamwork, and lack of praise in the work place.
2. TRAINING
Majority of the items from the Training theme yielded undesirable results. The
following items are those that returned the most unfavorable results:
• I have the proper equipment and supplies to do my job (60% FAV).
• The company provides adequate training for me to keep my skills up to date (40% FAV).
The results of the Training theme provide a trend for employees feeling that training
has room for improvement in ACME. Results show that employees have a desire for
learning and improving their knowledge and skills. In regards to top management’s
concern with safety, the results of this theme can provide a basis for lowering those
safety concerns by strengthening the training process. If training is developed, the
employees can be better equipped to handle the hazards of the work place.
Although the Training theme does not provide the most item level data, it is the
forefront of producing for the client. ACME wants employees who will deliver for the
company. If the training program is emphasized as an important aspect of the
organization, more effort will be put into it. Simply put, impactful training leads to
efficient manufacturing processes, which lead to a timely and cost effective product for
the client.
3. SUPERVISOR/EMPLOYEE RELATIONS
Many of the items in the Supervisory/Employee Relations theme yielded undesirable
results. The following are the top five that received a less than 60% favorable response:
• I get regular feedback on how I am doing my job (30% FAV).
• The person I report to supports our training through feedback, follow-up and coaching
(39% FAV).
• The person I report to makes sure employees/associates are trained to do their jobs (45%
FAV).
• The person I report to does a good job of keeping me informed (50% FAV).

• The person I report to places a high priority on employee/associate development (49%
FAV).
The results of Supervisor/Employee Relations theme reveal a trend in employees
wanting more out of their relationship with their immediate supervisors. Employees
feel a lack of on-going communication and feedback. It also is present that employees
feel a deficit in the support they receive regarding their growth and development in
their positions. Improvements based on the Training theme can benefit the supervisors
as well. It seems supervisors are lacking the skills necessary to lead their peers
effectively. Therefore, middle management training can positively affect the
relationship between supervisors and employees.
BOTTOM ITEMS OVERALL
Of every item on the survey, these items returned the most unfavorable results for
ACME:
• Item 15. I get regular feedback on how I am doing my job (30% FAV).
• Item 7. I get the recognition I deserve when I do a good job (39% FAV).
• Item 22. All employees/associates have equal opportunity for advancement here (37%
FAV).
• Item 55. Communication from top management is open and honest (35% FAV).
• Item 29. The managers here work well together as team (36% FAV).
TOP ITEMS OVERALL
While there are many opportunities for improvement, it is also beneficial to be aware of
the current strengths. It would be wise to utilize these strengths as a means to building
up the weaknesses. Of every item on the survey, these items returned the most
favorable results for ACME:
• Item 6. I really believe that what I am doing in my job is important (90% FAV).
• Item 4. Customer satisfaction is one of our top priorities (84% FAV).
• Item 11. I am enthusiastically committed to achieving our company’s objectives (83%
FAV).
• Item 46. I understand my customer’s requirements (81% FAV)
• Item 31. If I see a coworker not following safety procedures, I feel free to speak up (80%
FAV).
The most desirable responses provide data that the employees feel their service is
beneficial to the organization and are committed to providing a valuable product for
the customers. Employees seem to have a positive attitude toward the objectives of the
company and putting in the work to achieve those objectives. It would be useful for
ACME to capitalize on the employee’s commitment to the organizational objectives.
COMPETITOR ANALYSIS
RichardMags would like to run a competitor analysis to compare ACME’s results with
other automotive industry data. A list of major competitors will need to be provided.

Recommendations
In line with what you predicted, there was some data regarding the safety concerns of
the work environment, which can be discussed. However, the data shows stronger
concerns to be addressed, which concern the relationships within the work place. We
would like to raise the employee attitudes by fostering the relationships between
employees and management as well as creating a basis for feedback communication.
COMMUNICATION PROCESSES
Creating and implementing a more effective basis for communication processes is the
most cost efficient recommendation with the greatest potential for return. Across
multiple themes, an underlying issue is the effectiveness of the communication process
that is currently in place at ACME. In combination with the survey results, the “written
comments” feedback provided even greater emphasis on the desire for stronger
communication relationships between top and bottom levels of the organization. It is
safe to acknowledge that the merger with P&P caused a great amount of uncertainty, as
do mergers and acquisitions in any organization. In general during mergers, it is
important top management remain vigorously involved in the business aspects of the
engagement. However on the bottom end, employees often find themselves unsure of
their jobs when they are not included in the loop of information. By developing an
effective standard for communication, the positive implications can trickle down to
multiple aspects of the organization. Some of the areas that can benefit from stronger
communication are as follows:
1. Increased trust in top management
a. With trust from employees it will become easier to create buy-in from the
organization when making future executive decisions. If a major
organizational change happens in the future, there will be a foundation of
openness between levels that will provide the opportunity for
collaboration while facing the change.
2. A safer working environment
a. Considering top management’s concerns with any safety issues, increased
flow of communication will provide a means for relaying safety
standards. There will be the trust in the relationship for employees to feel
comfortable approaching top management as well as top management
feeling confident that employee’s will be receptive to future initiatives.
3. More efficient employees
a. The “written comments” data brought to light feelings toward the
processes that are occurring at all levels of the organization and they are
not ideal for ACME. It is a trend across employee opinion that the
processes are not carried out to the best ability and do not hold employees
accountable for not cooperating with those processes. Stronger
communication can cut out any confusion that may be present and
become easier for employees to comprehend. With out nonsense in the
relay of process procedures those processes may be easier to understand

