University of Virginia
Human Resources Restructuring Survey
APPENDICES A-F
Prepared by:
THE CENTER FOR SURVEY RESEARCH
David E. Hartman. Ph.D.
Principal Investigator
Abdoulaye Diop, Ph.D.
Senior Research Analyst
Thomas M. Guterbock, Ph.D.
Director
Deborah L. Rexrode, M.A.
Research Analyst
WELDON COOPER
CENTER FOR PUBLIC SERVICE
University of Virginia
University of Virginia
APPENDIX A
QUESTIONNAIRE
HUMAN RESOURCES RESTRUCTURING SURVEY
Conducted by:
Center for Survey Research
University of Virginia
Charlottesville, Virginia
INSTRUCTIONS TO EMPLOYEES:
This survey is intended for all salaried staff, staff supervisors, and faculty who supervise staff.
The survey is an opportunity for you to share your opinions regarding the restructuring of the
University human resources policies and procedures. Your candid responses are important.
If there is any question you are unable to answer or don’t feel comfortable answering,
just skip it and go to the next question.
YOUR RESPONSES TO THIS QUESTIONNAIRE ARE ANONYMOUS.
Individual answers to the demographic questions in this questionnaire will be kept confidential at
the UVa Center for Survey Research (CSR), so that it will not be possible for anyone else at the
University to identify an individual indirectly from their descriptions of themselves.
Your participation in this survey is very important to the university. The results of the survey will
be analyzed by the Center for Survey Research and will be shared as a summary report to the
University administration and the various committees and teams that will be assisting in the
design of the human resource system for University staff. Summary results will also be
communicated to employees.
The survey should take about 25-30 minutes to complete. We have provided space for you to
comment freely on the key issues. These optional comment questions are at the very end of the
survey, so that you will be able to move through the structured questions without delay.
What is Human Resources Restructuring?
What was once Charter Reform has become the Restructured Higher Education Financial and
Administrative Operations Act. There have been significant changes along the way. The most
significant change was that current Classified employees now have the opportunity to remain
Classified staff. The Act was passed by the Commonwealth of Virginia in 2005, and the
University now has the authority to change or restructure its compensation and performance
management plan and its human resources policies and procedures.
A-1
PART A: JOB CLASSIFICATION
The first set of questions is about your job at the University.
(Circle the number of your response.)
A1.
In what year did you start your current period of continuous salaried employment with the
University of Virginia? (Do not include prior salaried Health System employment.)
Please write in the year. ______________________
8
A2.
Don’t know/Can’t recall
Did you start your current period of continuous salaried employment with the University of
Virginia before 7/1/06? (Circle one response only.)
1
Yes
2
No
8
Don’t know/Can’t recall
A3. Are you a supervisor of staff? In other words, is it part of your job responsibility to conduct
and sign official performance evaluations? (Circle one response only.)
1
Yes
2
No
8
Don’t know
A4. Are you a faculty member? (Circle one response only.)
1
Yes
2
No
8
Don’t know
A5. What type of faculty position do you have? (Circle one response only.)
1
Administrative and Professional
2
Teaching and Research
A6. To summarize your answers to A3 and A4, which of these best describes you?
1
Faculty, Supervisor
2
Faculty, Not a supervisor
3
Salaried staff, Supervisor
4
Salaried staff, Not a supervisor
IF YOU ARE FACULTY AND NOT A SUPERVISOR OF
SALARIED STAFF, PLEASE STOP HERE.
A-2
PART B: AWARENESS
This set of questions is about your awareness of the University’s authority to restructure
its human resources system.
B1. In general, how aware are you of the University’s authority to restructure the human
resources policies and procedures for University staff. (Circle one response only.)
1
2
3
4
Very aware
Somewhat aware
Slightly aware
Never heard of it before today
B2. Have you seen or heard any information about Human Resources Restructuring?
(Circle one response only.)
1
2
3
Yes
No
Not sure
B3. From what source(s) have you seen or heard about Human Resources
Restructuring? (Check all that apply.)
1 The University’s web site on Human Resources Restructuring
2 Other University communications (newsletters, announcements, meetings)
3 My supervisor or manager
4 My colleagues or co-workers
5 The “grapevine”
6 University or student newspaper (electronic or print)
7 News media (Local newspaper, television, radio)
8 Presentation or meeting
9 Other (Please specify) __________________________________________
A-3
The following statements are facts about Human Resources Restructuring.
Did you know that…
Facts
I knew
that
I didn’t
know that
Decline
to answer
B4. The Virginia Retirement System will not be affected by Human
Resources Restructuring
2
1
8
B5. The current health insurance plan will not be affected by
Human Resources Restructuring
2
1
8
B6. The current grievance policies for all staff will not be affected
by Human Resources Restructuring
2
1
8
B7. The University now has two human resources systems for
staff: the Classified staff system and the University staff
system (Employees hired on or after 7/1/06 are University
staff)
2
1
8
B8. The two human resources systems currently have essentially
identical policies and procedures
2
1
8
B9. The University staff system’s policies and procedures will be
governed by the Board of Visitors and may change under
Human Resources Restructuring
2
1
8
B10. The Classified staff system’s policies and procedures will still
be governed by the state and will not change based on
Human Resources Restructuring
2
1
8
B11. Classified staff (employees hired before July 1, 2006) will
have a choice to switch to the University staff system at least
every two years
2
1
8
B12. Classified staff who choose to switch to the University staff
system will not be permitted to switch back to the Classified
staff system
2
1
8
A-4
PART C: PERFORMANCE EVALUATION
FOR ALL STAFF INCLUDING STAFF SUPERVISORS
(FACULTY SKIP TO SECTION E, PAGE 9)
This set of questions is about how performance is evaluated and recognized at the
University.
Performance Planning Program refers to the processes and forms
for setting goals and expectations, including establishing learning and
development objectives.
Performance Evaluation Program refers to processes and forms
used for providing coaching and ongoing feedback from supervisors
and the annual evaluation process.
Please indicate how much you agree or disagree with the following statements.
Statement
C1. I know what is expected of me
in my job.
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
Don’t
Know/
NA
5
4
3
2
1
8
5
4
3
2
1
8
5
4
3
2
1
8
5
4
3
2
1
8
5
4
3
2
1
8
5
4
3
2
1
8
5
4
3
2
1
8
C2. I receive regular feedback on
my performance from my
supervisor.
C3. I have a clear understanding
of how my performance is
evaluated
C4. I know what I need to do to
achieve high performance
ratings in my job.
C5. My performance reviews help
me know how well I am doing
in my job.
C6. My performance reviews help
me know how I can improve in
my job.
C7. As an employee, I have the
opportunity to provide input
into my performance goals
and evaluation.
A-5
Please indicate how much you agree or disagree with the following statements.
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
Don’t
Know/
NA
Our performance planning
and evaluation program
helps me identify what skills I
need to develop to be
effective in my current job.
5
4
3
2
1
8
Our performance planning
and evaluation program
helps me identify what skills I
need to advance.
5
4
3
2
1
8
5
4
3
2
1
8
5
4
3
2
1
8
Statement
C8.
C9.
C10. My contribution is recognized
within my department.
C11. My performance has made a
difference in my pay.
Please answer the following questions.
Question
Excellent
Very
Good
Good
Fair
Poor
5
4
3
2
1
5
4
3
2
1
C12. Overall, how would you rate
the university’s performance
planning program?
C13. Overall, how would you rate
the university’s performance
evaluation program?
A-6
PART D: RELATIVE PERFORMANCE EVALUATION
FOR ALL STAFF INCLUDING STAFF SUPERVISORS
(FACULTY SKIP TO SECTION E, PAGE 9)
As we consider making changes to the system, please rate how important each of the
factors in the table below should be in a performance evaluation system and
performance planning system.
