2015 Government Operations Agency Employee Engagement Survey Report
2015 Government Operations Agency Employee Engagement Survey Report
AGENCY
CalHR
STATE OF CALIFORNIA
2015 EMPLOYEE SURVEY
August 2015
CONTENTS
EXECUTIVE SUMMARY............................................................................... i
I.
INTRODUCTION............................................................................... 1
II.
RESEARCH METHODS..................................................................... 3
III.
FINDINGS........................................................................................ 9
IV.
AND
EXECUTIVE SUMMARY
Introduction
The research findings presented in this report derive from the first-ever
statewide survey of employees of the State of California that was
commissioned by the Government Operations Agency (GovOps) and CalHR.
The survey was designed and implemented by JD Franz Research of
Sacramento in consultation with a steering committee composed of
representatives from GovOps, CalHR, and CalSTRS. Work on the survey
commenced on April 1, 2015, and was completed in mid-August.
The primary objectives of the survey were to assess the level of engagement
among State employees, ascertain where enhancements in engagement are
most needed, and determine where those working on civil service
improvement might be most effective in terms of affecting employees sense
of connectedness to their jobs.
Research Methods
The sample for the survey was developed by CalHR from its comprehensive
database of all State employees. In order to ensure that all employees had a
reasonable opportunity to participate in the survey, the sample was divided
into two groups: employees who have access to email and the Internet at
their work locations and those who do not.
Employees in the subgroup with Internet access at work were emailed an
invitation to participate in the survey with a link to the questionnaire. Those
in the subgroup without Internet access were mailed the survey materials.
As of the final cutoff date of August 13, 2,428 employees had responded
online and 176 had responded by mail, for a total of 2,604 respondents.
Thus the overall response rate is 52 percent; the online response rate is 54
percent, and the mail response rate is 33 percent.
Findings: Statements About Employee Engagement
Mean levels of agreement with ten statements about employee engagement
on a four-point scale where one equals strongly disagree and four equals
strongly agree tended to fall below the level of somewhat agree, although all
of these are closer to that level than to the level of somewhat disagree.
Receiving the lowest scores were I receive recognition for doing good work
and People where I work are accountable for results.
Four statements elicited agreement above the level of somewhat agree, and
two of these were agreed with midway between the level of somewhat agree
GOVERNMENT OPERATIONS AGENCY
AND
and strongly agree. Receiving the highest scores were I believe my work
makes a difference in the lives of Californians and I know what is expected
of me on the job.
Findings: Words That Describe Jobs
All of the words employees gave when they were asked, Please use the
space below to list up to three words that you feel best describe your job
are presented in Appendix D to the report. Among the top 16 words, those
with at least 50 mentions, about half are positive in nature or tone. The
second largest group of responses focus on the demanding or stressful
nature of the job.
When words are categorized into groupings, the themes are also
predominantly positive, with negative and stress-related categories being
prominent but somewhat less prevalent.
Conclusions and Recommendations
Are Employees of the State of California Engaged?
From the results of this research, it would appear that employees of the State
of California are moderately engaged relative to their jobs. Most of the
engagement item ratings cluster around the level of somewhat agree,
which could reasonably be translated into somewhat engaged. Words used
to describe jobs tend to be more positive than negative, although these
sentiments are counterbalanced to some degree by a fairly robust set of
negatives. In short, while the State as an employer can certainly point to
areas of strength, there is also clear room for improvement.
How Could This Research Inform Civil Service Improvement?
If we view the agreement scale in terms of half-point increments, we can see
that in two areas, State employees are quite strongly engaged, awarding
agreement scores that are almost exactly midway between somewhat and
strongly agree: I believe my work makes a difference in the lives of
Californians and I know what is expected of me on the job. These two
criteria could therefore be viewed as a foundation upon which to build civil
service improvements.
Another two areas seem particularly weak, although not as weak as the
positives are strong: People where I work are accountable for results and I
receive recognition for doing good work. If those working on the States
Civil Service Improvement initiative wish to tackle what appear to be the
greatest challenges identified in this survey, these would be the most
important areas in which to commence.
GOVERNMENT OPERATIONS AGENCY
AND
Important or vital
Rewarding or satisfying
Interesting or engaging
Difficult or arduous
Stressful
Tedious or boring
There are certainly other ways in which the data could be understood. From
our perspective as public opinion researchers, however, the starting points
we have suggested are at a minimum well-grounded in the data.
How Representative and Dependable Is This Study?
Our general perspective is that once the response rate to a survey passes 50
percent, we know that we have at least heard from the majority. While we
have no way of knowing the composition of that majority whether it might
be skewed toward particular kinds of people, for example we at least know
that the vote is in favor of what the survey has found. In this case, then,
with a 52 percent response rate, we are reasonably confident that the survey
results are a reliable source of information for planning and action that
reflects the majority point of view.
AND
INTRODUCTION
The research findings presented in this report derive from the first-ever
statewide survey of employees of the State of California that was
commissioned by the Government Operations Agency (GovOps) and CalHR.
It was designed and implemented by JD Franz Research of Sacramento in
consultation with a steering committee composed of representatives from
GovOps, CalHR, and CalSTRS. Work on the survey commenced on April 1,
2015, and was completed in mid-August.
The primary objectives of the survey were to assess the level of engagement
among State employees, ascertain where enhancements in engagement are
most needed, and determine where those working on Civil Service
Improvement might be most effective in terms of affecting employees sense
of connectedness to their jobs. Specific areas of inquiry were as follows:
AND
AND
AND
Survey Implementation
Thirty days prior to the launch of the study, GovOps notified all of the States
collective bargaining organizations that the survey would be forthcoming.
