2014 PUBLIC SERVICE EMPLOYEE SURVEY RESULTS FOR EXECUTIVES

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1 PUBLIC SERVICE EMPLOYEE SURVEY RESULTS FOR EXECUTIVES March 2015

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3 Table of content HIGHLIGHTS... 1 SUMMARY REPORT... 5 Engagement... 5 Leadership... 6 Immediate supervisor... 6 Senior Management... 7 Workforce... 8 Performance Management... 8 Staffing... 9 Job Fit and Development... 9 Empowerment Workplace Work-Life Balance and Workload Retention Organizational Goals Organizational Performance Respectful Workplace Ethical Workplace Physical Environment and Equipment Use of Official Languages Harassment Discrimination... 21

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5 Public Service Employee Survey Results for Executives This Report compares the results of the Public Service Employee Survey (PSES) for Executives since with those of the overall Public Service. For ease of reference, APEX used the analytical framework developed by Treasury Board. Highlights Overall The overall response rate was 71.4%, slightly lower at 68% for Executives. The results for Executives show stability in certain areas, with some variation over time for others. Positive trends over time were noted in relation to engagement, immediate supervisor, senior leadership, and performance management, some aspects of training and development, and respectful and ethical workplaces. Some trends over time highlight areas for improvement, such as some aspects of training and work-life balance, empowerment, and organizational performance. 11% of Executives experienced harassment and 3% discrimination in the past two years 1. Engagement The great majority of Executives continue to be highly engaged in their work and their organization: 98% agreed that they are willing to put in the extra effort to get the job done, similar to (99%) 96% are proud of the work they do, up from 91% in 90% get a sense of satisfaction from their work, up from 89% in and unchanged from 89% like their job, down from 92% in and 91% in 1 As the PSES harassment and discrimination questions and response categories were modified from those of previous surveys, comparisons over time are not possible. PSES Results for Executives Page 1

6 Leadership Generally, Executives were positive about their immediate supervisor and senior management: 85% felt that their supervisor keeps them informed about issues affecting their work, similar to (85%) and slightly higher than in (81%) An increasing proportion (80%) have confidence in the senior management of their organization, compared to 78% in and 77% in However, it is noted that only 72% indicated that essential information flows effectively from senior management to staff, slightly higher than in and (71%). Workforce Performance Management Consistent with the intent of the new Directive on Performance Management that took effect across the core public administration in : 88% of Executives indicated that their work is assessed against identified goals and objectives, an increase from and (87% and 85%, respectively) 80% of Executives felt that they receive useful feedback about their job performance, similar to and up from (80% and 74%, respectively). Training and Development Executives felt generally positive about the training they receive, and about support and opportunities for career development in their organization. A great majority felt that their job is a good fit with their skills, but in a decreasing proportion since. 83% indicated that they get the training they need to do their job, an increase from (80%) and (76%) But, only 73% felt that their organization does a good job of supporting career development, the same as in and a slight increase from (71%) 95% felt that their job is a good fit with their skills, down from 96% in and 97% in Empowerment Indicators of empowerment have decreased since : 81% of Executives believed that they have support to provide a high level of service, a decrease from (86%) 89 % believed that they have opportunities to provide input into decisions that affect their work, the same as in PSES Results for Executives Page 2

7 Workplace Work-life Balance and Workload Generally, Executives were not as positive about work-life balance and workload. 78% of Executives indicated that their immediate supervisor supports the use of flexible work arrangements, higher than in (75%) Only 35% reported that they can complete their assigned workload during their regular working hours, similar to (34%) and higher than in (28%) 68% agreed that they have support for work-life balance, down from (72%) Organizational Performance Executives were asked whether the quality of their work suffers as a result of certain factors. Almost half of Executives felt that the following factors were affecting the quality of their work Always/Almost always or Often : Having to do the same or more work but with fewer resources: 53%, the same as in and Too many approval stages: 48%, an increase from (44%) and (43%) Overly complicated or unnecessary business processes: 49% Respectful and Ethical Workplace Almost all Executives believe they work in a respectful and ethical workplace: 98% indicated that they have positive working relationships with their colleagues, a slight decrease from 94% felt that their colleagues behave in a respectful manner 90% felt that their organization respects them, an increase from (88%) and (88%) 95% believed that employees in their organization carry out their duties in the public s interest, up 2 percentage points from (93%). Harassment 11% of Executives indicated that they had been harassed in the past two years 2. The most common types of harassment among those who indicated harassment were: Aggressive behavior (54%) Offensive remarks (54%) Unfair treatment (44%) 2 As the PSES harassment questions and response categories were modified from those of previous surveys, comparisons over time are not possible. PSES Results for Executives Page 3

