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Employee
Satisfaction
Survey
Spring
2009Irvine Valley College
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EMPLOYEE SATISFACTION SURVEY,SPRING 2009 IRVINE VALLEYCOLLEGE
1TABLE OFCONTENTS
TABLE OF CONTENTS
Figures........................................................................................................................................................... 3
Tables............................................................................................................................................................ 5
Introduction.................................................................................................................................................. 6
Methodology............................................................................................................................................. 7
ExecutiveSummary................................................................................................................................... 8
EmployeeSatisfactionandCampusEnvironment................................................................................ 8
Instruction........................................................................................................................................... 10
Leadership........................................................................................................................................... 10
CampusFacilities................................................................................................................................. 10
TechnologyInfrastructure.................................................................................................................. 11
HumanResources............................................................................................................................... 11
LevelsofCommunication.................................................................................................................... 12
CollegeDecision-MakingProcesses.................................................................................................... 12
Sense ofCommunity........................................................................................................................... 13
EmployeeSatisfactionandCampusEnvironment...................................................................................... 15
CampusEnvironment.............................................................................................................................. 20
Instruction................................................................................................................................................... 28
CampusFacilities......................................................................................................................................... 30
Classrooms,Labs,andInstructionalEquipment..................................................................................... 30
CampusFacilities..................................................................................................................................... 31
CampusParking....................................................................................................................................... 32
Campus Safety......................................................................................................................................... 33
TechnologyInfrastructure.......................................................................................................................... 34
Leadership................................................................................................................................................... 35
HumanResources....................................................................................................................................... 39
Diversity.................................................................................................................................................. 40
LevelsofCommunication............................................................................................................................ 41
CollegeDecision-MakingProcesses............................................................................................................ 44
Open-EndedResponses.............................................................................................................................. 60
Appendix A:Demographics......................................................................................................................... 70
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2TABLE OFCONTENTS
Appendix B:SurveyQuestionnaire............................................................................................................. 73
Appendix C:VerbatimResponsestoOpen-EndedQuestions.................................................................... 87
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3FIGURES
FIGURES
Figure1:Overall Satisfaction (n= 208)....................................................................................................... 15
Figure2:Satisfaction with SpecificAspectsofEmployment...................................................................... 18
Figure 3:SatisfactionwithSpecificAspectsofEmploymentbyBargaining Unit........................................ 19
Figure 4:Rating ofCampusEnvironmentforEmployees(n= 208)............................................................ 20
Figure 5:ImprovementofCampusEnvironmentforEmployees(n= 208)................................................ 21
Figure 6:Rating ofCampusEnvironmentforStudents(n= 208)............................................................... 23
Figure 7:ImprovementofCampusEnvironmentforStudents(n= 208)................................................... 24
Figure 8:ImprovementofProgramsandServices(n= 208)...................................................................... 24
Figure9:JobClimate(n= 181)................................................................................................................... 25
Figure10:Model ofEmployeeSatisfaction................................................................................................ 27
Figure 11:FacultyPerceptionofInstructional Procedures(n= 80)........................................................... 28
Figure 12:FacultyPerceptionofInstructionalInfrastructure (n= 98)....................................................... 30
Figure13:PerceptionofCampusFacilities(n= 196).................................................................................. 31Figure14: Perceptionof CampusParking(n= 197) ................................................................................... 32
Figure15: Perceptionof CampusSafety(n= 205) ..................................................................................... 33
Figure 16:TechnologyInfrastructure (n= 195).......................................................................................... 34
Figure17: PerceptionofExecutiveLeadership(n =181)........................................................................... 35
Figure 18:HumanResources(n= 194)....................................................................................................... 39
Figure19: CampusDiversity(n= 194) ........................................................................................................ 40
Figure 20:LevelofAwarenessaboutCampusEvents(n= 192)................................................................. 41
Figure21:Level ofAwarenessaboutDivision/UnitEvents(n =192)......................................................... 42
Figure 22:Staff/FacultyInformedaboutStudentServices(n= 181)......................................................... 42
Figure23: PreferredMethodof Communication(n= 192)........................................................................ 43Figure24:FamiliaritywithCollegeDecision-MakingProcesses(n= 171).................................................. 44
Figure25:FamiliaritywithCollegeDecision-MakingProcesses byBargaining Unit.................................. 45
Figure26:FamiliaritywithCollegeDecision-MakingProcessesbyLengthofEmployment...................... 46
Figure27:FamiliaritywithCollegeDecision-MakingProcessesby Level ofAwarenessaboutCampus
Events.......................................................................................................................................................... 47
Figure28:FamiliaritywithCollegeDecision-MakingProcessesbySense ofCommunity.......................... 48
Figure29:FamiliaritywithCollegeDecision-MakingProcessesInstruction(n= 91).............................. 49
Figure30:FamiliaritywithCollegeDecision-MakingProcessesInstructionbyLengthofEmployment.50
Figure31:FamiliaritywithCollegeDecision-MakingProcessesInstructionbySenseofCommunity....51
Figure32:EffectivenessofCollegeDecision-MakingProcesses(College-Wide)........................................ 52Figure33:EffectivenessofCollegeDecision-Making ProcessesbyBargaining Unit.................................. 53
Figure34:EffectivenessofCollegeDecision-Making ProcessesbyLengthofEmployment...................... 54
Figure35:EffectivenessofCollegeDecision-MakingProcessesby Familiaritywith CollegeDecision-
MakingProcesses........................................................................................................................................ 55
Figure36:EffectivenessofCollegeDecision-Making ProcessesbySense ofCommunity......................... 56
Figure37:EffectivenessofCollegeDecision-Making Processes(Instruction)............................................ 57
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4FIGURES
Figure38:EffectivenessofCollegeDecision-Making Processes(Instruction)bySense ofCommunity....58
Figure39:EffectivenessofCollegeDecision-MakingProcesses(Instruction)byFamiliarity with Decision-
MakingProcesses........................................................................................................................................ 59
Figure40: PrideatIVC(n=146) ................................................................................................................. 61
Figure 41:WordCloudfrom CommentsaboutPride atIVC....................................................................... 62
Figure 42:ImprovementatIVC(n= 154).................................................................................................... 64
Figure43: WordCloudfrom CommentsaboutImprovementatIVC......................................................... 66
Figure44:Additional Comments(n= 86)................................................................................................... 68
Figure 45:WordCloudfrom AdditionalComments................................................................................... 69
Figure 46:BargainingUnit.......................................................................................................................... 70
Figure47:FacultyClassification.................................................................................................................. 70
Figure48: EmploymentArea...................................................................................................................... 71
Figure 49:LengthofEmployment............................................................................................................... 71
Figure50:Raceand Ethnicity...................................................................................................................... 72
Figure 51:Gender....................................................................................................................................... 72
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5TABLES
TABLES
Table 1:Methodology................................................................................................................................... 7
Table2:ResponseRates............................................................................................................................... 7
Table3:Overall Satisfaction by Bargaining Unit......................................................................................... 16
Table4:Overall Satisfaction by Area.......................................................................................................... 16
Table5:Overall Satisfaction by LengthofEmployment............................................................................. 17
Table 6:OverallSatisfactionbySenseofCommunity................................................................................ 17
Table 7:Rating ofCampusEnvironmentforEmployeesbyBargaining Unit.............................................. 20
Table 8:Rating ofCampusEnvironmentforEmployeesbyLengthofEmployment.................................. 21
Table 9:ImprovementofCampusEnvironmentforEmployeesbyBargaining Unit.................................. 22
Table 10:ImprovementofCampusEnvironmentforEmployeesbyArea................................................. 22
Table 11:ImprovementofCampusEnvironmentforEmployeesbyLengthofEmployment....................23
Table 12:ImprovementofCampusEnvironmentforEmployeesbySense ofCommunity....................... 23
Table 13:JobClimate byBargainingUnitandLengthofEmployment....................................................... 26Table14:Job ClimatebyArea..................................................................................................................... 26
Table 15:GoodProceduretoDevelopCoursesbyLengthofEmployment............................................... 29
Table 16:FacultyAreEncouragedtoDevelopNew CoursesbyLengthofEmployment........................... 29
Table 17:PerceptionofPresident'sCommunicationbyLengthofEmployment....................................... 36
Table 18:PerceptionofPresident'sCommunicationbySense ofCommunity.......................................... 36
Table 19:PerceptionofPresident'sCommunicationbyImprovementofCampusEnvironmentfor
Employees................................................................................................................................................... 37
Table 20:PerceptionofIVCAdministrative LeadershipbyBargaining Unit............................................... 37
Table21:Perception ofIVCAdministrative LeadershipbySenseofCommunity...................................... 38
Table 22:PerceptionofIVCAdministrative LeadershipbyImprovementofCampusEnvironmentforEmployees................................................................................................................................................... 38
Table 23:ImprovementatIVCbyBargaining Unit..................................................................................... 65
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6INTRODUCTION
INTRODUCTION
TheIrvineValley CollegeMission StatementmaintainsthattheCollegeis committedto successfuland
measureable studentlearning throughhiring exemplaryfacultyandstaff,accesstostateoftheart
technologiesand facilities,and by providinga varietyoftraditional and innovativeteachingmethods.In
ordertofulfill itsmission,theCollegemustfostera collegeenvironmentthatattractsandsupports
excellentfaculty,staff,andstudents.Inthespringof2009,theOffice ofResearch,Planning,and
Accreditationconducteda comprehensiveclimatesurveyofIVCemployees.Thesurvey providescritical
and timelyinformation abouthowCollegeemployeesperceivea widerangeofissuesrelatedto their
compensation,benefits,professionaldevelopment,workplace conditions,communications,familiarity
withcollege-widedecision-makingprocesses,andjobsatisfaction.The reportisorganizedintothe
followingsections:
TheExecutive Summaryprovidesa summaryofkeyfindingsfromthe survey.