and therefore performed at a higher efficiency. Thus, potentially
increasing productivity levels.
EMPLOYEE APPRAISAL PROCESS
The major trend in employee attitudes supports the desire for more performance based
feedback and acknowledgement from immediate supervisors. Since the merger
profitability has been flat. Improving on the performance weaknesses of employees can
generate better performers and contribute to turning the profitability numbers in an
upward momentum. RichardMags personnel recommend that a structured employee
appraisal process be implemented in the organization for multiple reasons.
1. Employee Work Quality - With an effective performance appraisal system,
employee’s can take the regular feedback and apply it by directing their time and
effort to actions they know are beneficial to the organization and being mindful
of those that do not.
a. With ACME’s productivity levels slowly decreasing by an average of a
couple percent per year, it is advantageous to focus on regaining an
upward momentum. It can be dangerous to overall business performance
to continue on the downward productivity level trend because lower
productivity can lead to decreased output for the clients.
b. As addressed by Item 11. I am enthusiastically committed to achieving our
company’s objectives (83% FAV), it is apparent that employees tend to have
a goal-oriented mindset. Capitalize on that mindset and establish that
increasing productivity levels is not only necessary, but the year’s
objective.
2. Organizational Decisions - The organization can be positively impacted in more
areas than solely the employee desire for feedback. Beyond employee
engagement, the implantation of a performance appraisal can enhance the
quality of organizational decisions.
a. As addressed by Item 22. All employees/associates have equal opportunity for
advancement here (37% FAV), employees feel there is a discrepancy in the
methods for which advancement is being awarded. A successful
performance appraisal system can provide top management tangible
support for the advancement decisions being made.
3. Organizational Diagnosis & Development – By administering performance
appraisals, top management can delve into some of the trends that surfaced in
this survey on a deeper level. While this survey sheds light on the feelings and
opinions of the employees, a performance appraisal can further identify specific
tasks that are contributing to ACME’s bottom line and those that are harming it.
a. As addressed by Item 6. I really believe that what I am doing in my job is
important (90% FAV), the connection between the employees and their job
is made apparent. To capitalize on this trend, the performance appraisal
can help management identify which employees are returning the greatest

productivity, determine what those employees are doing differently and
tailor the training to those competencies.
4. Employee Loyalty – By conducting performance appraisals in a manner that
emphasizes the development of employees it can build employee commitment to
the organization. If employees feel the organization is contributing to their
development, the employee’s attachment can become stronger and start
performing above and beyond.
Action Plan
Moving forward with this action plan will provide a cornerstone for making ACME a
more open and communicative organization. These following steps include multiple
levels of the organization at all locations. By continuing to involve employees in the
process toward making a stronger organization, they are likely to feel more attached to
the initiative and buy-in to the process.
Steps
1. Follow-up with top management to discuss the major findings, items and trends
from the survey.
2. Generate probable root causes for the employee opinions.
a. Gather top management thought processes for why and how these employee
opinions developed.
b. Brainstorm some ideas on how these findings can be presented to the
organization and the recommendations of RichardMags.
3. Discuss the findings with ACME task force to determine ways to implement the
findings of the survey. Relay the value of these findings and the accountability that
each manager needs to have.
a. ACME task force: Each manager and the previously selected floor level
employees per location.
b. Ensure task force understands the long-term benefits of applying the
recommendations
4. Create a step-by-step action plan for location managers to implement per location.
a. With a process-orientated work force, create a plan that is very precise and
the to point of what is expected.
b. Be clear, open and honest regarding what needs to be done and how
participation is vital to the health of the organization.
c. Transparency in this deliverable will show employees top management is
making effort to establish a more honest relationship.
5. Administer action plan to location managers.
a. Mail hard copies of the plan to each location.
b. Include a jump drive with the plan in each envelope for those who have the
resources or preferences to a digital copy.

c. Provide agenda for follow-up dates and check points to accomplish
6. Monitor the progress of each location
a. Follow through on follow-up dates with accuracy and make them substantial.
b. Keep the value strong and reiterate the necessity of each locations
commitment to the changes.
*A timeline should be established and all resources need to be organized prior to
implementing the action plan.
*RichardMags will create a communication strategy and provide a performance
appraisal strategy at an additional service charge (Appendix E).
Conclusion
All in all, the employee engagement survey returned advantageous insights for ACME
Automotive. The results show disconnects between employee attitudes and top
management. Specifically, information lost in translation. When it comes to the current
train of communication it is not uncommon for employees at lower levels to miss the
information entirely. Subsequently, rumors are relied on and causing top management
to believe one set of information and lower levels to believe another. Employees also
feel there is opportunity for more feedback from immediate supervisors. The majority
of the bottom performing items tells us that it is the psychological aspects of the
organization that can be strengthened (relationships, interactions). On the opposite
end, the highest performing items tell us employees genuinely enjoy their jobs and what
they are doing for the company. If ACME can successfully implement the
recommendations provided, RichardMags personnel believe that productivity levels
can increase. If interested and the resources are available, RichardMags can provide
further consultation to help see through the recommendations provided. The action
plan given is one that can be completed in-house, or our staff of experts can strengthen
the process. Regardless of the route ACME decides, taking action on the results is
necessary to take steps toward a stronger workforce. It is a common notion that the way
employees feel affects the client relationships. Fostering satisfied and loyal employees
can produce positive return for ACME as an organization.

