Workplace Satisfaction Survey Results

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1 Tasmanian State Service Workplace Satisfaction Survey Results Prepared by Survey Matters On Behalf of the Community and Public Sector Union (CPSU) and Health & Community Services Union (HACSU) March 2013

2 Executive summary... 3 Survey Objectives... 3 Outcomes... 3 Survey Methodology... 4 Response Rate... 4 Participant Profile... 5 Summary of Findings... 6 Areas for Improvement... 6 Interpreting the results... 7 Overall Survey Scores... 7 Absolute / Mean Scores... 7 Satisfaction ratings... 7 Comparative Analysis... 7 Overall results... 8 Overall Performance Agency Performance Comparison Demographic Comparison Employment Status Comparison Key findings Top 6 Ranking Performance Variables Lowest 6 Ranking Performance Variables Detailed results Section A: Work Satisfaction Section B: Leadership & Management Section C: Communication & Consultation Section D: Learning, Development & Career Opportunities Section E: Culture Segmentation Tables Gender Age Employment Status Length of Service Salary Range Advocacy Net promoter score by agency Net promoter score by demographics Employee comments What One Thing Would Make Your Agency A Better Place to Work? Appendix Survey Questionnaire Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 2

3 Executive summary The Community and Public Sector Union (CPSU) & Health and Community Services Union (HACSU) Tasmanian State Service Workplace Satisfaction Survey was conducted in February 2013 in order to obtain the views of employees in the Tasmanian State Service on various aspects of their employment and working conditions. A random sample of CPSU and HACSU members, together with a random sample of non member employees of the Tasmanian State Service, were invited to participate in the survey. Survey Matters was engaged by CPSU & HACSU to conduct the Tasmanian State Service Workplace Satisfaction Survey to ensure the confidentiality of responses. Employees were asked a total of 39 questions using a 6 point rating scale. A further 7 open ended questions were also asked to capture more qualitative feedback. Results have been aggregated to provide CPSU & HACSU with an understanding of where employees think their Agency is performing well, and where they feel that improvements are necessary. Survey Objectives Following the release of an InsideTrak overall employment satisfaction survey in which the Tasmanian State Service performed relatively poorly, the Tasmanian State Service Workplace Satisfaction Survey was commissioned to obtain more detailed feedback from public sector workers about general workplace satisfaction indicators within the Tasmanian State Service sector Outcomes An Overall Survey Score is calculated for each group by averaging responses across all survey items and converting the result into a score out of 100. The Overall Survey Score for the Tasmanian State Service Workplace Satisfaction Survey was This indicates a fairly neutral workforce, with responses across all survey items averaging around a slightly disagree / slightly agree rating. Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 3

4 Survey Methodology The survey was conducted in February A random sample of members of CPSU and HACSU were invited to complete the survey online. A random sample of non-member employees of Tasmanian State Sector agencies were also invited to participate in the survey. Participants were given approximately 2 weeks to respond to the survey. Survey Matters was engaged to ensure the anonymity of responses. This encourages higher participation rates and more honest feedback. Individual responses are not identified in this report; results are provided at an aggregate level. Agency and demographic results are only provided where there have been more than 6 responses in that group. The Workplace Satisfaction Survey asked participants to provide their views on 39 questions using a 6 point rating scale. Employees were asked to answer each question only once, providing their opinion on how they would rate the Performance of the Agency they work for in the areas examined. The questions tested the following key organisational performance dimensions: Work Satisfaction Leadership & Management Communication & Collaboration Learning, Development & Career Opportunities Culture Response Rate In total 4,958 individuals were invited to take part in the survey. response rate of 27% Of that, 1330 responses were received, giving a This is an excellent response rate, and provides sufficient responses to ensure a robust sample of Tasmanian State Service employees. Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 4

5 Participant Profile Gender Age 8% 8% 48% 35% Under Over 60 Length of Service Employment Status 60% 50% 48% 40% 30% 20% 10% 0% 4% Less than 1 year 19% 23% 7% 1-2 years 3-5 years 6-10 year Over 10 years 73% Full Time 25% Part Time Salary Range Union Membership 38% 62% Member Non Member Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 5