GovOps also sent a letter to every agency and department head advising
them that the survey would be sent to a random sample of State employees
and requesting that they encourage participation. Copies of these
communications can be found in Appendix B.
Employees in the subgroup with email and Internet access at work were
emailed an invitation to participate in the survey that included a link to the
questionnaire, which was programmed in ZipSurvey. Those in the subgroup
without email or Internet access were mailed the questionnaire with a cover
letter and business reply envelope. Copies of the emailed invitation and the
mailed cover letter are also presented in Appendix B.
The survey was launched via both email and mail on June 9. Reminders were
sent to both sample groups on June 16. The email reminder was a variation
of the original invitation; the mailed reminder was a postcard adapted from
the original cover letter. Copies of these reminders can also found in
Appendix B.
AND
Accordingly, the third mailing (following the initial mailing and the reminder
postcard) was sent in batched packages from CDCR to the wardens at all 37
sampled Agency locations. Included in this mailing were a cover letter from
the CDCR Undersecretary to the wardens, a list of employees at each
institution who had been sampled for the survey, and the appropriate
number of questionnaires with business reply envelopes. Most of the
wardens agreed to distribute or have staff distribute the survey materials to
their officers.
AND
AND
AND
reviewed manually to check for errors. Finally, tabulations, means, crosstabulations, and other analyses were prepared using SPSS for Windows.
In order to determine whether attitudes relative to engagement are related
to employee characteristics, all of the responses to the ten engagement
items in the survey were analyzed relative to respondent demographics,
including length of tenure with the State, employment classification, age,
and gender. In addition, in order to begin exploring the response to the mail
survey, answers to the engagement items were analyzed by survey method.
Analyses for the variables with two categories (gender and survey method)
were run using the independent samples t-test. The remaining analyses,
which involved variables with more than two categories, were run using
Anova. Results of these analyses are discussed in the following section.
AND
III. FINDINGS
Findings from the survey are presented here in the same order as the
questions were presented to employees. Readers who are interested in the
precise phrasing of the inquiries are invited to consult the copy of the
questionnaire that can be found in Appendix A.
Levels of Agreement With Statements About Employee Engagement
Figure 1 displays mean levels of agreement with ten statements about
employee engagement on a four-point scale where one equals strongly
disagree and four equals strongly agree. Most of the scores are below the
level of somewhat agree, although all of these are closer to that level than to
the level of somewhat disagree. Receiving the lowest scores were I receive
recognition for doing good work and People where I work are accountable
for results.
Four statements elicited agreement above the level of somewhat agree, and
two of these were agreed with midway between the level of somewhat agree
and strongly agree. Receiving the highest scores were I believe my work
makes a difference in the lives of Californians and I know what is expected
of me on the job.
AND
3.50
3.20
2.80
3.48
2.89
2.88
2.90
3.05
2.78
2.66
1.00
2.00
Strongly
Disagree
Somewhat
Disagree
3.00
4.00
Somewhat
Agree
Strongly
Agree
Means
Figure 1
AND
Table 1
Challenging
Important
Stressful
Rewarding
Interesting
Busy
Demanding
Underpaid
Frustrating
Fun
Fulfilling
Satisfying
Unappreciated
Necessary
Analytical
Safety
AND
Percent
13.3
9.3
8.4
8.3
7.1
5.7
3.9
3.6
3.2
3.0
2.7
2.7
2.6
2.5
2.4
2.4
Table 2
AND
Frequency
Percent
536
23.0
382
16.4
363
15.5
256
11.0
246
10.5
222
9.5
221
9.5
206
8.8
168
7.2
155
6.6
142
6.1
139
6.0
AND
Percent
138
5.9
129
5.5
125
5.4
122
5.2
114
4.9
Respondent Characteristics
Figures 2 through 5 portray the characteristics of responding employees.
As illustrated in Figure 2, the largest group of employees has worked for the
State of California for between 11 and 20 years. Employees with tenures of
11 or more years total the majority (57 percent).
4.3
13.9
1 to 4 Years
25.1
5 to 10 Years
32.3
11 to 20 Years
20.0
21 to 30 Years
4.5
Over 30 Years
0.0
20.0
40.0
60.0
80.0
Percent
Figure 2
AND
100.0
EMPLOYMENT CLASSIFICATION
Supervisory
12.6%
Managerial
8.4%
Executive
1.9%
Figure 3
AND
Figure 4 shows that the largest group of employees is between the ages of
46 and 55. Those aged 46 and older represent the majority (58 percent). Of
note here is the fact that the distributions of length of tenure (Figure 2) and
age are virtually identical.
AGE
1.1
15.5
26 to 35 Years Old
25.0
36 to 45 Years Old
35.1
46 to 55 Years Old
20.5
56 to 65 Years Old
2.9
20.0
40.0
60.0
80.0
Percent
Figure 4
AND
100.0
GENDER
Male
48.0%
Transgender
0.3%
Female
51.7%
Figure 5
AND
Analysis of Differences
Tables 3 through 7 display the results of analyzing responses to the ten
engagement items by respondent characteristics and by survey type (mail
versus online). Items for which the results are statistically significant (p<.05)
are highlighted in yellow. For each of these questions, the highest scores are
shaded in green and the lowest scores are shaded in red.