Performance Planning Program refers to the processes and forms
for setting goals and expectations, including establishing learning and
development objectives.
Performance Evaluation Program refers to processes and forms
used for providing coaching and ongoing feedback from supervisors
and the annual evaluation process.
How important should each of the following factors be?
Future Factor
Very
Important
Important
Somewhat
Important
Not
Important
Don’t
Know
4
3
2
1
8
4
3
2
1
8
4
3
2
1
8
4
3
2
1
8
4
3
2
1
8
4
3
2
1
8
4
3
2
1
8
4
3
2
1
8
D1. Knowing what is
expected of me in my
job.
D2. Receiving clear goals
and objectives.
D3. Receiving regular
feedback on my
performance from my
supervisor.
D4. Knowing what it takes
to achieve high ratings
in my job performance.
D5. Knowing how well I am
doing.
D6. Helping me to identify
what skills I need to
develop.
D7. Helping me identify
what skills I need to
advance.
D8. Possessing a clear
understanding of how
performance is
evaluated.
A-7
How important should each of the following factors be?
Future Factor
D9.
My supervisor
recognizing my
contribution.
Very
Important
Important
Somewhat
Important
Not
Important
Don’t
Know
4
3
2
1
8
4
3
2
1
8
4
3
2
1
8
D10. My department
recognizing my
contribution.
D11. The University
recognizing my
contribution.
D12. Are there any other factors that you think should be important in determining an
employee’s performance?
1
2
Yes
No
D13. Below you may enter up to three other factors that you think should be important in
determining an employee’s performance.
A-8
PART E: PERFORMANCE MANAGEMENT SYSTEM
FOR ALL SUPERVISORS
(STAFF WHO ARE NOT SUPERVISORS, SKIP TO SECTION F, PAGE 11)
Please indicate how much you, as a supervisor of staff, agree or disagree with the
following statements about the current performance management system.
Performance Planning Program refers to the processes and forms
for setting goals and expectations, including establishing learning and
development objectives.
Performance Evaluation Program refers to processes and forms
used for providing coaching and ongoing feedback from supervisors
and the annual evaluation process
Statement
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
Don’t
Know
E1. The performance planning
program helps me to be
effective in setting and
communicating expectations
that are clear and
realistically achievable.
5
4
3
2
1
8
E2. The performance evaluation
program helps me to be
effective in assessing
performance.
5
4
3
2
1
8
E3. The performance planning
and evaluation program
encourages achievement.
5
4
3
2
1
8
E4. The three-point rating scale
(Extraordinary Contributor,
Contributor, Below
Contributor) is effective in
distinguishing various levels
of performance.
5
4
3
2
1
8
E5. The performance planning
and evaluation program
helps me to be effective in
motivating employees
toward excellent
performance.
5
4
3
2
1
8
E6. The performance evaluation
program helps me to give
effective, clear feedback.
5
4
3
2
1
8
A-9
Please continue to indicate how much you, as a supervisor of staff, agree or disagree
with the following statements about the current performance management system.
Statement
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
Don’t
Know
E7. The performance planning
and evaluation program
helps me to identify skills
required for employees to
be effective in their jobs.
5
4
3
2
1
8
E8. The performance planning
and evaluation program
helps me to identify
employee development
needs for growth and
advancement.
5
4
3
2
1
8
E9. The performance
evaluation program
provides the tools
necessary to address
performance issues.
5
4
3
2
1
8
E10. The standards of conduct
policy provides the tools
and procedures I need to
address problems with
employee conduct and
behavior.
5
4
3
2
1
8
A-10
PART F: YOUR COMPENSATION
FOR ALL STAFF INCLUDING STAFF SUPERVISORS
(FACULTY SKIP TO SECTION G, PAGE 13)
This set of questions is about your compensation.
Please indicate how much you agree or disagree with the following statements.
Statement
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
Don’t
Know/
NA
5
4
3
2
1
8
5
4
3
2
1
8
5
4
3
2
1
8
5
4
3
2
1
8
5
4
3
2
1
8
5
4
3
2
1
8
5
4
3
2
1
8
5
4
3
2
1
8
F1. I was paid appropriately when
I started working at the
University in a salaried
position.
F2. I understand how my pay is
determined.
F3. My pay has increased in line
with the changes in levels of
my responsibility.
F4. The University’s current
policies and procedures for
determining staff pay are
effective.
F5. I do not have to change jobs
within the University to get a
meaningful pay increase.
F6. I do not have to take a job
outside of the University to get
a meaningful pay increase.
F7. I know where to get answers
to my questions regarding pay
F8. My supervisor has the
opportunity to provide input
into my pay.
A-11
Please indicate how much you agree or disagree with the following statements.
Statement
F9.
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
Don’t
Know/
NA
5
4
3
2
1
8
5
4
3
2
1
8
5
4
3
2
1
8
5
4
3
2
1
8
My pay level is comparable
with other employees in
similar jobs within the
University.
F10. My pay level is comparable
with employees in similar
jobs outside of the
University.
F11. I would like to work in a
place that provides an
opportunity to get pay
increases based on
performance.
F12. I would be willing to
participate in a system that
resulted in lower performers
being paid less than the
state increase.
Please answer the following question.
Question
Excellent
Very Good
Good
Fair
Poor
5
4
3
2
1
F13. Overall, how would you
rate the University’s
compensation program
for staff?
A-12
PART G: STAFF COMPENSATION SYSTEM
FOR ALL SUPERVISORS
(STAFF WHO ARE NOT SUPERVISORS, SKIP TO SECTION H, PAGE 15)
This set of questions is about the compensation program for staff.
Please indicate how much you agree or disagree with the following statements about the
compensation program for staff.
Statement
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
Don’t
Know/
NA
G1. The University’s
compensation program is
effective in attracting and
hiring quality employees.
5
4
3
2
1
8
G2. The University’s
compensation program is
effective in motivating
and retaining quality
employees.
5
4
3
2
1
8
G3. My department is able to
provide the funding to
attract and hire quality
employees.
5
4
3
2
1
8
G4. My department is able to
provide the funding to
motivate and retain
quality employees.
5
4
3
2
1
8
G5. I have input into how my
employees’ pay is
determined.
5
4
3
2
1
8
G6. I can answer my
employees’ questions
regarding how their pay
is determined.
5
4
3
2
1
8
G7. I have been able to
reward my employees
through their pay.
5
4
3
2
1
8
G8. I have been able to
comparably compensate
my employees relative to
other departments in the
University.
5
4
3
2
1
8
A-13
Please indicate how much you agree or disagree with the following statements about the
compensation program for staff.
Statement
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
Don’t
Know/
NA
G9. I have been able to
comparably compensate
my employees relative to
organizations outside the
University.
5
4
3
2
1
8
G10. I would support a
compensation program
that allows me to
recommend pay
increases based on
employee performance.
5
4
3
2
1
8
A-14
PART H: RELATIVE IMPORTANCE OF FACTORS DETERMINING
A STAFF EMPLOYEE’S PAY
Please rate how important you think each of the following factors is currently in
determining a staff employee’s pay.