6 Summary of Findings 65% of employees are satisfied with their job 69% of employees find their work interesting and challenging. Only 16% of employees believe that underperformance is well managed in their Agency Only 26% of employees believe that promotions in their workplace are based on merit 72% of employees feel they are treated with respect by other people at work 65% of employees say others in their workplace act with integrity Only 28% of employees say they are consulted before decisions are made that affect their work Only 46% of employees say they have not witnessed any harassment or bullying in the last 12 months Areas for Improvement Performance Management is the biggest area of concern for employees of the Tasmanian State Service. Management of underperformance, recognition of high performance and merit based promotional practices were the lowest ranking scores in the survey. Only 34% of employees think communication is effective within their Agency. Further, only 28% of employees agree or strongly agree they are consulted before decisions are made that affect their work and only 31% think different work areas co-operate well. Trust and confidence in leadership is low. Only 32% of employees believe Tasmanian State Service leaders act consistently and only 39% trust the leadership of their Agency. Harassment / Bullying was the eighth lowest scoring item in the survey, with only 46% of employees agreeing they have not witnessed any harassment or bullying in the past 12 months. Net Promoter Score is low. Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 6

7 Interpreting the results To interpret the score for each variable, the following factors should be considered: Overall Survey Score Absolute / Mean Scores Internal Benchmarks Comparative Analysis Overall Survey Scores An Overall Survey Score is calculated for each group by averaging responses across all survey items and converting the result into a score out of 100. This enables high level comparisons across groups. More detailed analysis of individual items within the survey should be undertaken to more fully understand the performance of the individual groups. Absolute / Mean Scores To determine the absolute mean score for each item, a mean (average) score is calculated for each statement (or item). This is achieved by giving each rating a number (strongly disagree = 1, disagree = 2, slightly disagree = 3, slightly agree = 4, agree = 5, strongly agree = 6), adding up the response values for each statement and dividing the total by the number of responses. Rating Score Strongly Agree 6 Agree 5 Slightly Agree 4 Slightly Disagree 3 Disagree 2 Strongly Disagree 1 Satisfaction ratings Where quoted, satisfied % are based on the number of strongly agree and agree responses (slightly agree ratings were excluded as they indicate a level of hesitance to fully agree with the statement). Comparative Analysis Agency, membership status or demographic breakdowns can often be a rich source of information and are particularly effective tools. Comparing agency or demographic breakdown scores to the overall average can highlight differences of opinion across the respondent pool. Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 7

8 Overall results Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 8

9 Total Sample Size 1330 Work Satisfaction Mean Satisfaction 4.44 Accomplishment 4.48 Role Definition 4.25 Contribution 4.40 Skills & Experience 4.34 Decision Making Authority 4.31 Resources 3.71 Recognition 3.92 Valued 3.99 Remuneration 4.20 Leadership Leadership Trust 3.72 Leadership Actions 3.70 Leadership Communication 3.77 Leadership Consistency 3.55 Fair Treatment 4.26 Manager Support 4.27 Communication & Consultation Communication 3.67 Information 3.89 Decision Making 3.63 Consultation 3.42 Co-operation 3.64 Feedback Mechanism 3.81 Feedback Consideration 3.74 Learning, Development & Career Opportunities Interesting Work 4.69 Training 4.04 Constructive Feedback 3.84 Skill Development 3.90 Professional Development 4.11 Underperformance 2.87 High Performance 3.25 Promotions 3.32 Intention to Stay 4.81 Culture Respect 4.70 Values 4.21 Teamwork 4.34 Integrity 4.54 Work Life Balance 4.44 Safety 4.45 Harassment 3.66 * See Appendix for full question text Rating Score Strongly Agree 6 Agree 5 Slightly Agree 4 Tasmanian State Service Workplace Satisfaction Survey 2013 Slightly Disagree P a3 g e 9 Disagree 2 Strongly Disagree 1

10 Overall Performance An Overall Survey Score is calculated for each group by averaging responses across all survey items and converting the result into a score out of 100. Satisfaction Harassment Safety 6.00 Work Life Balance Integrity 5.00 Teamwork 4.00 Values 3.00 Respect 2.00 Intention to Stay Accomplishment Role Definition Contribution Skills & Experience Decision Making Authority Resources Recognition Valued Overall Survey Score Promotions High Performance Remuneration Leadership Trust Underperformance Professional Development Skill Development Constructive Feedback Training Interesting Work Feedback Consideration Feedback Mechanism Co-operation Information Decision Making Consultation Leadership Actions Leadership Communication Leadership Consistency Fair Treatment Manager Support Communication Rating Score Strongly Agree 6 Agree 5 Slightly Agree 4 Slightly Disagree 3 Disagree 2 Strongly Disagree 1 n=1330 Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 10

11 Agency Performance Comparison An Overall Survey Score is calculated for each group by averaging responses across all survey items and converting the result into a score out of Overall Survey Score Total DEDTA DHHS DIER DOE DOJ DOTAF DPAC DPEM DPIPWE SKILLS Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 11 n=1330