8 Personal attack (42%) Excessive control (42%) Of those who felt they had been harassed: 63% indicated that they experienced harassment from individuals with authority over them 3% indicated that they had filed a grievance or formal complaint 21% reported that they had taken no action, and the most common reasons for not filing a grievance or a formal complaint were because they did not believe it would not make a difference (52%) and being afraid of reprisal (45%) Discrimination Three percent of Executives indicated that they had experienced discrimination 3 in the past two years. The most common types of discrimination among those who had indicated discrimination were: Sex (39%) Age (33%) Race (24%) Of those who indicated they had experienced discrimination: 82% indicated that they experienced discrimination from individuals with authority over them 4% reported that they had filed a grievance or formal complaint 60% indicated that they had taken no action, and the most common reasons for not filing a grievance or a formal complaint were because they did not believe it would not make a difference (65%), and being afraid of reprisal (46%) 3 As the PSES discrimination questions and response categories were modified from those of previous surveys, comparisons over time are not possible. PSES Results for Executives Page 4

9 Summary Report Engagement Table 1: Affirmative results for questions related to engagement over time (, and ). Q. PSES - Engagement I get a sense of satisfaction from my work. I am willing to put in the extra effort to get the job done. I am proud of the work that I do. Overall, I like my job. I would recommend my department or agency as a great place to work. I am satisfied with my department or agency. I would prefer to remain with my department or agency, even if a comparable job was available elsewhere in the federal public service n/a n/a n/a n/a n/a n/a Based on the results, most employees in the public service are engaged in their work and committed to their organizations. However, indicators of engagement have decreased slightly over time. The great majority of Executives are highly committed to their jobs but contrary to the overall results, most indicators of engagement have not decreased over time. Since, 90% indicated consistently that they get a sense of satisfaction from their jobs (Q11). In, 96% agreed that they are proud of the work they do (Q15). Nearly all (98%) indicated that they are willing to put in the extra effort to get the job done (Q14). Eighty percent are satisfied with their organization (Q59). This indicator has remained stable since. 78% indicated that they would recommend their organization as a great place to work (Q58). Finally, 68% would prefer to remain with their organization even if a comparable job was available elsewhere in the federal public service (Q60), slightly down from 70% in and, and 90% like their jobs (Q19), down from and (91% and 92% respectively). PSES Results for Executives Page 5

10 Leadership Immediate supervisor Table 2: Affirmative results for questions related to immediate supervisor over time (, and ). Q. PSES - Immediate supervisor 31 I can count on my immediate supervisor to keep his or her promises. 32 My immediate supervisor keeps me informed about the issues affecting my work. 36 I am satisfied with the quality of supervision I receive n/a n/a n/a n/a Generally, employees tended to provide more favourable responses to questions about their immediate supervisor than to those about their senior management. Executives provided favourable responses to questions about their immediate supervisor and about senior management. Eighty four percent indicated that they can count on their immediate supervisor to keep his or her promises (Q31) and 85 % indicated that their supervisor is keeping them informed about the issues affecting their work (Q32). PSES Results for Executives Page 6

11 Senior Management Table 3: Affirmative results for questions related to senior management over time (, and ) Q. PSES - Senior Management Senior managers in my department or agency lead by example in ethical behaviour. I have confidence in the senior management of my department or agency. Senior management in my department or agency makes effective and timely decisions. I believe that senior management will try to resolve concerns raised in this survey. Essential information flows effectively from senior management to staff. I have access to senior management in my department or agency. n/a n/a n/a n/a n/a n/a For the most part, employees were slightly less positive about senior management in than in and. However, they were more likely to view their senior managers as leading by example in ethical behaviour in. While Executives were more positive about senior management, there are some indictors that could be more positive. The great majority of Executives (83%) reported that their senior management is leading by example in ethical behavior (Q39), a slight decrease from. Eighty percent indicated they have confidence in the senior management of their department (Q40), an increase from (78%) and (77%). Additionally, 74 % believe that senior management will try to resolve concerns raised in the survey (Q42), a slight increase from and. Lastly, 85% felt that they have access to senior management in their organization (Q44). But, in, 68% indicated that their senior management makes effective and timely decision (Q41), slightly down from 69% in. Moreover, only 72% agreed that essential information flows effectively from senior management to staff (Q43). PSES Results for Executives Page 7