Very
Important
Important
Somewhat
Important
Not
Important
Don’t
Know
H1. Education and Training:
Education and training of the
employee directly related to the
job
4
3
2
1
8
H2. Experience:
Total job related experience of
the employee
4
3
2
1
8
H3. Skills and Abilities:
Skills and abilities of the
employee directly related to the
job
4
3
2
1
8
H4. Duties and Responsibilities:
Primary duties and
responsibilities of the employee’s
job
4
3
2
1
8
H5. Performance:
How the employee performs
his/her duties and responsibilities
4
3
2
1
8
H6. Department Equity:
Pay levels of employees in
similar jobs within the
department
4
3
2
1
8
H7. University Equity:
Pay levels of employees in
similar jobs across the University
4
3
2
1
8
H8. External Equity - Local:
Pay levels of employees in
similar jobs outside the
University in the local market
4
3
2
1
8
H9. External Equity –
Regional/National:
Pay levels of employees in
similar jobs outside the
University in the national market
4
3
2
1
8
H10. Pay History:
How often the employee’s pay
has been adjusted in a specified
period of time
4
3
2
1
8
H11. Length of Service:
How many years the employee
has been with the University or
any other state agency
4
3
2
1
8
Current Factors
A-15
H12. Are there any other factors that you think are important in determining a staff employee’s
pay?
1
2
Yes
No
H13. Below you may enter up to three other factors that you think should be important in
determining a staff employee’s pay.
A-16
PART I: RELATIVE IMPORTANCE OF PAY DETERMINANTS
As we consider making changes to the system, please rate how important each of the
following factors should be in determining an employee’s pay level.
Very
Important
Important
Somewhat
Important
Not
Important
Don’t
Know
Education and Training:
Education and training of the
employee directly related to the
job
4
3
2
1
8
Experience:
Total job related experience of the
employee
4
3
2
1
8
I3. Skills and Abilities:
Skills and abilities of the employee
directly related to the job
4
3
2
1
8
I4. Duties and Responsibilities:
Primary duties and responsibilities
of the employee’s job
4
3
2
1
8
I5. Performance:
How the employee performs
his/her duties and responsibilities
4
3
2
1
8
I6. Department Equity:
Pay levels of employees in similar
jobs within the department
4
3
2
1
8
I7. University Equity:
Pay levels of employees in similar
jobs across the University
4
3
2
1
8
External Equity - Local:
Pay levels of employees in similar
jobs outside the University in the
local market
4
3
2
1
8
I9. External Equity –
Regional/National:
Pay levels of employees in similar
jobs outside the University in the
national market
4
3
2
1
8
I10. Pay History:
How often the employee’s pay has
been adjusted in a specified
period of time
4
3
2
1
8
I11. Length of Service:
How many years the employee
has been with the University or
any other state agency
4
3
2
1
8
Future Factors
I1.
I2.
I8.
A-17
I12. Are there any other factors that you think should be important in determining an
employee’s pay level?
1 Yes
2 No
I13. Please enter below up to three other factors that you think should be important in
determining an employee’s pay level.
A-18
PART J: EMPLOYEE LEAVE BENEFITS
FOR ALL STAFF INCLUDING STAFF SUPERVISORS
(FACULTY SKIP TO SECTION K, PAGE 20)
Please indicate how much you agree or disagree with the following statements about
your leave benefits.
Employee Leave Benefits includes Virginia Sickness and Disability
Program, the state’s traditional Sick Leave Accrual Plan, Annual
Leave, Compensatory Leave, Holidays, Short Term Disability and
Family Personal Leave.
Statement
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
Don’t
Know /
NA
5
4
3
2
1
8
5
4
3
2
1
8
5
4
3
2
1
8
5
4
3
2
1
8
J1. The state’s paid leave
policies are easy to
understand.
J2. The state’s paid leave
benefits meet my needs.
J3. The state’s paid leave
benefits are sufficiently
flexible.
J4. The state’s paid leave
benefits are competitive
relative to organizations
outside the University.
Question
Excellent
Very Good
Good
Fair
Poor
5
4
3
2
1
J5. Overall, how would you
rate the state’s leave
benefits
A-19
PART K: STAFF LEAVE BENEFITS
FOR ALL SUPERVISORS
(STAFF WHO ARE NOT SUPERVISORS, SKIP TO SECTION L, PAGE 21)
As a supervisor of staff, please indicate how much you agree or disagree with the
following statements about your staff employees’ leave benefits.
Employee Leave Benefits includes Virginia Sickness and Disability
Program, the state’s traditional Sick Leave Accrual Plan, Annual
Leave, Compensatory Leave, Holidays, Short Term Disability and
Family Personal Leave.
Statement
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
Don’t
Know /
NA
5
4
3
2
1
8
5
4
3
2
1
8
5
4
3
2
1
8
5
4
3
2
1
8
5
4
3
2
1
8
K1. The state’s paid leave
policies are easy for my
employees to understand.
K2. The state’s paid leave
benefits meet the needs of
my department.
K3. The state’s paid leave
benefits meet the needs of
my employees.
K4. The state’s paid leave
benefits are sufficiently
flexible.
K5. The state’s paid leave
benefits are competitive
relative to organizations
outside the University.
Question
Excellent
Very Good
Good
Fair
Poor
5
4
3
2
1
K6. Overall, how would you
rate your staff employees’
state leave benefits?
A-20
PART L: RELATIVE IMPORTANCE OF PAY, BENEFITS, AND WORK LIFE FOR YOU
FOR ALL STAFF INCLUDING STAFF SUPERVISORS
(FACULTY SKIP TO SECTION M, PAGE 23)
Please rate the importance of each of the following factors in your continued
employment with the University
Very
Important
Important
Somewhat
Important
Not
Important
Don’t Know
L1. Leave benefits
4
3
2
1
8
L2. Health insurance
4
3
2
1
8
L3. Virginia Retirement
benefits
4
3
2
1
8
L4. Opportunities for
additional
responsibilities
4
3
2
1
8
L5. Opportunities for pay
increases
4
3
2
1
8
L6. Opportunities to learn
new skills
4
3
2
1
8
L7. Reputation of the
University as an
employer
4
3
2
1
8
L8. Job security
4
3
2
1
8
L9. Work scheduling that
meets my lifestyle
requirements
4
3
2
1
8
L10. Relationships with
coworkers
4
3
2
1
8
L11. Relationships with
supervisors
4
3
2
1
8
L12. Understanding how
my job supports the
vision, mission and
values of the
University
4
3
2
1
8
L13. Tuition benefits for
employees who want
to take courses
4
3
2
1
8
Factor
A-21
Factor
Very
Important
Important
Somewhat
Important
Not
Important
Don’t Know
L14. Overall, how
important were the
above factors in your
decision to accept
employment with the
University?
4
3
2
1
8
L15. Overall, how
important were the
above factors in your
decision to continue
your employment
with the University?
4
3
2
1
8
A-22
PART M: RELATIVE IMPORTANCE OF PAY, BENEFITS,
AND WORK LIFE FOR EMPLOYEES
FOR ALL SUPERVISORS
(STAFF WHO ARE NOT SUPERVISORS, SKIP TO SECTION O, PAGE 26)
As a supervisor of staff, please rate how important each of the following factors is in
attracting, motivating and retaining employees of the University.
Very
Important
Important
Somewhat
Important
Not
Important
Don’t Know
M1. Leave benefits
4
3
2
1
8
M2. Health insurance
4
3
2
1
8
M3. Virginia Retirement
benefits
4
3
2
1
8
M4. Opportunities for
additional
responsibilities
4
3
2
1
8
M5. Opportunities for pay
increases
4
3
2
1
8
M6. Opportunities to learn
new skills
4
3
2
1
8
M7. Reputation of the
University as an
employer
4
3
2
1
8
M8. Job security
4
3
2
1
8
M9. Work scheduling that
meets their lifestyle
requirements
4
3
2
1
8
M10. Relationships with
coworkers
4
3
2
1
8
M11. Relationships with
supervisors
4
3
2
1
8
M12. Understanding how
their job supports the
vision, mission and
values of the
University
4
3
2
1
8
M13. Tuition benefits for
employees who want
to take courses
4
3
2
1
8
Factor
A-23
Very
Important
Important
Somewhat
Important
Not
Important
Don’t Know
M14. Overall, how
important were the
above factors in
attracting your
employees to the
University?