12 Demographic Comparison An Overall Survey Score is calculated for each group by averaging responses across all survey items and converting the result into a score out of Overall Survey Score Total Male Female Under Over 60 n=1330 Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 12

13 Employment Status Comparison An Overall Survey Score is calculated for each group by averaging responses across all survey items and converting the result into a score out of Overall Survey Score Total < 1 year 1-2 years 3-5 years 6-10 year > 10 years Full Time Part Time Other < $35,000 $35,000 - $50,000 $50,000 - $70,000 $70,000 - $90,000 > $90,000 n=1330 Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 13

14 Key findings How Do Employees Think You Are Performing? The Top 7 & Lowest 7 Ranking Performance Variables are listed in the table below. These are the areas where employees think their Agency performs well and where they think the Agency could improve. Top 7 Ranking Performance Variables Question Top 2 Box Score * Intention to Stay I have no plans to leave the state service in the next 12 months 74% Respect I am treated with respect by other people at work 72% Interesting Work My work is challenging & interesting 69% Integrity Employees at my workplace act with integrity 65% Accomplishment My work gives me a feeling of personal accomplishment 65% Satisfaction Overall, I am satisfied with my job 65% Contribution My Agency s goals are clear and I understand how my work contributes to them 64% Lowest 7 Ranking Performance Variables Top 2 Box Question Score * Under-performance Underperformance is effectively managed in my Agency. 16% High Performance High level performance is recognised in a meaningful way in my Agency 22% Promotions Promotions in my workplace are based on merit 26% Consultation I am consulted before decisions are made that affect my work 28% Co-operation Different work areas co-operate well across the Agency I work for 31% Decision Making Employees are encouraged to participate in the decision making process 32% Leadership Consistency The leadership of my Agency acts consistently; they always do as they say 32% * Top 2 Box Score represents respondents who agree or strongly agree with the statement Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 14

15 Detailed results Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 15

16 Section A: Work Satisfaction The work satisfaction section of the survey aims to test respondents opinions about the various factors known to impact on work satisfaction and engagement having clear role definition, feeling that their work utilises their skills and experience and makes a contribution to the overall success of the Agency and feeling valued and recognised for their performance. They also need to feel their employer provides them with the environment and resources they need to be able to achieve their performance goals. Overall, employees in the Tasmanian State Service are moderately satisfied. They obtain some degree of personal accomplishment from their work and understand how their work contributes to the overall objectives of the Agency. However, they are less than satisfied with the resources provided and the recognition they receive. They also do not feel particularly valued by their employer. * See Appendix for full question text % of respondents who Agree or Strongly Agree with the statement n= % 80% 70% 60% 50% 40% 30% 20% 10% 0% 65% 65% 57% 64% 62% Satisfaction Accomplishment Role Definition Contribution Skills & Experience 59% Decision Making Authority 58% 47% 44% 40% Resources Recognition Valued Remuneration Employees are only moderately satisfied with their job... & less than half feel valued and recognised for their contribution. Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 16

17 Do you have any other comments about your employment? Selected, representative comments include: I am lucky to work with a great team, people work together cooperatively, makes for an enjoyable place to work. My skills are not understood, therefore not recognised for what they are. I am underpaid for my level of skill & frustrated with the workplace allowing less skilled individuals to resist learning while being over paid. It is completely and utterly understaffed and has been for some years. Lack of support and resources severely restricts my ability to deliver a better service. Stimulating, challenging and interesting work. The Agency seems to have a lack of direction and little in the way of consultation with and involvement of staff. NB: See Attachment A for full transcript of comments With regard to resources we could do with more staff as sometimes you are trying to cover the roles of yourself and 1-2 others. Staff performance is not recognised by upper management. Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 17

18 Section B: Leadership & Management The effectiveness of organisational leadership is a vital component of a well functioning workplace. Leaders need to communicate the vision, values and goals of the agency and they need to inspire others to follow their lead. Employees need to trust them. In doing so, they have the capacity to create an engaged workforce, prepared to go the extra mile and with a sense of personal attachment to the organisation. Survey feedback indicates that employees in the Tasmanian State Sector are less than satisfied with the leadership of their Agency. Only 39% agree that leadership clearly communicates the goals of the organisation and trust their leaders. Only 32% agree that leadership acts consistently. * See Appendix for full question text % of respondents who Agree or Strongly Agree with the statement More positively, a small majority of employees are satisfied with the support they receive from their immediate manager. 58% of employees indicate they believe they are treated fairly and receive the support they require from their immediate supervisor. 70% 60% 58% 58% 50% 40% 30% 20% 39% 38% 39% 32% Only 39% Of employees trust the leadership of their Agency 10% 0% Leadership Trust Leadership Actions Leadership Communication Leadership Consistency Fair Treatment Manager Support Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 18