The Detailed Findings sectionoffersanalysesofeachquestioninthe surveyandispresentedinthefollowingway:
EmployeeSatisfactionandCampusEnvironmentonPage15
InstructiononPage28
CampusFacilitiesonPage30
TechnologyInfrastructureonPage34
LeadershiponPage35
HumanResourcesonPage39
LevelsofCommunicationonPage41
CollegeDecision-MakingProcessesonPage44
Open-EndedResponsesonPage60
Appendix Apresentsthe demographicdataofstudentswhoparticipatedinthesurvey.
Appendix Bprovidesthesurveyinstrument.
Appendix Cincludestheverbatimresponsestotheopen-endedcommentsquestionaskedatthe
endofthesurvey.
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Methodology
Administeredinthespringfrom April22toMay28using anon-linesurveymethodology, the2009
EmployeeSatisfactionSurveywas senttoallemployeesvia an e-mail invitation.By theendofthefield
date,208IVCemployees participatedinthesurvey.Onaverage,the surveytookslightlylessthan17
minutestocomplete(mediantime ofcompletion= 14minutes).
Table 1: Methodology
Table 2shows thesurveyresponseratebyemployeeclass.Amongall employeesworkingduring the
springsemester,32percentparticipated in theemployeesatisfaction survey; however,responserates
among part-time facultyandstaffweresignificantlylowerthanthe response ratesamongfull-time
employees.Nearly 63percentofIVCfull-timeemployeesrespondedtothesurvey.
Table 2: Response Rates
Technique Internetsurveyin English
Interview Length 17minutes
Field Dates April 22- May28
Sample Size 208
Employee Class Sample Population Response Rate
Administrators/Managers 14 23 60.9%
Full-Time Faculty 87 105 82.9%
Classified Bargaining Unit 79 158 50.0%
Classified Non-Bargaining 9 82 11.0%
Part-Time Faculty 19 286 6.6%
Total 208 654 31.8%
Total Full-Time Employees Only 180 286 62.9%
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Executive Summary
Manystudieshaveestablished directand quantifiablelinksbetween customerservicevariables(e.g.,
satisfactionandloyalty),employeevariables (e.g.,satisfaction,enthusiasm,loyalty,commitment,
capability,and internal servicequality),and financial results.Forexample,Gallupreportsthathighly
satisfied groupsofemployeesoftenexhibitabove-averagelevelsofthefollowingcharacteristics:customerloyalty; productivity; employeeretention;safetyrecords; and profitability.Inaddition,recent
researchbyThomasWright,theJonWefaldLeadershipChairinBusiness Administrationandprofessor
ofmanagementatKansasState,has foundthatemployeeswithhigh levelsofpsychological well-being
and job satisfaction performbetterandarelesslikelytoleavetheirjob. Employee happiness,then,
becomesavaluable toolformaximizing organizationaloutcomes.1
Employee Satisfaction and Campus Environment
In2009,mostemployee respondentsreportedthattheyweresatisfiedwithIVC. About42percentof
survey respondentsindicated thattheywereVerysatisfiedandanother40percentreported thatthey
wereSomewhatsatisfied.Lookingmoreclosely atoverall satisfaction,membersof thefaculty(46%Very satisfied)and collegeadministrators(57%Verysatisfied)registeredslightlymoreintenselevels
ofsatisfactionthantheclassifiedstaff(35%Verysatisfied),althoughtotalsatisfactionlevels were
similaracross allbargainingunits.Interestingly,neweremployees(fiveyearsorless)and long-time
employees(21+years)reported thehighestlevelofoverall satisfaction,whereasemployeesthathave
worked atIVCfromsixtotwentyyearshadrelativelylowerlevelsofsatisfaction.
Surveyrespondentsweremostsatisfiedwith theiremploymentbenefits,followed by theirrelationships
withtheirco-workers, their currentposition, their salaries,and theirrelationshipswiththeirsupervisors.
Onaverage,thesurveyrespondents wereat leastSomewhatsatisfiedwiththeseareas oftheir
employment.Therespondentswerelesslikely tobesatisfied withtheiropportunitiesforpersonal
growth,opportunitiestomake suggestions,andopportunitiesforadvancement. Responseswere similar
forbothmembersofthe facultyandclassifiedstaffexceptinthree areaswhere facultymembers
registeredsignificantly higherlevelsofsatisfaction: Opportunitiesforadvancement(meandifference
= +1.10;% differenceinsatisfaction= 33%);Opportunitiesforpersonalgrowth(meandifference=
+0.77;% differenceinsatisfaction=25%);andSalary(meandifference= +0.47;% differencein
satisfaction= 16%).
Next,employeeswere askedtorate thecampusenvironmentforemployeesatIVC. About57percent
reporteda positive ratingofthe campusenvironment(15.4%Excellent;42.8%Good),a quarterof
respondents(26.0%)believedthatthecampusenvironmentwasFair,while15percentgavea
negativeratingof thecampusenvironment(12.5% Poor;2.4% Verypoor).Classifiedstaff members
weremorelikelytoratetheenvironmentasFairratherthanExcellentorGoodthan othercampus
bargainingunits.
1See,forexample:Sweetman,KatherineJ.EmployeeLoyaltyAroundtheGlobe,SloanManagementReview (January2001);Wright,Thomas
A.,Cropanzano,Russell,andBonett,DouglasG.Journalof Occupational HealthPsychology. 12:2(April 2007),pp. 93-104.Harter,JamesK.
TakingFeedbacktotheBottomLine,Gallup ManagementJournal(March 15,2001)http://gmj.gallup.com/content/814/taking-feedback-
bottom-line.aspx.
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Apluralityofrespondents(38.0%)feltthatthe campusenvironmentforemployeeswasimproving,
while abouta thirdofrespondents(33.2%)believedthatthecampusenvironmentwasstaying about
the same. Twenty-fourpercentofemployee respondentsfeltthatthe campusenvironmentwasgetting
worse. Classifiedstaffmembersweremuchlesspositive thanemployeesfrom the othergroupson
campus:only21percentofclassifiedstaffmembersindicatedthatthe campusenvironmentwas
Gettingbetter,more than30percentlessthanmembersofthe facultyoradministration.
Surveyrespondentswerealsoasked toassessthecampusenvironmentforstudents.Employeeswere
muchmorepositive aboutthe campusenvironmentforstudentswith76percentindicatingthatthe
campusenvironmentforstudentswaseitherExcellent(28.8%)orGood(47.6%). Fifteenpercent
gave the campusenvironmentforstudentsa Fairrating (14.9%),while onlytwopercentfeltthatthe
campusenvironmentforstudentswasPoor(none ofthe surveyrespondentsthoughtthatthe campus
environmentfor studentswasVery poor).Whenaskedaboutthe improvementofthecampus
environmentforstudents,45percentofemployee respondentsindicatedthatthe campusenvironment
wasGettingbetterandonlysixpercentindicated thatit wasGettingworse.Fortypercentfeltthat
the campusenvironmentforstudentswasStaying aboutthesame.
Similarly,approximately45percentofemployeerespondentsfeltthatstudentprogramsand servicesat
IVCwereGettingbetter,39percentbelieved thatprogramsand serviceswereStayingaboutthe
same,andonlysixpercentfeltthatIVC programs andservices wereGettingworse.
Inaddition,respondentswere askedseveralquestionsthatindirectlymeasureemployeesperceptionof
theirjobclimate.Amongtheseitems,70percentofrespondentsagreed thattheregularlyreceivethe
informationthattheyneed,66percentbelievedthattheyare treatedwithrespectanddignity,and64
percent felt thattheyhave theopportunitytoparticipate inthe college decision-makingprocess.
Majoritiesofemployeerespondentsagreed thatprofessional developmentactivitiesareencouraged by
thecollege(61%),andthattheirworkisappreciated (59%).Adjunctfacultymembers andclassifiedstaff
memberswerelesslikelytoagreethattheyregularlyreceivetheinformation thattheyneed,havethe
opportunitytoparticipate insharedgovernance,are treatedwithrespect,andare encouragedto
pursue professionaldevelopmentactivities.Inaddition,classified staffmemberswerelesslikelytofeel
thattheirworkis appreciated.Neweremployees(
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opportunitiesforpersonalgrowth,salary,andbenefits. In otherwords,datafrom the surveyshowthat
overall satisfaction is driven by feelingsofinclusiveness,appreciation,and respectratherthanindividual
levels ofpay,advancement,orbenefits.
Instruction
Full-timefaculty memberswereaskeda variety ofquestionsaboutvariousinstructionalprocedures,aspectsofteaching,andothercurriculum matters.Large majoritiesagreedthatthe facultydetermines
studentcompetency(91%),instructorsarefairand objective(89%)andstudentsareabletoenroll in
lowerlevel courses(86%).Seventy-five percentoffull-timefacultyrespondentsfeltthatadvanced
coursesareofferedfrequently andanother 71 percentagreedthatfaculty membersareencouragedto
developnewcoursesandprograms. Abouttwo-thirdsofthefull-time facultyrespondents(66%)
believedthattheyaresupportedwhendeveloping newcoursesandprograms.Onlya slightmajorityof
respondents(52%)agreedthatIVChasagoodprocedure fordeveloping newcoursesandprograms.
Furtheranalysisshowedthatnewerfull-timefacultysurvey respondents(
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respondentsfeltthatcampuslighting atnightisgood. Slightmajoritiesagreedthat therestroomsare
cleanandwell-maintained(56%)andthatcampusbuildingsarecomfortable (53%).
Over80percentoffacultymembersthatansweredthe surveyagreedthatIVCprovidescurrent
instructional equipmentforlectures(84%)andclassroomlightingisgood(82%).Significantlyfewer(but
still overa majority of)respondentsindicatedthatclassroomsarecleanandwell-maintained(55%).Whileonly52percentoffacultywhorespondedtothesurvey indicated thatcampuslabequipmentis
up-to-date,a sizable percentage (31%)indicatedthattheydidnothave anopinionaboutthisquestion,
ostensiblybecause these facultymembersdonotteachcourseswithlabs.Once Dontknowopinions
arefiltered out,75percentofrespondentsbelievedthatthe labequipmentisup-to-date.
According tothe survey,mostIVCemployeesfeelsafe whileoncampus:about66percentof
respondentsindicatedthattheywereVerysafe andsecureandanother26percentreportedthatthey
wereSomewhatsafeand secure.
