1. Basmeer, Dimarco, and Stanley Consulting
(444)444-4444
444 S. 4th Street
Phoenix, AZ 85002
GP CORPORATION
Data Analysis Results
12-Apr-
16
2. 1
Table of Contents
Project Background...............................................................................................2
ProblemStatement
Executive Summary
Data Preparations.................................................................................................3
Analysis........................................................................................................... 5-9
Factor Analysis ..................................................................................................5
Reliability Analysis .............................................................................................7
Item-Level Analysis............................................................................................8
Key Findings ...................................................................................................... 10
Recommendations.............................................................................................. 14
Action Planning .................................................................................................. 19
Conclusion......................................................................................................... 20
Appendix......................................................................................................21-31
A: Comprehensive Lookat Theme Favorability Ratings
B: Means and Standard Deviations of All Survey Items
C: Item Level Results
3. 2
Project Background
Problem Statement
In the last five years GP Corporation (GP) has undergone a number of mergers and acquisitions
resulting in significant change and growth. In addition, the organization has experienced changes
to management practices, work unit climate and the performance appraisal process. Many
employee groups have been impacted by these changes, with notable impact experienced by the
leadership team.
During this time GP has also experienced increased rates of turnover over which has resulted in
reduced productivity and has impacted organizational performance.
To address and improve upon these issues GP sought the support and expertise of an external
consulting firm to conduct an employee opinion survey, and learn more about the issues faced by
the organization.
Executive Summary
Baseer, Dimarco & Stanley Consulting (BDSC) was selected by GP to conduct an employee
opinion survey with the objectives of: (i) examining current issues and dynamics, (ii)
understanding key drivers of employee satisfaction and; (iii) determining action items to increase
satisfaction levels.
The employee survey was designed, developed and deployed by BDSC. To obtain a true pulse of
organizational strengths and opportunities, and to obtain accurate and unbiased data, the survey
was sent to all employees of GP Corporation. Survey data was collected, and analyzed by BDSC.
Multiple analysis of the survey data revealed three primary themes posing detrimental impact to
the organization and employee satisfaction levels. These themes include:
Supervisor & Employee Relations
Recognition & Performance Management
Organizational Effectiveness & Management Leadership
In addressing these areas, and understanding the key drivers of satisfaction, GP can take a
positive and proactive stance to influencing employee satisfaction, and organizational
performance.
Contained in this report is an analysis of the themes identified as well as action steps that if
implemented will enhance the organization’s human resources practices, and increase employee
engagement.
4. 3
Data Preparation
Data was collected during the last three weeks of March 2016. Prior to starting analysis
BDSC took steps to organize, examine and prepare the data. During this stage focus was placed
on identifying and removing problematic responses, and correcting errors that would affect the
outcome of analysis.
Missing & Incomplete Responses
o In reviewing the data there were multiple surveys that contained missing
responses to some or all items or demographic questions. BDSC decided to
discard observations that were completely blank or contained response to less
than 10% of total survey items. Surveys less than 10% complete raised concern
about the validity of the data.
Duplicate Responses
o At the time the survey was launched key codes were provided to all employees by
email resulting in no duplicate survey responses.
Problematic or Intentional Response Patterns
o The dataset was examined to identify problematic or intentional response patterns
- for examples surveys that contained all scored items in the middle or extreme
end of the scoring scale. No problematic or intentional response patterns were
identified.
Negatively Worded Items
o In examining the dataset BDSC identified that items 18 and 42 were negatively
worded.
Item 18: When changes occur, management usually does not explain the
reasons for the change.
Item 42: For the person I report to, getting the work out is more important
than quality.
o As a result when scoring these items the scale ran in the opposite direction of the
remaining 58 items. For example, selecting strongly agree or agree to these items
indicated an unfavorable response, however strongly agree or agree indicated a
favorable response to remaining items.
o To align the response scale, and ensure accurate measure, the scale for these items
was recoded and reversed scored.
Survey Scale
5. 4
o Data analysis was conducted at a micro and macro level. A 5 point scale was
used in collecting employee responses, providing opportunity to evaluate
employee attitudes and perceptions at a micro level. The five point scale
included: strongly agree (5), agree (4), neutral (3), disagree (2) and strongly
disagree (1).
o Upon completing a micro analysis the survey scale was collapsed into a 3 point
scale to examine items and factors at a macro level. The 3 point scale included:
favorable (3), neutral (2) and unfavorable (1).