4
3
2
1
8
M15. Overall, how
important are the
above factors in
retaining your
employees with the
University?
4
3
2
1
8
Factor
A-24
PART N: UNIVERSITY STAFF AND CLASSIFIED STAFF SYSTEMS
FOR ALL SUPERVISORS
(STAFF WHO ARE NOT SUPERVISORS, SKIP TO SECTION O, PAGE 26)
Please indicate how much you agree or disagree with the following statements about
managing two different systems.
Statement
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
Don’t
Know /
NA
5
4
3
2
1
8
5
4
3
2
1
8
5
4
3
2
1
8
5
4
3
2
1
8
5
4
3
2
1
8
N1. The potential benefits of
creating a new University
Staff Performance
Planning and Evaluation
System will outweigh the
complexities of managing
the two different programs.
N2. The potential benefits of
creating new University
Staff compensation
programs will outweigh
the complexities of
managing the two different
programs.
N3. The potential benefits of
creating new University
Staff Leave Benefit
policies will outweigh the
complexities of managing
the two different sets of
policies.
N4. The potential benefits of
creating new University
Staff workplace policies,
such as Standards of
Conduct and discipline,
will outweigh the
complexities of managing
the two different programs.
N5. Overall, the potential
benefits of creating a new
University Staff System
will outweigh the
complexities of managing
the two human resource
systems.
A-25
PART O: OVERALL RATINGS
O1. Overall, how would you rate the current staff human resources system?
1
Excellent
2
Very good
3
Good
4
Fair
5
Poor
8
Don’t know
O2. Overall, how would you rate the University as a place for staff to work?
1
Excellent
2
Very good
3
Good
4
Fair
5
Poor
8
Don’t know
O3. I would recommend the University to my friends and family as a place to work. (Not asked
of faculty.)
A-26
1
Strongly agree
2
Agree
3
Neutral
4
Disagree
5
Strongly disagree
8
Don’t know
PART P: DEMOGRAPHICS
The following questions are for statistical purposes only. CSR will not share individual
responses to these questions with the University. We will make sure that there are
always enough people in each grouping so that no individual can be identified. The
optional comment questions about restructuring will appear at the end of this section.
P1. Staff - Please select the occupational area that best describes your job at the university.
Supervisors – Please select the occupational area that best describes the area you
supervise.
Faculty – Skip to question P2.
(Circle only one response)
1
Administrative and office support; education and program support; academic or fiscal
support
2
Business, budget, financial, accounting, and audit operations
3
General administration, including human resources, facilities and property
management, and procurement operations
4
Student services and programs, including admissions, financial aid, athletics,
recreation, and other student support programs
5
Library services
6
Public relations and marketing; communications; media and production services
7
Architecture and engineering services
8
Information technology, telecommunications, computer operations, electronics, or
engineering technology
9
Medical, dental, pharmaceutical, counseling and psychological services, or health care
services
10 Law enforcement, emergency services, or security services
11 Agricultural, natural resources, and environmental sciences and support
12 Laboratory and research services; veterinary technicians or specialists
13 Building and grounds maintenance; housekeeping; installation and repairs; skilled
trades and utilities
14 Food preparation and serving related
15 Support operations (stores and warehousing, printing, mail, transportation operations)
16 Other (Please specify)
_____________________________________________________________________
17 Don’t know/Decline to answer
A-27
P2. Please select the category that best represents your annual pay or hourly pay rate at the
University.
1
Annual Pay
$25,000 or less
Hourly Rate
$12.00 or less
2
$25,100 to $50,000
$12.01 to $24.00
3
$50,100 to $75,000
$24.01 to $36.00
4
$75,100 to $100,000
$36.01 to $48.00
5
Greater than $100,000
Greater than $48.00
8
Don’t know/Decline to answer
P3. Which state leave and disability plan are you enrolled in: the current Virginia Sickness and
Disability Program (VSDP) or the state’s traditional sick leave accrual plan?
1
2
8
Virginia Sickness and Disability Program (VSDP)
State’s traditional sick leave accrual plan (Not available to those hired after 1/1/99)
Don’t know/Decline to answer
P4. Do you provide input into performance evaluations for the people you supervise?
1
2
8
P5.
Do you sign performance evaluations as a Supervisor?
1
2
8
P6.
Yes
No
Don’t know/Decline to answer
Do you sign performance evaluations as a Reviewer?
1
2
8
A-28
Yes
No
Don’t know/Decline to answer
Yes
No
Don’t know/Decline to answer
P7.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
Please select the academic or administrative area in which you work.
UVA College at Wise
College and Graduate School of Arts and Sciences
Continuing and Professional Studies
Curry School of Education
Darden Graduate School of Business Administration
McIntire School of Commerce
School of Architecture
School of Engineering and Applied Science
School of Law
School of Medicine
School of Nursing
President’s Office (includes: Major events, BOV office, Miller Center, Diversity Office,
EOP, General Counsel, VA Quarterly Review, Health Policy Center, Federal relations,
Executive Tech Support)
Executive VP/COO (includes Police Department, Audit Department)
VP for Development & Public Affairs (includes University Relations, Development)
VP for Management and Budget (Budget office, Facilities Management, Procurement,
Leadership Development, Space and Real Estate, State Governmental Relations)
VP for Finance (Business Operations, Comptroller, Human Resources, ISDS, OSP—
Sponsored Programs. Risk Management)
VP for Student Affairs (Dean of Students, African American Affairs, Residence Life,
Student Health, Career Services, WTJU)
VP/CIO (Information Technology and Communications [ITC])
VP for Research (includes Environmental Health and Safety, DMED Comparative
Medicine)
VP & Provost (Provost’s staff, Undergraduate Admissions, Va Foundation for the
Humanities, Center for Liberal Arts, Center for Politics, Cooper Center for Public Service,
Center for Advanced Studies, IATH, Center for Undergraduate Excellence, Planning and
Evaluation)
Other Vice Provosts and Associate Provosts (includes VP’s and AP’s for Management,
International Affairs, Institutional Advancement, Faculty Advancement, Academic
Support)
UVa Library
Athletics Department
Other (specify _________________________________
Don’t know/not sure/decline to answer
A-29
P8.
How long have you worked as a salaried employee of the State of Virginia, including any
time at other state agencies?
1
More than 15 years
2 8 to 15 years
3 5 to 7 years
4
2 to 4 years
5
At least one year but less than 2 years
6
Less than one year
7
Don’t know/Decline to answer
P9. Please indicate your educational level.
1
Graduate or professional degree
2
Earned a 4-year college degree
3
Completed a 2-year degree or technical school
4
Completed a trade school program
5
Some college, but no degree
6
High School or GED
7
Less than High School
8
Other (specify) ____________________________________________
9
Don’t know/Decline to answer
P10. Are you…?
1
Male
2
Female
P11. What would be your primary ethnic or racial affiliation?
1
American Indian or Alaska Native (Not Hispanic or Latino).
A person having origins in any of the original people of North and South America (including Central
America), and who maintains tribal affiliation or community attachment.
2
Asian (Not Hispanic or Latino). A person having origins in any of the original peoples of the
Far East, Southeast Asia, or the Indian subcontinent including, for example, Cambodia, China,
India, Japan, Korea, Malaysia, Pakistan, the Philippine Islands, Thailand and Vietnam.
3
Black or African American (Not Hispanic or Latino).
A person having origins in any of the black racial groups of Africa.
4
Hispanic or Latino. A person of Cuban, Mexican, Puerto Rican, South or Central American, or
other Spanish culture or origin, regardless of race.
5
Native Hawaiian/other Pacific Islander (Not Hispanic or Latino). A person having
origins in any of the original peoples of Hawaii, Guam, Samoa, or other Pacific Islands.