Surveyrespondentswereequallypositive regarding parkingoncampus.Over85percentofemployees
inthe surveywere satisfiedwiththe maintenance oftheparking lots(87%),the safetyofthe parking
lots(85%),theavailabilityofparkingoncampus(85%),andparking lotlightingatnight(86%after
filteringoutDontknowresponses).
Technology Infrastructure
Resultsfromthe surveyprovide strong evidence thatthecampuscommunityfeelssupportedbythe
collegeIT staff. Strong majorities(over80%)indicatedthatthetechnologyemployedatIVCiscurrent
andreliable. Forexample,88percentofemployeeseitherStronglyorSomewhatagreedthat
Internetaccess at IVC is fastandreliable,whereas 86percentand83percentagreedthatTechnology
equipmentis reliableandComputer hardwareandsoftwareareup-to-date,respectively.Over86
percentagreedthatTechnologystaffisknowledgeable.Three outoffouremployeeseitherStronglyorSomewhatagreedthatIVCmaintains,upgrades,orreplacesitstechnologyinfrastructure and
equipmenttomeetinstructionalneeds(76%),IVC maintains,upgrades,orreplaces its technology
infrastructure andequipmenttomeetstaffneeds(76%),IVCprovideshighqualitytechnology
training(74%),andTechnologytraining addressesthediffering needsoffacultyandstaff(73%).
Human Resources
Nearly three-fourthsofrespondents(72.2%)agreedwiththestatementthatPersonnelpoliciesand
proceduresareeasytoobtainandreview.Sevenoutoftenrespondents (69.1%)agreedthatCampus
publicationsclearly andadequately reflectactual practicesattheCollege.Fifty-ninepercentofsurvey
respondentseitherstrongly(37.6%)orsomewhat(21.6%)agreed thatPersonnel recordsarekeptconfidential.A sizable percentage ofemployees(25.3%),however,selectedDontknowwhenasked
thisquestion.Similarpercentagesofemployeesbelieved thatjob performanceevaluationsare
conductedsystematically atregularintervals(Strongly agree26.3%;Somewhatagree32.5%)and
encourage improvement(Stronglyagree25.8%;Somewhatagree31.4%).Abouta thirdof
respondents(36.1%and34.5%respectively)disagreedthatevaluationsare conductedregularly and
promptimprovement.
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Ingeneral,IVCemployeeswhoresponded tothesurveywerequitepositivewhen assessingthecolleges
effortsinpromotinga diverse studentandemployeecommunity.Alarge majorityofemployees
believedthatIVCpromotesstudentdiversity(87%agreement),Employeespromotethedevelopment
ofa diverse educationalandculturalcampusenvironment(79%agreement),andthatIVCpromotes
employeediversity(72%agreement).
Levels of Communication
Mostemployeeswhorespondedtothe surveyindicatedthattheywere atleastsomewhatinformed
aboutcampusevents(83%SomewhatorVeryinformed)aswellaswhatisoccurring withintheir
schoolor department(84% Somewhator Veryinformed).Employeesindicated,however,higher
level ofawarenessaboutwhatis occurringin theirdepartmentorareathan atthecollegeoverall (52%
vs.28Veryinformedrespectively).Furthermore,69percentofemployeerespondentsagreed that
Staffandfacultymembersare keptinformedaboutsupportservicesavailable forstudents.
Whenaskedtorate the importanceofvariousmethodsofcommunicationasa source ofinformation
aboutcampusissues,respondentsoverwhelminglyratedelectronicmediaasthe mostimportant
methodofcommunication(i.e.,e-mail,IVCwebsite,andMySite). Manyrespondents,ontheotherhand,
did notseethecollegeintranetsitesorcollegecommitteemeetingsasimportantsourcesof
information.
College Decision-Making Processes
Inordertoassess employeesawareness ofchanges tothecolleges decision-making structures,the
survey asked all employeestoratehowfamiliarthey werewiththeneworrevised collegedecision-
makingprocesses. The surveyrevealed thatemployeerespondentsweremostfamiliarwiththeCollege
missionstatementandcollege goals,followedbyStrategicplanning,ThePlanningandDecision-
MakingManual,Collegebudgetdevelopmentprocess,and Classified hiringprioritylistdevelopment
process.With theexception oftheclassified hiringprioritylistdevelopmentprocess,facultymembers
weremorelikelytobe familiarwith collegedecision-makingprocesses thanclassifiedstaffmembers.
Employeeswhohave workedatIVCfor11yearsormore andemployeeswhoare more informedabout
campuseventsweremorefamiliarwithcollegedecision-makingprocessesthannewerandless
informed employees.
A seriesofquestionswerealsogiven tofull-timefacultymembersaswell ascollegeadministrators to
ratetheirfamiliaritywithneworrevisedinstructional processes.Respondentsin thesurvey weremost
familiarwithProgramreviewand theFull-timefaculty hiringprioritylistdevelopmentprocess,
followedbythe InstitutionalEffectivenessAnnualReport,Newprogram approvalpolicyand
procedures(academicprogramsandcareertechnologyeducation,Program discontinuance,andProgram realignment.Withtheexceptionofthe InstitutionalEffectivenessAnnualReport,
employeeswith longerserviceatIVCweremorelikely tobefamiliarwith instructional policiesand
proceduresthan employeeswithlessthan 11yearsofservice.
Afterassessingtheirfamiliarity ofneworrevised collegedecision-makingprocesses,employeeswere
given thechancetoassesstheeffectivenessoftheseprocesses.Theresultsrevealed thatemployeesin
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thesurveyrated theCollegemission statementandcollegegoals,The planning anddecision-making
manual,andStrategicplanningas themosteffective.Therespondentsrated theeffectivenessofthe
Collegebudgetdevelopmentprocessslightly lowerand rated theClassified hiringprioritylist
developmentprocessasleasteffectiveoftheprocessestestedin thesurvey.Indeed,less thanhalf
(46%)indicated thattheclassified hiringprioritylistdevelopmentprocesswaseffective(Veryeffective
13.0%;Somewhateffective32.5%).Differencesbetweenfacultyand classified staffmembers
appearedwhenevaluatingtheeffectivenessoftheplanninganddecision-making manual,strategic
planning,andtheclassifiedhiringprocess.Thegreatestdifferencein perception ofeffectiveness
occurredwhen respondentsevaluatedtheclassified hiringprioritylistdevelopmentprocess(Faculty:
70.3% VeryorSomewhateffective; Classified: 42.0%VeryorSomewhateffective).In general,
employeeswhohaveworked atIVCforlessthan elevenyearsrated theeffectivenessofcollege
decision-making processeshigherthanemployeeswhohave workedatIVClonger. Perhapsmore
importantly,respondentswhowereVery familiarwithcollegedecision-making processesratedthe
effectivenesstheprocessessignificantly higherthanthosewhowereeitherSomewhatorA little
familiar,suggestingthatincreased awarenesscould potentiallydriveup perceptionsofeffectiveness.
When assessingtheeffectivenessofinstructionalpoliciesandprocedures,Programreviewwas seen
as themosteffective,onaverage,thantheFull-timefacultyhiringprioritylistdevelopmentprocess,
Newprogram approvalpolicyandprocedures(academicprogramsandcareertechnologyeducation),
InstitutionalEffectivenessAnnualReport,Program realignment,andProgram discontinuance.
Similartothecollegedecision-makingprocesses,familiaritywith thevariousinstructional policiesand
proceduresconditionedperceptionsofeffectiveness.Thatis,respondentswhowereVeryfamiliar
with theprocessesgavemuchhigherratingsofeffectivenessthanthosewhowerelessfamiliarwiththe
processes.
Sense of CommunityOneconceptthatwasmeasuredinthe surveyrelatestotheSenseofCommunityfeltbyIVC
employees.Researchers havedefinedsenseofcommunityasafeelingthatmembershave of
belonging,a feelingthatmembersmattertooneanotherandtothe group,anda sharedfaiththat
membersneedswill bemetthroughtheircommitmenttobe together.2
Resultsfromthesurveyshowthatfeelingsofsharedcommunityclosely trackedwith overall
satisfaction,perceptions aboutadministrativeleadership,andevaluations ofcampus decision-making
processes.Consistentwithotherresearchfindings,sense ofcommunitywasstrongly correlatedwith
overallsatisfaction: three-fifthsof respondents(61.7%)whoagreedthatIVChasa strongsenseof
communitywereVerysatisfiedwithIVC, whereasonly13 percentof respondentswhodisagreedthat
IVChasa strong senseofcommunitywere Verysatisfied.Inaddition,employeeswitha strongsense
Researchhasshownthat
feelingsofcommunity correspond with satisfactionslevelswithlife,work,neighborhoods,interest
groups,andstudentcommunities.AtIVC,60percentofthesurveyedemployeesagreedthatIVChasa
strong sense ofcommunity.Aboutone outoffouremployees,however,Somewhatdisagreedand
another13percentStronglydisagreedthatIVChasa strong sense ofcommunity.
2McMillan,D.,andChavis,D.(1986).SenseofCommunity:ADefinition and Theory.Journalof CommunityPsychology.14,pp. 6-23.
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ofcommunitywere muchmore likelytoreportanimprovementinthecampusenvironmentthatthose
witha weaksense ofcommunity.
Feelingsofshared communityatIVCalsowerecorrelated with perceptionsoftheadministrative
leadershipatthe college. Forexample,about82percentofemployeeswhobelieve thatIVChasa strong
sense ofcommunityagreedthatthepresidentcommunicatesregularlywith all constituencies;conversely,only37percentofemployeeswhodisagree thatIVChasa strong sense ofcommunity
expressed the same opinion. Similarly,76percentofemployeeswitha strong sense ofcommunity
agreed thatthecollegeadministrationprovideseffectiveleadership,butonly25percentofemployees
witha weaksense ofcommunityhadthe sameperceptionsofeffectiveness.