6. 5
Factor Analysis
BDSC conducted a Principal Component Analysis on the employee survey
created for GP Corporation. This analysis was completed on the 62 item survey (2 identifying
questions and 60 employee perspective items) in order to determine if the original assumptions
about the negatives within GP Corporation were accurate. This analysis also used a rotated
component matrix to allow for the display of relationships between survey items.
The appropriate number of factors were determined by examining the following information:
There were 11 factors that made up more than 1% of total variance
5 factors had more than 5% of variance
The cumulative percentage of variance for all 10 factors was 60.058%
The scree plot suggested the use of 5 items
Based on further interpretation of the criteria, the 11 factors showed by the analysis and their
corresponding items are as follows (See Appendix A for a comprehensive look at factor
breakdown):
Factor 1: Supervisor and Employee Relations
o Items 56, 59, 49, 48, 53, 55, 50, 60, 51, 57, and 46
Factor 2: Organizational Effectiveness and Management Leadership
o Items 29, 22, 28, 17, 23, 24, 25, 20, 19, 21, 30, 27, and 26
Factor 3: Recognition and Performance Appraisals
o Items 8, 9, 12, 7, 33, 34, and 41
Factor 4: Employee Satisfaction
o Items 39, 36, 37, 35, 32, 38, 45, and 43
Factor 5: Continuous Improvement
o Items 47, 52, 44, 54, and 58
Factor 6: Mission and Philosophy
o Items 2, 4, 1, 14, and 3
Factor 7: Training
o Items 16, 15, 40, 13
Factor 8: NAME FACTOR
o Items 18, 42, and 31
Factor 9: NAME FACTOR
o Items 6, 5, and 11
Factor 10: Location
o Items: Identifier 1
Factor 11: Employee Level
o Items: Identifier 2
Although the analysis showed that using an 11 factor approach would be
appropriate for the employee survey, BDSC believes that a 6 factor solution is adequate for the
purpose of aiding GP Corporation. Factor 7 (Training), Factor 8, and Factor 9 had less than 5
survey items that loaded on them (4, 3, and 3 respectively). Factors 8 and 9 were not given
names due to the inability to encompass a single theme. Factors 10 (Location) and 11
7. 6
(Employee Level) were both indicated as factors, however they were simply used for
identification purposes. These will not remain as factors, but instead as variables used in
subsequent analyses. There were a few survey items that did not significantly load within the 6
factors BDSC has deemed necessary for the analysis of GP findings (16, 15, 40, 13, 18, 42, 31, 6,
5, and 11). These items may fit well into one of the 6 main factors, or it is also possible that
these questions either be reworded or omitted in future surveys.
8. 7
Reliability Analysis
BDSC conducted a reliability analysis on the employee survey. This was done to
examine the reliability of each of the 6 factors and to determine if any items in each factor ought
to be removed to increase said reliability. The reliability test chosen for the case of GP
Corporation was Cronbach’s Alpha which has a generally acceptable standard at .06. Each
factor appears to be reliable as shown below:
Factor Cronbach’s Alpha Score
Supervisor and Employee Relations .919
Organizational Effectiveness and Management Leadership .924
Recognition and Performance Appraisals .868
Employee Satisfaction .843
Continuous Improvement .836
Missionand Philosophy .707
Training .672
Factor 8 .453
Factor 9 .597
There was no increase in Cronbach’s alpha for any of the 6 factors if items for those
factors were deleted. Although factor 7 produced sufficient Cronbach’s Alpha, it consisted of
fewer than 5 items and each accounted for less than 4% of the total variance among
scores. Factors 8 and 9 did not produce sufficient Cronbach Alphas, thus further solidifying their
absence in the subsequent analyses. As stated earlier, it would be wise to consider either
rewording or deleting these items for future administrations of the survey.
9. 8
Item-Level Analysis
BDSC conducted an item-level analysis in order to declare the highest and lowest rated
items in the survey. The viewing of each of these groups helped BDSC identify and examine any
patterns or themes that may be occurring in the data. This allowed for a more in depth look into
each item on their frequencies and other descriptive statistics (mean, standard deviation, median,
mode; See Appendix B for Means and SD of all items; See Appendix C for an itemized breakdown
of each theme). Any strengths may demonstrate themselves in those items with higher favorability
ratings, and the same goes for those items with lower favorability ratings and patterns of
weakness. These points of weaknesses indicate to the company where the employees feel that
there are opportunities for organizational improvement.