Appendix A
Table A1. Factor Loadings
1 2 3 4 5 6 7 8 9 10
26 Overall, the person I report to is doing a
good job.
0.806 0.087 0.125 0.169 0.036 0.023 0.040 0.044 0.097 -0.028
48 The person I report to treats everyone fairly. 0.752 0.247 0.089 0.014 0.105 0.040 -0.021 0.119 0.113 -0.085
21 The person I report to inspires high
performance through his/her personal
leadership.
0.734 0.116 0.136 0.137 0.048 0.128 0.118 0.020 -0.051 0.093
59 The person I report to listens and takes my
suggestions into consideration.
0.727 0.218 0.122 0.060 0.118 0.095 0.076 0.107 0.166 -0.069
56 The person I report to treats me with respect
and dignity.
0.725 0.222 0.182 0.068 0.128 0.017 0.014 0.129 0.208 -0.111
49 The person I report to does a good job of
keeping me informed.
0.719 0.233 0.077 0.063 0.140 0.057 0.129 0.007 -0.009 -0.043
33 The person I report to has consistently been
fair with me.
0.715 0.141 0.188 0.060 0.068 -0.030 0.008 0.140 0.241 -0.121
8 The person I report to promotes teamwork. 0.710 0.081 0.065 0.148 -0.022 0.118 0.061 0.247 -0.083 0.197
9 The person I report to places a high priority
on employee/associate development.
0.695 0.157 0.110 0.174 0.001 0.104 0.133 0.091 -0.128 0.193
34 When we do a good job, the person we
report to lets us know we've performed well.
0.661 0.211 0.099 -0.059 0.110 0.120 0.165 0.028 -0.131 0.122
41 The person I report to supports our training
through feedback, follow-up and coaching.
0.621 0.240 0.080 0.036 0.189 0.079 0.339 -0.042 -0.126 0.058
12 The person I report to makes sure
employees/associates are trained to do their
jobs.
0.548 0.135 0.072 0.115 0.031 0.148 0.384 0.066 -0.042 0.196
30 The person I report to emphasizes the
importance of meeting the needs of external
customers (people outside the company who
use our products or services).
0.529 0.044 0.029 0.206 0.268 0.172 0.079 0.011 0.048 0.036
15 I get regular feedback on how I am doing
on my job.
0.408 0.343 0.097 -0.057 0.115 0.111 0.321 0.041 -0.348 0.245
55 Communication from top management is
open and honest.
0.135 0.729 0.096 0.208 0.088 0.156 0.048 -0.009 0.030 0.079
57 Management is fair and honest with
employees/associates.
0.244 0.723 0.108 0.202 0.068 0.158 0.045 0.056 0.135 0.015
38 Managers here treat employees/associates
with respect.
0.259 0.670 0.141 0.140 0.121 0.151 0.021 0.142 0.147 0.075
53 All employees/associates are treated equally
regardless of race, sex, national origin, or
disability.
0.264 0.606 0.132 -0.029 0.117 0.131 0.000 0.172 -0.026 -0.055

54 When it comes to our mission and
philosophy statement, our actions support our
words - management walks the talk.
0.194 0.602 0.086 0.333 0.161 0.172 0.128 0.062 0.005 -0.018
29 The managers here work well together as a
team.
0.201 0.586 0.041 0.232 0.061 0.129 0.167 0.141 0.083 0.091
22 All employees/associates have equal
opportunity for advancement here.
0.238 0.569 0.242 0.092 0.015 0.009 0.213 0.048 -0.112 0.131
7 I get the recognition I deserve when I do a
good job.
0.433 0.434 0.194 -0.059 -0.005 0.157 0.198 0.178 -0.210 0.271
18 When change occurs, management usually
does not explain the reasons for the change.
0.057 0.423 -0.019 0.093 -0.082 0.079 0.056 -0.020 0.082 0.407
39 Management encourages departments to
cooperate with each other.
0.180 0.413 -0.009 0.277 0.200 0.157 0.142 0.273 -0.016 0.075
58 Things are better for me at work now than
they were a year ago.
0.227 0.408 0.360 0.219 0.001 0.089 0.096 -0.031 0.036 -0.113
50 Attracting, developing, and retaining
individuals with different backgrounds and
capabilities is encouraged in this company.
0.200 0.396 0.148 0.202 0.163 0.112 0.261 0.092 -0.164 -0.105
40 I understand how my performance is
evaluated.
0.245 0.380 0.054 -0.023 0.344 0.004 0.377 -0.017 -0.214 0.033
60 All in all, I like my job, the kind of work I
do.
0.162 0.167 0.731 0.134 0.137 0.073 0.095 0.065 -0.007 -0.086
20 My job gives me a sense of
accomplishment.
0.172 0.175 0.674 0.109 0.152 0.059 0.141 0.091 -0.028 0.157
6 I really believe that what I am doing in my
job is important.
0.104 -0.029 0.635 0.191 0.179 0.117 0.017 0.066 0.043 0.209
35 I believe I have a good future here at this
company.
0.209 0.424 0.570 0.203 0.085 0.083 0.072 0.101 -0.075 -0.100
51 My job makes good use of my skills and
training.
0.220 0.161 0.535 0.029 0.181 0.070 0.348 0.046 -0.023 -0.102
37 I would recommend this company as a good
place to work.
0.230 0.472 0.485 0.280 0.071 0.107 0.087 0.039 0.033 -0.138
11 I am enthusiastically committed to
achieving our company's objectives.
0.088 0.047 0.470 0.336 0.324 0.048 0.001 0.045 0.100 0.294
1 Company's management is leading the
company in the right direction.
0.164 0.285 0.160 0.623 0.093 0.065 -0.129 -0.051 -0.097 0.040
24 The company is making the changes
necessary to compete effectively.
0.057 0.357 0.103 0.595 0.086 0.106 0.198 0.064 0.003 -0.012
4 Customer satisfaction is one of our top
priorities.
0.127 0.075 0.273 0.537 0.146 0.188 0.048 0.162 -0.003 -0.079
14 This company is effective in implementing
change.
0.058 0.244 0.177 0.520 0.114 0.052 0.325 0.028 -0.055 0.067
28 Our continuous improvement efforts have
resulted in measurable improvements in our
work group's processes.
0.132 0.278 0.112 0.453 0.185 0.164 0.310 0.152 0.043 -0.032
2 We are reducing waste/scrap. 0.136 0.041 0.065 0.403 0.007 0.255 0.073 0.245 -0.252 0.107
52 I am proud of the quality of our
products/services.
0.164 0.229 0.287 0.356 0.309 0.163 0.058 0.128 0.021 -0.144