Lastly,feelinga senseofcommunityatIVCstrongly correlated with opinionsaboutboththefamiliarity
withandeffectivenessofcollegedecision-making processes. Forexample,59percentemployeeswitha
strong sense ofcommunityreportedthattheyweresomewhatorveryfamiliarwiththePlanning and
Decision-MakingManual,whereas41percentofemployeeswithaweaksenseof community were
familiarwiththe manual.Whencomparing perceptionsofeffectivenessofthePlanningandDecision-
Making Manual,87percentofemployeeswitha strong sense ofcommunityfeltthatthemanualwas
effective.Conversely,only 47percentofemployeeswitha weaksenseofcommunityratedthe manual
asan effectiveprocess.
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15EMPLOYEE SATISFACTION ANDCAMPUSENVIRONMENT
EMPLOYEE SATISFACTION AND CAMPUS ENVIRONMENT
Thefirstseriesofsubstantivequestionsasked employeesabouttheiroverall level ofsatisfaction with
IVCaswell astheirperceptionsandbeliefsaboutthecampusenvironment. Manyresearchstudieshave
shownthatwhenemployee satisfactionishigh,ittranslatesintoincreasedproductivity,commitment
andretentionfororganizations. Askinganoverallsatisfactionquestionearlyin thesurvey allowsforan
initial,unvarnishedassessmentofsatisfaction by IVCemployees.
In2009,mostemployee respondentsreportedthattheyweresatisfiedwithIVC. About42percentof
survey respondentsindicated thattheywereVerysatisfiedandanother40percentreportedthatthey
wereSomewhatsatisfied.About11percentindicatedthattheywere Somewhatdissatisfiedand six
percentwereVerydissatisfiedwithIVC.
Figure 1: Overall Satisfaction (n = 208)
Verysatisfied
41.8%
Somewhat
satisfied
40.9%
Somewhatdissatisfied
10.6%
Verydissatisfied
6.3%
DK/NA
0.5%
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16EMPLOYEE SATISFACTION ANDCAMPUSENVIRONMENT
Lookingmorecloselyatoverall satisfaction (Table 3), membersof thefaculty(46% Very satisfied)and
collegeadministrators(57%Verysatisfied)registeredslightly moreintenselevelsofsatisfactionthan
theclassifiedstaff(35%Verysatisfied),althoughtotalsatisfactionlevels weresimilaracross all
bargainingunits. Similarly,Table 4employeesinStudentServicesregisteredslightly lesssatisfaction
thanemployeesinotherareasoncampus.
Table 3: Overall Satisfaction by Bargaining Unit
NOTE: Results do not include Dont know or missing responses.
Table 4: Overall Satisfaction by Area
NOTE: Results do not include Dont know or missing responses.
Faculty
(n = 106)
Classified
(n = 87)
Administration
(n = 14)
Total
(n = 207)
Very satisfied 46.2% 34.5% 57.1% 42.0%
Somewhat satisfied 36.8% 47.1% 35.7% 41.1%
Somewhat dissatisfied 10.4% 12.6% 0.0% 10.6%
Very dissatisfied 6.6% 5.7% 7.1% 6.3%
Instruction
(n = 121)
Student Services
(n = 47)
Other
(n = 39)
Total
(n = 207)
Very satisfied 46.3% 36.2% 35.9% 42.0%
Somewhat satisfied 38.0% 38.3% 53.8% 41.1%
Somewhat dissatisfied 8.3% 19.1% 7.7% 10.6%
Very dissatisfied 7.4% 6.4% 2.6% 6.3%
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EMPLOYEE SATISFACTION SURVEY,SPRING 2009 IRVINE VALLEYCOLLEGE
17EMPLOYEE SATISFACTION ANDCAMPUSENVIRONMENT
Interestingly,neweremployees(fiveyearsorless)and long-timeemployeesreported thehighestlevel
ofoverallsatisfaction,whereas employees thathaveworkedat IVC fromsixtotwentyyears had
relatively lowerlevelsofsatisfaction.
Table 5: Overall Satisfaction by Length of Employment
NOTE: Results do not include Dont know or missing responses.
Table 6showsthatoverall satisfaction isstrongly correlated withhowemployeesfeel a senseof
communityatIVC.Forexample,three-fifthsofrespondents(61.7%)whoagreedthatIVChasa strong
senseof communitywereVery satisfiedwithIVC, whereasonly13 percentof respondentswho
disagreedthatIVChasa strong sense ofcommunitywereVery satisfied.
Table 6: Overall Satisfaction by Sense of Community
NOTE: Respondents with a Strong sense of community either Strongly or Somewhat agreed that IVC has a strong sense of community;
respondents with a Weak sense of community disagreed with this sentiment. Dont know and missing responses are not included.
Laterin thesurvey,employeeswereasked toassesstheirsatisfaction levelswith variousspecificaspects
pertaining totheirjobsuchas,theirsalary,employeebenefits,and relationshipswith theirsupervisors
andco-workers.Toeasecomparisons amongtheseitems,responseswerecodedsuchthat,Very
satisfied= +2,Somewhatsatisfied=+1,Somewhatdissatisfied= -1,andVerydissatisfied= -2.
The responseswere thenaggregatedtoform a meansatisfactionscore foreachemploymentaspect
testedinthesurvey.
< 3 years
(n = 31)
3 to 5 years
(n = 38)
6 to 10 years
(n = 43)
11 to 20 years
(n = 61)
21+ years
(n = 34)
Total
(n = 207)
Very satisfied 51.6% 36.8% 48.8% 36.1% 41.2% 42.0%
Somewhat satisfied 41.9% 52.6% 25.6% 41.0% 47.1% 41.1%
Somewhat dissatisfied 6.5% 5.3% 14.0% 16.4% 5.9% 10.6%
Very dissatisfied 0.0% 5.3% 11.6% 6.6% 5.9% 6.3%
Strong Sense
of Community
(n = 107)
Weak Sense
of Community
(n = 69)
Total
(n = 176)
Very satisfied 61.7% 13.0% 42.6%
Somewhat satisfied 31.8% 52.2% 39.8%
Somewhat dissatisfied 4.7% 20.3% 10.8%
Very dissatisfied 1.9% 14.5% 6.8%
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EMPLOYEE SATISFACTION SURVEY,SPRING 2009 IRVINE VALLEYCOLLEGE
18EMPLOYEE SATISFACTION ANDCAMPUSENVIRONMENT
Figure2showsthatsurveyrespondentswere mostsatisfiedwiththeiremploymentbenefits(1.51),
followed by theirrelationshipswith theirco-workers(1.30), theircurrentposition (1.24),theirsalaries
(1.00),and theirrelationshipswiththeirsupervisors(1.00).Becausethemeanscoresforthesespecific
aspectsofemploymentwereequal toorgreaterthanone,this means that,onaverage,thesurvey
respondentswereatleastSomewhatsatisfiedwiththeseareasoftheiremployment.Therespondents
werelesslikelytobesatisfied with theiropportunitiesforpersonalgrowth(0.51),opportunitiestomake
suggestions(0.42),andopportunitiesforadvancement(0.29). Toillustratethedifferencesin themean
scores,89percentofemployeerespondentsindicated thattheyweresatisfied with theiremployee
benefits(69%Verysatisfiedand20% Somewhatsatisfied).Bycomparison,55percentofemployee
respondentsindicatedthattheyweresatisfiedwiththeiropportunitiesforadvancement(24%Very
satisfiedand31%Somewhatsatisfied).
Figure 2: Satisfaction with Specific Aspects of Employment
0.29
0.42
0.51
1.00
1.00
1.24
1.30
1.51
-2.00 -1.00 0.00 1.00 2.00
Opportunitiesforadvancement(n = 171)
Opportunitiestomakesuggestions(n = 187)
Opportunitiesforpersonalgrowth (n =188)
Relationship with supervisor(n =189)
Salary (n = 189)
CurrentPosition (n =191)
Relationshipwithco-workers(n =189)
Benefits(n =184)
Very
unsatisfied
Somewhat
unsatisfied
Somewhat
satisfied
Very
satisfied
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EMPLOYEE SATISFACTION SURVEY,SPRING 2009 IRVINE VALLEYCOLLEGE
19EMPLOYEE SATISFACTION ANDCAMPUSENVIRONMENT
Figure3comparesthelevelsofsatisfaction with specificaspectsofemploymentacrossfacultymembers
andclassifiedstaff. Forthemostpart,the responseswithsimilarforbothbargaininggroupsexceptin
threeareaswherefacultymembersregistered significantlyhigherlevelsofsatisfaction: Opportunities
foradvancement(meandifference= +1.10;% differenceinsatisfaction=33%);Opportunitiesfor
personalgrowth(meandifference= +0.77; % differencein satisfaction =25%);andSalary(mean
difference= +0.47;% differenceinsatisfaction=16%).
Figure 3: Satisfaction with Specific Aspects of Employment by Bargaining Unit
0.78
0.56
0.84
1.11
1.20
1.39
1.26
1.43
-0.32
0.18
0.06
0.84
0.72
1.01
1.32
1.59
-2.00 -1.00 0.00 1.00 2.00
Opportunitiesforadvancement
Opportunitiesto makesuggestions
Opportunitiesforpersonalgrowth
Relationshipwithsupervisor
Salary
Current Position
Relationshipwithco-workers
Benefits
Classified
Faculty
Very
unsatisfied
Somewhat
unsatisfied
Somewhat
satisfied
Very
satisfied
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EMPLOYEE SATISFACTION SURVEY,SPRING 2009 IRVINE VALLEYCOLLEGE
20EMPLOYEE SATISFACTION ANDCAMPUSENVIRONMENT
Campus Environment
Next,employeeswere askedtorate thecampusenvironmentforemployeesatIVC. About57percent
reported a positiveratingofthecampusenvironment(15.4%Excellent;42.8%Good).Abouta
quarterofrespondents(26.0%)believedthatthecampusenvironmentwasFair,while15percent
gave a negative ratingofthe campusenvironment(12.5%Poor;2.4% Very poor).
Figure 4: Rating of Campus Environment for Employees (n = 208)
Looking atratingsofthecampusenvironmentbysubgroups,classified staffmembersweremorelikely
torate theenvironmentasFairratherthanExcellentorGoodthanotherbargainingunits.Table 8
showsthatemployeeswhohaveworkedatIVCfor 11 to20 yearswerethemostlikelytoreport that the
campusenvironmentwaseitherPoororVerypoor.