12 Workforce Performance Management Table 4: Affirmative results for questions related to performance management over time (, and ) Q. PSES - Performance Management I receive meaningful recognition for work well done. In my work unit, unsatisfactory employee performance is managed effectively. I receive useful feedback from my immediate supervisor on my job performance. My immediate supervisor assesses my work against identified goals and objectives. I receive the support I need from senior management to address unsatisfactory performance issues in my work unit. (for supervisors) n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a Following the same trend observed in the Public Service, in, Executives are reporting (88%) in greater numbers that their immediate supervisor assesses them against identified goals and objectives (Q34), up from 85% in to 87% in. They also reported in greater numbers (80%) that they receive useful feedback from their immediate supervisor (Q30), up from 74% in, but same as in. Nearly three quarters felt that they receive meaningful recognition for work well done (Q12), unchanged from. Finally, only 71% believe that unsatisfactory employee performance is managed effectively (Q28). PSES Results for Executives Page 8

13 Staffing Table 5: Affirmative results for questions related to staffing over time (, and ). Q. PSES - Staffing In my work unit, I believe that we hire people who can do the job. In my work unit, the process of selecting a person for a position is done fairly In, 90% of Executives believed that their work unit hires people who can do the job (Q26), similar to and. 89% felt that the process for selecting a person for a position is done fairly (Q27), slightly less than in and (91% and 90% respectively). Job Fit and Development Table 6: Affirmative results for questions related to job fit and development over time (, and ). Q. PSES - Job Fit I get the training I need to do my job. My job is a good fit with my interests. My job is a good fit with my skills. My department or agency does a good job of supporting employee career development. I believe I have opportunities for promotion within my department or agency, given my education, skills and experience PSES Results for Executives Page 9

14 In, public service employees were less likely to be positive about training, and support and opportunities for career development in their organizations than they were in the past. In, 93% of Executives believed that their jobs is a good fit with their interests (Q6), almost similar to and. When asked about their skills (Q7), 95% felt that their job is a great fit, down from 96% in and 97% in. More than 80% report that they get the training they need to do their job Q5), an increase from (80%) and (76%). Finally, only 73% felt that their organization does a good job of supporting career development (Q53), the same as in and up from (71%). Empowerment Table 7: Affirmative results for questions related to empowerment over time ( and ). Q. PSES - Empowerment I have opportunities to provide input into decisions that affect my work. I am encouraged to be innovative or to take initiative in my work. I have support at work to provide a high level of service. n/a n/a n/a n/a n/a n/a n/a n/a The overall survey results for indicators of empowerment are lower than in. The results for Executives are also slightly lower than in, with 81% indicating that they have support at work to provide a high level of service (Q18), down from 86% in. 89% felt that they have opportunities to provide input into decisions affecting their work (Q16), the same level as in. Finally, more than eighty percent agreed that they are encouraged to be innovative or to take initiative in their work (Q17). PSES Results for Executives Page 10

15 Workplace Work-Life Balance and Workload Table 8: Affirmative results for questions related to work-life balance and workload over time (, and ). Q PSES - Work-life Balance and Workload I have support at work to balance my work and personal life. I feel I can claim overtime compensation (in money or in leave) for the overtime hours that I work. I can complete my assigned workload during my regular working hours. n/a n/a * 62 30* 61 30* Subject to operational requirements, my immediate supervisor supports the use of flexible work n/a n/a 75 75** 78 78** arrangements (e.g., flexible hours, compressed workweeks, telework). * more than 60% said it did not apply to them ** more than 20% said it did not apply to them Executives as well as employees were more likely to report support for the use of flexible work arrangements (Q35) in than in, although the level of support is less among Executives. Moreover, 20% of Executives indicated that this situation did not apply to them. Only 35% indicated they can complete their assigned workload during their regular working hours (Q20). While this is an increase from (28%) and (34%), it remains low. Approximately 30% felt that they can be compensated for the overtime hours they work (Q10), but 60% indicated that this did not apply. Sixty-eight percent felt that they have support at work to balance their work and personal life (Q9), a decrease from 72% in PSES Results for Executives Page 11