23 Management encourages us to make
suggestions for improvements here.
0.146 0.310 0.196 0.341 0.084 0.131 0.172 0.099 0.025 0.179
36 People are always trying to find new and
creative ways to do things better.
0.094 0.241 0.222 0.277 0.226 0.189 0.242 0.226 -0.042 -0.034
46 I understand my customers' requirements. 0.087 0.025 0.146 0.147 0.658 0.094 0.072 0.031 -0.026 -0.034
43 I know my department objectives (quality,
cost, timing, etc.).
0.162 0.136 0.097 0.038 0.607 0.038 0.244 0.067 0.000 -0.081
27 The goals and objectives of the organization
are clear to me.
0.134 0.294 0.134 0.412 0.481 -0.022 0.126 -0.020 0.068 0.137
31 If I see a co-worker not following safety
procedures, I feel free to speak up.
0.132 0.012 0.114 0.061 0.470 0.232 -0.070 0.276 -0.071 -0.090
13 I understand the company's mission
statement and philosophy.
0.047 0.160 0.175 0.333 0.454 0.028 0.015 -0.042 0.178 0.306
44 Continuous improvement is my
responsibility.
0.130 0.110 0.260 0.051 0.452 0.159 -0.004 0.020 -0.069 0.154
19 Prompt action is taken when we identify
safety hazards.
0.188 0.204 0.058 0.047 0.128 0.733 0.093 0.066 0.056 0.005
47 Management does everything it can to
promote safety in the workplace.
0.081 0.303 0.115 0.218 0.193 0.700 0.149 -0.007 0.020 -0.038
5 The managers here are committed to a
strong, effective safety program.
0.197 0.209 0.174 0.264 0.083 0.658 0.053 0.064 0.023 0.137
32 Management does what it can to provide us
with good working conditions.
0.136 0.432 0.130 0.143 0.161 0.502 0.191 0.013 0.077 0.022
16 I have been adequately trained to handle the
different aspects of my job.
0.231 0.015 0.112 0.145 0.183 0.039 0.613 0.139 0.137 0.009
25 The company provides adequate training
for me to keep my skills up to date.
0.257 0.279 0.169 0.130 0.062 0.156 0.600 0.011 -0.007 0.087
17 I have the proper equipment and supplies to
do my job.
0.120 0.171 0.144 0.219 -0.049 0.241 0.468 0.182 0.182 -0.022
3 The people I work with cooperate to get the
job done.
0.150 0.162 0.094 0.130 0.050 0.023 0.086 0.746 0.003 0.032
45 In my department, we work as a team. 0.277 0.163 0.125 0.086 0.129 0.048 0.135 0.683 0.001 0.012
42 For the person I report to, getting the work
out is more important than quality.
0.181 0.137 -0.008 -0.096 -0.051 0.130 0.123 -0.020 0.591 0.107
10 I am able to make routine decisions about
my job without the approval of the person I
report to.
0.301 0.068 0.267 -0.067 0.143 -0.012 0.058 0.225 0.310 0.380

Appendix B
Table B1. Descriptive Statistics
ITEMS 5 POINT SCALE 3 POINT SCALE
N Mean Std.
Deviation
N Mean Std.
Deviation
1 Company's management is leading the
company in the right direction.
1590 3.38 1.096 1590 2.38 0.865
2 We are reducing waste/scrap. 1591 3.14 1.192 1591 2.16 0.950
3 The people I work with cooperate to get the
job done.
1592 3.59 1.192 1592 2.49 0.863
4 Customer satisfaction is one of our top
priorities.
1594 4.08 1.050 1594 2.73 0.676
5 The managers here are committed to a
strong, effective safety program.
1600 3.62 1.191 1600 2.49 0.855
6 I really believe that what I am doing in my
job is important.
1602 4.23 0.936 1602 2.82 0.562
7 I get the recognition I deserve when I do a
good job.
1601 2.61 1.341 1601 1.81 0.968
8 The person I report to promotes teamwork. 1601 3.34 1.305 1601 2.30 0.938
9 The person I report to places a high priority
on employee/associate development.
1598 3.00 1.281 1598 2.04 0.972
10 I am able to make routine decisions about
my job without the approval of the person I
report to.
1598 3.61 1.185 1598 2.50 0.855
11 I am enthusiastically committed to
achieving our company's objectives.
1594 3.93 1.000 1594 2.71 0.694
12 The person I report to makes sure
employees/associates are trained to do their
jobs.
1598 2.84 1.324 1598 1.95 0.983
13 I understand the company's mission
statement and philosophy.
1597 3.69 1.040 1597 2.57 0.786
14 This company is effective in implementing
change.
1597 2.98 1.276 1597 2.04 0.977
15 I get regular feedback on how I am doing
on my job.
1596 2.40 1.246 1596 1.63 0.913
16 I have been adequately trained to handle
the different aspects of my job.
1601 3.34 1.286 1601 2.32 0.939
17 I have the proper equipment and supplies
to do my job.
1594 3.20 1.306 1594 2.22 0.969
18 When change occurs, management
usually does not explain the reasons for the
change.
1591 2.74 1.276 1591 1.71 0.943
19 Prompt action is taken when we identify
safety hazards.
1590 3.22 1.301 1590 2.21 0.952
20 My job gives me a sense of
accomplishment.
1589 3.48 1.211 1589 2.40 0.909

