The State of Maine ManagerialEffectiveness Survey Results

Managerial Effectiveness -A Key Issue

Managerial effectiveness impacts employeesatisfaction.

Dissatisfaction is one of the key reasons people leaveorganizations, and many reasons for employee'ssatisfaction or dissatisfaction are directly influencedby the manager.

Satisfied workers are more likely to engage inorganizational citizenship behaviors, behaviors thatgo beyond job description and role requirements andhelp reduce the workload or stress of others in theorganization.

Managerial Effectiveness -A Key Issue, continued

• Managerial effectiveness impacts employee retention.

– The cost of replacing an employee is approximately four times the salary of the replaced employee.

– Particularly in more skilled positions, when employees leave, knowledge is lost to the organization forever.

– It can take up to a year before new employees are as productive as their predecessors.

The Survey Instrument

Survey was distributed to respondents via emailwith a hot-link to Linkage's web-site or manuallyusing a paper-based version.

Participants rated agreement with 61 itemsrepresenting 16 factors.

Participants also provided demographic informationon gender, age, tenure, department, and primarywork function.

The Survey Instrument, continued

5-point rating scale:

1 = Strongly Disagree

2 = Disagree

3 = Unsure

4 = Agree

5 = Strongly Agree

Survey Factors

Purpose of the Organization: Employees understand the vision and strategy of the organization, perceive that it has a competitive advantage, and can relate what they do on a day-to-day basis with the “big picture” of the business.

Values of the Organization: The organization demonstrates its values day- to-day by hiring top quality individuals, encouraging teamwork, and creating an environment that aligns with the values, principles, and beliefs of the employees.

Survey Factors, continued

Feedback: The organization provides employeeswith coaching, guidance, and feedbackabout the quality of their work so thatthey are able to do the best job possible.

Trust: Employees in the organization perceivethat they can trust their managers, teammembers, and the organization as awhole to keep promises, follow throughon commitments, and provide accurateinformation, when asked.

Survey Factors, continued

Perceived Value: Employees feel valued by the organization because they are able to use their expertise in a number of different roles, participate in decision-making, try

out new ideas, and risk failure when solving problems.

Opportunity for Growth: The organization provides employees with opportunities to take on new work and acquire new skills through exposure to resources and information for learning and encourages employees to work for the future

Survey Factors, continued

Communication: The organization facilitates communication between different departments, keeps employees informed of goals, plans, and strategies, and “listens” to what employees have to say.

Clarity: The organization provides employees with clear and challenging work expectations and holds employees accountable to measurable performance standards.

Survey Factors, continued

Processes: The organization has effective processes in place for project management, human resource management (recruitment, development, and promotion of employees), and process improvement.

Balance: The organization facilitates an environment that enable employees to maintain a healthy lifestyle by providing flexibility in scheduling and other methods designed to reduce stress and alleviate pressures by the work.

Survey Factors, continued

Recognition: The organization provides formal and informal rewards, based on employee performance recognizing the efforts of individuals.

Continuous Improvement: The organization works to constantly develop by leveraging internal capabilities and providing the training necessary to strengthen potential areas of weakness.

Survey Factors, continued

Coaching: The organization provides honest coaching that not only recognizes quality work but provides developmental assistance to guide employees’ future outputs.

Teamwork: The organization supports an environment in which employees rally together to achieve success by providing each other with constructive feedback and support.

Employee Demographics

Demographics: Overview

4,057 State of Maine Employees completed the Stateof Maine Managerial Effectiveness Survey.

Approximately 900 surveys were submitted via paper& pencil.

Participants were equally split across gender.

65.3% of the respondents were 41 years of age andolder.

Demographics: Participants

The State of Maine managerial Effectiveness Surveycompiled demographic information on gender, age,tenure, department, and job function.