19 Do you have any other comments about the leadership of your Agency? Selected, representative comments include: I have a very supportive and helpful manager. I have confidence in our General Manager, but am far less confident and trusting in his supporting executive. Some of whom, I believe, are merely career bureaucrats and have no interest in or understanding of our role and values, beyond what they need in order to achieve their ambitions. My immediate manager is excellent. The ones above them aren't so good. Manager communicates clearly, goals and direction of Agency at a higher level not communicated clearly. Bullying is widespread throughout the Agency and management encourage senior staff and middle management to adopt this style of management. There is no acknowledgement or recognition of the negative and harmful impact of this practice on the physical and emotional health and wellbeing of workers. NB: See Attachment A for full transcript of comments I have noticed a significant improvement in leadership capability in this agency over the past 5 years. Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 19

20 Section C: Communication & Consultation The quality of communication practices impact on satisfaction and engagement. Information availability, consultation, decision making authority and feedback mechanisms all make employees feel involved and empowered to contribute to the success of their workplace. Very few employees are satisfied with communication practices within the Tasmanian State Service. Only 34% of employees agree or strongly agree that communication within their agency is effective. Further, only 28% indicate they are consulted before decisions are made that affect their work. * See Appendix for full question text % of respondents who Agree or Strongly Agree with the statement Feedback mechanisms are also rated poorly. While 38% indicate there is a mechanism for them to provide feedback and ideas within their agency, only 37% feel their ideas are given genuine consideration. 80% 70% 60% 50% 40% 30% 20% 10% 0% 34% 40% 32% 28% 31% Communication Information Decision Making Consultation Co-operation Feedback Mechanism 38% 37% Feedback Consideration Only 28% Of employees believe they are consulted before decisions are taken that affect their work Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 20

21 Do you have any other comments about the communication at your workplace? Selected, representative comments include: I feel there's a good range of communication mechanisms/ avenues within the Agency for employees to make use of. Communication in my workplace is generally efficient; however within the agency it is all but non-existent. Very good in the immediate area but not quite so well across the whole organisation. Being situated in a remote area from corporate office sometimes relevant information does not get relayed to us. Communication could be improved. Information is not always passed through to those needing it and then we learn the hard way which usually results in more work. Decision making is top-down and silo-ed. There is no opportunity for input. People informing the decision-making seem divorced from service provision and beholden to management solidarity. People doing the actual service delivery have to deal with policies and decisions made upstream that do not reflect the situational reality. NB: See Attachment A for full transcript of comments Decisions are sometimes made without consultation. There are some mechanisms to contribute ideas and feedback, but tend to be ad hoc and are not formalised. Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 21

22 Section D: Learning, Development & Career Opportunities Only 74% of employees agree or strongly agree they intend to stay with the Tasmanian State Service for the next 12 months. A majority indicate their work is interesting and challenging, and their direct manager actively encourages their professional development. * See Appendix for full question text However, performance management is the most poorly rated aspect of the working conditions tested within the survey. Only 16% of employees think underperformance is well managed within their Agency. Further, only 22% think high performance is well recognised and only 26% agree promotions are based on merit. Less than half of respondents indicate that they regularly receive constructive feedback about their performance. % of respondents who Agree or Strongly Agree with the statement 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 69% 48% Interesting Work Training Constructive Feedback 43% 41% Skill Development 50% Professional Development 74% 26% 22% 16% Underperformance High Performance Promotions Intention to Stay Only 16% Of employees agree underperformance is managed well within their Agency Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 22

23 Do you have any other comments about your learning, development & career opportunities? Selected, representative comments include: My direct supervisor/team leader is very supportive and discusses professional development regularly. Budget constraints have severely restricted opportunities, especially given that many relevant courses / training / conferences require interstate travel. There is no career progression in this agency. There are no opportunities. People who underperform are ignored and others are expected to cover the gap. Underperformers are not dealt with at all. Other team members are expected to do more work to compensate for them. Underperformance is so poorly managed in my area of the agency that underperforming in your role has become an accepted part of being an employee of the state service. Merit isn't a consideration when promotions or acting are considered. NB: See Attachment A for full transcript of comments My immediate supervisor is a fantastic teacher who gives every encouragement and support to the staff who work with her. She readily shares her extensive knowledge and always has constructive advice. Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 23

