erin poppe.capstone.presentation.pdf
TRANSCRIPT
Employee Satisfaction at Boys & Girls Club
of Manhattan, KansasErin Poppe
MPA Capstone Spring 2015
Organization Background … slide 3
Naming the problem … slide 4
Literature Review … slide 5
Research Design … slide 6-8
Data Collection … slide 9
Data Analysis … slide 10-15
Summary of Findings … slide 16
Suggestions … slide 17
Conclusion … slide 18
Table of Contents
Board of Directors
Executive Director
Director of Facilities,
Operations
Alliance Director
Director of Programs,
Training
Finance Director
Senior Unit Directors (2)
Admin. Assistant
Site Coord.
Program Leaders
Cleaning Personnel
KRRCoord. (3)
KidzLit Coord.
NetSmartzCoord.
VolunteersHR Manager
DevelopmentCoordinator
Program Aide
Board of Directors
Executive Director
Admin. Office Coord.
DevelopmentCoordinator
KidzLit Coord.
NetSmartzCoord.
Finance Director
Director of Operations
Asst. Director of Operations
Cleaning Personnel
Site Coord. (3)
Senior Unit Director (2)
Site Coord. (5)
Program Leaders & Volunteers
Boys & Girls Club of ManhattanDecember 2014 January 2015
14 full-time employees
9 sites in Manhattan,
Wamego
2,233 kids served (2013)
Over 200 part-time, volunteers
3
Naming the Problem“Every January, we (BGC MHK) have a new structure that fails by the following March.”
“(The restructuring) has taken away what motivates us.”
Formation of cliques
Lack of trust
Vocal Dissatisfaction
4
To what extent do job and role conflicts effect employee satisfaction at
Boys & Girls Club of Manhattan?
Literature Review
BGCRestructure
Job Design
Formal duties, defined by
organization(Spector, 1997)
Role
Informal duties, defined by individuals
(Ilgen & Hollenbeck, 1991)
EmployeeSatisfaction
Satisfaction with work
accomplished, individual
experience(Benz, 2005)
CONFLICT
Employees that are more focused on their roles rather than their jobs are less satisfied.
5
Research DesignQualitative Analysis: Semi-Structured Interviews
Flexible data collection, interpretation
Background in journalism
4 potential biases:
1. Selection
2. Researcher
3. Social Desirability
4. Problem
6
Research Design: Bias Control
1. Selection: Made interview
sign-up open to all 14 full-time employees
2. Researcher:Awareness,
detachment of personal connection
3. Social Desirability:Interviewee anonymity,
neutral location
4. Problem:Satisfied Dissatisfied
Have issues 12.5% 50%
No issues 37.5% 0%
7
Research Design: Interview Questions1. Please describe your job and day-to-day duties at BGC MHK.
What is the purpose of these activities?
2-1. Are there any tasks expected of you that are not included in your job description? Who expects you to do them, and/or
how have they become your responsibility?2-2. Are your job expectations and duties clear?
3. What do you both like and dislike about your work?On average, how happy are you with the work you do?
Are you helping to fulfill the purpose and mission? Are you part of a team that’s working well?
Do you feel appreciated for the work you do? What, in your opinion, is the quality of communication between you and
your co-workers?
4. Do you feel like you’re doing a good job?Why?
8
Data Collection
9
Response rate: 57% (8/14 full-time employees) No administrative assistant (1)
Staff not located in main office (3) No responses (2)
Interviews took place at Radina’s Bakehouse, Bluestem Bistro
Interviewees signed “Agreement to Interview” form
Interviews were recorded on iPhone
Interviews were transcribed with alternate identifiers
Hours spent interviewing: 3.5
Hours spent transcribing: 7
Data Analysis
Used direct quotes to support theoryReduces interviewer bias
10
Each question had purpose:1. Define employee’s job and roles
2. Assess gap between employee’s job and roles3. Gauge employee satisfaction
4. Identify how/if employee satisfaction is impacting performance
Data Analysis: Question 1Please describe your job and day-to-day duties at BGC MHK.
What is the purpose of these activities?
“As in most nonprofits, everyone does a little of everything.”
Each employees had job duties and role expectations
Most jobs focused on furthering mission
Most roles focused on providing administrative support
Employees’ roles took precedence over job duties frequently
11
Data Analysis: Question 2Are there any tasks expected of you that are not included in your job description? Who expects you to do them, and/or how
have they become your responsibility?
Are your job expectations and duties clear?
“Our job descriptions are always changing ... You never know what you’re coming into.”
“My job has changed two or three times since being here, there’s no
consistency.”
“No, they (expectations and duties) have never been (clear) … it’s been a year and a half and I just got my handwritten job
description.”
12
Data Analysis: Question 3What do you both like and dislike about your work?
On average, how happy are you with the work you do? Are you helping to fulfill the purpose and mission?
Are you part of a team that’s working well? Do you feel appreciated for the work you do?
What is the quality of communication between you and your co-workers?
“What I don’t like about it is that sometimes I feel like people (within the staff) are just waiting for you to do something wrong so they can tell on you.”
“I love the organization … it’s just a good feeling when you can get someone to see how good our organization is and what lengths we will go to for their children.”
“I love the mission of BGC, that’s why I took this job. I love what we stand for – a safe, positive place.”
“I don’t feel (appreciated) anymore here.”
“Working for (BGC MHK) is disappointing … we’ve lost our mission.”
13
Data Analysis: Question 4
14
Do you feel like you’re doing a good job?Why?
“I don’t need the pats on the back every day like some people do … but yeah, I think I do a good job.”
“We’re all worried now that we’re going to be written up or asked to leave.”
“They way programs are running …don’t allow me or my staff to do our jobs effectively.”
“I think the Boys and Girls Club team as a whole works well together … I just don’t know where I fit into that.”
Data Analysis: Additional Answers
15
“Some people think they’re more important than what they are, so they’re expecting more
than what they’re getting.”
“Did we need cameras? Not really. Could that $5,000 be used for better security … of
course it could. Right now, the only thing we use those
security cameras for is to watch staff.”
“People get so angry and then they can’t say what they really
mean, because there’s not a safe place. I think the trust is no
longer here.”
“The (administrative) dynamic here now is so hostile, that I
don’t know What we can do to stop an implosion from
happening.”
“I could go on for hours about how unorganized this organization is and how manipulative they can be.”
Summary of Findings
16
Future Research Implications:Investigate relationship between employee satisfaction and
• organizational culture (structure of organization rooted in values, beliefs and assumptions of employees)
• organizational climate (environment of organization rooted in employees’ social interactions/relationships, values and assumptions)
Employees’ roles are interfering with job duties
Employees are dissatisfied with environment
Employees are happy with individual work
Suggestions for BGC MHK
Address developing mistrust
HR could answer to Board of Directors
Limit review of security tapes
Publicly appreciate employees
17
Confirm that employees understand job and roles
Conclusion
18
Analysis suggests relationships between BGC MHK employee satisfaction and:
Job and role conflicts
Organizational culture and climate
When asked for 3 words that describe how employees feel about working at BGC MHK …
19
fundedicated
hope
kids
fulfilling
motivating
anxiety
disappointing
complacency
rewardinganxiety
motivation
happy
communityrewarding
challengingfrustrating
indifferent
inspired