16 Retention Table 9: Affirmative results for questions related to retention over time ( and ) Q. PSES- Retention Do you intend to leave your current 61 position in the next two years? Please indicate your reason for 62 leaving: To retire a To pursue another position within my b department or agency To pursue a position in another c department or agency To pursue a position outside the d federal public service Other e n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a In, 43% of Executives indicated that they intend to leave their current position in the next two years (Q61), an increase from (40%). These rates are significantly higher than those of employees. Those who indicated that they intent to leave in the next two years gave the following reasons for leaving (Q62): To pursue a position in another department or agency: 38%, similar to (39%) To pursue another position within my their organisation: 32%, up from (30%) To retire: 21%, up from (18%) To pursue a position outside the federal public service: 5%, unchanged from PSES Results for Executives Page 12

17 Organizational Goals Table 10: Affirmative results for questions related to organizational goals over time (, and ). Q. PSES - Organizational Goals I know how my work contributes to the achievement of my department s or agency s goals. My department or agency does a good job of communicating its vision, mission and goals. My department or agency reviews and evaluates the progress towards meeting its goals and objectives n/a n/a n/a n/a Employees were less inclined to indicate that their department communicates and reviews its goals than they were in. On the other hand, 80% of Executives were of the view that their department or agency does a good job of communicating its vision, mission and goal (Q45), similar to. 95% reported that they know how their work contributes to the achievement of their organizations (Q13), similar to (94%). Finally, 80% believe that their organization reviews and evaluates the progress toward meeting its goals and objectives (Q46), similar to. PSES Results for Executives Page 13

18 Organizational Performance Table 11: Affirmative results for questions related to organizational performance over time (, and ). Q. PSES - Organizational Performance 21 a. b. c. d. e. f. g. I feel that the quality of my work suffers because of constantly changing priorities lack of stability in my department or agency too many approval stages unreasonable deadlines having to do the same or more work, but with fewer resources high staff turnover overly complicated or unnecessary business processes n/a n/a n/a n/a Similarly to the overall results, in, Executives were more likely to express negative views about aspects of organisational performance than they were in previous years, particularly with having too many approval stages and having to do the same work or more work but with fewer resources. Nearly 50% also indicated that the quality of their work suffers as a result of overly complicated or unnecessary business processes. PSES Results for Executives Page 14

19 Respectful Workplace Table 12: Affirmative results for questions related to a respectful workplace over time (, and ). Q. PSES - Respectful Workplace I have positive working relationships with my co-workers. In my work unit, every individual is accepted as an equal member of the team. In my work unit, individuals behave in a respectful manner. My department or agency implements activities and practices that support a diverse workplace. I think that my department or agency respects individual differences (e.g., culture, work styles, ideas). Overall, my department or agency treats me with respect. n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a In, similar to the overall results, almost all Executives felt that they can work in a respectful workplace. Of note, 98% reported having positive working relationships with their co-workers (Q22), slightly down from 99% in. In line with the overall results, they were also more inclined to feel that their organization and respects individual differences than in the past (Q56). Ninety percent felt that their organization treats them with respect (Q57), an increase from and (88% in both years). Ninety four percent believed that individuals behave in a respectful manner in their work unit (Q29). PSES Results for Executives Page 15

20 Ethical Workplace Table 13: Affirmative results for questions related to an ethical workplace over time (, and ). Q. PSES - Ethical Workplace I am satisfied with how interpersonal issues are resolved in my work unit. Employees in my department or agency carry out their duties in the public's interest. If I am faced with an ethical dilemma or a conflict between values in the workplace, I know where I can go for help in resolving the situation. Discussions about values and ethics occur in my workplace. I feel I can initiate a formal recourse process (e.g., grievance, complaint, appeal) without fear of reprisal. n/a n/a n/a n/a n/a n/a n/a n/a n/a n/a In, in line with the overall results, Executives tended to be more positive than in about ethical aspects of their workplace, particularly with respect to discussions about values and ethics and carrying out duties in the public s interest. Eighty-eighth percent indicated that discussion about values and ethics occur in their workplace (Q49), an increase from (84%). 95% felt that employees in their organization carry out their duties in the public interest (Q47), up from 93% in. 87% reported being satisfied with how interpersonal issues are resolved in their work unit (Q24). Over 90% would know where to go for help if they were faced with an ethical dilemma (Q48), higher than in (91%) and (89%). While 63% agreed they feel they can initiate a formal recourse process without fear of reprisal (Q50), an increase from (60%), it remains low. PSES Results for Executives Page 16