24 Section E: Culture Culture, people and teamwork make work a pleasant experience and have a major impact on employee satisfaction and engagement. The majority of employees were satisfied with the cultural aspects of their employment at the Tasmanian State Service. They feel they are treated with respect, that people within their Agency act with integrity and there is a strong spirit of teamwork and co-operation in their work area. Most employees (61%) also feel able to balance their work and personal commitments and believe the Tasmanian State Service Agency they work for treats safety as a priority. * See Appendix for full question text % of respondents who Agree or Strongly Agree with the statement The most concerning aspect of the survey is only 46% of employees indicated they have not witnessed harassment or bullying over the last 12 months. 80% 70% 60% 50% 40% 30% 20% 10% 72% 50% 58% 65% 61% 63% 46% Only 46% Of employees have not witnessed harassment or bullying in the past 12 months 0% Respect Values Teamwork Integrity Work Life Balance Safety Harassment Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 24

25 Do you have any other comments about the culture at your workplace? Selected, representative comments include: Bullying is endemic and tolerated at senior levels. I have personally experienced bullying. The culture is one of bullying and harassment at every level. I'm lucky to work in a team where there is genuine and mutual respect. There are other parts of the organisation where it is WELL KNOWN that staff are harassed and bullied and morale is low and stress high. The frustrating thing is that even when HR processes are followed to raise these issues and resolve them absolutely nothing changes and perpetrators remain untouched and unchallenged! I am extremely surprised at the level of commitment the agency has in ensuring the staff have a satisfying and workable life work balance. I have small children and flexibility is never an issue. All staff are supportive and the values are always supported. NB: See Attachment A for full transcript of comments Teamwork and co-operation is good in my area, but poor between and within different areas. The majority of staff at my workplace are great to work with. Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 25

26 Segmentation Tables Summary level results have been generated for the following groups. Full detailed analysis of demographic results can be provided on request. Gender Age Length of Service Employment Status Salary Range Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 26

27 Gender Work Life Balance Integrity Teamwork Values Respect Intention to Stay Promotions High Performance Harassment Safety Satisfaction Accomplishment Role Definition Contribution Skills & Experience Decision Making Authority Resources Recognition Valued Remuneration Leadership Trust Underperformance Leadership Actions Professional Development Leadership Communication Skill Development Leadership Consistency Constructive Feedback Training Fair Treatment Manager Support Interesting Work Feedback Consideration Feedback Mechanism Co-operation Information Decision Making Consultation Communication Total Male Female * See Appendix for full question text In Summary: Overall, there is very little difference in the views of men and women employees of the Tasmanian State Service, although women are slightly more satisfied than men. Women are also more likely to report a sense of personal accomplishment from their work, to understand how their work contributes to the Agency and to think their job makes good use of their skills and experience all key ingredients in workforce engagement. The following (selected) significant items are noted: 68% of women are satisfied with the employment, compared to 61% of men 67% of women get a sense of personal accomplishment from their work, compared to 60% of men 67% of women understand how their work contributes to the success of their agency, compared to 56% of men 65% of women think their job makes good use of the skills & experience, compared to 57% of men 60% of women believe their remuneration is fair for the work they do, compared to 53% of men Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 27

28 Gender Total Men Women Sample Size Work Satisfaction Mean Mean Mean Satisfaction Accomplishment Role Definition Contribution Skills & Experience Decision Making Authority Resources Recognition Valued Remuneration Leadership Leadership Trust Leadership Actions Leadership Communication Leadership Consistency Fair Treatment Manager Support Communication & Consultation Communication Information Decision Making Consultation Co-operation Feedback Mechanism Feedback Consideration Learning, Development & Career Opportunities Interesting Work Training Constructive Feedback Skill Development Professional Development Underperformance High Performance Promotions Intention to Stay Culture Respect Values Teamwork Integrity Work Life Balance Safety Harassment * See Appendix for full question text Rating Score Strongly Agree 6 Agree 5 Tasmanian State Service Workplace Satisfaction Survey 2013 Slightly Agree P a g e 4 28 Slightly Disagree 3 Disagree 2 Strongly Disagree 1

29 Age Work Life Balance Integrity Teamwork Values Respect Intention to Stay Promotions High Performance Harassment Safety Satisfaction Accomplishment Role Definition Contribution Skills & Experience Decision Making Authority Resources Recognition Valued Remuneration Leadership Trust Underperformance Leadership Actions Professional Development Leadership Skill Development Constructive Feedback Training Leadership Consistency Fair Treatment Manager Support Interesting Work Feedback Consideration Feedback Mechanism Co-operation Information Decision Making Consultation Communication Total Under Over 60 * See Appendix for full question text n=1330 In Summary: Segmentation of the survey data by age bracket reveals that while employees aged under 30 have the highest overall survey score, employees aged over 60 are most likely to indicate they are satisfied with their work. They are most likely to agree their work is interesting and challenging and they obtain personally satisfaction from their work. However, they report feeling less valued and involved in decision making, and do not feel fairly treated by their managers. Employees aged between 31 and 45 are the least satisfied age group reporting less trust in leadership, more dissatisfaction with performance management and less teamwork in their work area. The following (selected) significant items are noted: 75% of employees aged over 60 report being satisfied with their work, compared to only 63% of those aged More employees aged over 60 (78%) indicate their work gives them a sense of accomplishment, compared to 65% overall. They are also the group most likely to find their work interesting and challenging Employees aged under 30 are significantly less satisfied with their remuneration than other age groups Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 29