21 The person I report to inspires high
performance through his/her personal
leadership.
1589 3.09 1.333 1589 2.11 0.979
22 All employees/associates have equal
opportunity for advancement here.
1595 2.59 1.354 1595 1.80 0.955
23 Management encourages us to make
suggestions for improvements here.
1589 3.41 1.223 1589 2.39 0.910
24 The company is making the changes
necessary to compete effectively.
1583 3.21 1.186 1583 2.23 0.938
25 The company provides adequate training
for me to keep my skills up to date.
1591 2.72 1.281 1591 1.85 0.971
26 Overall, the person I report to is doing a
good job.
1587 3.51 1.262 1587 2.43 0.887
27 The goals and objectives of the
organization are clear to me.
1591 3.48 1.146 1591 2.42 0.892
28 Our continuous improvement efforts have
resulted in measurable improvements in our
work group's processes.
1588 3.23 1.155 1588 2.23 0.939
29 The managers here work well together as
a team.
1596 2.68 1.272 1596 1.83 0.930
30 The person I report to emphasizes the
importance of meeting the needs of external
customers (people outside the company who
use our products or services).
1592 3.53 1.151 1592 2.45 0.854
31 If I see a co-worker not following safety
procedures, I feel free to speak up.
1601 3.83 1.033 1601 2.65 0.741
32 Management does what it can to provide
us with good working conditions.
1600 3.20 1.250 1600 2.23 0.965
33 The person I report to has consistently
been fair with me.
1595 3.62 1.256 1595 2.48 0.866
34 When we do a good job, the person we
report to lets us know we've performed well.
1594 3.05 1.344 1594 2.09 0.985
35 I believe I have a good future here at this
company.
1592 3.33 1.274 1592 2.30 0.908
36 People are always trying to find new and
creative ways to do things better.
1596 3.34 1.156 1596 2.32 0.929
37 I would recommend this company as a
good place to work.
1590 3.39 1.236 1590 2.36 0.911
38 Managers here treat employees/associates
with respect.
1595 2.91 1.322 1595 2.01 0.986
39 Management encourages departments to
cooperate with each other.
1598 3.16 1.206 1598 2.19 0.946
40 I understand how my performance is
evaluated.
1595 3.00 1.208 1595 2.07 0.949
41 The person I report to supports our
training through feedback, follow-up and
coaching.
1593 2.74 1.241 1593 1.85 0.959
42 For the person I report to, getting the
work out is more important than quality.
1589 3.43 1.296 1589 1.93 0.970

43 I know my department objectives (quality,
cost, timing, etc.).
1599 3.54 1.099 1599 2.47 0.848
44 Continuous improvement is my
responsibility.
1597 3.81 1.039 1597 2.64 0.745
45 In my department, we work as a team. 1595 3.48 1.289 1595 2.38 0.915
46 I understand my customers' requirements. 1593 3.90 0.935 1593 2.70 0.682
47 Management does everything it can to
promote safety in the workplace.
1591 3.45 1.208 1591 2.37 0.907
48 The person I report to treats everyone
fairly.
1584 3.21 1.345 1584 2.19 0.964
49 The person I report to does a good job of
keeping me informed.
1587 2.98 1.322 1587 2.03 0.991
50 Attracting, developing, and retaining
individuals with different backgrounds and
capabilities is encouraged in this company.
1586 3.07 1.178 1586 2.12 0.920
51 My job makes good use of my skills and
training.
1594 3.39 1.217 1594 2.36 0.920
52 I am proud of the quality of our
products/services.
1591 3.55 1.126 1591 2.47 0.869
53 All employees/associates are treated
equally regardless of race, sex, national
origin, or disability.
1590 3.04 1.383 1590 2.09 0.977
54 When it comes to our mission and
philosophy statement, our actions support
our words - management walks the talk.
1590 2.79 1.259 1590 1.92 0.950
55 Communication from top management is
open and honest.
1591 2.61 1.277 1591 1.79 0.933
56 The person I report to treats me with
respect and dignity.
1587 3.59 1.190 1587 2.51 0.850
1589 2.74 1.279 1589 1.89 0.960
58 Things are better for me at work now than
they were a year ago.
1588 3.08 1.312 1588 2.12 0.953
59 The person I report to listens and takes my
1586 3.33 1.248 1586 2.33 0.922
60 All in all, I like my job, the kind of work I
do.
1591 3.84 1.131 1591 2.63 0.770

Appendix C
Table C1. Supervisor/Employee Relationship (α= .933)
Factor Loading Corrected
Item-Total
Correlation
Cronbach's
Alpha if Item
Deleted
26 Overall, the person I report to is doing a good job. 0.806 0.762 0.926
48 The person I report to treats everyone fairly. 0.752 0.728 0.927
21 The person I report to inspires high performance
through his/her personal leadership.
0.734 0.736 0.927
59 The person I report to listens and takes my suggestions
into consideration.
0.727 0.739 0.927
56 The person I report to treats me with respect and
dignity.
0.725 0.732 0.927
49 The person I report to does a good job of keeping me
informed.
0.719 0.732 0.927
33 The person I report to has consistently been fair with
me.
0.715 0.672 0.929
8 The person I report to promotes teamwork. 0.710 0.700 0.928
9 The person I report to places a high priority on
employee/associate development.
0.695 0.714 0.927
34 When we do a good job, the person we report to lets us
know we've performed well.
0.661 0.684 0.928
41 The person I report to supports our training through
feedback, follow-up and coaching.
0.621 0.685 0.928
12 The person I report to makes sure employees/associates
are trained to do their jobs.
0.548 0.601 0.931
30 The person I report to emphasizes the importance of
meeting the needs of external customers (people outside
the company who use our products or services).
0.529 0.539 0.932
15 I get regular feedback on how I am doing on my job. 0.408 0.512 0.933