For purposes of this discussion, we have assumed that differences of more
than half a scale point (or greater than 0.50) are notable, while differences of
less than that are not particularly consequential. Using this guideline, and
across all of the analyses, differences among subgroups tend not to be all
that substantial, suggesting more uniformity than differentiation among
employees. There are, however, areas in which the differences are
noteworthy and may therefore merit further consideration.
Length of Employment
As shown in Table 3, the only item that does not exhibit a statistically
significant difference among employees based on length of tenure with the
State is, I know what is expected of me on the job. Across all of the items
where the differences are statistically significant, the highest ratings are
found among those with tenures of less than a year; the lowest ratings vary
from item to item.
Differences among tenure subgroups are for the most part relatively minor;
only three of the ten items evidence statistically significant differences of .50
or more. These are I feel valued as an employee(.61), I have confidence
in my supervisor (.62), and I receive recognition for doing good work
(.71). On the first of these items, the lowest rating was accorded by people
with five to ten years of service; on the last two it was given by those with 11
to 20 years of service.
AND
Table 3
AND
Less
Than
1 Year
1 to
4
Year
s
510
Year
s
11 20
Years
21 30
Years
Over
30
Years
3.61
3.50
3.42
3.53
3.55
3.46
3.43
3.23
3.18
3.16
3.20
3.35
3.34
2.90
2.73
2.73
2.77
3.01
3.57
3.42
3.49
3.46
3.54
3.52
3.28
2.98
2.80
2.83
2.92
3.12
3.13
2.85
2.87
2.87
2.83
3.06
3.24
2.90
2.90
2.84
2.89
3.02
3.58
3.15
2.97
2.96
3.07
3.23
3.06
2.84
2.73
2.75
2.76
2.94
3.24
2.86
2.60
2.53
2.60
2.84
Employment Classification
Table 4 illustrates that in terms of employment classification, half of the
items evidence statistically significant differences. Throughout these items,
the highest ratings come from employees at the executive level and the
lowest ratings emerge from employees among the rank and file. Only one of
these differences is notable for its magnitude, however: I have confidence
in my supervisor (.57).
Table 4
AND
Executiv
e
Manageri
al
Superviso
ry
3.73
3.53
3.51
3.49
3.40
3.28
3.16
3.19
3.16
2.95
2.78
2.78
3.67
3.44
3.52
3.48
3.27
3.22
3.11
2.82
3.16
2.98
2.85
2.87
3.27
2.91
2.88
2.89
3.59
3.23
3.05
3.02
3.16
2.85
2.80
2.76
2.98
2.80
2.65
2.63
Rank
and File
Age
As Table 5 indicates, all but one of the items exhibit statistically significant
differences relative to age. Of these, six have differences of a magnitude we
termed notable (greater than 0.50), and one has a difference that we
would call substantial (1.01). These items and their differences are as
follows:
In all of these cases, the highest scores come from the youngest employees
(those under 26 years old) and the lowest scores are found among the
middle-aged (those aged 46 to 55).
AND
Table 5
AND
Under
26
Years
Old
26 35
Years
Old
36 45
Years
Old
46 55
Years
Old
56 65
Years
Old
Over
65
Years
Old
3.46
3.39
3.51
3.47
3.62
3.62
3.50
3.27
3.21
3.11
3.25
3.36
3.38
2.80
2.79
2.68
2.94
3.09
3.54
3.44
3.49
3.48
3.51
3.72
3.38
3.03
2.92
2.80
2.91
2.84
3.38
2.94
2.91
2.81
2.88
2.97
3.35
2.99
2.90
2.83
2.90
3.12
3.54
3.19
3.06
2.95
3.11
3.03
3.38
2.82
2.79
2.65
2.91
3.04
3.52
2.79
2.67
2.51
2.69
2.91
Gender
As depicted in Table 6, only one of the items exhibits a statistically
significant difference by gender. 1 In this one case, men are more positive
than women, but the difference is quite minor.
Table 6
3.54
3.47
3.23
2.83
3.50
3.02
2.91
2.91
3.08
2.80
2.66
3.18
2.78
3.48
2.79
2.85
2.89
3.02
2.76
2.64
1 This table and the related discussion exclude those who identified as transgender.
Because there are only six of them (less than one percent of the total), the statistical
analysis would be distorted by the substantial differentials in subgroup sizes.
AND
Female
Survey Method
Table 7 shows that five of the ten items evidence statistically significant
differences by survey type. None of these differences are of notable
magnitude, however, and their directionality varies. In three cases online
survey respondents are more positive, while in two cases mail survey
respondents are more affirming.
Table 7
AND
3.51
3.34
3.20
2.81
3.47
2.89
2.86
2.90
3.06
2.78
2.68
3.17
2.60
3.61
2.99
3.07
2.89
2.91
2.90
2.31
AND
the greatest challenges identified in this survey, these would be the most
important areas in which to commence.
Another perspective from which to view positives and negatives involves
taking the words employees use to describe their jobs into account.
Considering only the top three positives and negatives so that there are
reasonable boundaries around the effort, one could use the following aspects
of employees jobs as foundational and worth commending:
Important or vital
Rewarding or satisfying
Interesting or engaging
Difficult or arduous
Stressful
Tedious or boring
As we are not privy to all aspects of the Civil Service Improvement effort, we
recognize that there may be priorities or constraints other than numeric and
verbal prominence in survey results that will drive decision-making relative
to this research. There are also certainly other ways in which the data could
be understood. From our perspective as public opinion researchers,
however, the starting points we have suggested are at a minimum wellgrounded in the data.