30 Rating Score Strongly Agree 6 Agree 5 Tasmanian State Service Workplace Satisfaction Survey 2013 Slightly Agree P a g4 e 30 Slightly Disagree 3 Disagree 2 Strongly Disagree 1 Age Total Under Over 60 Sample Size Work Satisfaction Mean Mean Mean Mean Mean Satisfaction Accomplishment Role Definition Contribution Skills & Experience Decision Making Authority Resources Recognition Valued Remuneration Leadership Leadership Trust Leadership Actions Leadership Communication Leadership Consistency Fair Treatment Manager Support Communication & Consultation Communication Information Decision Making Consultation Co-operation Feedback Mechanism Feedback Consideration Learning, Development & Career Opportunities Interesting Work Training Constructive Feedback Skill Development Professional Development Underperformance High Performance Promotions Intention to Stay Culture Respect Values Teamwork Integrity Work Life Balance Safety Harassment * See Appendix for full question text

31 Employment Status Work Life Balance Integrity Teamwork Values Respect Intention to Stay Promotions High Performance Harassment Safety Satisfaction Accomplishment Role Definition Contribution Skills & Experience Decision Making Authority Resources Recognition Valued Remuneration Leadership Trust Underperformance Leadership Actions Professional Development Leadership Communication Skill Development Leadership Consistency Constructive Feedback Training Fair Treatment Manager Support Interesting Work Feedback Consideration Feedback Mechanism Co-operation Information Decision Making Consultation Communication Total Employed Full Time Employed Part Time Other In Summary: * See Appendix for full question text Overall, part time workers are more satisfied than their full time colleagues. They report higher overall satisfaction, get more personal accomplishment from their work and feel more valued than full time employees. They are more likely to trust leadership, feel supported by their manager and think they are treated and remunerated fairly. However, they are less likely to think their work is challenging and interesting perhaps a trade off for their workplace flexibility. The following (selected) significant items are noted: 54% of part time staff feel they are treated like a valued member of the Agency, compared to only 45% of full time staff 65% of part time staff feel their remuneration is fair, compared to 56% of full time staff 65% of part time staff feel supported by their manager and treated fairly, compared to only 54% of full time staff 73% of part time staff report being happy with their work life balance, compared to 57% of full time employees 71% of full time staff report their work is challenging and interesting, compared to only 64% of part time staff Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 31

32 Employment Status Total Full Time Part Time Other Sample Size Work Satisfaction Mean Mean Mean Mean Satisfaction Accomplishment Role Definition Contribution Skills & Experience Decision Making Authority Resources Recognition Valued Remuneration Leadership Leadership Trust Leadership Actions Leadership Communication Leadership Consistency Fair Treatment Manager Support Communication & Consultation Communication Information Decision Making Consultation Co-operation Feedback Mechanism Feedback Consideration Learning, Development & Career Opportunities Interesting Work Training Constructive Feedback Skill Development Professional Development Underperformance High Performance Promotions Intention to Stay Culture Respect Values Teamwork Integrity Work Life Balance Safety Harassment * See Appendix for full question text Rating Score Strongly Agree 6 Agree 5 Tasmanian State Service Workplace Satisfaction Survey 2013 Slightly Agree P a g e 4 32 Slightly Disagree 3 Disagree 2 Strongly Disagree 1

33 Length of Service Work Life Balance Integrity Teamwork Values Respect Intention to Stay Promotions High Performance Harassment Safety Satisfaction Accomplishment Role Definition Contribution Skills & Experience Decision Making Authority Resources Recognition Valued Remuneration Leadership Trust Underperformance Leadership Actions Professional Development Skill Development Leadership Communication Leadership Consistency Constructive Feedback Training Fair Treatment Manager Support Interesting Work Feedback Consideration Feedback Mechanism Co-operation Information Decision Making Consultation Communication Total Less than 1 year 1-2 years 3-5 years 6-10 year Over 10 years In Summary: * See Appendix for full question text As would be expected, new employees who have been with the State Service for less than 12 months are most satisfied with all aspects of their employment and working conditions. Reported satisfaction with various workplace factors then deteriorates until an employee has been with their Agency for 5 years, after which time, if they have stayed with the employer, satisfaction again starts to increase although never reaching the same levels as reported by new employees. This is a repeated pattern across workplaces. The following (selected) significant items are noted: 79% of new employees agree they are treated like a valued member of their Agency, compared to only 47% overall 73% of new employees agree they receive the recognition they deserve, compared to 44% overall 75% of new employees trust the leadership of their Agency, compared to 39% overall 85% of new employees agree that they are fairly treated and supported by their manager, compared to 58% overall 77% of new employees have not witnessed any bullying/harassment compared to only 46% of all employees Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 33