6
Two or more races (Not Hispanic or Latino).
7
White (Not Hispanic or Latino).
A person having origins in any of the peoples of Europe, the Middle East, or North Africa.
A-30
PART Q: FURTHER COMMENTS
Q1. What changes would you like to see in performance planning and evaluation in a new
University staff human resources system? What features would you like to keep?
____________________________________________________________________________
____________________________________________________________________________
Q2. What changes would you like to see in the compensation program in a new University staff
human resources system? What features would you like to keep?
____________________________________________________________________________
____________________________________________________________________________
Q3. Other than what you have already mentioned, what kinds of policies and programs would
you like to see implemented in a new University staff human resources system? (Reminder:
Health insurance and retirement benefits are not open to change under Human Resources
Restructuring.)
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
Your participation is critical to the success of this initiative.
Thank you for taking the time to complete this important questionnaire!
A-31
APPENDIX B
DEMOGRAPHICS
DEMOGRAPHICS
Table B-1
P1. Occupational Area
Frequency
Percent
Administrative and office support; education and program
support; academic or fiscal support
813
37.1
Business, budget, financial, accounting, and audit
operations
159
7.2
General administration, including human resources,
facilities and property management, and procurement
operations
125
5.7
Student services and programs, including admissions,
financial aid, athletics, recreation, and other student support
programs
54
2.5
Library services
74
3.4
Public relations and marketing; communications; media
and production services
71
3.2
Architecture and engineering services
29
1.3
Information technology, telecommunications, computer
operations, electronics, or engineering technology
296
13.5
Medical, dental, pharmaceutical, counseling and
psychological services, or health care services
67
3.1
Law enforcement, emergency services, or security services
36
1.6
Agricultural, natural resources, and environmental sciences
and support
5
0.2
Laboratory and research services; veterinary technicians or
specialists
172
7.8
Building and grounds maintenance; housekeeping;
installation and repairs; skilled trades and utilities
179
8.2
Food preparation and serving related
6
0.3
Support operations (stores and warehousing, printing, mail,
transportation operations)
43
2.0
Other
65
3.0
Total
2194
100
B-1
Table B-2
P2. Annual pay
Hourly Rate
Frequency
Percent
$25,000 or less
$12.00 or less
161
6.4
$25,100 to $50,000
$12.01 to $24.00
1531
60.6
$50,100 to $75,000
$24.01 to $36.00
528
20.9
$75,100 to $100,000
$36.01 to $48.00
177
7.0
Greater than $100,000
Greater than 48.00
128
5.1
2525
100
Total
Table B-3
P3. Which state leave and disability plan are you
enrolled in: the current Virginia Sickness and
Disability Program (VSDP) or the state’s
traditional sick leave accrual plan?
Frequency
Percent
Virginia Sickness and Disability Program
(VSDP)
1751
83.0
State’s traditional sick leave accrual plan (Not
available to those hired after 1/1/99)
358
17.0
Total
2109
100
Frequency
Percent
Yes
772
91.6
No
71
8.4
Total
843
100
Table B-4
P4. Do you provide input into performance
evaluations for the people you supervise?
B-2
Table B-5
P5. Do you sign performance evaluations as a
Supervisor?
Frequency
Percent
Yes
735
87.7
No
103
12.3
Total
838
100
Frequency
Percent
Yes
477
19.8
No
1937
80.2
Total
2414
100
Table B-6
P6. Do you sign performance evaluations as a
Reviewer
B-3
Table B-7
P7. Academic or administrative area
B-4
Frequency
Percent
UVA College at Wise
92
4.0
College and Graduate School of Arts and Sciences
209
9.0
Continuing and Professional Studies
51
2.2
Curry School of Education
35
1.5
Darden Graduate School of Business Administration
52
2.3
McIntire School of Commerce
18
0.8
School of Architecture
9
0.4
School of Engineering and Applied Science
88
3.8
School of Law
41
1.8
School of Medicine
544
23.5
School of Nursing
19
0.8
President’s Office
19
0.8
Executive VP/COO
31
1.3
VP for Development & Public Affairs
74
3.2
VP for Management and Budget
152
6.6
VP for Finance
184
8.0
VP for Student Affairs
59
2.6
VP/CIO
109
4.7
VP for Research
54
2.3
VP & Provost
74
3.2
Other Vice Provosts and Associate Provosts
18
0.8
UVa Library
98
4.2
Athletics Department
42
1.8
Other
239
10.3
Total
2311
100
Table B-8
P8. How long have you worked as a salaried
employee of the State of Virginia, including any
time at other state agencies?
Frequency
Percent
More than 15 years
969
37.7
8 to 15 years
593
23.1
5 to 7 years
332
12.9
2 to 4 years
362
14.1
At least one year but less than 2 years
157
6.1
Less than one year
154
6.0
Total
2567
100
Frequency
Percent
Graduate or professional degree
696
27.2
Earned a 4-year college degree
740
28.9
Completed a 2-year degree or technical school
253
9.9
Completed a trade school program
58
2.3
Some college, but no degree
452
17.6
High School or GED
317
12.4
Less than High School
14
0.5
Other
32
1.2
Total
2562
100
Table B-9
P9. Educational Level
B-5
Table B-10
P10. Gender
Frequency
Percent
Male
820
33.0
Female
1668
67.0
Total
2488
100
Frequency
Percent
American Indian or Alaska Native
11
0.5
Asian (Not Hispanic or Latino)
66
2.8
Black or African American (Not Hispanic or
Latino)
184
7.7
Hispanic or Latino
23
1.0
Native Hawaiian/other Pacific Islander (Not
Hispanic or Latino)
0
0.0
2082
87.2
22
0.9
2388
100
Table B-11
P11. Primary ethnic or racial affiliation
White (Not Hispanic or Latino)
Other (Two or more races - Not Hispanic or
Latino)
Total
B-6
APPENDIX C
FREQUENCIES AND MEANS
JOB CLASSIFICATION – ALL RESPONDENTS
Table C-1
A1. No. of years of continuous salaried employment
Frequency
Percent
2 years or less
531
20.4
3-6 years
529
20.3
7-11 years
510
19.6
12-21 years
531
20.4
22 years or more
507
19.4
Total
2608
100
Frequency
Percent
Yes
268
63.9
No
151
36.1
Total
420
100
Table C-2
A2. Did you start your current period of continuous
salaried employment with the University of
Virginia before 7/1/06?
C-1
Table C-3
A5. Type of Faculty
Frequency
Percent
Administrative and Professional
237
65.8
Teaching and Research
123
34.2
Total
360
100
Frequency
Percent
Faculty, Supervisor
360
13.3
Salaried Staff, Supervisor
489
18.1
Salaried Staff, Not a Supervisor
1851
68.6
Total
2700
100
Table C-4
A6. Type of Position
C-2
AWARENESS – ALL RESPONDENTS
Table C-5
B1. In general, how aware are you of the University’s
authority to restructure the human resources policies
and procedures for University staff.
Frequency
Percent
Very aware
483
17.9
Somewhat aware
1060
39.3
Slightly aware
847
31.4
Never heard of it before today
304
11.3
Total
2695
100
Frequency
Percent
Yes
1710
68.1
No
801
31.9
Total
2511
100
Table C-6
B2. Have you seen or heard any information about
Human Resources Restructuring?
C-3
Table C-7
No. of Responses
B3. From what source(s) have you seen or heard about
Human Resources Restructuring?