How Representative and Dependable Is This Study?
In theory, survey research is only representative and dependable when the
response rate is 100 percent. Inasmuch as this is clearly impossible in most
situations, a variety of alternative answers to this question have been
advanced.
AND
It is probably safe to say that none of these have universal support and that
all are controversial. This is particularly true given the overall decline in
response rates in recent years.
Our general perspective is that once the response rate passes 50 percent,
we know that we have at least heard from the majority. While we have no
way of knowing the composition of that majority whether it might be
skewed toward particular kinds of people, for example we at least know
that the vote is in favor of what the survey has found. In this case, then,
with a 52 percent response rate, we are reasonably confident that the survey
results are a reliable source of information for planning and action that
reflects the majority point of view.
Finally, it might be possible to test the representativeness of the response by
comparing the composition of the resulting sample to the composition of the
population from which it was drawn on such characteristics as age, gender,
length of service, and the like. If population data are available, these tests
would not be difficult to run. Even if they proved positive, however, they
could never fully dispel the notion that not everyone voted and that some
particular group might be left out. If some of them proved negative, on the
other hand, they could cast unnecessary doubt on the validity of the
findings. Accordingly, our preference is to remain content with the concept
of a majority.
What Should Be Considered Going Forward?
As discussed in the methodology section of this report, response rates for the
survey differed substantially by method. Over half of those surveyed online
responded, versus a third of those surveyed on paper as of the cutoff date
(which was well past the due date) and about two-fifths of that group as of
this writing. In considering the source of this differential, we advanced two
possible hypotheses: that the mail survey questionnaires had not reached
GOVERNMENT OPERATIONS AGENCY
AND
the intended recipients, and that the intended recipients found their jobs too
complex and challenging to report on.
Neither one of these hypotheses is fully supported or disproved by the
survey results, although analysis of the engagement items data by method
suggests at a minimum that the second of these hypotheses is not
universally the case. It would also appear to be the case that even the
extensive additional effort put into obtaining responses to the mail survey
was not fully successful. If this survey is to be replicated in the future, we
believe it will be important to consider the paper survey methodology more
carefully and to develop a distribution strategy that ensures timely survey
receipt, regardless of whether the recipients choose to respond or not.
AND
APPENDIX A
Survey Instrument
STATE OF CALIFORNIA
2015 EMPLOYEE SURVEY
Your
Opinions, Please
1. For each of the statements below, please check the box to indicate your
level of agreement.
SOMEWH
AT AGREE
SOMEWH
AT
DISAGRE
E
STRONG
LY
DISAGRE
E
STRONG
LY
AGREE
In
2. Please use the space below to list up to three words that you feel best
describe your job.
First Word __________________________________________
Second Word ______________________________________
Third Word _________________________________________
1
2
3
4
5
6
1
2
3
4
Executive
Managerial
Supervisory
Rank and File
1
2
3
4
5
6
1
2
3
Male
Female
Transgender
APPENDIX B
Outreach Letters, Invitation, Cover Letter, and Reminders
Name of Union
Address
City, CA ZIP
Attention: Name
May 26, 2015
The Government Operations Agency and CalHR are launching the states first-ever government-wide
employee engagement survey as part of a broader effort to improve the states civil service system.
The survey will be sent in early June to a statistically random sample of 5,000 state rank-and-file
employees, supervisors, managers and executives. The survey will include 10 closed-end questions
related to employee engagement, as well as one open-ended question that offers respondents the
opportunity to answer in their own words. In addition, the survey will include four demographic questions
related to the respondents length of service, employment classification, age and gender.
State employees will be allowed to respond to the survey during work hours. Employees included in the
sample who do not have ready access to a computer will be mailed written questionnaires and return
envelopes.
To ensure the anonymity of respondents answers, the Government Operations Agency has retained JD
Franz Research Inc., an independent research firm, to work with the state on this survey. The mailed
questionnaires will not be marked or tracked in any way, and the online survey link will be general rather
than individual. Completed responses will be submitted directly to JD Franz Research, which will
aggregate the results and forward the findings to the Government Operations Agency. This approach will
ensure that respondents identities are not only protected, but truly unknown.
The firm helped develop the questionnaire and, with the help of CalHR, held two focus groups to refine
and clarify the questions.
The Government Operations Agency and CalHR will use the findings to inform the efforts of the Civil
Service Improvement project. By analyzing the survey results, the Agency and CalHR can get a better
idea of where improvement is most needed and to set a baseline to help determine where improvement
efforts are making a difference. This is the first of what the agency hopes will become more regular
surveys and the Agency and CalHR will use this experience to refine and improve future efforts.
Thank you for partnering with us as we move forward with Civil Service Improvement. Please do not
hesitate to call me at (916) 651-9068 or email at [email protected] if you have questions.
Sincerely,
Stuart Drown
Deputy Secretary, Innovation and Accountability
Government Operations Agency
Appendix B: Outreach Letters, Invitation, Cover Letter, and Reminders
DATE:
June 1, 2015
TO:
SUBJECT:
The Government Operations Agency and the California Department of Human Resources are
launching the states first-ever government-wide employee engagement survey as part of a
broader effort to improve the states civil service system. The survey, set for release the week
of June 8, will be sent to 5,000 randomly selected state employees, some of whom may work in
your organization.