Total Number of Respondents 4057

% of Female Respondents 46.1

% of Male Respondents 50.9

Demographics: Age

20 to 25 years old 2.5%26 to 30 years old 6.2%

31 to 35 years old 8.9%

36 to 40 years old 13.8%

41 to 45 years old 19.4%

46 to 50 years old 20.1%51 to 55 years old 15.0%over 55 years old 10.8%

Demographics: Tenure

0 to 5 years 21.8%6 to 10 years 17.2%

11 to 15 years 22.4%

16 to 20 years 14.0%

21 to 25 years 12.9%

26 to 30 years 5.9%31 to 35 years 2.2%36 to 40 years .9%41+ years .1%

Demographics: Participants by Department

Administration & Finance 9.6%

Agriculture .9%

Conservation 2.6%

Corrections 9.1%

Defense, Veterans, & Emergency Management Services 2.1%

Economic & Community Development .8%

Education 2.3%

Environmental Protection 3.5%

Inland fisheries & Wildlife 1.1%

Human Services 26.6%

Labor 5.3%

Marine Resources .7%

Mental Heath, Mental Retardation, & Substance Abuse Services 4.2%

Professional and Financial Regulations 1.8%

Public Safety 3.5%

Transportation 17.1%

Public Utilities Commission .6%

Secretary of State 1.7%

Other 3.5%

Demographics: Job Function

Administration Support/Clerical 17%Professional or Technical 42.9%Trades or Maintenance 11.3%Institutional/Direct Care 5.1%Law Enforcement Officer 3.9%Official/Administrator/Manager 7%Supervisor 8.6%

Factor, Results, Employee Satisfaction, and Retention

What Are We Looking At?

There are three types of statistics primarily used in this report:

– Score Percentages, which describe what percent of respondents gave a particular answer (e.g., 30% of participant Strongly Agree with a statement).

• We use Score Percentages to understand how employee answers group and relate to each other.

– Factor Means, which indicate Maine employees overall evaluation of the factors on a scale of 1 to 5 (e.g., the average score for balance was 2.93).

What Are We Looking At? Continued

• We use Factor Means to gain an overall sense of how well we are doing on each factor. Generally, scores over 3 are considered positive, and scores over 3.5 seen as genuine strengths.

– Correlations, which indicate the strength of the relationship between two variables (e.g., there was a correlation of .71 between Process and Retention).

• Strong correlations tell us what is important to employees. If there is a strong positive correlation between two factors, that means that a positive change in one will usually predict a positive change in the other.

• Example - in the correlation above, employees that experience better processes will report a stronger intention to remain with the organization.

How Are We Doing? Factors in Order of Performance

Factor Mean

Perceived Value 3.21

Purpose of the Organization 3.15

Teamwork 3.13

Clarity 3.04

Values of the Organization 3.01

Trust 2.96

Communication 2.92

How Are We Doing? Factors in Order of Performance Score

Continued

Factor Mean

Balance 2.91

Feedback 2.90

Continuous Improvement 2.86

Coaching 2.78

Opportunities for Growth 2.72

Processes 2.61

Recognition 2.49

Responses on Three Satisfaction Measures

Overall, I am quite satisfied withworking for Maine State Government.

Strongly disagree 8.0%

Disagree 16.6%

Unsure 15.9%

Agree 46.7%

Strongly Agree 10.5%

Responses on Three Satisfaction Measures

Overall, I am satisfied with the managementof the Maine State Government.

Strongly disagree 20.2%

Disagree 31.2%

Unsure 16.4%

Agree 26.4%

Strongly Agree 3.6%

Responses on Three Satisfaction Measures

I am satisfied with the kind of work I do.

Strongly disagree 3.7%

Disagree 7.4%

Unsure 7.3%

Agree 55.4%

Strongly Agree 24.3%

Factor Correlaton

Perceived Value .72%**

Processes .67%**

Opportunities for Growth .67%**

Values .66%**

Communication .66%**

Trust .64%**

Coaching .62%**

Factors Most Strongly Associated with Satisfaction in Order of Impact

Factors Most Strongly Associated with Satisfaction in Order of Impact

Factor CorrelationContinuous Improvement .62**

Recognition .62**

Feedback .61**

Clarity .61**

Purpose .60**

Retention .57**

Teamwork .56**

Balance .49**

If I could take the same or similar job elsewhere withthe same pay and benefits, I would seriously considerthe move.

Strongly disagree 12.3%

Disagree 19.2%

Unsure 20.3%

Agree 22.9%

Strongly Agree 22.3%

Responses on Two Retention Measures

I am likely to leave this organization in the next oneto two years.