C-4
No. of
Cases
Frequency
Percent
The University’s web site on Human Resources
Restructuring
888
18.1
50.8
Other University communications (newsletters,
announcements, meetings)
1157
23.6
66.1
My supervisor or manager
370
7.5
21.1
My colleagues or co-workers
633
12.9
36.2
The “grapevine”
558
11.4
31.9
University or student newspaper (electronic or
print)
335
6.8
19.1
News media (Local newspaper, television, radio)
486
9.9
27.8
Presentation or meeting
394
8.0
22.5
Other
82
1.7
4.7
Total
4902
100
280.2
Table C-8
I knew
that
I didn’t
know that
(%)
(%)
B4. The Virginia Retirement System will not be affected
by Human Resources Restructuring
60.1
39.2
2657
B5. The current health insurance plan will not be
affected by Human Resources Restructuring
54.6
45.4
2648
B6. The current grievance policies for all staff will not
be affected by Human Resources Restructuring
41.5
58.5
2623
B7. The University now has two human resources
systems for staff: the Classified staff system and
the University staff system (Employees hired on or
after 7/1/06 are University staff)
62.8
37.2
2672
B8. The two human resources systems currently have
essentially identical policies and procedures
42.9
57.1
2644
B9. The University staff system’s policies and
procedures will be governed by the Board of
Visitors and may change under Human Resources
Restructuring
46.9
53.1
2650
B10. The Classified staff system’s policies and
procedures will still be governed by the state and
will not change based on Human Resources
Restructuring
48.8
51.2
2646
B11. Classified staff (employees hired before July 1,
2006) will have a choice to switch to the University
staff system at least every two years
43.0
57.0
2661
B12. Classified staff who choose to switch to the
University staff system will not be permitted to
switch back to the Classified staff system
43.9
56.1
2659
Facts
No.
Responding
C-5
PERFORMANCE EVALUATION - ALL STAFF AND STAFF SUPERVISORS
Table C-9
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
(%)
(%)
(%)
(%)
(%)
C1. I know what is expected of
me in my job.
40.5
49.4
6.7
2.4
C2. I receive regular feedback
on my performance from my
supervisor.
21.4
40.1
20.5
C3. I have a clear understanding
of how my performance is
evaluated
22.7
43.8
C4. I know what I need to do to
achieve high performance
ratings in my job.
24.2
C5. My performance reviews
help me know how well I
am doing in my job.
Statement
Mean
n
0.9.
4.26
2317
12.9
5.1
3.60
2309
19.1
9.7
4.8
3.70
2296
39.1
18.5
12.8
5.4
3.64
2291
19.1
42.1
23.3
10.2
5.3
3.60
2257
C6. My performance reviews
help me know how I can
improve in my job.
16.5
37.9
26.4
12.9
6.2
3.46
2253
C7. As an employee, I have the
opportunity to provide input
into my performance goals
and evaluation.
21.6
49.4
17.1
7.0
4.9
3.76
2278
C8. Our performance planning
and evaluation program
helps me identify what skills
I need to develop to be
effective in my current job.
12.7
36.1
29.5
15.3
6.4
3.33
2252
C-6
Table C-9 continued
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
(%)
(%)
(%)
(%)
(%)
C9. Our performance planning
and evaluation program
helps me identify what skills
I need to advance.
11.4
29.2
31.5
18.9
C10. My contribution is
recognized within my
department.
20.3
37.4
21.0
C11. My performance has made
a difference in my pay.
12.2
23.0
19.7
Statement
Mean
n
9.0
3.15
2251
12.1
9.2
3.48
2293
21.9
23.2
2.79
2236
Table C-10
Excellent
Very
Good
Good
Fair
Poor
Question
C12. Overall, how would you
rate the university’s
performance planning
program?
C13. Overall, how would you
rate the university’s
performance evaluation
program?
Mean
n
(%)
(%)
(%)
(%)
(%)
1.9
11.4
37.8
33.8
15.1
2.51
2275
2.0
11.2
32.4
33.3
21.0
2.40
2285
C-7
RELATIVE PERFORMANCE EVALUATION - STAFF & STAFF SUPERVISORS
Table C-11
Very
Important
Important
Somewhat
Important
Not
Important
(%)
(%)
(%)
(%)
D1. Knowing what is
expected of me in my
job.
69.7
27.9
2.2
D2. Receiving clear goals
and objectives.
66.6
29.3
D3. Receiving regular
feedback on my
performance from my
supervisor.
53.1
D4. Knowing what it takes
to achieve high ratings
in my job performance.
Future Factor
Mean
n
0.2
3.67
2316
3.6
0.5
3.62
2309
36.6
9.0
1.3
3.42
2313
58.2
33.7
7.0
1.0
3.49
2306
D5. Knowing how well I
am doing.
57.9
36.6
4.7
0.8
3.52
2308
D6. Helping me to identify
what skills I need to
develop.
52.4
38.6
7.8
1.2
3.42
2314
D7. Helping me identify
what skills I need to
advance.
54.4
35.3
8.9
1.3
3.43
2308
D8. Possessing a clear
understanding of how
performance is
evaluated.
55.1
37.3
6.8
0.8
3.47
2309
D9. My supervisor
recognizing my
contribution.
62.4
31.2
5.8
0.7
3.55
2308
D10. My department
recognizing my
contribution.
54.7
32.2
10.9
2.1
3.40
2308
D11. The University
recognizing my
contribution.
48.1
27.2
18.9
5.8
3.18
2298
C-8
PERFORMANCE MANAGEMENT SYSTEM – ALL SUPERVISORS
Table C-12
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
(%)
(%)
(%)
(%)
(%)
E1. The performance planning
program helps me to be
effective in setting and
communicating expectations
that are clear and
realistically achievable.
6.5
48.9
26.6
15.9
E2. The performance evaluation
program helps me to be
effective in assessing
performance.
5.8
43.7
27.1
E3. The performance planning
and evaluation program
encourages achievement.
4.2
22.8
E4. The three-point rating scale
(Extraordinary Contributor,
Contributor, Below
Contributor) is effective in
distinguishing various levels
of performance.
3.2
E5. The performance planning
and evaluation program
helps me to be effective in
motivating employees
toward excellent
performance.
E6. The performance evaluation
program helps me to give
effective, clear feedback.
Statement
Mean
n
2.1
3.42
823
20.7
2.6
3.29
830
32.5
30.8
9.7
2.81
823
20.4
14.3
34.9
27.1
2.38
830
2.9
18.7
33.0
31.2
14.2
2.65
826
4.8
44.7
29.8
16.5
4.3
3.29
826
C-9
Table C-12 continued
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
(%)
(%)
(%)
(%)
(%)
E7. The performance planning
and evaluation program
helps me to identify skills
required for employees to
be effective in their jobs.
5.1
46.7
26.6
17.8
E8. The performance planning
and evaluation program
helps me to identify
employee development
needs for growth and
advancement.
5.4
44.7
29.4
E9. The performance
evaluation program
provides the tools
necessary to address
performance issues.
4.3
32.2
E10. The standards of conduct
policy provides the tools
and procedures I need to
address problems with
employee conduct and
behavior.
6.1
42.7
Statement
C-10
Mean
N
3.7
3.32
828
17.0
3.6
3.31
825
30.0
24.1
9.4
2.98
821
30.1
14.4
6.7
3.27
769
YOUR COMPENSATION – ALL STAFF AND STAFF SUPERVISORS
Table C-13
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
(%)
(%)
(%)
(%)
(%)
F1. I was paid appropriately
when I started working at
the University in a salaried
position.
4.1
33.4
24.2
25.1
F2. I understand how my pay is
determined.
4.5
36.2
25.8
F3. My pay has increased in line
with the changes in levels of
my responsibility.
5.7
27.1
F4. The University’s current
policies and procedures for
determining staff pay are
effective.
1.3
F5. I do not have to change jobs
within the University to get
a meaningful pay increase.