Table 7: Rating of Campus Environment for Employees by Bargaining Unit
NOTE: Results do not include Dont know or missing responses.
Excellent
15.4%
Good
42.8%
Fair
26.0%
Poor
12.5%
Verypoor
2.4%
DK/NA
1.0%
Faculty
(n = 104)
Classified
(n = 88)
Administration
(n = 14)
Total
(n = 206)
Excellent/Good 66.3% 47.7% 71.4% 58.7%
Fair 19.2% 35.2% 21.4% 26.2%
Poor/Very poor 14.4% 17.0% 7.1% 15.0%
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EMPLOYEE SATISFACTION SURVEY,SPRING 2009 IRVINE VALLEYCOLLEGE
21EMPLOYEE SATISFACTION ANDCAMPUSENVIRONMENT
Table 8: Rating of Campus Environment for Employees by Length of Employment
NOTE: Results do not include Dont know or missing responses.
Afterrating the campusenvironment,respondentswere askedwhetherthe campusenvironmentfor
employeeswasgetting better,getting worse,orstaying aboutthe same. A pluralityofrespondents
(38.0%)feltthatthe campusenvironmentwasimproving. Abouta thirdofrespondents(33.2%)believed
thatthecampusenvironmentwasnotchangingandanother24percentfeltthatthecampusenvironmentwasgetting worse.Aboutfive percentdidnotanswerthisquestion.
Figure 5: Improvement of Campus Environment for Employees (n = 208)
< 3 years
(n = 30)
3 to 5 years
(n = 39)
6 to 10 years
(n = 43)
11 to 20 years
(n = 60)
21+ years
(n = 34)
Total
(n = 206)
Excellent/Good 80.0% 53.8% 60.5% 46.7% 64.7% 58.7%
Fair 13.3% 35.9% 25.6% 28.3% 23.5% 26.2%
Poor/Very poor 6.7% 10.3% 14.0% 25.0% 11.8% 15.0%
Gettingbetter
38.0%
Stayingabout
thesame
33.2%
Gettingworse
23.6%
DK/NA
5.3%
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EMPLOYEE SATISFACTION SURVEY,SPRING 2009 IRVINE VALLEYCOLLEGE
22EMPLOYEE SATISFACTION ANDCAMPUSENVIRONMENT
Table 9shows thattherewas a cleardifferenceamong bargaininggroupsonwhetherornotthecampus
environmenthasimproved. Classifiedstaffwasmuchlesspositive thantheothergroupsoncampus:
only21percentofclassifiedstaffindicatedthatthecampusenvironmentwasGettingbetter,more
than30percentlessthanmembersofthe facultyoradministration. Indeed,39percentofthe classified
staffindicatedthatthecampusenvironmentforemployeeswasGettingworse.
Table 9: Improvement of Campus Environment for Employees by Bargaining Unit
NOTE: Results do not include Dont know or missing responses.
Surveyrespondentsfrom instructionappeartobe more positive aboutthedirectionofthecampus
environmentthanrespondentsfromtheotherareas(seeTable10).Table11showsthatemployeesin
thesurveythathaveworkedatIVCfor 11 to20 yearswerethemostpessimisticwith35 percent
indicatingthatthe campusenvironmentwasGettingworse.Lastly,Table 12revealsthatemployees
withstrong sense ofcommunityweremuchmorelikelytonoticeanimprovementinthe campus
environmentthanemployeeswitha weak sense ofcommunity.
Table 10: Improvement of Campus Environment for Employees by Area
NOTE: Results do not include Dont know or missing responses.
Faculty
(n = 101)
Classified
(n = 82)
Administration
(n = 14)
Total
(n = 197)
Getting better 53.5% 20.7% 57.1% 40.1%
Staying about the same 30.7% 40.2% 35.7% 35.0%
Getting worse 15.8% 39.0% 7.1% 24.9%
Instruction
(n = 115)
Student Services
(n = 45)
Other
(n = 37)
Total
(n = 197)
Getting better 53.0% 15.6% 29.7% 40.1%
Staying about the same 28.7% 48.9% 37.8% 35.0%
Getting worse 18.3% 35.6% 32.4% 24.9%
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EMPLOYEE SATISFACTION SURVEY,SPRING 2009 IRVINE VALLEYCOLLEGE
23EMPLOYEE SATISFACTION ANDCAMPUSENVIRONMENT
Table 11: Improvement of Campus Environment for Employees by Length of Employment
NOTE: Results do not include Dont know or missing responses.
Table 12: Improvement of Campus Environment for Employees by Sense of Community
NOTE: Results do not include Dont know or missing responses.
Subsequenttoanswering questionsregarding thecampusenvironmentforemployees,survey
respondentswereaskedtoassessthecampusenvironmentforstudents.Here,employeesweremore
positive with76percentindicating thatthe campusenvironmentforstudentswaseitherExcellent
(28.8%)or Good(47.6%).Fifteenpercentgave the campusenvironmentforstudentsa Fairrating
(14.9%). OnlytwopercentfeltthatthecampusenvironmentforstudentswasPoorandnone ofthe
surveyrespondentsthoughtthatthe campusenvironmentforstudentswasVerypoor.
Figure 6: Rating of Campus Environment for Students (n = 208)
< 3 years
(n = 23)
3 to 5 years
(n = 38)
6 to 10 years
(n = 43)
11 to 20 years
(n = 60)
21+ years
(n = 33)
Total
(n = 197)
Getting better 69.6% 34.2% 37.2% 35.0% 39.4% 40.1%
Staying about the same 30.4% 39.5% 34.9% 30.0% 42.4% 35.0%
Getting worse 0.0% 26.3% 27.9% 35.0% 18.2% 24.9%
Strong Sense
of Community
(n = 105)
Weak Sense
of Community
(n = 66)
Total
(n = 171)
Getting better 50.5% 24.2% 40.4%
Staying about the same 30.5% 42.4% 35.1%
Getting worse 19.0% 33.3% 24.6%
Excellent
28.8%
Good
47.6%
Fair
14.9%
Poor
1.9%
DK/NA
6.7%
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EMPLOYEE SATISFACTION SURVEY,SPRING 2009 IRVINE VALLEYCOLLEGE
24EMPLOYEE SATISFACTION ANDCAMPUSENVIRONMENT
Whenaskedaboutthe improvementofthecampusenvironmentforstudents,45percentofemployee
respondentsindicatedthatthecampusenvironmentwasGettingbetterandonly sixpercentindicated
that it wasGettingworse.Fortypercent felt thatthecampusenvironmentforstudentswasStaying
aboutthe same.
Figure 7: Improvement of Campus Environment for Students (n = 208)
Next,respondentswere askedaboutthe improvementofprogramsandservicesofferedbyIVC.
Approximately45percentofemployeerespondentsfeltthatprogramsandserviceswereGetting
better,39percentbelieved thatprogramsand serviceswereStayingaboutthesame,andsix percent
feltthatIVCprogramsandserviceswere Getting worse.Ten percentofrespondentsdidnotknowif
programs andservices haveimproved.
Figure 8: Improvement of Programs and Services (n = 208)
Gettingbetter
44.7%
Stayingabout
thesame
40.4%
Gettingworse
6.3%
DK/NA
8.7%
Gettingbetter
45.2%
Stayingabout
thesame
38.5%
Gettingworse
6.3%
DK/NA
10.1%
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EMPLOYEE SATISFACTION SURVEY,SPRING 2009 IRVINE VALLEYCOLLEGE
25EMPLOYEE SATISFACTION ANDCAMPUSENVIRONMENT
Laterin thesurvey,respondentswereasked several questionsthatindirectlymeasureemployees
perceptionoftheirjobclimate.Amongtheseitems,70percentofrespondentsagreedthatthey
regularlyreceive theinformationthattheyneed,66percentbelievedthattheyaretreatedwith respect
anddignity,and64percentfeltthattheyhavetheopportunitytoparticipateinthecollegedecision-
makingprocess.Majoritiesofemployeerespondentsagreed thatprofessional developmentactivities
areencouragedby thecollege(61%),thatIVC has a strongsenseofcommunity(60%),andthattheir
workisappreciated(59%).
Figure 9: Job Climate (n = 181)
Table 13illustratesthatfull-timefacultytendedtohavemorepositiveratingsoftheirjobclimate than
adjunctfacultyorclassifiedstaff.Inparticular,adjunctfaculty membersandclassified staffwereless
likelytoagree thattheyregularlyreceive the informationthattheyneed,have the opportunityto
participateinshared governance,aretreated withrespect,andareencouragedtopursueprofessional
developmentactivities. Inaddition,classified staffmemberswerelesslikelytofeel thattheirworkis
appreciated.The tablealsoshowsthatnewer employees(
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EMPLOYEE SATISFACTION SURVEY,SPRING 2009 IRVINE VALLEYCOLLEGE
26EMPLOYEE SATISFACTION ANDCAMPUSENVIRONMENT
Table 13: Job Climate by Bargaining Unit and Length of Employment
NOTE: Results presented in the table represent the percentages of each group that either Strongly or Somewhat agreed with the statement.
Dont know responses are not included in the analyses.
Differencesbetweencollegeareasemergeonly in a fewaspectsofjob climate.Employeesworkingin
instructionweremorelikely toagreethatprofessional developmentactivitiesareencouraged and
supportedthan employeesin studentservicesorthepresidentsarea(i.e.,Other).Employeesin
studentservicesweretheleastlikelytofeel thattheirworkis appreciated; however,theywerethemost
likelytofeelthatIVChasa strong sense ofcommunity.
Table 14: Job Climate by Area
NOTE: Results presented in the table represent the percentages of each group that either Strongly or Somewhat agreed with the statement.
Dont know responses are not included in the analyses.
