University Staff Satisfaction and Retention and Why We Should Care Teresa Ward, PhD Office of...

University Staff Satisfaction and

Retention and Why We Should Care

Teresa Ward, PhDOffice of Institutional Research

Office of Institutional Research

DEPARTMENT OF INSTITUTIONAL RESEARCH

Background

• Assess job satisfaction among GSU staff employees.

• Generate unambiguous, actionable data on key issues.

• Combined efforts of the Staff Council, Institutional Research, and Institutional Effectiveness

OFFICE OF INSTITUTIONAL RESEARCH

http://www.gsu.edu/index.html



General Findings

• Nearly 90% of GSU staff have college degrees; 45% have graduate degrees

• Over 80% of GSU staff would recommend the University as a good place to work

• Half seriously considered leaving GSU in the past year





Findings


Significant difference (p<.01)

1 2 3 4 5 6

No

Yes

Staff Satisfaction/Considered Leaving

use of skills & abilities increase workplace skillsaccess to resources poor perfromance by staff

meeting needs of GSU communication with supervisorsafe environment reporting violationscommunication with administration

p<.001 (all variables)




Findings


1 2 3 4 5 6

20+ years

15-19 years

10-14 years

5-9 years

1-4 years

Less than a year

Satisfaction/Time at GSU

use of skills & ability increase workplace skillsaccess to resources poor performance by staff

meeting needs of GSU communication with supervisorsafe working environment reporting violationscommunication with administration

4.4

4.5

4.2

4.4

4.3

4.4

X..

P<.05

P<.05




Findings


This group is 5 times more likely to leave than all other groups




Findings


1 2 3 4 5 6

No

Yes

20-24 years15-19 years10-14 years

5-9 years1-4 years

Less than a year

20-24 years15-19 years10-14 years

5-9 years1-4 years

Less than a year

Satisfaction/Considered Leaving/Time at GSU

use of skills & ability increase workplace skills

access to resources poor performance by staffmeeting needs of GSU communication with supervisorsafe working environment reporting violationscommunication with administration




Findings


1 2 3 4 5 6

No

Yes

Evaluation/Performance-Type Variables

use of skills & abilities (p<.05) increase workplace skills (p<.001)poor performance by staff (p<.01) meeting needs of GSU (p<.05)communication with supervisor (p<.001)




Findings


1 2 3 4 5 6

No

Yes

No

Yes

No

Yes

use of skills & abilities increase workplace skillspoor performance by staff meeting needs of GSUcommunication with supervisor

Pe

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rma

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Findings





Findings


Why They Would Not Recommend Their Unit/Department

N = 107 % Discrimination 4.7 Excessive Workload 7.5 Favoritism 12.1 Lack of Respect 5.6 No Accountability 3.7 No Growth 16.8 Poor Facilities 0.9 Poor Leadership/Supervisors 58.9 Poor Morale 10.3 Poor Salary 6.5 Poor Treatment by Faculty 4.7 Poor Work Environment 18.7

Some employees in the unit/department are treated more favorably than others by supervisors for non-merit based reasons.

Poor leadership and/or ineffective supervisors were the most prevalent reasons for not recommending their unit/department.




What We Learned


• Staff are generally satisfied

• Staff Retention may be a significant issue

• At-risk group (5-9 years)

• Performance evaluations serve several purposes

• The survey instrument needs to include more items related

to the interpersonal aspects of job satisfaction.

• Survey administration




What We Learned


Response Peak Times



What We Learned


Relationship Between Survey Time Line and Response Rates


What We Don’t Know


• What does “seriously considered” really mean?

• How will the results be used? Will they be used?

• And the politics!

• Are we different from other universities?

Please contact me if you are interested in collaborating on staff satisfaction research and/or administering this survey on your campus. [email protected] (404-413-2581)

Questions/Comments

Teresa Ward, [email protected]

Thank you!


University Staff Satisfaction and Retention and Why We Should Care Teresa Ward, PhD Office of...

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