21 Physical Environment and Equipment Table 14: Affirmative results for questions related to physical environment and equipment over time (, and ). Q PSES - Physical Environment and Equipment I have the materials and equipment I need to do my job. My physical environment (e.g., office, workspace) is suitable for my job requirements. I have the information, training and equipment I need to ensure my health and safety at work n/a n/a n/a n/a n/a n/a The majority of Executives (85%) reported that they have the materials and equipment they need to do their job (Q1), down from and. The majority also reported that their physical environment was suitable for their job requirements (Q4). PSES Results for Executives Page 17

22 Use of Official Languages Table 15: Affirmative results for questions related to use of official languages over time (, and ). Q. PSES - Official Languages The material and tools provided for my work, including software and other automated tools, are available in the official language of my choice. When I prepare written materials, including , I feel free to use the official language of my choice. During meetings in my work unit, I feel free to use the official language of my choice. When I communicate with my immediate supervisor, I feel free to use the official language of my choice. During meetings in my department or agency, the chairpersons create an environment where I feel free to use the official language of my choice. The training offered by my department or agency is available in the official language of my choice n/a n/a n/a n/a The survey results show that Executives felt free to use the official language of their choice in most situations. In line with the overall results, those results have remained positive and stable over the three survey cycles. PSES Results for Executives Page 18

23 Harassment Table 16: Sources of Harassment Q. PSES - Harassment 63 Have you been victim of harassment on the job in the past 2 years 64 From whom did you experience harassment on the job? PS EX a Co-workers b Individuals with authority over them c Individuals working for me 7 26 d Individuals for whom they have custodial responsibility 4 0 e Individuals from other departments or agencies 5 6 f Members of the public 9 4 g Other % of Executives indicated that they have been the victim of harassment on the job in the past two years (Q63), compared to 19% in the public service. Among the 11% who indicated that they have been the victim of harassment, the most common sources of harassment were (Q64): individual with authority over them (63%), individuals working for them (26%) and co-workers (25%). Table 17: Nature of Harassment Q. PSES - Harassment 65 Nature of harassment: a Aggressive behaviour b Excessive control c Being excluded or ignored d Humiliation e Interferences with work or withholding resources f Offensive remark g Personal attack h Physical violence 2 1 i Sexual comment or gesture 9 2 j Threat k Unfair treatment l Yelling or shouting m Other 14 9 PSES Results for Executives Page 19

24 Among the Executive who reported having been victim of harassment, the most common forms of harassment were: offensive remarks and aggressive behavior, both at 54%, followed by unfair treatment (44%), excessive control and personal attack, both at 42%. Table 18: Actions taken to address the harassment Q. PSES - Harassment 66 What actions was taken: a Discussed the matter with my supervisor or senior manager b Discussed the matter with the person from whom I experienced harassment c Contacted an HR advisor in my organization d Contacted my union representative 21 0 e Used an informal conflict resolution process f Filed a grievance or formal complaint 7 3 g Resolved the matter informally on my own h Other i No action taken Among the Executives who reported having been victim of harassment, 21% reported taking no action, while 56% reported discussing the matter with their supervisor, and 37% reported discussing the matter with the person from whom they experienced harassment. Table 19: Reasons for not Taking Action to address the harassment Q. PSES Harassment 67 Why did you not file a grievance or a formal complaint: a The issue was resolved 13 8 b Incident not serious enough c The behaviour stopped 11 5 d The individual apologized 8 5 e Management intervened f The individual left or changed jobs g I changed jobs h I did not know what to do, or where to go or whom to ask 8 4 i I was too distraught 11 6 j I had concerns about the formal complaint process k I was advised against filing a complaint 9 9 l I was afraid of reprisal m Someone threaten me 2 - n I did not believe it would make a difference PSES Results for Executives Page 20

