sw staff morale survey · reported change in personal morale, and is ... of sw staff indicated they...

SW STAFF MORALE SURVEY

C O N D U C T E D B Y : S TAT E W I D E A D M I N I S T R AT I O N A S S E M B LY ( S A A )

SURVEY METHOD & TERMINOLOGY• S U R V E Y WA S S E N T TO A L L S W S TA F F M E M B E R S O N

N OV E M B E R 1 5 , 2 0 1 6 U S I N G T H E U A S W L I S T S E R V.

• O F T H E 1 9 4 S W S TA F F M E M B E R S , 1 3 1 R E S P O N D E D.– R E S P O N S E R AT E : ~ 6 7 %

• S U R V E Y WA S 1 3 Q U E S T I O N S L O N G ; A LT H O U G H , S K I P L O G I C L I M I T E D R E S P O N D E N T S TO A N S W E R I N G AT M O S T 1 1 A N D AT L E A S T 9 Q U E S T I O N S , B A S E D O N T H E I R R E S P O N S E O F D E C R E A S E D, N O C H A N G E , O R I N C R E A S E D M O R A L E .

• I N D I V I D U A L M O R A L E I S T H E R E S P O N D E N T ’ S R E P O R T E D C H A N G E I N P E R S O N A L M O R A L E , A N D I S U S E D I N T E R C H A N G E A B LY.

• OV E R A L L M O R A L E I S T H E R E S P O N D E N T ’ S P E R C E I V E D C H A N G E I N S W S TA F F M O R A L E , A N D I S U S E D I N T E R C H A N G E A B LY.

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SUMMARY• 6 5 % O F S W S TA F F R E P O R T E D A D E C R E A S E I N T H E I R

O W N P E R S O N A L M O R A L E , 1 6 % I N D I C AT E D N O C H A N G E , A N D 1 9 % S TAT E D T H E I R M O R A L E I N C R E A S E D ( S L I D E 5 ) .

• OV E R A L L M O R A L E WA S P E R C E I V E D TO H AV E D E C R E A S E D B Y 8 1 % O F S W S TA F F ( S L I D E 1 0 ) .

• T H E M O S T C O M M O N R E A S O N S F O R I N C R E A S E D P E R S O N A L M O R A L E W E R E I N C R E A S E D C O N F I D E N C E I N , A N D C O M M U N I C AT I O N F R O M , L E A D E R S H I P ( S L I D E 7 ) .

• T H E M O S T C O M M O N R E A S O N S F O R D E C R E A S E D P E R S O N A L M O R A L E W E R E : I N C R E A S E D W O R K L O A D, L A C K O F J O B S E C U R I T Y, A N D N E G AT I V E C O M M E N T S / AT T I T U D E A B O U T S W ( S L I D E 8 ) .

• 4 4 % O F S W S TA F F I N D I C AT E D T H E Y D O N OT F E E L P O S I T I V E A B O U T T H E I R J O B S E C U R I T Y ( S L I D E 1 5 ) .

• 2 3 % O F S W S TA F F S TAT E D T H AT T H E Y W E R E A C T I V E LY L O O K I N G F O R E M P L OY M E N T O U T S I D E T H E U A S Y S T E M ( S L I D E 1 6 ) .

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RESPONDENTS’ LONGEVITY AS A UA EMPLOYEE COMPARED TO LONGEVITY AS SW STAFF

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65% OF UA SW STAFF REPORTED A DECREASE IN PERSONAL MORALE

Change in Individual SW Staff Morale Over the Past Two Years

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MORALE DECREASED ACROSS ALL LONGEVITY GROUPS ON AVERAGE, EXCEPT THOSE WHO HAVE

BEEN EMPLOYED LESS THAN ONE YEAR

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Average Change in Individual Morale

AV E R A G E I N D I V I D U A L M O R A L E

Longevity at UA Longevity at SW

OVER 55% OF STAFF WHO EXPERIENCED AN INCREASE IN MORALE STATED INCREASED CONFIDENCE IN LEADERSHIP AS A REASON.

INCREASED COMMUNICATION FROM LEADERSHIP WAS LISTED AS A REASON BY NEARLY 48%.