We ask for your assistance and support of the process, as we expect the survey will provide
insights that will be valuable to all state managers. The survey focuses on employee
engagement, a measure of how connected employees are to their jobs and the meaningfulness
of their work. Higher levels of engagement tend to correlate with lower turnover and better
customer service.
We expect that the survey responses will provide a better idea of where improvement in
employee engagement is most needed and set a baseline for determining where our collective
efforts to improve engagement make a difference. The survey will take less than five minutes to
complete, and the results will be made public.
To ensure the anonymity and efficacy of the survey responses, we have retained JD Franz
Research, Inc., an independent research firm, to work with us on this survey. The
questionnaires will not be marked or tracked by individual, and care will be taken to develop a
survey sample that protects participants identities. Completed responses will be submitted
directly to JD Franz Research, which will aggregate the results and forward the summary
findings to us. Participation is voluntary.
The questions have been developed in consultation with the research firm and refined in three
focus groups made up of state employees. All of the questions are designed to identify drivers
of engagement that management can act upon. None of them relate to pay or conditions of
work, which are covered by collective bargaining agreements.
Please do not hesitate to contact Stuart Drown, Deputy Secretary for Innovation and
Accountability at the Government Operations Agency, at [email protected] or
916-651-9068, if you have any questions.
Sincerely,
Marybel Batjer,
Secretary
Government Operations Agency
Resources
Richard Gillihan,
Director
California Department of Human
DATE:
June 1, 2015
TO:
SUBJECT:
Richard Gillihan,
Director
California Department of Human
Richard Gillihan
Director
CalHR
Richard Gillihan
Director
CalHR
Richard Gillihan
Director
CalHR
Richard Gillihan
Director
CalHR
Richard Gillihan
Director
CalHR
Richard Gillihan
Director
CalHR
APPENDIX C
Detailed Data Tabulations
Survey_Type
Valid
1 Online
2 Mail
Total
Frequency
2428
176
Percent
93.2
6.8
Valid Percent
93.2
6.8
2604
100.0
100.0
Cumulative
Percent
93.2
100.0
Valid
1 Strongly Disagree
2 Somewhat Disagree
3 Somewhat Agree
Missing
Frequency
75
133
Percent
2.9
5.1
Valid Percent
2.9
5.1
Cumulative
Percent
2.9
8.0
816
31.3
31.5
39.5
4 Strongly Agree
1570
60.3
60.5
100.0
Total
2594
99.6
100.0
System
Total
10
.4
2604
100.0
Valid
Missing
Cumulative
Percent
5.5
14.6
Frequency
143
234
Percent
5.5
9.0
Valid Percent
5.5
9.1
3 Somewhat Agree
1172
45.0
45.5
60.1
4 Strongly Agree
1029
39.5
39.9
100.0
Total
2578
99.0
100.0
1 Strongly Disagree
2 Somewhat Disagree
System
Total
26
1.0
2604
100.0
Valid
1 Strongly Disagree
2 Somewhat Disagree
3 Somewhat Agree
4 Strongly Agree
Total
Missing
Total
Frequency
369
492
Percent
14.2
18.9
Valid Percent
14.3
19.0
Cumulative
Percent
14.3
33.3
1014
38.9
39.2
72.5
712
27.3
27.5
100.0
2587
99.3
100.0
System
17
.7
2604
100.0
Valid
1 Strongly Disagree
2 Somewhat Disagree
3 Somewhat Agree
Missing
Frequency
66
182
Percent
2.5
7.0
Valid Percent
2.6
7.0
Cumulative
Percent
2.6
9.6
30.1
39.6
100.0
778
29.9
4 Strongly Agree
1562
60.0
60.4
Total
2588
99.4
100.0
System
Total
16
.6
2604
100.0
Valid
1 Strongly Disagree
2 Somewhat Disagree
3 Somewhat Agree
4 Strongly Agree
Total
Missing
Frequency
373
433
Percent
14.3
16.6
Valid Percent
14.4
16.7
Cumulative
Percent
14.4
31.1
887
34.1
34.2
65.3
100.0
900
34.6
34.7
2593
99.6
100.0
11
.4
2604
100.0
System
Total
Valid
1 Strongly Disagree
2 Somewhat Disagree
3 Somewhat Agree
4 Strongly Agree
Total
Missing
Frequency
290
500
Percent
11.1
19.2
Valid Percent
11.2
19.3
Cumulative
Percent
11.2
30.5
1038
39.9
40.0
70.5
100.0
766
29.4
29.5
2594
99.6
100.0
10
.4
2604
100.0
System
Total
Valid
1 Strongly Disagree
2 Somewhat Disagree
3 Somewhat Agree
4 Strongly Agree
Total
Missing
Total
Cumulative
Percent
9.5
29.2
Frequency
246
510
Percent
9.4
19.6
Valid Percent
9.5
19.7
1097
42.1
42.4
71.7
732
28.1
28.3
100.0
2585
99.3
100.0
19
.7
System
2604
100.0
Q1.8 I have confidence in my supervisor.