34 Total Less than 1 year Length of Service years years 6-10 year Over 10 years Sample Size Work Satisfaction Mean Mean Mean Mean Mean Mean Satisfaction Accomplishment Role Definition Contribution Skills & Experience Decision Making Authority Resources Recognition Valued Remuneration Leadership Leadership Trust Leadership Actions Leadership Communication Leadership Consistency Fair Treatment Manager Support Communication & Consultation Communication Information Decision Making Consultation Co-operation Feedback Mechanism Feedback Consideration Learning, Development & Career Opportunities Interesting Work Training Constructive Feedback Skill Development Professional Development Underperformance High Performance Promotions Intention to Stay Culture Respect Values Teamwork Integrity Work Life Balance Safety Harassment * See Appendix for full question text Rating Score Strongly Agree 6 Agree 5 Tasmanian State Service Workplace Satisfaction Survey 2013 Slightly Agree P a g 4 e 34 Slightly Disagree 3 Disagree 2 Strongly Disagree 1

35 Salary Range Work Life Balance Integrity Teamwork Values Respect Intention to Stay Promotions High Performance Satisfaction Harassment Safety Accomplishment Role Definition Contribution Skills & Experience Decision Making Resources Recognition Valued Remuneration Leadership Trust Underperformance Leadership Actions Professional Leadership Skill Development Constructive Feedback Training Leadership Consistency Fair Treatment Manager Support Interesting Work Feedback Consideration Feedback Mechanism Co-operation Information Decision Making Consultation Communication Total Less than $35,000 $35,000 - $50,000 $50,000 - $70,000 $70,000 - $90,000 More than $90,000 * See Appendix for full question text In Summary: Employees on the lowest incomes are the most satisfied income group which aligns with findings pertaining to part time workers. They are the group least likely to leave their job, understand how their work contributes to the Agency and report being able to balance work and personal commitments. They are also more likely to report feeling respected, safe, valued and part of a strong, cooperative team. However, they are less likely to find their job interesting and challenging and less likely to believe they have opportunities to develop their skills. As would be expected, employees on the highest incomes are the next most satisfied income bracket, and are the most likely to agree they are satisfied and obtaining a sense of personal accomplishment from their work. The following (selected) significant items are noted: 70% of employees earning > $90,000 agree their work uses their skills and experience, compared to 62% of all employees 70% of employees earning >$90,000 report personal accomplishment from their work, compared to 65% of all employees 60% of employees earning < $35,000 find their job interesting, compared to 69% of all employees 36% of employees earning <$35,000 agree they have opportunity to develop their skills, compared to 41% overall 89% of employees earning < $35,000 report good work life balance, compared to 61% of all employees Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 35

36 Total Less than $35,000 $35,000 - $50,000 Salary Range $50,000 - $70,000 $70,000 - $90,000 More than $90,000 Sample Size Work Satisfaction Mean Mean Mean Mean Mean Mean Satisfaction Accomplishment Role Definition Contribution Skills & Experience Decision Making Authority Resources Recognition Valued Remuneration Leadership Leadership Trust Leadership Actions Leadership Communication Leadership Consistency Fair Treatment Manager Support Communication & Consultation Communication Information Decision Making Consultation Co-operation Feedback Mechanism Feedback Consideration Learning, Development & Career Opportunities Interesting Work Training Constructive Feedback Skill Development Professional Development Underperformance High Performance Promotions Intention to Stay Culture Respect Values Teamwork Integrity Work Life Balance Safety Harassment * See Appendix for full question text Rating Score Strongly Agree 6 Agree 5 Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 36 Slightly Agree 4 Slightly Disagree 3 Disagree 2 Strongly Disagree 1