Full-Time
Faculty
(n = 78)
Adjunct
Faculty
(n = 19)
Classified
(n = 74)
< 11 years
(n = 84)
11+ years
(n = 97)
Total
(n = 181)
I regularly receive the information I need 78% 63% 60% 71% 69% 70%
I have the opportunity to participate in
shared governance 77% 29% 65% 68% 69% 69%
I am treated with respect and dignity 71% 53% 60% 71% 59% 65%
Professional development activities are
encouraged and supported 77% 60% 47% 58% 69% 63%
IVC has a strong sense of community 60% 59% 60% 70% 51% 61%
I feel my work is appreciated 60% 63% 53% 66% 51% 59%
Instruction
(n = 108)
Student Services
(n = 40)
Other
(n = 33)
Total
(n = 181)
I regularly receive the information I need 73% 69% 61% 70%
I have the opportunity to participate in
shared governance 70% 66% 69% 69%
I am treated with respect and dignity 67% 67% 59% 65%
Professional development activities are
encouraged and supported
72% 51% 47% 63%
IVC has a strong sense of community 58% 67% 66% 61%
I feel my work is appreciated 63% 50% 58% 59%
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EMPLOYEE SATISFACTION SURVEY,SPRING 2009 IRVINE VALLEYCOLLEGE
27EMPLOYEE SATISFACTION ANDCAMPUSENVIRONMENT
Figure10presents a modelofoverallsatisfactionatIVC.All itemsrelated tosatisfaction andjobclimate
wereenteredintoa factoranalysis andtwodistinct,butrelatedfactors emerged.3
Figure 10: Model of Employee Satisfaction
Thefirstfactor,
labeled Job Environment,includeditemsthatseemtobe relatedtogeneralworking conditions,
interpersonalrelationships,andfeelingsabouttheoveralljobclimate. The secondfactorappeared tobe
moreclosely related tosatisfaction withindividual aspectsofemploymentlikeopportunitiesfor
personalgrowth,salary,andbenefits.Becausetheseitems measurevarious aspects ofjobsatisfaction,
thefactorsweremoderatelyrelatedtoeach other(= 0.67).Aftercombiningtheitemsintoseparate
scales,thenewly created scaleswereregressed on overall satisfactionwithIVC.As shown by themodel,
theJobEnvironmentfactor( = .71)wasmuchmorecloselyrelatedtooverallsatisfactionthan
satisfactionwithpersonalaspectsofemployment likecareeropportunitiesandpay(= .08).Inother
words,overallsatisfactionis drivenbyfeelingsofinclusiveness,appreciation,and respect.
3Using maximumlikelihoodextractionwithanobliquerotationof thedata,thefactoranalysisextractedtwofactorsaccounting for51.6%of
thevarianceinthedata.Pairwisedeletionofmissingdatawasemployed.
.67*
Overall Satisfaction
.71* .08
Personal
Opportunities for
personal growth
Opportunities for
advancement
Current position
Benefits
Salary
.56
.66
.68
.73
.46
Rating of campus
environment
Strong sense of
community
Feel work is appreciated
Opportunities to make
suggestions
Professional
development
encouraged
Participate in shared
governance
Relationship with
Supervisor
Treatedwith respect &
dignity
Receive the necessary
information
Improvement of campus
environment
Relationship with co-
workers
Job Environment
.50
.90
.90
.81
.78
.68
.61
.56
.56
.56
.54
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EMPLOYEE SATISFACTION SURVEY,SPRING 2009 IRVINE VALLEYCOLLEGE
28INSTRUCTION
INSTRUCTION
Inthissection,full-timefacultymemberswere askeda varietyofquestionsaboutinstructional
proceduresandothercurriculum matters. Large majoritiesagreedthatthefacultydeterminesstudent
competency (91%), instructorsarefair andobjective(89%),andstudentsareabletoenroll in lowerlevel
courses(86%).Seventy-fivepercentoffull-time facultyrespondentsfeltthatadvancedcoursesare
offeredfrequentlyandanother71percentagreedthatfacultymembersare encouragedtodevelop new
coursesandprograms.About two-thirdsofthefull-timefacultyrespondents(66%)believedthatthey
are supportedwhendeveloping newcoursesandprograms. Onlya slightmajorityof respondents(52%)
agreedthatIVChasa goodprocedurefordevelopingnewcoursesandprograms.
Figure 11: Faculty Perception of Instructional Procedures (n = 80)
18%
21%
35%
30%
46%
50%
65%
34%
45%
36%
45%
40%
39%
26%
26%
16%
20%
14%
6%
5%
5%
21%
15%
6%
8%
3%
1%
3%
3%
4%
5%
6%
3%
0% 20% 40% 60% 80% 100%
Good proceduretodevelop courses
Necessarysupportresources fornewcourses
Facultyare encouraged todevelop newcourses
Advanced coursesare offered frequentlyenough
Studentscantake lowerlevelcoursesthat theyneed
Instructorsare fairand objective
Facultydeterminesstudentcompetency
Stronglyagre e Somewhatagre e Some whatdisagree Stron glydisagree DK
NOTE: Only full-time faculty members were asked this series of questions.
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29INSTRUCTION
AsshownbyTable 15andTable 16,newer full-timefacultysurvey respondents(
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30CAMPUSFACILITIES
CAMPUS FACILITIES
Thissectionofthereportsummarizesemployeesopinionsaboutvariouscampusfacilities,including
classrooms,labs,instructionalequipment,campusbuildingsandlighting,campusgrounds,andparking.
Included in thesectionareperceptions ofcampus safety.
Classrooms, Labs, and Instructional Equipment
Askedofallfacultymembers,thisseriesofquestionsfocusedoninstructionfacilitiesandequipment.
Over 80 percentof facultymembersthatansweredthesurvey agreedthatIVCprovidescurrent
instructionalequipmentforlectures(84%)andclassroom lightingisgood(82%).Significantlyfewer(but
still overa majority of)respondentsindicatedthatclassroomsarecleanandwell-maintained(55%).
Whileonly52percentoffacultywhorespondedtothe surveyindicatedthatcampuslabequipmentis
up-to-date,a sizable percentage (31%)indicatedthattheydidnothave anopinionaboutthisquestion,
ostensiblybecause these facultymembersdonotteachcourseswithlabs.Once Dontknowopinions
arefiltered out,75percentofrespondentsbelievedthatthelab equipmentis up-to-date.
Figure 12: Faculty Perception of Instructional Infrastructure (n = 98)
NOTE: All IVC faculty members (full-time and adjunct) were asked this series of questions.
17%
13%
40%
45%
35%
42%
42%
39%
14%
27%
11%
9%
3%
17%
4%
5%
31%
1%
3%
2%
0% 20% 40% 60% 80% 100%
Instructionalequipmentforlabsisup-to-date
Classrooms arecleanandwell-maintained
Classroomlightingis good
Instructionalequipmentforlecturesisup-to-date
Strongly agree Somewhat agree Somewhatdisagree Strongly disagree DK
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31CAMPUSFACILITIES
Campus Facilities
Questionsaboutgeneralcampusfacilitieswereoffered toall employees.Mostcampusemployeesinthe
survey(84%)agreedthatcampusgroundsare attractive andwell-maintainedandabout two-thirdsof
respondentsagreedthatcampusbuildingsprovidea healthyworking environment.Sixinten(61%)
believedthatthe lightingatnightisgood,although15percentdidnotexpresstheiropinionaboutcampuslighting (again,presumingthatthese employeeswork solelyduring theday-timehours). When
Dontknowopinionsare filteredout,71percentofemployeerespondentsfeltthatcampuslighting at
nightisgood.Slightmajoritiesagreedthatthe restroomsare cleanandwell-maintained(56%)andthat
campusbuildingsare comfortable (53%).
Figure 13: Perception of Campus Facilities (n = 196)
19%
16%
21%
23%
45%
34%
40%
40%
44%
39%
29%
24%
16%
20%
11%
17%
18%
8%
12%
5%
2%
2%
15%
1%
0% 20% 40% 60% 80% 100%
Heating and cooling in campusbuildingsare
comfortable
Restrooms arecleanandwell-maintained
Campuslighting atnightisgood
Campusbuildingsprovideahealthy working
environment
Campusgroundsarewell-maintained
Strongly agree Somewhat agree Somewhatdisagree Strongly disagree DK/NA
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EMPLOYEE SATISFACTION SURVEY,SPRING 2009 IRVINE VALLEYCOLLEGE
32CAMPUSFACILITIES
Campus Parking
Most surveyrespondentsindicatedthattheyweresatisfiedwithcampusparking facilitiesand
maintenance.Over85percentofemployeesin thesurveyweresatisfied with themaintenanceofthe
parkinglots(87%),the safetyoftheparking lots(85%),andthe availabilityofparkingoncampus(85%).
Because 14percentofrespondentsansweredDontknowregarding thelighting oftheparking lotsatnight,only74percentindicatedthattheywere satisfiedwithparking lotlighting(withoutthe Dont
knowresponses,totalsatisfaction=86%).
Figure 14: Perception of Campus Parking (n = 197)
29%
49%
52%
49%
45%
36%
34%
38%
8%
10%
8%
9%
4%
4%
3%
3%
14%
4%
2%
0% 20% 40% 60% 80% 100%
Lighting oftheparking lotsatnight
Availability ofparking on campus
Safetyof theparkinglots
Maintenanceof theparkinglots
Verysatisfied Somewhatsatisfied Somewhatdissatisfied Verydissatisfied DK/NA
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EMPLOYEE SATISFACTION SURVEY,SPRING 2009 IRVINE VALLEYCOLLEGE
33CAMPUSFACILITIES
Campus Safety
Whenaskedhowsafe andsecureemployeesfeltoncampus,about66percentofrespondentsindicated
thattheywereVery safeand secureand another26percentreportedthatthey wereSomewhatsafe
andsecure.Onlyfivepercentindicated thattheywereeitherNotvery safeand secure(4%)orNot
atallsafe andsecure(1%). Threepercentdidnotknoworrefusedtogive theiropinionaboutcampussafety.