Statement
Mean
n
13.2
2.90
2266
24.5
9.0
3.03
2238
21.7
28.0
17.5
2.76
2197
11.3
29.8
36.0
21.6
2.35
2124
3.2
11.6
14.1
35.2
35.9
2.11
2197
F6. I do not have to take a job
outside of the University to
get a meaningful pay
increase.
2.9
14.8
23.2
29.7
29.3
2.32
2148
F7. I know where to get answers
to my questions regarding
pay
6.5
37.7
26.2
20.6
9.0
3.12
2211
F8. My supervisor has the
opportunity to provide input
into my pay.
10.0
42.2
23.1
15.7
8.9
3.29
2023
C-11
Table C-13 continued
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
(%)
(%)
(%)
(%)
(%)
F9. My pay level is
comparable with other
employees in similar jobs
within the University.
3.2
25.4
28.4
25.2
F10. My pay level is
comparable with
employees in similar jobs
outside of the University.
1.7
8.6
22.6
F11. I would like to work in a
place that provides an
opportunity to get pay
increases based on
performance.
50.8
39.2
F12. I would be willing to
participate in a system that
resulted in lower
performers being paid less
than the state increase.
27.0
Excellent
Statement
Mean
n
17.8
2.71
1800
32.9
34.1
2.11
1893
8.3
0.7
0.9
4.38
2278
29.9
23.4
13.1
6.6
3.57
2200
Very
Good
Good
Fair
Poor
Mean
n
(%)
(%)
(%)
(%)
(%)
1.4
11.2
33.5
33.4
20.6
2.39
2302
Table C-14
Question
F13. Overall, how would you
rate the University’s
compensation program for
staff?
C-12
STAFF COMPENSATION SYSTEM – ALL SUPERVISORS
Table C-15
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
(%)
(%)
(%)
(%)
(%)
G1. The University’s
compensation program is
effective in attracting and
hiring quality employees.
1.4
22.1
29.1
35.8
G2. The University’s
compensation program is
effective in motivating and
retaining quality
employees.
1.0
13.9
24.7
G3. My department is able to
provide the funding to
attract and hire quality
employees.
2.7
22.4
G4. My department is able to
provide the funding to
motivate and retain quality
employees.
2.4
G5. I have input into how my
employees’ pay is
determined.
Statement
Mean
n
11.6
2.66
812
44.1
16.3
2.39
819
29.0
33.0
12.9
2.69
805
20.8
26.2
35.2
15.4
2.60
807
4.7
33.2
20.4
27.1
14.6
2.86
820
G6. I can answer my
employees’ questions
regarding how their pay is
determined.
5.7
40.5
19.7
23.6
10.4
3.07
824
G7. I have been able to reward
my employees through
their pay.
2.8
27.6
20.8
32.2
16.6
2.68
815
G8. I have been able to
comparably compensate
my employees relative to
other departments in the
University.
2.8
25.9
27.9
29.5
14.0
2.74
686
C-13
Table C-15 continued
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
(%)
(%)
(%)
(%)
(%)
G9. I have been able to
comparably compensate
my employees relative to
organizations outside the
University.
1.8
11.1
21.1
39.9
G10. I would support a
compensation program that
allows me to recommend
pay increases based on
employee performance.
47.9
44.7
6.0
1.2
Statement
C-14
Mean
n
26.1
2.22
703
0.2
4.39
829
RELATIVE IMPORTANCE OF FACTORS DETERMINING - A STAFF EMPLOYEE’S PAY ALL
RESPONDENTS
Table C-16
Very
Important
Important
Somewhat
Important
Not
Important
(%)
(%)
(%)
(%)
H1. Education and Training:
Education and training of the
employee directly related to the job
29.4
43.5
21.3
H2. Experience:
Total job related experience of the
employee
32.0
44.4
H3. Skills and Abilities:
Skills and abilities of the employee
directly related to the job
36.8
H4. Duties and Responsibilities:
Primary duties and responsibilities
of the employee’s job
Current Factors
Mean
n
5.8
2.97
2616
19.0
4.7
3.04
2624
41.7
17.0
4.5
3.11
2621
33.0
47.9
15.5
3.6
3.10
2615
H5. Performance:
How the employee performs
his/her duties and responsibilities
44.5
30.3
16.0
9.3
3.10
2623
H6. Department Equity:
Pay levels of employees in similar
jobs within the department
29.9
39.1
20.6
10.5
2.88
2535
H7. University Equity:
Pay levels of employees in similar
jobs across the University
28.8
37.4
21.7
12.1
2.83
2496
H8. External Equity - Local:
Pay levels of employees in similar
jobs outside the University in the
local market
26.7
35.1
18.9
19.3
2.69
2437
H9. External Equity –
Regional/National:
Pay levels of employees in similar
jobs outside the University in the
national market
24.9
32.0
19.6
23.5
2.58
2424
H10. Pay History:
How often the employee’s pay has
been adjusted in a specified period
of time
21.9
35.0
23.7
19.5
2.59
2444
H11. Length of Service:
How many years the employee has
been with the University or any
other state agency
30.3
31.4
22.7
15.6
2.76
2569
C-15
RELATIVE IMPORTANCE OF PAY DETERMINANTS – ALL RESPONDENTS
Table C-17
Current Factors
Very
Important
(%)
Important
(%)
Somewhat
Important
(%)
Not
Important
(%)
Mean
n
I1. Education and Training:
Education and training of the
employee directly related to the job
35.7
51.0
12.7
0.6
3.22
2603
I2. Experience:
Total job related experience of the
employee
46.5
46.0
7.3
0.3
3.39
2600
I3. Skills and Abilities:
Skills and abilities of the employee
directly related to the job
55.5
41.0
3.4
0.0
3.52
2587
I4. Duties and Responsibilities:
Primary duties and responsibilities
of the employee’s job
48.9
47.3
3.7
0.1
3.45
2591
I5. Performance:
How the employee performs his/her
duties and responsibilities
70.9
27.6
1.3
0.1
3.69
2600
I6. Department Equity:
Pay levels of employees in similar
jobs within the department
33.9
44.6
17.9
3.7
3.09
2558
I7. University Equity:
Pay levels of employees in similar
jobs across the University
32.5
43.9
19.5
4.2
3.05
2552
External Equity - Local:
Pay levels of employees in similar
jobs outside the University in the
local market
34.7
44.6
17.5
3.2
3.11
2518
I9. External Equity –
Regional/National:
Pay levels of employees in similar
jobs outside the University in the
national market
32.1
40.0
22.1
5.8
2.98
2513
I10. Pay History:
How often the employee’s pay has
been adjusted in a specified period
of time
22.1
33.0
22.8
22.1
2.55
2524
I11. Length of Service:
How many years the employee has
been with the University or any
other state agency
30.7
33.5
24.1
11.6
2.83
2580
I8.
C-16
EMPLOYEE LEAVE BENEFITS – ALL STAFF AND STAFF SUPERVISORS
Table C-18
Statement
J1. The state’s paid leave
policies are easy to
understand.
J2. The state’s paid leave
benefits meet my needs.
J3. The state’s paid leave
benefits are sufficiently
flexible.
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
(%)
(%)
(%)
(%)
(%)
17.5
56.4
16.5
8.2
19.0
57.4
15.2
16.8
54.0
25.8
Excellent
Mean
n
1.4
3.80
2245
6.5
1.9
3.85
2237
19.8
7.4
2.0
3.76
2195
46.8
17.6
7.2
2.6
3.86
1884
Very
Good
Good
Fair
Poor
Mean
n
3.74
2269
J4. The state’s paid leave
benefits are competitive
relative to organizations
outside the University.
Table C-19
Question
J5. Overall, how would you rate
the state’s leave benefits?