These highest performing items portray large implications for GP Corporation. There is a
recurring pattern with these items that portray to customer and job performance, with the highest
rated item being about safety. This indicates that under the correct circumstances, the employees
will be positive influences for both the customers as well as their peers and organization.
10. 9
These lowest rated items also portray large implications for GP Corporation. These items
demonstrate a theme of employees being unsatisfied with standards of training and performance
management with the lowest rated item referring to teamwork among managers. This may lead to
a chain reaction that could negatively influence the themes indicated to be highly rated. Although
the employees are focused on pleasing the customer and job performance, if they do not receive
the appropriate performance management systems and feedback, then the standards for the
customer may decline.
11. 10
Key Findings
After examining the analyses performed by BDSC on the employee survey, there are three
overarching themes within the survey that indicate the potential to have the most negative impact
on the overall functioning of GP Corporation. These areas for growth indicated by the employees
through the survey are Recognition and Performance Management, Organizational Effectiveness
and Management Leadership, and Supervisor and Employee Relations. Not all of the information
provided by the employees was negative; employees also indicated Supervisor and Employee
Relations, Employee Satisfaction, and Mission and Philosophy as areas of strength within the
organization. BDSC is here to both provide ways to maintain positive findings and improve any
negative findings, however this report’s main focus is to focus on those items that rated as possibly
having a negative impact on the organization.
Recognition and Performance Management
Throughout the survey, employees regarded the theme of Recognition and Performance
Management as the worst rated factor. The employee population clearly believe that this is an area
in need of improvements with 41.3% of employees rating it unfavorably. Although only one of
the lowest rated items (item 7) is part of the factor, some of those other items could be sectioned
into this category. Many of the lowest rated items were those that were found to need to be
rewritten or deleted, however at least one of them could potentially fit into this category (item 15).
The items that make up this theme, or factor, centralize around employee perceptions on
performance evaluations, feedback systems, and recognition for well done work. Based on the
survey responses to the items that make up this theme, employees are unsatisfied with how these
processes are being conducted. Overall workplace satisfaction ought to improve alongside
improvements made to better this organizational theme.
12. 11
Organizational Effectiveness and Management Leadership Employee Ratings
GP Corporation employees rated Organizational Effectiveness and Management
Leadership as the second most unfavorable theme. With a negative rating of 37.4%, current GP
corporation employees have shown that they feel that there is room for improvement when it
comes to leadership and training of employees. This is clear from the list of lowest rated items
in which 3 of the items from this theme are in that list (items 22, 25, and 29). These items
indicate that employees of GP Corporation feel negatively about the guidance of the employees
and the organization as a whole.
The items that make up this theme shed light on the employee perceptions on direct
manager actions, encouragement, opportunities from management, inspiration from managers,
opportunities of advancement, and change management. Data has shown that employees are
unsatisfied with the current processes of this theme and therefore leave a large window open for
an improvement opportunity.
Supervisor and Employee Relations
13. 12
Throughout the survey, GP Corporation employees also showed that they view the theme
of Supervisor and Employee Relations as fairly unfavorable. With an unfavorable rating at
33.63%, Supervisor and Employee Relations has a much lower unfavorable rating than the
previous two themes, however this rating of unfavorable still leaves GP Corporation with a large
opportunity for improvement. Dissatisfaction with this theme could ultimately be leading to
higher turnover numbers simply due to employees not having well established relationships with
their bosses.
This theme provided data on the issues of respect from management, how direct
supervisors communicate with their employees, the sense if equality perceived among
employees, fairness and honesty coming from management, and a few items about customer
requirement and the work that the employees do. From the results of this particular theme,
employees are dissatisfied with how management communicates and also makes
decisions. These findings will point GP Corporation in the right direction to improve this theme,
and improvements here could help strengthen the relationship between managers and their
subordinates. Such an improvement may also lead to a lower rate of turnover.