Strongly disagree 24.1%

Disagree 28.7%

Unsure 25.8%

Agree 10.8%

Strongly Agree 7.4%

Responses on Two Retention Measures

Factors Most Strongly Associated with Retention in Order of Impact

Factor CorrelationSatisfaction .57**

Opportunities for Growth .49**

Perceived Value .48**

Trust .47**

Processes .46**

Coaching .46**

Values .45**

Factors Most Strongly Associated with Retention in Order of Impact

Factor Correlation

Recognition .45**Feedback .44**Communication .44**Continuous Improvement .43**Clarity .41**Purpose .40**Teamwork .39**Balance .39**

Data Analysis

Satisfaction - How is Maine Doing?

57.2% of respondents Agreed/StronglyAgreed they are satisfied with working forMaine State Government.

30.0% of respondents Agreed/StronglyAgreed they are satisfied with themanagement of Maine State Government.

79.7% of respondents Agreed/StronglyAgreed they are satisfied with the kind ofwork they do.

Satisfaction - Maine’s Strengths

The Table below presents Maine’s developmental opportunities. These factors that State of Maine Employees’ rated lowest which also had the greatest impact on satisfaction.

Factor Correlation Mean Score

Perceived Value .72 3.21

Values .66 3.01

Communication .66 2.92

Purpose .60 3.15

Trust .64 2.96

Satisfaction - Maine’s developmental Opportunities

The Table below presents Maine’s developmental opportunities. These factors that State of Maine Employees’ rated lowest which also had the greatest impact on satisfaction.

Factor Correlation Mean Score

Processes .67 2.60

Recognition .62 2.49

Opportunity for Growth .67 2.72

Coaching .62 2.78

Continuous Improvement .62 2.86

Retention - How is Maine Doing?

45.2% of respondents Agreed\StronglyAgreed if they could take the same ofsimilar job elsewhere with the same payand benefits, they would seriouslyconsider the move.

18.2% of respondents Agreed\StronglyAgreed they are likely to leave theorganization in the next one to two years.

Retention - Maine’s Strengths

The table below presents Maine's strength. These arefactors that State of Maine Employees' rated highestwhich also had the greatest impact on satisfaction.

Factor Correlation Mean Score

Perceived Value .48 3.21Trust .47 2.96Values .45 3.01Feedback .44 2.90

Retention - Maine’s Developmental Opportunities

The table below presents Maine's developmental opportunities.These are factors that State of Maine Employees' rated lowestwhich also had the greatest impact on satisfaction.

Factor Correlation Mean Score

Recognition .45 2.49Opportunities for Growth .49 2.72Processes .46 2.60Coaching .46 2.78

Conclusions

State of Maine employees are highly satisfied withthe work that they do; however they are less satisfiedwith the way they are managed.

While few employees seem likely to leave within thenext few years, almost half of the employees surveyedwould be willing to leave for a comparable job.

This suggest that the primary leverage point ismanagerial skills.

Conclusions, continued

For both satisfaction and retention, employeescommunicated that they felt a need for betterselection and performance management processes,coaching, recognition, and opportunities for growth.

Employees felt that management clearlycommunicated and demonstrated the values of theorganization.

Therefore, Maine State Government should work todevelop tools that help managers with coaching,development, and performance management.

The Integrated Components of

MMS

Changing the rules - constant principles

From rules to tools: competency-basedsystems:

Selection and succession planning Leadership development Flexible job classification

Guiding Principles for the

Components

The "Gold Standard" Promote individual and organizational accountability. Adhere to basic merit principles while promoting

flexible application Provide focus and direction to guide organizational

behavior Discriminate between effective and ineffective

behaviors. Maintain our high standard of ethical behavior Simplicity of design Break through the unwritten rules

Selection and Succession

The Right People at the Right Time

Managers skilled in good selection techniques A continuous, flexible recruitment process A ready pool of qualified applicants

Highly competent and diverse managers activelyrecruited

Management potential systematically developed fromwithin state government.

A dramatic reduction in the selection timeframe frommonth to days.

Leadership Development

Systematically and continually assessand develop leadership competencies

Leadership institute Academic programs One-on-one experiences Exchange program

Broad, Flexible Job Descriptions

Emphasizing what managers have in common

Dramatically reduce the number of classifications.

Encourage movement and expanded opportunities with stategovernment

Create Flexibility in compensation and assignmentwith budget