37 Advocacy The final question of the survey asked whether employees would recommend working at their Agency to family and friends. This is often referred to as the Net Promoter Score. 1 Employees who scored their Agency a 9 or 10 are referred to as promoters. Those who rated their likelihood to recommend their Agency a 7 or 8 are neutral, and those whose rating was between 0 and 6 are classified as detractors. Using this rating scale, Tasmanian State Service employees can be classified as: On a scale of 0-10 (where 0=extremely unlikely and 10 = extremely likely), how likely are you to recommend working at your Agency to your family and friends? 20% 18% 16% 16% 18% 14% 13% 12% 10% 8% 6% 4% 6% 4% 4% 5% 5% 10% 11% 8% 2% 0% Net Promoter is a registered trademark of Sametrix Systems Inc., Bain & Co and Fred Reichheld Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 37

38 Net promoter score by agency Understanding the Net Promoter Score When reviewing Net Promoter Scores, it is the score in itself that should be considered. Net promoter score by demographics A positive score indicates that there are more promoters than detractors; more employees are actively recommending and promoting the organisation than not. A negative score indicates that a majority of employees would not recommend the organisation, and further, could be providing negative word of mouth. External benchmarking of a Employee Net Promoter Scores is problematic due to the large number of factors, both internal and external, that can affect an organisation s score. Internal benchmarking and monitoring the score over time is much more effective and can provide real evidence of improvements in employee perceptions of working at their organisation. * Please note slight discrepancies in calculations are due to rounding. Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 38

39 Employee comments What One Thing Would Make Your Agency A Better Place to Work? A full transcript of individual comments is provided in a separate report, however, a sample of representative comments and a snapshot of the most repeated items raised by employees is provided below. Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 39

40 Selected, representative comments include: Better communication Being paid at the appropriate level for the work being done Better management Clear direction from Management about long term goals Consistently addressing performance and behavioural issues whilst recognising good performance Improved recognition of good performance. Improved management of poor performance Management that understood the value of people and professionals and actually listened to feedback from those on the ground Managers who better utilise the skills and experience of individual team members More resources to cover the increasing workload More staff Opportunity for development, better training programs Recognition of my skills and qualifications both in terms of the work I do, my level or responsibility and my remuneration Stable leadership and a management team committed to the values of this organisation To have more support from the management level, and for staff efforts to be recognise Working space needs improvement Underperformance better managed Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 40

41 Contact Us For further information, please contact: Rebecca Sullivan Survey Matters T: E: Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 41

42 Appendix Survey Questionnaire Report Label Satisfaction Accomplishment Role Definition Contribution Skills & Experience Decision Making Authority Resources Recognition Valued Remuneration Leadership Trust Leadership Actions Leadership Communication Leadership Consistency Fair Treatment Manager Support Communication Information Decision Making Consultation Co-operation Feedback Mechanism Feedback Consideration Interesting Work Training Constructive Feedback Skill Development Professional Development Underperformance High Performance Promotions Intention to Stay Respect Values Teamwork Integrity Work Life Balance Safety Harassment Survey Question Overall, I feel satisfied with my job. My work gives me a feeling of personal accomplishment. My role and responsibilities are clearly defined. My Agency s goals are clear and I understand how my work contributes to them. My job makes good use of my skills & experience. I am given enough authority to make the decisions I need to I have sufficient resources (for example people, tools, materials and budget) to get my job done When I perform well, I think it is recognised appropriately. I am treated like a valued member of my Agency I believe my salary is fair for the work I do I have trust and confidence in the leadership of my Agency Through their behaviours & actions, leadership consistently demonstrates the values of the Agency The leadership of my Agency clearly communicates the goals of the organisation to all employees. The leadership of my Agency act consistently; they always do as they say. I believe I am fairly treated by my Agency. I am satisfied with the overall support I receive from my manager. Communication within my Agency is effective. I receive all of the information I need to do my job well. Employees are encouraged to participate in the decision making process. I am consulted before decisions are made that affect my work Different work areas co-operate well across the Agency I work for. There is a mechanism I can use to contribute ideas and feedback on workplace issues My ideas and feedback are given genuine consideration My work is challenging & interesting. I receive the training I need to do my job well I regularly receive constructive feedback about my work performance from my immediate supervisor I have opportunities to develop my skills and knowledge My immediate supervisor actively supports and encourages my professional development. Underperformance is effectively managed in my Agency High level performance is recognised in a meaningful way at my Agency Promotions in my workplace are based on merit I have no plans to leave the state service in the next 12 months. I am treated with respect by other people at work The values of my Agency have been well communicated There is a strong spirit of teamwork & co-operation in my work area. Employees at my workplace act with integrity. I am able to maintain a healthy balance between my work and personal life. The safety of employees is a priority in my Agency. I have not witnessed any harassment or bullying at my workplace in the last 12 months. Tasmanian State Service Workplace Satisfaction Survey 2013 P a g e 42

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