Valid
1 Strongly Disagree
2 Somewhat Disagree
3 Somewhat Agree
Missing
Frequency
324
346
Percent
12.4
13.3
Valid Percent
12.6
13.4
Cumulative
Percent
12.6
26.0
797
30.6
30.9
56.9
4 Strongly Agree
1112
42.7
43.1
100.0
Total
2579
99.0
100.0
25
1.0
2604
100.0
System
Total
Valid
Percent
14.6
20.3
Valid Percent
14.7
20.4
3 Somewhat Agree
953
36.6
36.8
71.9
4 Strongly Agree
729
28.0
28.1
100.0
2591
99.5
100.0
1 Strongly Disagree
2 Somewhat Disagree
Total
Missing
Cumulative
Percent
14.7
35.1
Frequency
380
529
System
Total
13
.5
2604
100.0
Valid
Percent
18.8
20.6
Valid Percent
18.9
20.7
3 Somewhat Agree
940
36.1
36.3
75.9
4 Strongly Agree
623
23.9
24.1
100.0
2588
99.4
100.0
1 Strongly Disagree
2 Somewhat Disagree
Total
Missing
Total
Cumulative
Percent
18.9
39.6
Frequency
489
536
System
16
.6
2604
100.0
Valid
Frequency
101
329
Percent
3.9
12.6
Valid Percent
4.3
13.9
Cumulative
Percent
4.3
18.1
3 5 to 10 Years
597
22.9
25.1
43.2
4 11 to 20 Years
766
29.4
32.3
75.5
5 21 to 30 Years
474
18.2
20.0
95.5
100.0
6 Over 30 Years
Total
Missing
System
Total
108
4.1
4.5
2375
91.2
100.0
229
8.8
2604
100.0
Valid
1 Executive
2 Managerial
3 Supervisory
Missing
Frequency
45
199
Percent
1.7
7.6
Valid Percent
1.9
8.4
Cumulative
Percent
1.9
10.4
298
11.4
12.6
23.0
1815
69.7
77.0
100.0
Total
2357
90.5
100.0
247
9.5
2604
100.0
System
Total
Valid
Frequency
26
366
Percent
1.0
14.1
Valid Percent
1.1
15.5
Cumulative
Percent
1.1
16.6
3 36 to 45 Years Old
590
22.7
25.0
41.6
4 46 to 55 Years Old
829
31.8
35.1
76.6
5 56 to 65 Years Old
484
18.6
20.5
97.1
68
2.6
2.9
100.0
2363
90.7
100.0
241
9.3
2604
100.0
Total
Missing
Total
System
Valid
1 Male
2 Female
Frequency
1129
1219
Percent
43.4
46.8
Valid Percent
48.0
51.8
Cumulative
Percent
48.0
99.7
.2
.3
100.0
2354
90.4
100.0
250
9.6
2604
100.0
3 Transgender
Total
Missing
Total
System
APPENDIX D
Words That Describe Employees Jobs
Challenging
Important
Stressful
Rewarding
Interesting
Busy
Demanding
Underpaid
Frustrating
Fun
Fulfilling
Satisfying
Unappreciated
Necessary
Analytical
Safety
Complex
Exciting
Repetitive
Service
Technical
Enjoyable
Boring
Overwhelming
Helpful
Difficult
Dangerous
Professional
Tedious
Flexible
Meaningful
Thankless
Security
Responsible
Overworked
Accountability
Detailed
Underappreciated
Complicated
Responsibility
Secure
Critical
Routine
Needed
Fast-Paced
Changing
Unfulfilling
Good
Frequency
310
218
196
194
165
134
91
83
75
69
62
62
60
59
57
56
47
46
44
44
42
42
41
40
39
38
37
34
34
34
33
32
32
31
30
29
29
29
27
27
27
26
25
24
23
23
21
20
Percent
4.6
3.2
2.9
2.9
2.4
2.0
1.3
1.2
1.1
1.0
0.9
0.9
0.9
0.9
0.8
0.8
0.7
0.7
0.6
0.6
0.6
0.6
0.6
0.6
0.6
0.6
0.5
0.5
0.5
0.5
0.5
0.5
0.5
0.5
0.4
0.4
0.4
0.4
0.4
0.4
0.4
0.4
0.4
0.4
0.3
0.3
0.3
0.3
20
20
19
19
18
18
18
18
18
17
17
17
17
17
16
16
16
16
15
15
15
15
15
14
14
14
14
14
14
13
13
13
13
13
12
12
12
12
12
12
12
12
11
11
11
11
11
11
11
11
0.3
0.3
0.3
0.3
0.3
0.3
0.3
0.3
0.3
0.3
0.3
0.3
0.3
0.3
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
0.2
11
11
11
10
10
10
10
10
10
10
10
10
10
10
10
10
10
9
9
9
9
9
9
9
9
9
9
9
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
8
7
7
7
7
7
7
0.2
0.2
0.2
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
7
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
6
5
5
5
5
5
5
5
5
5
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
5
4
4
4
4
4
4
4
4
4
4
4
4
4
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
4
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.1
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
2
2
2
2
2
2
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
10
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
11
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
12
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
1
1
1
1
1
1
1
1
1
1
1
1
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
13
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
14
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
Broad
Budgeting
Bully
Business Analyst
Busy (hectic)
But okay
But satisfying
C/O's have no say, meaningless
Calculating
California
Can be challenging
Can't finish all the assignments as I want
Careful
Catch-up
Catering
Central
Cerebral
Cert
Chained
Chalenging
Challenge job
Challenging but Enjoyable
Chaos
chaotic
Chat
Cheated and insulted
Checklists
Chemistry
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
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15
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16
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1
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Cure
Curious
Customer Focused
Customer oriented
Customer-oriented
Cutting edge
Cyclical
Daily
Daily dead lines
Dangerous d/t min custody support
Data entry
Data management
Data processor
Data Steward
Database admin
Databases
Data-entry
Data-Management
Data-Migration
Data-Quality
Day
Decent
Decision making
Decisions
Decisive
Defeated
Defend
Degraded
Degrading
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17
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Disliked
Dispatch
Dispatcher
Dispense
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18
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20
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21
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Hours
Human
Human Resources
Humanity
Humble
Humbling
Humdrum
Hydrology
I am just a tool for the supervisors
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23
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24
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25
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26
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27
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28
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29
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30
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31
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32
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34
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0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
35
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
36
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
1
6,781
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
0.0
100.0
37
APPENDIX E
Groupings of Words That Describe Employees Jobs
$Q2 Please use the space below to list up to three words that you feel best describe your job.