Differences in Location
Means were compared from each location based on the 6 main factors stated
previously. It was determined that there were significant demographic differences among
location, and that some locations responded on the survey much higher than those of other
locations. The office in Los Angeles scored the overall highest of all locations, while Dallas
scored the lowest. Below is a chart depicting the overall scores from the analysis:
14. 13
Differences in Employee Level
Means of survey scores were also compared in accordance to employee level based on
the 6 main factors determine by BDSC. The data showed that there were significant differences
among employee types, in that some levels of employees rated either lower or higher than others
as a collective. Findings showed that analysts overall rated GP Corporation more negatively
than others while principals rated more positively. Below is a chart to demonstrate the overall
findings:
15. 14
Recommendations
Upon reviewing and analyzing the data collected, BDSC has developed initiatives and
action items that can help support GP leadership in improving upon areas low satisfaction while
emphasizing areas of strength. In developing these objectives BSDC took into consideration ease
of implementation, the impact on employee morale, and the ability to sustain the initiative.
Organizational cooperation and focus are also vital to improving in these areas. The following
are examples of negatively impactful themes GP Corporation has seen throughout their data.
Organizational Effectiveness/Management Leadership
The survey data revealed that employees are unsatisfied with training opportunities
provided, change management practices and leadership. The integrity of internal recruitment
practices have also been identified as an area of concern. Employees do not feel there is equal
opportunity for advancement within the organization, as illustrated through the high unfavorable
rating of item 22 - “All employees have equal opportunity for advancement here.” In addition
there is a noticeable gap collaboration between management members as indicated by a 53%
unfavorable score in response to item 29 “The Managers here work well together as a team.”
Table A highlights these findings below:
Lowest Rated Survey Items Percent
Unfavorable
(1 or 2)
Mean Standard
Deviation
I get regular feedback on how I am
doing on my job.
66% 2.43 1.254
I get the recognition I deserve when
I do a good job.
58% 2.60 1.34
All employees/ associates have
equal opportunity for advancement
here.
57% 2.58 1.361
The company provides adequate
training for me to keep my skills up
to date
54% 2.74 1.286
The managers here work well
together as a team.
53% 2.70 1.269
16. 15
From an organizational perspective these items are concerning as management set the tone
within an organization, and our accountable for leading by example. As such BDSC recommends
creating a leadership development training, and providing temporarily relocation opportunities
for managers to aid in their development.
Leadership Development Training
Implementation of a leadership development program will provide managers opportunity
to develop or enhance leadership competencies and management styles; gain a greater
understanding of how to effectively lead a team; obtain practical tools that will support day-to-
day human capital practices; and gain a broader understanding of expectations of
management. Creating a safe, supportive and collaborative learning environment will provided
team members opportunities to network and form/develop relationships with other management
team members. Upon completing the training program managers will be prepared to lead their
teams in a more effective manner. Once the program has been implemented it will be important
to continually measure its effectiveness and modify the program as needs change.
Temporary Relocation of Management Personnel
Practical experience is a key component in developing effective managers and leaders. In
support of management development, temporary relocation opportunities should be provided that
will enable managers to gain experience in different operational areas. Also by providing
managers opportunity to shadow with more senior managers, they will gain a greater
understanding and perspective of effective human capital practices.
Recognition and Performance Appraisals
Recognition and performance appraisals were seen to have lower scores than other
factors reported in the survey data. Employees are unhappy with the level of recognition and
feedback received when doing a work related task. In responding to item 7 “I get the recognition
I deserve when I do a good job”, the company received an unfavorable rating of 58%. Similarly
item 15 “I get regular feedback on how I am doing on my job”, received an unfavorable score of
66%. Illustration of this can be seen in table A - items are highlighted in red.
Lowest Rated Survey Items Percent
Unfavorable (1 or
2)
Mean Standard
Deviation
I get regular feedback on how I
am doing on my job.
66% 2.43 1.254
I get the recognition I deserve
when I do a good job.
58% 2.60 1.34
17. 16
All employees/ associates have
equal opportunity for
advancement here.
57% 2.58 1.361
The company provides adequate
training for me to keep my skills
up to date
54% 2.74 1.286
The managers here work well
together as a team.
53% 2.70 1.269
These scores indicate that employees feel unappreciated and unvalued with their work.
Receiving recognition is fundamental to employee satisfaction. Feedback helps employees
measure how well they are performing, and when used effectively can promote productivity as
well as help employees reach goals. Feedback keeps employees informed of their performance
but also allows higher management to evaluate the productivity of employees at a constant
rate. In addition, feedback given by the employees gives the organization an early glimpse of
possible problem areas.