25 Among those who indicated not filing a grievance or formal complaint, the five most frequently selected reasons for not reporting the harassment were: did not believe it would make a difference (52%); afraid of reprisal (45%); concerns about the formal complaint process (21%); individual left or changed jobs (16%); and I changed jobs (14%). Table 20: Affirmative results for questions related to satisfaction with the organization s response to harassment in the workplace over time ( and ). Q. PSES - Harassment I am satisfied with how matters related to harassment are resolved in my department or agency My department or agency works hard to create a workplace that prevents harassment n/a n/a n/a n/a n/a n/a In, three quarters of Executives reported being satisfied with how matters related to harassment are resolved in their organization (Q68). It is worth noting that 16% responded that they did not know. Eighty one percent felt that their organization is working hard to create a workplace that prevents harassment (Q69), down from 84% in. Discrimination Table 21: Sources of Discrimination Q. PSES Discrimination 74 Have you been the victim of discrimination on the job in the past 2 years 75 From whom did you experience discrimination on the job? PS 8 3 EX a Co-workers b Individuals with authority over them c Individuals working for them 3 14 d Individuals for whom they have custodial responsibility 3 0 e Individuals from other departments or agencies 7 6 f Members of the public 8 5 g Other 8 6 PSES Results for Executives Page 21

26 As with the harassment questions, the PSES discrimination questions were modified from those of the previous surveys, which means that comparisons over time are not possible. 3% of Executives indicated having been the victim of discrimination on the job in the past two years (Q74). Among those who indicated they have been the victim of discrimination, the following three main sources of discrimination were given (Q75): individual with authority over me (82%); co-workers (21%); and individuals working for them (14%). Table 22 - Types of Discrimination Q. PSES Discrimination 76 Type of discrimination experienced: a Race b National or ethnic c Colour d Religion 5 7 e Age f Sex g Sexual orientation 3 - h Marital status 7 7 i Family status j Disability 16 9 k Pardoned conviction or suspected record 1 - l Other Among Executives who indicated having been the victim of discrimination, the following three main types of discrimination were cited: sex (39%); age (33%); and race (24%). PSES Results for Executives Page 22

27 Table 23: Actions taken to address the discrimination Q. PSES Discrimination PS 77 What actions did you take to address the discrimination experienced : a Discussed the matter with my supervisor or senior manager b Discussed the matter with the person from whom I experienced the discrimination c Contacted an HR advisor in my organization 6 4 d Contacted my union representative 19 - e Used an informal conflict resolution process 6 4 f Filed a grievance or formal complaint 7 4 g Resolved the matter informally on my own 9 8 h Other 9 7 i No action taken EX Of the 3% of Executives who indicated having experienced discrimination, 60% took no action and 4% filed a grievance or a formal complaint. The other actions most often cited were: discussed the matter with my supervisor or senior management (24%), and discussing the matter with the person from who they experienced the discrimination (14%). Table 24: Reasons for Not Filing a Grievance or Formal Complaint Q. PSES Discrimination 78 Why did you not file a grievance or a formal complaint: a The issue was resolved 6 - b Incident not serious enough c The behaviour stopped 4 0 d The individual apologized 3 0 e Management intervened 3 0 f The individual left or changed jobs 5 5 g I changed jobs 7 9 h I did not know what to do, or where to go or whom to ask 9 0 i I was too distraught 10 4 j I had concerns about the formal complaint process k I was advised against filing a complaint 9 3 l I was afraid of reprisal m Someone threaten me 2 0 n I did not believe it would make a difference o Other PSES Results for Executives Page 23

28 For those who indicated not filing a grievance or formal complaint, the following are the top five reasons for not reporting the discrimination: did not believe it would make a difference (65%); afraid of reprisal (46%); concerns about the formal complaint process (19%); incident not serious enough (10%); and I changed jobs (9%). Table 25: Affirmative results for questions related to satisfaction with the organization s response to discrimination in the workplace over time ( and ). Q. PSES Discrimination I am satisfied with how matters related to discrimination are resolved in my department or agency My department or agency works hard to create a workplace that prevents discrimination n/a n/a n/a n/a n/a n/a % of Executives reported that they were satisfied with how matters related to discrimination are resolved in their organization (Q79). It is worth nothing that 25% responded they did not know. 86% reported that their organization is working hard to create a workplace that prevents discrimination (Q80), down from 89% in. PSES Results for Executives Page 24

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