Table C2. Management/Employee Interactions (α=.890)
Item-Total
Correlation
Cronbach's
Alpha if Item
Deleted
55 Communication from top management is open and
honest.
0.729 0.693 0.876
0.723 0.737 0.874
38 Managers here treat employees/associates with respect. 0.670 0.706 0.876
53 All employees/associates are treated equally regardless
of race, sex, national origin, or disability.
0.606 0.586 0.882
54 When it comes to our mission and philosophy
statement, our actions support our words - management
walks the talk.
0.602 0.677 0.877
29 The managers here work well together as a team. 0.586 0.641 0.879
22 All employees/associates have equal opportunity for
advancement here.
0.569 0.594 0.881
7 I get the recognition I deserve when I do a good job. 0.434 0.574 0.882
18 When change occurs, management usually does not
explain the reasons for the change.
0.423 0.338 0.893
39 Management encourages departments to cooperate
with each other.
0.413 0.539 0.884
58 Things are better for me at work now than they were a
year ago.
0.408 0.489 0.887
50 Attracting, developing, and retaining individuals with
different backgrounds and capabilities is encouraged in
this company.
0.396 0.519 0.885
40 I understand how my performance is evaluated. 0.380 0.465 0.887

Table C3. Identification with Organization (α=.835)
Item-Total
Correlation
Cronbach's
Alpha if Item
Deleted
60 All in all, I like my job, the kind of work I do. 0.731 0.672 0.798
20 My job gives me a sense of accomplishment. 0.674 0.642 0.803
6 I really believe that what I am doing in my job is
important.
0.635 0.514 0.823
35 I believe I have a good future here at this company. 0.570 0.650 0.801
51 My job makes good use of my skills and training. 0.535 0.528 0.822
37 I would recommend this company as a good place to
work.
0.485 0.614 0.807
11 I am enthusiastically committed to achieving our
company's objectives.
0.470 0.474 0.828
Table C4. Continuous Improvement (α=.817)
Item-Total
Correlation
Cronbach's
Alpha if Item
Deleted
1 Company's management is leading the company in the
right direction.
0.623 0.506 0.800
24 The company is making the changes necessary to
compete effectively.
0.595 0.619 0.786
4 Customer satisfaction is one of our top priorities. 0.537 0.513 0.800
14 This company is effective in implementing change. 0.520 0.556 0.794
28 Our continuous improvement efforts have resulted in
measurable improvements in our work group's processes.
(A)
0.453 0.573 0.792
2 We are reducing waste/scrap. 0.403 0.372 0.816
52 I am proud of the quality of our products/services. 0.356 0.509 0.800
23 Management encourages us to make suggestions for
improvements here.
0.341 0.487 0.803
36 People are always trying to find new and creative ways
to do things better.
0.277 0.515 0.799

Table C5. Working Environment (α=.804)
Item-Total
Correlation
Cronbach's
Alpha if Item
Deleted
19 Prompt action is taken when we identify safety hazards. 0.733 0.603 0.764
47 Management does everything it can to promote safety
in the workplace.
0.700 0.698 0.717
5 The managers here are committed to a strong, effective
safety program.
0.658 0.618 0.756
32 Management does what it can to provide us with good
working conditions.
0.502 0.563 0.782
Table C6. Mission/Philosophy (α=.691)
Item-Total
Correlation
Cronbach's
Alpha if Item
Deleted
46 I understand my customers' requirements. 0.658 0.460 0.640
43 I know my department objectives (quality, cost, timing,
etc.).
0.607 0.439 0.644
27 The goals and objectives of the organization are clear to
me.
0.481 0.495 0.624
31 If I see a co-worker not following safety procedures, I
feel free to speak up.
0.470 0.318 0.683
13 I understand the company's mission statement and
philosophy.
0.454 0.427 0.648
44 Continuous improvement is my responsibility. 0.452 0.391 0.660
Table C7. Training (α=.639)
Item-Total
Correlation
Cronbach's
Alpha if Item
Deleted
16 I have been adequately trained to handle the different
aspects of my job.
0.613 0.457 0.530
25 The company provides adequate training for me to
keep my skills up to date.
0.600 0.495 0.477
17 I have the proper equipment and supplies to do my job. 0.468 0.397 0.613
*Note: The “Training” factor reliability would decrease if Item 16 or Item 25 were removed from the survey.
Reliability of the scale would be below desirability with either item deleted.

Table C8. Teamwork (α=.639)
Item-Total
Correlation
Cronbach's
Alpha if Item
Deleted
3 The people I work with cooperate to get the job done. 0.746 0.471 .
45 In my department, we work as a team. 0.683 0.471 .
*Note: The “Teamwork” factor reliability cannot consider “Cronbach’s Alpha if Item Deleted” with two items.
Minimum of three Items per factor is recommended.
Table C9. Miscellaneous (α=.220)
Scale Mean if
Item Deleted
Corrected
Item-Total
Correlation
Cronbach's
Alpha if Item
Deleted
42 For the person I report to, getting the work out is more
important than quality.
0.107 0.124 .
10 I am able to make routine decisions about my job
without the approval of the person I report to.
0.380 0.124 .
*Note: The “Miscellaneous” factor reliability is to represent Items which do not fall under a determined
construct. “Cronbach’s Alpha if Item Deleted” cannot be considered with two items.