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INCREASED WORKLOAD, L ACK OF JOB SECURIT Y, AND NEGATIVE COMMENTS/ATTITUDE ABOUT SW WERE LEADING CONTRIBUTORS TO INDIVIDUAL MORALE DECLINING.

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Factors That Have Adversely Impacted Individual Staff Morale

THERE WAS A SIGNIFICANT DIFFERENCE BET WEEN GROUPS WHO STATED L ACK OF CONFIDENCE IN LEADERSHIP ( A ) AS A REASON AND THOSE WHO IDENTIFIED L ACK OF OPPORTUNIT Y FOR PAY INCREASES (E) AND NEGATIVE COMMENTS/ATTITUDE (H) ABOUT SW AS FACTORS

A MA JORIT Y OF RESPONDENTS WHO EXPERIENCED A DECREASE OR NO CHANGE IN MORALE SELECTED COMPETITIVE PAY INCREASES AS A METHOD TO IMPROVE THEIR MORALE. 9

OVER 80% OF STAFF PERCEIVED MORALE DECREASED AT SW OVER THE L AST TWO YEARS.

Change in Perceived, Overall UA SW Staff Morale Over the Past Two Years

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PERCEPTION OF OVERALL MORALE WAS ON AVERAGE LESS THAN WHAT INDIVIDUALS REPORTED.

Average Perceived Change in Morale

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Longevity at UALongevity at SW

AV E R A G E P E R C E I V E D M O R A L E

LEADERSHIP FACTORS ARE PERCEIVED TO HAVE THE MOST POSITIVE IMPACT ON STAFF MORALE.

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FACTORS PERCEIVED TO NEGATIVELY IMPACT STAFF MORALE ARE SIMIL AR TO THOSE NEGATIVELY IMPACTING INDIVIDUAL MORALE, EXCEPT THAT L ACK OF CONFIDENCE IN LEADERSHIP WAS THOUGHT TO BE A MORE SIGNIFICANT REASON

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ADDITIONAL DEVELOPMENT OPPORTUNITIES AND INCREASED COMMUNICATION FROM LEADERSHIP WERE PERCEIVED TO BE MORE COMMON FACTORS FOR IMPROVING OVERALL STAFF MORALE THAN INDICATED AT THE INDIVIDUAL LEVEL .

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44% OF SW STAFF FEEL POSITIVE ABOUT THEIR JOB SECURIT Y.

36% OF SW STAFF DO NOT FEEL POSITIVE ABOUT THEIR JOB SECURIT Y.

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OVER 23% OF SW STAFF INDICATED THEY WERE ACTIVELY LOOKING FOR EMPLOYMENT OUTSIDE THE UA SYSTEM.

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50% OF STAFF WHO FELT STRONGLY THAT THEIR JOB WAS NOT SECURE INDICATED THEY WERE LOOKING FOR EMPLOYMENT OUTSIDE UA .

JOB SECURIT Y AND LOOKING FOR EMPLOYMENT OUTSIDE UA ARE WEAKLY CORREL ATED (~-0.3)

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STAFF WITHIN THE 6-10 YEAR GROUP INDICATED THEY WERE LOOKING FOR OUTSIDE EMPLOYMENT AT A HIGHER RATE, ON AVERAGE.

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ON AVERAGE, SW STAFF PERCEIVED OVERALL MORALE TO BE 22% LESS THAN THEIR OWN REPORTED MORALE.

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N E X T S T E P SS A A I S W O R K I N G TO I D E N T I F Y P OT E N T I A L M E T H O D S TO I M P R OV E S W S TA F F M O R A L E B A S E D O N T H E A N A LY S I S O F YO U R R E S P O N S E S .

F U R T H E R A N A LY S I S O F T H E 2 3 1 C O M M E N T S W I L L B E C O N D U C T E D I N O R D E R TO B E T T E R A D D R E S S YO U R C O N C E R N S .

I D E N T I F I E D P OT E N T I A L M O R A L E I M P R OV E M E N T M E T H O D S W I L L B E S H A R E D W I T H U A L E A D E R S H I P

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T H A N K YO U , S W S TA F F, F O R YO U R PA R T I C I PAT I O N .