Responses
N
$Q2
Stress/Stressful/Pressure/Tension/Deadlines
Accomplish/Accomplishment/Make A Difference/
Success/Beneficial/Contributing/Change/Useful/
Noble/Proud/Advocate/Results/Worthwhile/Meani
ngful/Useful/Valuable/Relevant/Impactful
Accuracy/Diligence/Organized/Focused/Methodi
cal/Quality/Accurate
Accountability/Steady/Responsible/Competence/
Reliable/Consistent/Dependable/Commitment/
Dedicated/Delivering/Productive/Effective/
Hard-working/Responsibility/Efficient/Determined
Adapt/Adaptable/Flexible/Versatile/Resourceful
Administration/Administrator/Leader/Manager/
Managerial/Managing/Management/Supervisor/
Coordinator/Delegator/Decision-Making/
Leadership/Supervise/Supervising/Oversight
Poor Management/Bureaucratic/Uncoordinated/
Dysfunctional/Hostile
Environment/Unfriendly/Unprofessional/Lacking
Leadership/Hierarchical/Micro-Managed/
Unmanaged/Disorganized
Advise/Aid/Recommend/Inform/Guidance/
Advisory
Vague/Ambiguous/Confusing/Uncertain/
Confusion/Unpredictable/Inconsistent/Instability/
Conflicting/Erratic/Unorganized/Undefined/
Subjective
Encourage/Support/Supportive/Coach
Analysis/Analyst/Tester/Assessment/Study/
Analytical/Analyze/Investigate/Research/
Observation/Interpretation/Audit/Review/
Inspection/Forensic/Investigative
Antiquated/Archaic/Outdated/Anachronistic
Difficult/Arduous/Hard/Tiring/Demanding/Tough/
Intense/Strenuous/Sink Or Swim/Challenging/
Rough/Hard Work/Time Consuming/Long
Rewarding/Satisfying/Satisfaction/Gratifying/
Fulfilling/Empowering/Motivational/Appreciated/
Inspiring
Vital/Significant/Important/Essential/Critical/
Crucial/Needed/Necessary/Required/Integral/
Imperative
Tedious/Monotonous/Repetitive/Routine/Slow/
Stagnant/Not Challenging/Predictable/
Uninspiring/Boring/Insipid/Dull/Mundane/
Unexciting
Dangerous/Risky/Unsafe/Hazardous/Fear
Percent
Percent of
Cases
(2335)
246
3.6%
10.5%
139
2.0%
6.0%
53
.8%
2.3%
221
3.3%
9.5%
48
.7%
2.1%
96
1.4%
4.1%
92
1.4%
3.9%
11
.2%
.5%
78
1.1%
3.3%
36
.5%
1.5%
168
2.5%
7.2%
.1%
.3%
536
7.9%
23.0%
363
5.3%
15.5%
382
5.6%
16.4%
222
3.3%
9.5%
50
.7%
2.1%
39
Isolated/Outsider/Cliques/Drama/Divided/Lonely/
Solitary
Variety/Varied/Diverse/Changing/Evolving/
Mercurial/Multi-Task/Non-Repetitive/
Fluctuating/Dynamic
Customer/Customer Service
Easy/Relaxed/Comfortable/Laid-Back/Low
Stress/Stress-Free
Law/Legislation/Legal
Low Pay/Under Paid
Pay/Money/Payroll
Wasteful/Inefficient/Redundant
Interesting/Stimulating/Fascinating/Enlightening/
Intriguing/Exciting/Engaging/Informative/
Entertaining
Integrity/Honesty/Trustworthy/Moral/Ethical/
Honor/Honorable/Trust
Dishonest/Untruthful/Unfair/Unethical/Low
Morality
Frustrated/Unfulfilled/Aggravating/Frustrating/
Unfulfilling/Discouraged/Unhappy/Unsatisfying/
Disappointed/Disappointing
Safety/Protect/Protection/Protector/Safe
Secure/Security/Stable/Financial Security/Job
Security
Service/Serve
Training/Education/Teach/Instruction
Technical/Technology/Programmer/Digital/IT/
Web/Web Master/Data/Data Base
Innovative/Creative
Paperwork/Clerical/Secretary/Applications/
Contracts/Document/Spreadsheets/Permitting/
Typing/Processing/Data Entry
Independent/Self-Motivating/Ambitious
Timely/Time Management/Time/Time
Based/Time Efficient/Timeliness
Professional
Public/Public Service
Good Retirement/Benefits/Dental/Insurance
Unproductive/Barriers/Contentious/Untimely
Budget/Finance/Financial/Fiscal/Costs/Grants/
Accounting/Accountant/Assets
Salmon/Fisheries
Unique
Health/Health Care/Disease/Patient