Appendix D
*ALL NUMBERS IN APPENDIX D GRAPHS REPRESENT PERCENTAGES.
6.88
2.13
3.43
3.35
5.1
2.97
4.37
45.72
54.87
56.09
64
62.89
73.17
75.75
Management/Employee Interactions
Training
Supervisor/Employee Relationship
Working Environment
Continuous Improvement
Identiﬁcation with Organization
Mission/Philosophy
Identiﬁed Themes
UNF NEU FAV

3
6
3.2
1.8
5.4
2.2
3.1
3.3
3.2
4
2.9
2
6.5
1.4
29.7
39.3
45.3
49.9
48.8
52.7
53
57
62.8
63.5
68.9
72.1
68.5
73.8
I get regular feedback on how I am doing on my job.
The person I report to supports our training through
The person I report to makes sure employees/
associates are trained to do their jobs.
The person I report to does a good job of keeping me
informed.
The person I report to places a high priority on
When we do a good job, the person we report to lets
us know we've performed well.
The person I report to inspires high performance
The person I report to treats everyone fairly.
The person I report to promotes teamwork.
The person I report to listens and takes my
Overall, the person I report to is doing a good job.
The person I report to has consistently been fair with
me.
The person I report to emphasizes the importance of
meeting the needs of external customers (people
The person I report to treats me with respect and
dignity.
Supervisor/Employee Relations
UNF NEU FAV

2.7
4.9
8.4
10.7
6.6
9.1
2.8
3.8
9.3
7.7
6.8
13.7
2.9
38.7
37.3
34.6
35.9
40.7
40.9
48.6
51.7
48.3
51.4
55.7
48.4
62.2
I get the recognition I deserve when I do a good job.
All employees/associates have equal opportunity for
advancement here.
Communication from top management is open and
honest.
The managers here work well together as a team.
Management is fair and honest with employees/
associates.
When it comes to our mission and philosophy
statement, our actions support our words -
Managers here treat employees/associates with
respect.
All employees/associates are treated equally
regardless of race, sex, national origin, or disability.
I understand how my performance is evaluated.
Things are better for me at work now than they were a
year ago.
Management encourages departments to cooperate
with each other.
Attracting, developing, and retaining individuals with
different backgrounds and capabilities is encouraged
When change occurs, management usually does not
UNF NEU FAV

2.3
8.7
3.8
1.5
1.2
2
1.3
66.2
59.7
65.3
68.2
79.7
83.3
89.8
My job makes good use of my skills and training.
I believe I have a good future here at this company.
I would recommend this company as a good place to
work.
My job gives me a sense of accomplishment.
All in all, I like my job, the kind of work I do.
I am enthusiastically committed to achieving our
I really believe that what I am doing in my job is
important.
UNF NEU FAV

4.5
7.1
6.7
6.8
3.3
2.2
11
2.6
1.7
49.1
53.8
57.1
56.8
63.9
67.4
62.3
71.2
84.4
This company is effective in implementing change.
We are reducing waste/scrap.
Our continuous improvement efforts have resulted in
measurable improvements in our work group's
processes.
The company is making the changes necessary to
People are always trying to ﬁnd new and creative
ways to do things better.
Management encourages us to make suggestions for
improvements here.
Company's management is leading the company in
the right direction.
I am proud of the quality of our products/services.
Customer satisfaction is one of our top priorities.
UNF NEU FAV

3
6.5
5.3
3.2
3.2
5
68.5
69.4
75.3
79.8
80.2
81.3
The goals and objectives of the organization are clear
to me.
I know my department objectives (quality, cost,
timing, etc.).
I understand the company's mission statement and
philosophy.
Continuous improvement is my responsibility.
If I see a co-worker not following safety procedures, I
I understand my customers' requirements.
Mission/Philosophy
UNF NEU FAV
1.6
4.8
3.8
3.2
60.3
57.5
65.9
72.3
Management does what it can to provide us with good
working conditions.
Prompt action is taken when we identify safety
hazards.
Management does everything it can to promote safety
in the workplace.
The managers here are committed to a strong, effective
safety program.
Working Environment
UNF NEU FAV

1.2
1.7
3.5
59.8
64.6
40.2
I have the proper equipment and supplies to do my
job.
I have been adequately trained to handle the different
aspects of my job.
The company provides adequate training for me to
Training
UNF NEU FAV
2
1.1
67.2
73.3
In my department, we work as a team.
The people I work with cooperate to get the job done.
Teamwork
UNF NEU FAV
5.4
2
43.4
73.3
For the person I report to, getting the work out is more
I am able to make routine decisions about my job
Miscellaneous
UNF NEU FAV

39.5
31.9
37.2
28.3
31.7
28
24.4
31.6
21.3
19.2
16.1
15.4
14.4
16.6
3
3.2
6
2.2
1.8
3.1
3.3
5.4
3.2
4
2.9
2
1.4
6.5
25.5
37.2
33.8
41
39.8
40.6
41.6
39.1
46.8
51.9
50.6
49.2
57
53.7
4.2
8.1
5.5
11.7
10.1
12.4
15.4
9.6
16.1
11.5
18.4
23
16.7
14.9
I get regular feedback on how I am doing on my job.
The person I report to makes sure employees/
associates are trained to do their jobs.
The person I report to supports our training through
When we do a good job, the person we report to lets
us know we've performed well.
The person I report to does a good job of keeping me
informed.
The person I report to inspires high performance
The person I report to treats everyone fairly.
The person I report to places a high priority on
The person I report to promotes teamwork.
The person I report to listens and takes my
Overall, the person I report to is doing a good job.
The person I report to has consistently been fair with
me.
The person I report to treats me with respect and
dignity.
The person I report to emphasizes the importance of
meeting the needs of external customers (people
Supervisor/Employee Relations
Strongly Disagree Disagree Neutral Agree Strongly Agree

28.7
32.3
32.4
31.4
31.3
29.5
30.5
25.2
45.2
24.1
28.7
25.1
25.9
4.9
2.7
8.4
10.7
6.6
2.8
9.1
3.8
2.9
7.7
9.3
13.7
6.8
30.6
32.1
29.2
29.7
35.5
40.8
35.4
38.3
33.7
40.3
42.7
42.2
48.3
6.6
6.6
5.4
6.2
5.2
7.8
5.5
13.4
0
11
5.6
6.2
7.4
All employees/associates have equal opportunity for
advancement here.
I get the recognition I deserve when I do a good job.
Communication from top management is open and
honest.
The managers here work well together as a team.
Management is fair and honest with employees/
associates.
Managers here treat employees/associates with
respect.
When it comes to our mission and philosophy
statement, our actions support our words -
All employees/associates are treated equally
regardless of race, sex, national origin, or disability.
When change occurs, management usually does not
Things are better for me at work now than they were a
year ago.
I understand how my performance is evaluated.
Attracting, developing, and retaining individuals with
different backgrounds and capabilities is encouraged
Management encourages departments to cooperate
with each other.

