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 openended questions.
•All survey responses were calculated for mean and standard deviation and
compared among individual groups.
Distribution of Responses by Employee Category
Unknown
5%
Management
10%
FT Faculty
31%
Classified
35%
PT Faculty
19%
Number of
Responses
60 (72)
Response Rate
Full-Time Faculty
Number of
Employees
143 (167)
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%)
765 (854)
10 (6)
191 (235)
25.0% (31%)
Unidentified
Total
Participation
42.0% (43.71%)
Faculty Survey Responses
Tenured Faculty Responses
Near Retirement (20+
years), 8
Newly Tenured (4-9
years), 17
Sernior Tenured (15-19
years), 13
Mid-Career Tenured
(10-14 years), 11
Table 10b. Critical Factors for Continuing Career with Cuesta by Employee Type
CRITICAL FACTORS
Appropriate Compensation
Employee Benefits
Classified Staff
Regular
Faculty
Part-Time
Faculty
Management
68.8%
77.6%
63.9%
66.7%
(73.7%)
(75.4%)
(72.4%)
(80.8%)
71.9%
65.5%
38.9%
50.0%
(80.0%)
(75.4%)
(43.1%)
(53.8%)
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?
Classified Staff
Regular Faculty
Part-Time Faculty
Management
Yes
No
Too Soon To Tell
Undecided
59.1%
15.2%
3.0%
22.7%
(72%)
(10%)
(4%)
(13%)
69.5%
6.8%
8.5%
15.3%
(70%)
(17%)
(0%)
(13%)
69.4%
5.6%
2.8%
22.2%
(67%)
(8%)
(6%)
(19%)
89.5%
5.3%
0.0%
5.3%
(67.9%)
(10.7%)
(7.1%)
(14.3%)
Short Fall: Something is not up to expectations. Some
type of corrective action is required to re-establish some
previous condition.
PROBLEM DEFINITION
Opportunity: Something has occurred that give the
organization an opportunity for growth and change and
you can take advantage of the situation
A SITUATION THAT NEEDS
ATTENTION
Improvement: 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 There is a processes in place for me to
be involved in decision making and
going on at the college (64.2%
problem solving within my work group
somewhat to strongly agree).
(58.7% somewhat agree to strongly
I know who my representatives are in
agree)
college committees (74.3% somewhat
I am adequately represented in
to strongly agree)
college-wide decision making (43%
My representatives in governance
somewhat to strongly agree).
committees adequately inform me
about the important college
committee issues and
recommendations (34.7% No)
Themes:
WORK ENVIRONMENT
Cuesta encourages employees in
 53.9% of respondents agree they
my area to take initiative in
receive recognition for doing a
improving practices, programs
good job.
and services (50.9% somewhat to
strongly agrees).
80.6% of respondents know what
is expected of them in their job.
49.2% of respondents believe that
they are valued as employees of
the college.
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
Step 1
Problem Identification
Task
description
Step 2
Developing possible
solutions
Task
description
description
description
description
description
description
Step 3
Choosing a course of
action
Task
description
Task
description
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