Figure 15: Perception of Campus Safety (n = 205)
Verysafeand
secure
65.9%
Somewhatsafeandsecure
25.5%
Notverysafe
andsecure
4.3%
Notat allsafe
andsecure
1.0%DK/NA
3.4%
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EMPLOYEE SATISFACTION SURVEY,SPRING 2009 IRVINE VALLEYCOLLEGE
34TECHNOLOGY INFRASTRUCTURE
TECHNOLOGY INFRASTRUCTURE
Inthissectionofthe survey,employeeswere askedaseriesofquestionsabouttechnologyequipment
andtrainingprovidedbythe college informationtechnology(IT)staff.ResultspresentedinFigure 16
provide strong evidencethatthe campuscommunityfeelssupportedbythe college IT staff.Strong
majorities(over80%)indicatedthatthetechnologyemployedatIVCis currentand reliable.For
example,88percentofemployeeseitherStronglyorSomewhatagreedthatInternetaccess at IVC
is fastandreliable,whereas86percentand83percentagreedthatTechnologyequipmentisreliable
andComputer hardwareandsoftwareareup-to-date,respectively. Over86percentagreedthat
Technologystaffis knowledgeable.ThreeoutoffouremployeeseitherStronglyorSomewhat
agreedthatIVCmaintains,upgrades,orreplacesitstechnologyinfrastructureandequipmenttomeet
instructionalneeds(76%), IVC maintains,upgrades,orreplaces its technologyinfrastructure and
equipmenttomeetstaffneeds(76%),IVCprovideshighqualitytechnologytraining(74%), and
Technologytrainingaddressesthe differing needsoffacultyandstaff(73%).
Figure 16: Technology Infrastructure (n = 195)
45%
42%
47%
45%
48%
48%
63%
68%
32%
37%
34%
36%
41%
44%
29%
26%
11%
11%
9%
5%
5%
5%
5%
4%
5%
3%
5%
3%
3%
2%
7%
8%
6%
10%
4%
3%
2%
2%
0% 20% 40% 60% 80% 100%
Technology training addressesneeds
of faculty/staff
IVCprovideshigh quality technology
training
IVC maintainsitstechnologyto meet
staff needs
IVC maintainsitstechnologyto meet
instructionalneeds
Computerhardwareandsoftwareare
up-to-date
Technology equipmentisreliable
Technology staffisknowledgeable
Internet accessisfast andreliable
Strongly agree Somewhat agree Somewhatdisagree Strongly disagree DK/NA
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EMPLOYEE SATISFACTION SURVEY,SPRING 2009 IRVINE VALLEYCOLLEGE
35LEADERSHIP
LEADERSHIP
The followingquestionswere designedtoget employeesopinionsonthe amountofcommunication
provided by thecollegepresidentandthedistrictchancelloraswell astheeffectivenessofthecollege
anddistrictadministration.Ingeneral,perceptionsofadministrativeleadershipweremorepositivefor
collegeadministratorsthanfordistrictadministrators. Forexample,61percentofemployeesagreed
thatThepresidentcommunicatesregularlywithall constituencies(28.2% Stronglyagree;33.1%
Somewhatagree)and56percentagreedthattheIVCadministrationprovideseffectiveleadership
(23.8% Stronglyagree;32.6%Somewhatagree).Lessthana majority of surveyedemployees(47%)
agreedthatThe chancellorcommunicatesregularlywithall constituencies(13.3%Stronglyagree;
33.7%Somewhatagree)anda similarpercentage(46%)agreedthatthedistrictprovideseffective
leadership(14.4% Stronglyagree;31.5% Somewhatagree).
Figure 17: Perception of Executive Leadership (n = 181)
14%
13%
24%
28%
31%
34%
33%
33%
27%
22%
23%
20%
22%
20%
18%
12%
5%
11%
2%
7%
0% 20% 40% 60% 80% 100%
TheDistrictprovides effectiveleadership
Thechancellorcommunicatesregularly
withallconstituencies
IVC administrationprovideseffective
leadership
Thepresidentcommunicatesregularly
withallconstituencies
Strongly agree Somewhat agree Somewhatdisagree Strongly disagree DK/NA
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EMPLOYEE SATISFACTION SURVEY,SPRING 2009 IRVINE VALLEYCOLLEGE
36LEADERSHIP
Table 17showsthatemployeesthathaveworkedatIVCfrom11 to20 yearsweretheleastlikely to
agree thatthe presidentcommunicatesregularlywithallconstituencies.Table 18showsthatthere isa
strong relationshipbetweensense ofcommunityandperceptionsofthe presidentsfrequencyof
communication. About82percentofemployeeswhobelieve thatIVChasa strong sense ofcommunity
agreedthatthe presidentcommunicatesregularlywithallconstituencies;conversely,only37percentof
employeeswhodisagree thatIVChasa strong sense ofcommunityexpressedthe sameopinion.
Similarly,Table19showsthatthereisstrongrelationship betweenperceptionsofthepresidents
communicationwithcampusconstituentgroupsandthe levelofimprovementinthe campus
environmentforemployees. Eighty-sixpercentofemployeeswhofeel thatthecampusenvironmentfor
employeeswasGettingbetteragreedthatthepresidentregularlycommunicated withall
constituencies,whereasonly34percentofemployeeswhobelieve thatthe campusenvironmentwas
Gettingworsefeltthesameway aboutthecollegepresident.
Table 17: Perception of President's Communication by Length of Employment
Table 18: Perception of President's Communication by Sense of Community
< 3 years(n = 23)
3 to 5 years(n = 27)
6 to 10 years(n = 40)
11 to 20 years(n = 49)
21+ years(n = 33)
Total(n = 172)
Strongly agree 59.1% 28.6% 34.2% 22.4% 19.4% 30.4%
Somewhat agree 40.9% 39.3% 28.9% 28.6% 48.4% 35.7%
Somewhat disagree 0.0% 25.0% 23.7% 32.7% 12.9% 21.4%
Strongly disagree 0.0% 7.1% 13.2% 16.3% 19.4% 12.5%
Strong Sense
of Community
(n = 109)
Weak Sense
of Community
(n = 63)
Total
(n = 172)
Strongly agree 40.4% 11.9% 30.4%
Somewhat agree 41.3% 25.4% 35.7%
Somewhat disagree 15.6% 32.2% 21.4%
Strongly disagree 2.8% 30.5% 12.5%
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EMPLOYEE SATISFACTION SURVEY,SPRING 2009 IRVINE VALLEYCOLLEGE
38LEADERSHIP
Table 21: Perception of IVC Administrative Leadership by Sense of Community
Table 22: Perception of IVC Administrative Leadership by Improvement of Campus Environment for Employees
Strong Sense
of Community
(n = 113)
Weak Sense
of Community
(n = 64)
Total
(n = 177)
Strongly agree 3 5.4% 4.7% 24.3%
Somewhat agree 40.7% 20.3% 33.3%
Somewhat disagree 21.2% 28.1% 23.7%
Strongly disagree 2.7% 46.9% 18.6%
Getting better
(n = 70)
Staying the Same
(n = 60)
Getting worse
(n = 42)
Total
(n = 172)
Strongly agree 47.1% 11.7% 2.4% 23.8%
Somewhat agree 35.7% 41.7% 19.0% 33.7%
Somewhat disagree 11.4% 25.0% 40.5% 23.3%
Strongly disagree 5.7% 21.7% 38.1% 19.2%
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EMPLOYEE SATISFACTION SURVEY,SPRING 2009 IRVINE VALLEYCOLLEGE
39HUMAN RESOURCES
HUMAN RESOURCES
Thissection examinesemployeeopinionsregardinghuman resourcepoliciesaswell ascollegesupport
fordiversityatIVC.In thefigure below, nearlythree-fourthsof respondents(72.2%)eitherstrongly
(34.5%)orsomewhat(37.6%)agreedwiththestatementthatPersonnelpoliciesandproceduresare
easy toobtain andreview.Sixteen percentofrespondentsSomewhatdisagreedwith thisstatement
and anotherseven percentStronglydisagreedthatpersonnelpoliciesareeasily availableforreview.
Sevenoutoftenrespondents(69.1%)agreedthatCampuspublicationsclearlyandadequatelyreflect
actualpractices at theCollege(Stronglyagree29.4%;Somewhatagree39.7%), whereas22 percent
ofemployeerespondentsdisagreedwiththisstatement(Stronglydisagree16.5%;Somewhat
disagree5.7%). Approximatelynine percentofrespondentsindicatedthattheydidnotknowwhether
ornotcampuspublicationsaccuratelyreflectcollegepractices.Figure18alsoshowsthat59 percentof
survey respondentseitherstrongly (37.6%)or somewhat(21.6%)agreedthatPersonnelrecordsare
keptconfidential,whereas16percentdisagreedwiththisstatement(Stronglydisagree9.8%;
Somewhatdisagree5.7%).A sizablepercentageofemployees(25.3%)selectedDontknowwhenasked thisquestion.Similarpercentagesofemployeesbelievedthatjob performanceevaluationsare
conductedsystematicallyatregularintervals(Stronglyagree26.3%;Somewhatagree32.5%)and
encourage improvement(Stronglyagree25.8%; Somewhatagree31.4%).Abouta thirdof
respondents(36.1%and34.5%respectively)disagreedthatevaluationsareconductedregularly and
promptimprovement.
Figure 18: Human Resources (n = 194)
26%
26%
38%
29%
35%
31%
32%
22%
40%
38%
19%
22%
10%
16%
16%
15%
14%
6%
6%
7%
8%
5%
25%
9%
5%
0% 20% 40% 60% 80% 100%
Jobperformanceevaluations
encourage improvement
Jobperformanceevaluationsare
conducted systematically
Personnel recordsare kept
confidential
Campuspublicationsclearly
reflect actualpractices
Personnelpolicies areeasyto
obtainandreview
Strongly agree Somewhat agree Somewhatdisagree Strongly disagree DK/NA
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EMPLOYEE SATISFACTION SURVEY,SPRING 2009 IRVINE VALLEYCOLLEGE
42LEVELS OF COMMUNICATION
Figure 21: Level of Awareness about Division/Unit Events (n = 192)
EmployeeswerealsoaskedwhetherornottheyagreedthatStaffandfacultymembersarekept
informedaboutsupportservicesavailable forstudents.AsshowninFigure22,more thantwo-thirdsof
employeerespondentseitherStrongly(24.9%)orSomewhatagreedwiththisstatement.About19
percentofrespondentsSomewhatdisagreeandnine percentStronglydisagreethattheyare kept
informedaboutstudentservices. Three percentselectedDontknowfortheirresponse.