18.6
19.2
21
21.2
11.8
10.1
5.5
8.7
3.8
2.3
1.5
1.2
2
1.3
44.4
52
54
52.5
52.9
57.3
45.9
15.3
13.3
12.2
15.6
26.8
26.1
43.9
I believe I have a good future here at this company.
I would recommend this company as a good place to
work.
My job makes good use of my skills and training.
My job gives me a sense of accomplishment.
All in all, I like my job, the kind of work I do.
I am enthusiastically committed to achieving our
I really believe that what I am doing in my job is
important.
31.6
18.8
28.3
25.1
27.3
17.9
24.8
19.3
9.1
4.5
2.2
7.1
6.8
6.7
11
3.3
2.6
1.7
40.7
55.1
46.4
49.3
49.7
54.8
54.9
57.1
45.5
8.4
12.3
7.4
7.6
7.4
7.5
9
14.1
39
This company is effective in implementing change.
Management encourages us to make suggestions for
improvements here.
We are reducing waste/scrap.
The company is making the changes necessary to
Our continuous improvement efforts have resulted in
measurable improvements in our work group's
Company's management is leading the company in the
right direction.
People are always trying to ﬁnd new and creative ways
to do things better.
I am proud of the quality of our products/services.
Customer satisfaction is one of our top priorities.

20.8
17.7
14.1
11.8
12.1
10.5
3
6.5
5.3
3.2
3.2
5
56.1
56.3
59.6
58.7
57.8
59.3
12.3
13.1
15.7
21
22.4
22
The goals and objectives of the organization are clear to
me.
I know my department objectives (quality, cost, timing,
etc.).
I understand the company's mission statement and
philosophy.
Continuous improvement is my responsibility.
If I see a co-worker not following safety procedures, I
I understand my customers' requirements.
Mission/Philosophy
23.8
25.5
21.3
16.6
4.8
1.6
3.8
3.2
44.2
51.7
50.4
51.8
13.3
8.6
15.5
20.5
Prompt action is taken when we identify safety hazards.
Management does what it can to provide us with good
working conditions.
Management does everything it can to promote safety
in the workplace.
The managers here are committed to a strong, effective
safety program.
Working Environment
36.1
24.5
21.2
3.5
1.2
1.7
34.2
48.2
50.3
6
11.6
14.3
The company provides adequate training for me to
I have the proper equipment and supplies to do my job.
I have been adequately trained to handle the different
aspects of my job.
Training

19.8
16.4
2
1.1
47.1
55.5
20
17.7
In my department, we work as a team.
The people I work with cooperate to get the job done.
Teamwork
39.4
16.1
5.4
2
43.4
54.7
0
18.6
For the person I report to, getting the work out is more
I am able to make routine decisions about my job
Miscellaneous

Appendix E
Table E1. Timeline and Budget Table
Time Resources Responsibility RichardMags
Additional
Charge
Step 1 & 2 Immediately Conference
room
Board to
brainstorm
ACME
Management
Previously
calculated into
current
engagement
Step 3 1 week Conference call
compatible
phone per
location
ACME
Management
N/A
Step 4 1 week Task Force
feedback
ACME
Management
Flat rate to
create location
manager
guidelines and
plans
Step 5 1 weeks US-Mail
Mailbox per
location
ACME
Management
Location
Managers
N/A
Step 6 Ongoing Means of
communication
ACME
Organization
N/A
Performance
Appraisal
2-5 months RichardMags
Personnel
Automotive
manufacture
subject matter
expert (SME)
RichardMags
personnel
$900/employee
Eigenvalue
An eigenvalue is a statistical number that tells us the length of eigenvectors.
Eigenvectors are created using the outline of the scatter plot values. Knowing the
distance from end the plotted data to the other, both height and width, we are provided
with the dimensions of the data. Now that is assuming there is only 2 variables. If a
third variable is added, then there is also depth added to the graph. In this case the
eigenvalue would provide us with the distance from top to bottom, side-to-side, and
front to back of the data. Whether 2 or 3 variables, an eigenvalue calculates the
dimensions of our output.

Demographic Cut
I chose to cut the data by shift for the Supervisor/Employee Relations theme. Some
items that stuck out to me:
Item 49: Shift 1 and Shift 3 responded mostly in the Favorable responses and Shift 2
responded in the Unfavorable direction. Although they close calls in all Shifts, it might
be interesting to see where Shift 2 has the advantage.
Item 9: Shift 1 and Shift 3 responded mostly in the Favorable direction while Shift 2 is in
the Unfavorable direction. Similar to Item 49, all Shifts are close to going either
direction, but it is again shift 2 that is different.
*Observations I can make here is that the relationships in Shift 2 might be more on a
friendly basis and therefore tend to talk to each other, thus keeping employees
informed (FAV in Item 49). At the same time, because the social level may be higher in
this shift than the rest, the emphasis on productivity and development may be
decreased (UNF in Item 9).
Item 34. Shift 2 responded in the Unfavorable direction, which can again be attributed
to socializing in the work place.
Item 12. Shift 3 sets itself apart returning majority responses in Shift 3. Although the
discrepancy between Favorable and Unfavorable responses are very slim, the neutral
responses are minimal. This leads me to believe that there is more certainty in the
attitudes toward this item in Shift 3.

JMagdelino_Data Analysis

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (18)

Similar to JMagdelino_Data Analysis

Similar to JMagdelino_Data Analysis (20)

JMagdelino_Data Analysis