Verbal Recognition
According to the data, employees feel that they are not properly regarded for doing
positive work for the company. A simple sentence by higher management stating that they are
keeping productive, and tasks have been accomplished properly can be extremely effective.
Though it may seem like a small gesture, this will boost employee morale and keep employees
motivated to continue to do well in future projects and tasks. It will also allow employees to
understand their work is appreciated and that they are a vital part of the company. An employee
that sees their work noticed may make more suggestions in the future due to the increased
possibility of his or her opinion being taken into consideration.
Rewards and Incentive Programs
Rewards and incentive programs are a collaborative way to create a competitive and
goal-oriented environment. An incentive program can increase overall employee satisfaction and
increase motivation when working towards organizational objectives. When structured properly
incentives can boost productivity and drive performance. Not everyone is intrinsically motivated
and may need some extra incentives to push them to their greatest potential. This also
acknowledges employees who go above and beyond their roles at GP and exemplifies their
efforts of feeling accomplished. The form of incentives can vary - examples can include
additional time off or cash payments.
Modification of Performance Management Systems
Consistent application of performance management practices will create a fair and
trustworthy system for recognition and feedback. To achieve this, GP should evaluate current
processes to identify gaps or opportunities within the system. Since employees have had low
satisfaction rates with recognition and performance management in certain locations, a positive
18. 17
step can be to reevaluate those performance management systems. It is important that consistent
practices are adopted across all GP locations. A second option is to overhaul the company-wide
performance management system. This means examining the entire process of appraisals,
feedback, and the like. However, in doing so GP Corporation will have a new set of training
procedures for all managers, and they will also have a standardized performance management
system.
Supervisor and Employee Relations
The relationships, communication, and trust between employees and their supervisors is
vital to the success of any organization. This theme indicates the perceived fairness and honesty
that is coming from management and the organization. When this if viewed negatively, it could
lead to high turnover rates because employees may feel that they are not treated fairly or that
their manager does not listen to them. The GP Corporation survey suggests that the scores for
Supervisor and Employee Relations is one of the more negatively scored themes. When it comes
to demographic differences, Dallas, Atlanta, and Berlin scored more negatively than all other
locations and the company average on this theme. As for employee level differences, executives
and analysts rated this theme more negatively than other employee levels.
Implementing Diversity Training
There is a clear need for diversity training within GP Corporation. There is a large portion
of the employees who do not feel that management is fair and honest (51.7%) nor do they feel that
employees are treated equally regardless of race, sex, national origin, or disability (42.8%). A
majority of employees also feel that top management does not provide honest communication
(54.8%). The lack of strong, knowledgeable, and trustworthy leadership can lead to any amount
of problems such as high turnover, low morale, low job satisfaction, and ultimately low innovation
due to a homogenous workforce. Implementing diversity training will educate management on
the positive influences of a diverse workforce and also have a positive impact on inclusion. This
will in turn ideally lead to a more diverse and satisfied workforce that would in turn produce higher
morale, innovation, and lower turnover. Diversity training may also help managers learn to better
communicate with their subordinates both of similar and different backgrounds. This would be
beneficial if employees are either transferred to different offices or if they are assigned to a project
team with members from different offices.
Routine Coaching Sessions
GP Corporation is in need of a method for managers and their subordinated to be in
communication with one another on a regular basis. BDSC recommends a regular regimen of
coaching sessions so that employees and supervisors are able to openly communicate objectives,
goals, progress, and any other company matter. BDSC is recommending that these sessions occur
either monthly or bi-monthly to ensure an open and constant line of communication. The feedback
received in these sessions can be used in a multitude of ways such as: touching base on goals and
objectives set in performance reviews, passing information from top management to lower level
employees (47% of employees currently view this negatively), and any new training or
development needs can be assessed and assigned. These sessions will increase employee
19. 18
involvement by also increasing the amount of time put into establishing an appropriate relationship
with their supervisor.
Focus Groups
It is the recommendation for all locations to hold focus groups regularly to receive feedback
from employees and leadership. This will assist in receiving new ideas from employees if they
wish to see a change for GP Corporation, and also give an outlet for any concerns they feel need
to be noted. It is also a useful tool to get insight from numerous different employee levels so all
employees can understand the issues being faced by the entire company. Management can utilize
the information and feedback received to benefit the overall flow and productivity of their
location. The use of focus groups in the future will also allow for GP Corporation to determine if
any progress has been made since this survey effort, and if there is a need to conduct another
survey effort should other problems arise.
