CUESTA COLLEGE 2013

JOB SATISFACTION SURVEY RESULTS

Cabinet Managers 8/21/13

DURING THIS TIME OF FISCAL CRISIS, INSTITUTIONS NEED TO JUDGE THEIR EFFECTIVENESS AND ANALYZE THEIR OWN INSTITUTIONAL HEALTH. SUCH UNDERSTANDING IS NEEDED TO PLAN BUDGETS EFFECTIVELY IN FUTURE CYCLES. TO ACHIEVE THIS INFORMATION, INSTITUTIONS SHOULD BENCHMARK LEVELS OF SATISFACTION AND OPINIONS USING NATIONAL NORMS

Job Satisfaction Survey

•Data Collected Spring 2013.

•Usable surveys were returned by 191 (266 in 2011) employees for a response rate of 31%.

•The survey methodology used a Likert Scale of 1 to 5 for agreement level (1 = strongly disagree to 5 = strongly agree).

•43 questions included in the survey were two yes/no questions and six open-ended questions.

•All survey responses were calculated for mean and standard deviation and compared among individual groups.

College Wide Responses

FT Faculty31%

PT Faculty19%

Classified35%

Management10%

Unknown5%

Distribution of Responses by Employee Cat-egory

Participation

Number of Employees

Number of Responses

Response Rate

Full-Time Faculty 143 (167) 60 (72) 42.0% (43.71%)

Part-time Faculty 343 (418) 36 (61) 10.5% (14.5%)

Classified Staff 245 (229) 66 (99) 26.9% (43%)

Management 34 (40) 19 (28) 55.9% (70%)

Unidentified 10 (6) -Total 765 (854) 191 (235) 25.0% (31%)

Tenured Faculty ResponsesFaculty Survey Responses

Newly Tenured (4-9 years); 17

Mid-Career Tenured (10-14 years); 11

Sernior Tenured (15-19 years); 13

Near Retirement (20+ years); 8

CRITICAL FACTORS

Classified Staff Regular Faculty

Part-Time Faculty

Management

Appropriate Compensation68.8% 77.6% 63.9% 66.7%(73.7%) (75.4%) (72.4%) (80.8%)

Employee Benefits71.9% 65.5% 38.9% 50.0%(80.0%) (75.4%) (43.1%) (53.8%)

Table 10b. Critical Factors for Continuing Career with Cuesta by Employee Type

If you had to do it all over again, would you choose to work for Cuesta?

2013 2011

Yes 67.2% (69%)

No 10.8% (11%)

Too Soon To Tell 4.3% (4%)

Undecided 17.7% (15%)

If you had to do it all over again, would you choose to work for Cuesta?

Yes No Too Soon To Tell Undecided

Classified Staff 59.1% 15.2% 3.0% 22.7%

(72%) (10%) (4%) (13%)Regular Faculty 69.5% 6.8% 8.5% 15.3%

(70%) (17%) (0%) (13%)Part-Time Faculty 69.4% 5.6% 2.8% 22.2%

(67%) (8%) (6%) (19%)Management 89.5% 5.3% 0.0% 5.3%

(67.9%) (10.7%) (7.1%) (14.3%)

PROBLEM DEFINITION A SITUATION THAT NEEDS ATTENTION

Short Fall: Something is not up to expectations. Some type of corrective action is required to re-establish some previous condition.Opportunity: Something has occurred that give the organization an opportunity for growth and change and you can take advantage of the situationImprovement: you want to simply improve what you are doing or to engineer the way the organization is doing something. There is no immediate need, rather a desire to improve. New Venture: you want to move into the unknown. This is a new venture for the organization, one that it has never done before.

THEMES OF RESPONSES

Themes: GOVERNANCE

I am adequately informed about what is going on at the college (64.2% somewhat to strongly agree).

I know who my representatives are in college committees (74.3% somewhat to strongly agree)

My representatives in governance committees adequately inform me about the important college committee issues and recommendations (34.7% No)

There is a processes in place for me to be involved in decision making and problem solving within my work group (58.7% somewhat agree to strongly agree)

I am adequately represented in college-wide decision making (43% somewhat to strongly agree).

Themes: WORK ENVIRONMENT

Cuesta encourages employees in my area to take initiative in improving practices, programs and services (50.9% somewhat to strongly agrees).

49.2% of respondents believe that they are valued as employees of the college.

53.9% of respondents agree they receive recognition for doing a good job.

80.6% of respondents know what is expected of them in their job.

59.4% of respondents agree their supervisor supports a team environment of collaboration, cooperation, and contributing to the success of others.

Themes: WORK ENVIRONMENT cont.

66.5% of respondents indicated their interactions with most managers and administrators were positive to very positive.  76.5% of respondents indicated their interactions with their immediate supervisor are positive to very positive.

59.2% of respondents agree there are opportunities for them to expand their skills at Cuesta.

Themes: PROFESSIONAL DEVELOPMENT

64.4% of respondents agree that their supervisor encourages and supports their professional growth and development.

PROFESSIONAL DEVELOPMENT cont

Bring in any professional from outside Cuesta to discuss pedagogy. Cognitive learning theories, best practices in teaching. Enhancing Reading Comprehension for Students Ethical behavior. Free MS Office online courses How to better relate to the multi-generational student population How to help the student weak in reading, English, math How to write syllabi to reflect the COR. How to select textbooks that reflect the COR. How to develop new curriculum that meets institutional goals and mission. How to conduct a meeting. Leadership, organization and performance appraisal principles. In general, we just need more professional development opportunities. Maintain independent individual flex activities Managing your limited email capacity. Microsoft Office. Anything that would contribute to a reduction in layers of process. More support for conference attendance

PROFESSIONAL DEVELOPMENT cont.

Not just classes, but funds for conferences when available. Pedagogical based workshops like POGIL, inquiry based learning etc. Professionalism in the workplace. Psychology of students Reading Apprenticeship or other reading training Peer evaluation process training ski diving Some that are specific for nursing Spanish for educators and student service professionals. Topic specific brown bag lunch - based on faculty expertise/research. We need a division for distance education and the right qualified person to do the job. Cuesta can't continue to piece mill this area and be successful. Hire and FTF member who meets best practices to provided the needed support. We really have almost no funds for professional development. What's the point in recommending classes? Why bother? No one will do anything.

Conclusions

Task description

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Step 1 Problem

Identification Task description

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Step 2 Developing

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Step 3Choosing a

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THE DECISION DOES NOT BECOME A REALITY UNTIL IT IS PUT INTO ACTION.

ACTION PLAN

•What is to be done?•Who is involved?•Who is responsible?

•Resources needed?

•How evaluated?•When completed?

THANK YOU