Figure 22: Staff/Faculty Informed about Student Services (n = 181)
Veryinformed
52.1%
Somewhat
informed
31.8%
Somewhat
uninformed
7.3%
Very
uninformed
8.9%
DK/NA
0.0%
Stronglyagree
24.9%
Somewhat
agree
43.6%
Somewhat
disagree
18.8%
Stronglydisagree
9.4%
DK/NA3.3%
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EMPLOYEE SATISFACTION SURVEY,SPRING 2009 IRVINE VALLEYCOLLEGE
43LEVELS OF COMMUNICATION
Next,employeeswere askedtorate theimportanceofvariousmethodsofcommunicationasa source
ofinformationaboutcampusissues. Overwhelmingly,respondentsratedE-Mailas themost
importantmethodofcommunicationaboutcampusissues(95%VeryorExtremelyimportant)
followedby, theIVCWebsite(79%Veryor Extremelyimportant), MySite(73% Veryor
Extremelyimportant),Meetingsinyourdivision/unit(65%Veryor Extremelyimportant), Direct
writtencorrespondence(56%VeryorExtremelyimportant),Collegecommitteemeetings(55%
Veryor Extremelyimportant), andIVCintranetsites(54% Veryor Extremelyimportant).
Employeerespondentswere leastlikelytofindNewslettersandflyersasanimportantmethodof
communicationaboutcampusissues(35%VeryorExtremelyimportant).
Figure 23: Preferred Method of Communication (n = 192)
12%
24%
25%
29%
38%
47%
53%
79%
23%
30%
30%
27%
27%
26%
27%
17%
42%
35%
34%
29%
28%
19%
16%
4%
22%
11%
11%
15%
8%
8%
5%
1%
0% 20% 40% 60% 80% 100%
NewslettersandFlyers
IVC Intranet Sites
CollegeCommitteeMeetings
DirectWrittenCorrespondence
Meetings in your Division/Unit
MySite
IVC Website
Extremelyimportant Very important Somewhat important Not at allimportant DK/NA
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EMPLOYEE SATISFACTION SURVEY,SPRING 2009 IRVINE VALLEYCOLLEGE
44COLLEGE DECISION-MAKING PROCESSES
COLLEGE DECISION-MAKING PROCESSES
In2005, thecollegeinitiated manynewdecision-making processesinsupportofimplementing itsnew
strategicplan.Furthermore,manyexisting processeshave beenrevised. In ordertoassessemployees
awareness ofthesechanges,thesurveyaskedallemployeestoratehowfamiliartheywerewiththe
neworrevised collegedecision-makingprocesses. Responsestothese questionswere codedsuchthat,
Very familiar= +3,Somewhatfamiliar= +2,A littlefamiliar=+-1,andNotat allfamiliar= 0.The
responseswerethen aggregated toforma mean familiarity scoreforeach ofthecollegeprocesstested
inthe survey.AsshowninFigure24,employeerespondentsweremostfamiliarwiththeCollege
missionstatementandcollege goals(2.00),followedbyStrategicplanning(1.67),ThePlanningand
Decision-MakingManual(1.55),Collegebudgetdevelopmentprocess(1.42),andClassifiedhiring
priority listdevelopmentprocess(1.33).Seven outoften respondents(71.9%)wereeither Very
(36.3%)orSomewhatfamiliar(35.7%)withthecollegemission statementand goals,whereas
significantlylessemployeeswerefamiliarwith thedevelopmentoftheclassified hiringpriority list
(Veryfamiliar16.4%;Somewhatfamiliar28.7%).
Figure 24: Familiarity with College Decision-Making Processes (n = 171)
1.33
1.42
1.55
1.67
2.00
0.00 1.00 2.00 3.00
ClassifiedHiringPriorityListDevelopment
Process
College BudgetDevelopmentProcess
ThePlanning and Decision-MakingManualfor
IrvineValleyCollege
Strategic Planning
CollegeMissionStatement andGoals
Notatall
familiar
Alittle
familiar
Somewhat
familiar
Very
familiar
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45COLLEGE DECISION-MAKING PROCESSES
Several characteristicsoftherespondentsconditioned familiaritywiththeneworrevised college
decision-making processes.Withtheexception oftheclassifiedhiringprioritylistdevelopmentprocess,
Figure25showsthatfaculty membersweremorelikelytobefamiliarwith collegedecision-making
processesthanclassifiedstaffmembers.Forexample,a significantlyhigherpercentageoffaculty
memberswereatleastSomewhatfamiliarwiththecollegemission statementand goals(83.3%vs.
57.5%),strategicplanning(64.1%vs. 50.1%),the planninganddecision-making manual(62.8%vs.
42.6%), andthecollege budgetdevelopmentprocess(52.6%vs. 41.3%).
Figure 25: Familiarity with College Decision-Making Processes by Bargaining Unit
1.14
1.53
1.74
1.82
2.26
1.38
1.25
1.25
1.41
1.65
0.00 1.00 2.00 3.00
ClassifiedHiringPriorityListDevelopment
Process
College BudgetDevelopmentProcess
ThePlanning and Decision-Making Manual
forIrvineValleyCollege
Strategic Planning
CollegeMissionStatement andGoals
Classified(n=80)
Faculty (n =78)
Notatall
familiar
Alittle
familiar
Somewhat
familiar
Very
familiar
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46COLLEGE DECISION-MAKING PROCESSES
EmployeeswhohavebeenworkingatIVCforeleven yearsormoreweremorelikely tobeawareofthe
collegedecision-makingprocessesthatemployeeswhohave workedforIVCfortenyearsorless. The
difference betweenthe twogroupswasmostpronouncedwhencomparing familiaritywiththecollege
budgetdevelopmentprocess,the planning anddecision-makingmanual,andstrategicplanning.
Figure 26: Familiarity with College Decision-Making Processes by Length of Employment
1.37
1.62
1.72
1.85
2.12
1.30
1.26
1.41
1.52
1.90
0.00 1.00 2.00 3.00
ClassifiedHiringPriorityListDevelopment
Process
College BudgetDevelopmentProcess
ThePlanning and Decision-Making ManualforIrvineValleyCollege
Strategic Planning
CollegeMissionStatement andGoals
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47COLLEGE DECISION-MAKING PROCESSES
Asillustrated inFigure27,familiaritywith collegedecision-makingprocessesis stronglyrelated tothe
level ofawarenessthatemployeeshave aboutwhatishappening atIVC.
Figure 27: Familiarity with College Decision-Making Processes by Level of Awareness about Campus Events
0.63
0.92
0.71
0.83
1.33
1.34
1.40
1.37
1.68
1.98
1.67
1.71
2.25
2.06
2.38
0.00 1.00 2.00 3.00
ClassifiedHiringPriorityListDevelopment
Process
College BudgetDevelopmentProcess
ThePlanning and Decision-Making ManualforIrvineValleyCollege
Strategic Planning
CollegeMissionStatement andGoals
Very Informed (n =52)
Somewhatinformed (n =94)
Uninformed (n =24)
Notatall
familiar
Alittle
familiar
Somewhat
familiar
Very
familiar
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EMPLOYEE SATISFACTION SURVEY,SPRING 2009 IRVINE VALLEYCOLLEGE
48COLLEGE DECISION-MAKING PROCESSES
Lastly,respondentswitha strong senseofcommunityaboutIVCwere morelikelytobefamiliarwiththe
neworrevised collegedecision-makingprocesses.Inotherwords,employeeswhofeelconnectedtoIVC
weremorelikelytobe awareofimportantcollegeprocesses.
Figure 28: Familiarity with College Decision-Making Processes by Sense of Community
1.13
1.21
1.30
1.48
1.72
1.41
1.54
1.62
1.74
2.14
0.00 1.00 2.00 3.00
ClassifiedHiringPriorityListDevelopment
Process
College BudgetDevelopmentProcess
ThePlanning and Decision-Making
ManualforIrvineValleyCollege
Strategic Planning
CollegeMissionStatement andGoals
Strong (n =98)
Weak(n =61)
Notatallfamiliar
Alittlefamiliar
Somewhatfamiliar
Veryfamiliar
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49COLLEGE DECISION-MAKING PROCESSES
Inadditiontocollege-widedecision-making processes,severalinstructionalproceduresandpolicies
werecreatedorrevised.Therefore,a seriesofquestionsweregiven tofull-timefacultymembersaswell
ascollegeadministratorstoratetheirfamiliaritywith theseneworrevised instructional processes.
Respondentsin thesurveyweremostfamiliarwith Programreview(2.34)andtheFull-timefaculty
hiringprioritylistdevelopmentprocess(2.13),followed by theInstitutional EffectivenessAnnual
Report(1.81),Newprogram approvalpolicyandprocedures(academicprogramsandcareer
technologyeducation)(1.75),Program discontinuance(1.60),andProgram realignment(1.51).To
putthesemeanscoresin perspective,56percentofsurveyrespondentsreported thattheywereVery
familiarwithprogramreviewandanother28percentindicatedthatthey wereSomewhatfamiliar.
Conversely,22 percentand29 percentof survey respondentswereVeryfamiliarandSomewhat
familiarrespectivelywith programrealignment.
Figure 29: Familiarity with College Decision-Making Processes Instruction (n = 91)
1.51
1.60
1.75
1.81
2.13
2.34
0.00 1.00 2.00 3.00
ProgramRealignment
ProgramDiscontinuance
NewProgramApprovalPolicy and Procedures
InstitutionalEffectivenessReport
Full-TimeFacultyHiringPriorityList
DevelopmentProcess
ProgramReview
Notatall
familiar
Alittle
familiar
Somewhat
familiar
Very
familiar
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EMPLOYEE SATISFACTION SURVEY,SPRING 2009 IRVINE VALLEYCOLLEGE
50COLLEGE DECISION-MAKING PROCESSES
Withtheexception oftheInstitutional EffectivenessAnnual