Leadership/Employee Interviews
One-on-one interviews are a valuable tool that can used to re-establish a basis for concerns
and issue with their employee. As they are a more personal avenue that focus groups, more
information about individual employees can be noted along with concerns and comments about
their work experience, individual position and their feel on their surroundings. This will also allow
leadership to understand whether or not an employee is working well with their current position,
determine promotions or allow more responsibility on an employee. BDSC recommends
conducting one-on-one interviews with locations and employee levels that rated items on the
survey in a more negative fashion. The information gathered from these interviews may shed light
on the differences between locations and the differences in experiences between employee
levels. To be specific, it is recommended to conduct such interviews with individuals from the
Analyst class of employees and also to with those employees from the Dallas, Berlin, and Atlanta
offices. It may also be beneficial to interview Principals and those in the Los Angeles and Sydney
offices to determine what is providing the opportunity for those employees and offices to thrive.
20. 19
Action Planning
Now that the data has been examined and the recommendations have been made, this is
now where BDSC and GP Corporation come together to make a strategy to achieve each desired
outcome (an action plan). This action plan will address the 3 major areas in need of improvement
which are Recognition and Performance Management, Organizational Effectiveness and
Management Leadership, and Supervisor and Employee Relations; responsible parties, deadlines,
expected results, and the intervention itself will all be included in the action plan. Below is an
action plan put together by BDSC based on the data from the GP Corporation employee survey
effort:
Factors with
Lower Ratings
Responsible
Party
Recommendations Deadline Expected
Results
Recognition
and
Performance
Appraisal
Manager 1 Rewards/Incentive
Program
XX/XX/XXXX
Employees get
opportunity for
recognition
Manager2
Verbal
Recognition
XX/XX/XXXX
Increased
regularity of
verbal feedback
Manager 1
and 2
Management
Training
XX/XX/XXXX
All managers
will be
implementing
the same tools
Organizational
Effectiveness
and
Management
Leadership
Manager 1
Leadership and
Development
Training
XX/XX/XXXX
Leaders work
better in team
environments
Manager 2
Temporary
Relocation
XX/XX/XXXX
Information
sharing with all
managers and
location
improvements
Supervisor and
Employee
Relations
Manager 1 Diversity Training XX/XX/XXXX
Increase in
fairness and
trustworthiness
Manager 2
Coaching
Sessions
XX/XX/XXXX
Open lines of
communication;
establish better
relationships
21. 20
Establishing this action plan is by no means the final step. Instead this is the beginning
of the road to improving overall employee satisfaction within GP Corporation. In order for this
effort to be successful, it is imperative that BDSC and GP Corporation collaborate throughout the
entire process to make sure that ample progress is being made on all negatively rated
themes. This teamwork will also help maintain the positive ratings among other themes from this
survey. If it is concluded by both parties that improvements are continuously being made, then
the interventions will remain the same, however if positive change is not occurring,then the action
plan will be revisited and new interventions will be implemented.
22. 21
Conclusion
Primary objectives in conducting a survey with employees at GP Corporation were to
examine current issues and dynamics, better understand key drivers of employee satisfaction and
determine action items that will positively increase employee satisfaction levels. Through
analysis of the survey data three primary themes were identified that currently pose an adverse
impact to employee perceptions and the organizational climate and some that were rated as
organizational strengths:
Most Unfavorable Themes Most Favorable Themes
Recognition and Performance Management Mission and Philosophy
Organizational Effectiveness and Management Leadership Continuous Improvement
Supervisor and Employee Relations Satisfaction
Upon completing a Factor Analysis, Reliability Analysis and Item Analysis the following was
identified:
For the purpose of aiding GP Corporation, BDSC has identified a 6 factor solution:
o Factor 1: Supervisor and Employee Relations
o Factor 2: Organizational Effectiveness and Management Leadership
o Factor 3: Recognition and Performance Appraisals
o Factor 4: Employee Satisfaction
o Factor 5: Continuous Improvement
o Factor 6: Mission and Philosophy
All items within factors 7, 8, and 9 ought to be either reworded or dropped from the
survey all together.
o There is a lack of sufficient per each of these factors, and poses a threat to their
reliability.