Advocacy/Physician/Prescriptions/Nutrition/
X-Ray/Public Health
D/Scheduling/Overtime
Bad/Disgusting/Dislike/Negative
13
.2%
.6%
122
1.8%
5.2%
30
.4%
1.3%
43
.6%
1.8%
11
96
26
22
.2%
1.4%
.4%
.3%
.5%
4.1%
1.1%
.9%
256
3.8%
11.0%
40
.6%
1.7%
24
.4%
1.0%
129
1.9%
5.5%
82
1.2%
3.5%
79
1.2%
3.4%
52
47
.8%
.7%
2.2%
2.0%
79
1.2%
3.4%
22
.3%
.9%
65
1.0%
2.8%
24
.4%
1.0%
24
.4%
1.0%
38
11
13
6
.6%
.2%
.2%
.1%
1.6%
.5%
.6%
.3%
32
.5%
1.4%
4
13
.1%
.2%
.2%
.6%
21
.3%
.9%
9
11
.1%
.2%
.4%
.5%
40
Biology/Science/Scientist/Hydrology/Lab/
Geologist/Chemistry
Drive A Lot/Travel
Environmental/Water/Conservation
Job/Work/Experience/Livelihood/Career/
Vocational
Knowledge/Learning/Intellectual/Knowledgeable
Numbers/Statistics
Fair/Neutral/Impartial
Temporary Workers/Labor
Consultant/Counselor/Facilitator/Mentor/Liaison/
Mediator
Engineer/Engineering
Caring/Benevolence/Compassion/Empathetic/
Patience/Understanding
Communication/Teamwork/Interactive/
Collaborative/Helpful/Cooperative/Helping/
Collegial/Help/Helper
Competitive
Friendly/Family/Community
Discrimination/Prejudice
Emotional/Worried/Anxious
Excellent/Happy/Great/Awesome/Love My
Job/Fantastic/Very
Good/Amazing/Incredible/Fun/Marvelous/Perfect
/Wonderful/Best
OK/Positive/Good/Content/Pleasant/Like/Like My
Job/Enjoy/Enjoyment/Better
Fortunate/Lucky/Blessed/Thankful/Grateful
Planning/TroubleShooter/Details/Detailed/Thorough/Design/
Problem Solver/Solver
Cheated/Harassed/Disrespected/Devalued/
Exploited/Degrading/Hateful/Bullied/Bully/
Dumped On/Abused
Neglected/Forgotten/Unsupportive/Indifference/
Unsupported/Ignored/Overlooked/Unnoticed/
Unacknowledged/Untrained/Worthless/
Insignificant/Unimportant
Unappreciated/Undervalued/Underutilized/
Unrecognized/Misunderstood/Expendable
Unrewarding/Discouraged/Thankless/Futile/
Discouraging/Un-Motivating
Uninformed
Political/Favoritism/Nepotism
Overwhelmed/Overworked/Crazy/Relentless/
Unrealistic/Exhausting/Draining/Consuming/
Chaotic/Crisis/Understaffed/Swamped/
Emergency/Overworked/Unreasonable
Complex/Complicated/Convoluted
12
.2%
.5%
5
11
.1%
.2%
.2%
.5%
31
.5%
1.3%
27
.4%
1.2%
6
10
5
.1%
.1%
.1%
.3%
.4%
.2%
25
.4%
1.1%
.0%
.1%
38
.6%
1.6%
125
1.8%
5.4%
3
12
3
8
.0%
.2%
.0%
.1%
.1%
.5%
.1%
.3%
138
2.0%
5.9%
114
1.7%
4.9%
16
.2%
.7%
66
1.0%
2.8%
44
.6%
1.9%
50
.7%
2.1%
142
2.1%
6.1%
60
.9%
2.6%
2
28
.0%
.4%
.1%
1.2%
155
2.3%
6.6%
80
1.2%
3.4%
41
Total
Busy/Fast-Paced/Hectic/Non-Stop/Fast
Unrelenting/Continuous/Constant/Endless
Dead-End/Stuck
Corrections/Inmate/Offender
Rehabilitation/Prison/Rehabilitate
Firefighter/First Responder/Dispatch/Public
Safety/Law Enforcement
Warrants/Appeals/Defend/Litigation/Subpoenas
206
28
19
3.0%
.4%
.3%
8.8%
1.2%
.8%
14
.2%
.6%
14
.2%
.6%
.1%
.3%
Enforcement/Enforcer/Justice
Write/Writing/Editing/Reports/Reporting
Simple-Minded/Stupid/Simple
Transportation/Traffic/Highway/Freeway
Duties/Production/Projects/Implementation
Skilled/Licensed/Expert/Specialized/Specialty
Compliance/Obedience/Submission/Duty/Rigid/
Righteous
Respected/Valued/Appreciated/Respect
Babysitter
Informing/Information
Growth
Ears/Eyes
Entry Level
Opportunity/Opportunities
People
Under-Resourced/Under-Funded/Unfunded
Confidential
Confident/Confidence
Other
13
17
9
5
20
16
.2%
.3%
.1%
.1%
.3%
.2%
.6%
.7%
.4%
.2%
.9%
.7%
19
.3%
.8%
20
3
12
3
4
3
17
10
7
12
8
903
6799
.3%
.0%
.2%
.0%
.1%
.0%
.3%
.1%
.1%
.2%
.1%
13.3%
100.0%
.9%
.1%
.5%
.1%
.2%
.1%
.7%
.4%
.3%
.5%
.3%
38.7%
291.2%
42