Employees are committed to the organization and customer service.
A lack of performance management, recognition and training have many employees
unhappy and not feeling valued.
o This can lead to a decline in any current organizational strengths if not
appropriately and swiftly addressed.
Employee satisfaction is an integral component to the success of any organization -
engaged employees result in a happier, healthier workplace and more engaged/loyal customers.
As indicated throughout the survey data, GP employees are committed to the success of the
organization and recognize the role customer service plays in attaining this success. By
addressing the key themes identified, and working with BDSC to implement the action plan
provided, GP can positively influence employee attitudes and overall satisfaction levels.
23. 22
Appendix A: Comprehensive Look at Theme Favorability Ratings
82.3
57.4
49.8
49.2
66.4
52.3
35.9
74.7
40.4
64.3
80.1
4.7
3.5
1.9
13.3
2.2
3.8
8.2
1.6
6.6
4
1.2
12
37.5
47
36
30.5
42.8
54.8
22.4
51.7
30.3
17.7
1
1.5
1.3
1.4
0.9
1.2
1.1
1.3
1.2
1.4
1.1
46. I UNDERSTANDMY CUSTOMERS' REQUIREMENTS. (A)
48. THE PERSON I REPORT TO TREATS EVERYONE FAIRLY. (A)
49. THE PERSON I REPORT TO DOES A GOOD JOB OF
KEEPING ME INFORMED. (A)
50. ATTRACTING, DEVELOPING, AND RETAINING
INDIVIDUALS WITHDIFFERENT BACKGROUNDSAND
CAPABILITIESIS ENCOURAGEDIN THISCOMPANY. (A)
51. MY JOB MAKES GOOD USE OF MY SKILLS AND TRAINING.
(A)
53. ALL EMPLOYEES/ASSOCIATESARE TREATEDEQUALLY
REGARDLESS OF RACE, SEX, NATIONAL ORIGIN, OR
DISABILITY. (A)
55. COMMUNICATION FROMTOPMANAGEMENT IS OPEN
AND HONEST. (A)
56. THE PERSON I REPORT TO TREATS ME WITH RESPECT
AND DIGNITY. (A)
57. MANAGEMENT IS FAIR AND HONEST WITH
EMPLOYEES/ASSOCIATES. (A)
59. THE PERSON I REPORT TO LISTENS ANDTAKES MY
SUGGESTIONS INTO CONSIDERATION. (A)
60. ALL IN ALL, I LIKE MY JOB, THE KIND OF WORKI DO. (A)
Supervisor and Employee Relations - 3 Point
Breakdown
Percent Favorable Percent Neutral Percent Unfavorable Percent not answered
24. 23
Appendix B: Means and Standard Deviations of All Survey Items
Item M SD
1. Company'smanagementisleadingthe companyinthe rightdirection.(A) 3.24 1.74
2. We are reducingwaste/scrap.(A) 3.04 1.742
3. The people Iworkwithcooperate togetthe jobdone.(A) 3.44 1.773
4. Customersatisfactionisone of ourtop priorities.(A) 3.98 1.625
5. The managershere are committedtoa strong,effective safetyprogram.(A) 3.57 1.551
6. I reallybelieve thatwhatIam doinginmy jobis important.(A) 4.15 1.348
7. I get the recognitionIdeserve whenIdoa goodjob.(A) 2.54 1.601
8. The personI reportto promotesteamwork.(A) 3.27 1.603
9. The personI reportto placesa highpriorityonemployee/associate development.
(A) 2.91 1.644
10. I am able to make routine decisionsaboutmyjobwithoutthe approval of the
personI reportto. (A) 3.5 1.616
11. I am enthusiasticallycommittedtoachievingourcompany'sobjectives. (A) 3.8 1.624
12. The personI reportto makessure employees/associatesare trainedtodotheir
jobs.(A) 2.77 1.674
13. I understandthe company'smissionstatementandphilosophy.(A) 3.6 1.537
14. Thiscompanyis effective inimplementingchange. (A) 2.88 1.661
15. I getregularfeedbackonhowI am doingon myjob.(A) 2.32 1.639
16. I have beenadequatelytrainedtohandle the differentaspectsof myjob.(A) 3.29 1.586
17. I have the properequipmentandsuppliestodomyjob.(A) 3.12 1.75
18. Whenchange occurs, managementusuallydoesnotexplainthe reasonsforthe
change.(D) 3.12 1.801
19. Promptactionis takenwhenwe identifysafetyhazards.(A) 3.1 1.835
20. My job givesme a sense of accomplishment.(A) 3.33 1.82
21. The person I reportto inspireshighperformance throughhis/herpersonal
leadership.(A) 2.97 1.875
22. All employees/associateshave equalopportunityforadvancementhere.(A) 2.48 1.732
23. Managementencouragesustomake suggestionsforimprovementshere.(A) 3.26 1.843
24. The companyis makingthe changesnecessarytocompete effectively.(A) 3.03 1.921
25. The companyprovidesadequate trainingforme tokeepmyskillsupto date.(A) 2.62 1.774
26. Overall,the personIreporttois doinga goodjob. (A) 3.37 1.905
27. The goalsand objectivesof the organizationare clearto me.(A) 3.28 1.922
28. Our continuousimprovementeffortshave resultedinmeasurable
improvementsinourworkgroup'sprocesses.(A) 3.08 1.79
29. The managershere workwell togetherasa team.(A) 2.6 1.644
30. The personI reportto emphasizesthe importance of meetingthe needsof
external customers(people outside the companywhouse ourproductsorservices).
(A) 3.39 1.712
31. If I see a co-workernotfollowingsafety procedures,Ifeel free tospeakup.(A) 3.78 1.382
32. Managementdoeswhatitcan toprovide uswithgoodworkingconditions.(A) 3.13 1.552
33. The personI reportto has consistentlybeenfairwithme.(A) 3.52 1.71
34. Whenwe do a good job,the personwe reportto letsusknow we've performed
well.(A) 2.95 1.768
35. I believeIhave a goodfuture here at thiscompany.(A) 3.2 1.782
25. 24
36. People are alwaystryingtofindnew andcreative waystodo thingsbetter.(A) 3.24 1.605
37. I would recommendthiscompanyasa goodplace to work.(A) 3.24 1.812
38. Managers here treatemployees/associateswithrespect.(A) 2.83 1.72
39. Managementencouragesdepartmentstocooperate witheachother.(A) 3.09 1.572
40. I understandhowmy performance isevaluated.(A) 2.89 1.648
41. The personI reportto supportsour trainingthroughfeedback,follow-upand
coaching.(A) 2.62 1.697
42. For the personI reportto, gettingthe workoutis more importantthanquality.
(D) 2.43 1.809
43. I knowmy departmentobjectives(quality,cost,timing,etc.).(A) 3.45 1.491
44. Continuousimprovementismyresponsibility.(A) 3.69 1.631
45. In mydepartment,we workasa team.(A) 3.38 1.729
46. I understandmycustomers'requirements.(A) 3.78 1.569
47. Managementdoeseverythingitcanto promote safetyinthe workplace.(A) 3.3 1.864
48. The personI reportto treats everyone fairly.(A) 3.04 2
49. The personI reportto doesa good jobof keepingme informed.(A) 2.82 1.907
50. Attracting,developing,andretainingindividualswithdifferentbackgroundsand
capabilitiesisencouragedinthiscompany.(A) 2.91 1.844
51. My job makesgooduse of my skillsandtraining.(A) 3.28 1.701
52. I am proudof the qualityof our products/services.(A) 3.39 1.832
53. All employees/associatesare treatedequallyregardlessof race,sex,national
origin,ordisability.(A) 2.92 1.884
54. Whenit comesto ourmissionandphilosophystatement,ouractionssupport
our words - managementwalksthe talk.(A) 2.63 1.863
55. Communicationfromtopmanagementisopenandhonest.(A) 2.51 1.762
56. The personI reportto treats me withrespectanddignity.(A) 3.45 1.863
57. Managementisfairand honestwithemployees/associates. (A) 2.6 1.81
58. Thingsare betterforme at work now than theywere ayear ago. (A) 2.92 1.967
59. The personI reportto listensandtakesmysuggestionsintoconsideration.(A) 3.18 1.897
60. All inall,I like myjob,the kindof workI do. (A) 3.7 1.75
26. 25
Appendix C: Item Level Results
(Sorted from most unfavorable to most favorable)