(%)
(%)
(%)
(%)
(%)
22.2
40.3
27.8
8.6
1.0
C-17
STAFF LEAVE BENEFITS – ALL SUPERVISORS
Table C-20
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
(%)
(%)
(%)
(%)
(%)
K1. The state’s paid leave
policies are easy for my
employees to understand.
11.2
52.9
17.2
14.7
K2. The state’s paid leave
benefits meet the needs of
my department.
12.6
59.5
19.1
K3. The state’s paid leave
benefits meet the needs of
my employees.
15.5
59.1
K4. The state’s paid leave
benefits are sufficiently
flexible.
14.8
K5. The state’s paid leave
benefits are competitive
relative to organizations
outside the University.
Statement
Mean
n
3.9
3.53
784
6.7
2.0
3.74
780
17.9
5.9
1.5
3.81
774
51.3
20.4
10.5
3.1
3.64
767
24.3
49.0
19.1
4.9
2.6
3.87
645
Excellent
Very
Good
Good
Fair
Poor
Mean
n
3.67
803
Table C-21
Question
K6. Overall, how would you
rate your staff employees’
state leave benefits?
C-18
(%)
(%)
(%)
(%)
(%)
20.1
39.4
29.1
10.1
1.3
RELATIVE IMPORTANCE OF PAY, BENEFITS, AND WORK LIFE FOR YOU – ALL STAFF AND STAFF
SUPERVISORS
Table C-22
Very
Important
Important
Somewhat
Important
Not
Important
(%)
(%)
(%)
(%)
L1. Leave benefits
55.2
37.5
6.0
L2. Health insurance
80.5
15.9
L3. Virginia Retirement benefits
70.8
L4. Opportunities for additional
responsibilities
Current Factors
Mean
n
1.3
3.47
2254
2.6
1.1
3.76
2256
21.2
6.3
1.7
3.61
2256
33.6
44.5
17.1
4.8
3.07
2231
L5. Opportunities for pay
increases
65.9
28.0
4.9
1.3
3.58
2252
L6. Opportunities to learn new
skills
51.4
37.6
9.0
2.0
3.38
2242
L7. Reputation of the University
as an employer
35.4
35.9
19.1
9.7
2.97
2234
L8. Job security
64.4
28.8
6.0
0.9
3.57
2253
L9. Work scheduling that meets
my lifestyle requirements
54.3
34.2
10.1
1.3
3.42
2248
L10. Relationships with
coworkers
40.4
42.2
15.0
2.5
3.20
2254
L11. Relationships with
supervisors
46.2
40.7
11.0
2.0
3.31
2251
L12. Understanding how my job
supports the vision, mission
and values of the University
33.4
38.2
21.9
6.5
2.98
2244
L13. Tuition benefits for
employees who want to take
courses
36.0
33.4
19.6
11.0
2.95
2228
C-19
Table C-23
Very
Important
Important
Somewhat
Important
Not
Important
(%)
(%)
(%)
(%)
L14. Overall, how important
were the above factors in
your decision to accept
employment with the
University?
48.3
38.8
10.6
L15. Overall, how important
were the above factors in
your decision to continue
your employment with the
University?
55.7
37.1
6.4
Current Factors
C-20
Mean
n
2.3
3.33
2228
0.8
3.48
2238
RELATIVE IMPORTANCE OF PAY, BENEFITS,
AND WORK LIFE FOR EMPLOYEES – ALL SUPERVISORS
Table C-24
Very
Importan
t
Important
Somewhat
Important
Not
Important
(%)
(%)
(%)
(%)
M1. Leave benefits
37.3
49.3
11.7
M2. Health insurance
73.8
24.1
M3. Virginia Retirement benefits
53.0
M4. Opportunities for additional
responsibilities
Current Factors
Mean
n
1.6
3.22
810
2.0
0.1
3.72
819
33.4
11.3
2.3
3.37
807
26.0
48.3
22.8
3.0
2.97
808
M5. Opportunities for pay
increases
60.0
35.0
4.4
0.6
3.54
811
M6. Opportunities to learn new
skills
34.9
48.4
16.2
0.4
3.18
813
M7. Reputation of the University
as an employer
29.2
40.9
23.2
6.7
2.92
809
M8. Job security
52.6
38.9
8.1
0.4
3.44
813
M9. Work scheduling that meets
their lifestyle requirements
39.1
47.2
12.3
1.4
3.24
812
M10. Relationships with
coworkers
30.3
49.5
19.1
1.1
3.09
810
M11. Relationships with
supervisors
34.0
51.4
13.8
0.7
3.19
810
M12. Understanding how their job
supports the vision, mission
and values of the University
20.3
34.2
32.5
13.0
2.62
806
M13. Tuition benefits for
employees who want to take
courses
23.6
39.0
30.2
7.1
2.79
798
C-21
Table C-25
Very
Importan
t
Important
Somewhat
Important
Not
Important
(%)
(%)
(%)
(%)
M14. Overall, how important
were the above factors in
attracting your employees to
the University?
34.9
54.7
9.9
M15. Overall, how important are
the above factors in retaining
your employees with the
University?
39.1
51.3
9.3
Current Factors
C-22
Mean
n
0.5
3.24
784
0.4
3.29
779
UNIVERSITY STAFF AND CLASSIFIED STAFF SYSTEMS – ALL SUPERVISORS
Table C-26
Strongly
Agree
Agree
Neutral
Disagree
Strongly
Disagree
(%)
(%)
(%)
(%)
(%)
N1. The potential benefits of
creating a new University
Staff Performance
Planning and Evaluation
System will outweigh the
complexities of managing
the two different programs.
17.9
37.3
25.8
13.9
N2. The potential benefits of
creating new University
Staff compensation
programs will outweigh the
complexities of managing
the two different programs.
22.7
39.6
23.0
N3. The potential benefits of
creating new University
Staff Leave Benefit
policies will outweigh the
complexities of managing
the two different sets of
policies.
14.4
33.2
N4. The potential benefits of
creating new University
Staff workplace policies,
such as Standards of
Conduct and discipline,
will outweigh the
complexities of managing
the two different programs.
15.1
N5. Overall, the potential
benefits of creating a new
University Staff System
will outweigh the
complexities of managing
the two human resource
systems.
17.2
Statement
Mean
n
5.1
3.49
692
11.0
3.6
3.67
705
32.2
14.7
5.4
3.36
698
31.0
27.7
19.8
6.4
3.29
701
37.5
28.2
12.2
4.9
3.50
689
C-23
OVERALL RATINGS – ALL RESPONDENTS
Table C-27
O1. Overall, how would you rate the current staff
human resources system?
Frequency
Percent
Excellent
76
3.1
Very good
569
22.9
Good
1011
40.6
Fair
617
24.8
Poor
215
8.6
Total
2487
100
Frequency
Percent
Excellent
348
13.6
Very good
1011
39.4
Good
899
35.1
Fair
271
10.6
Poor
34
1.3
Total
2562
100
Table C-28
O2. Overall, how would you rate the University as a
place for staff to work?
C-24
Table C-29
O3. I would recommend the University to my friends
and family as a place to work.
Frequency
Percent
Strongly agree
512
23.0
Agree
1241
55.8
Neutral
363
16.3
Disagree
67
3.0
Strongly disagree
41
1.8
2224
100
Total
C-25
APPENDIX D
COMPARATIVE MEANS
Table D-1
This set of questions is about how performance is evaluated and
recognized at the university.
Please indicate how much you agree or disagree with the
following statements.
Performance Planning Program
Staff
Supervi
No.
Item
sors
Staff
Total
Evaluation
helps identify
3.30
3.34
C8
3.33
skills needed
to be effective
Evaluation
helps identify
3.13
3.16
C9
3.15
skills needed
to advance
Overall rating
for
2.47
2.52
2.51
C12
performance
planning
The underlined means are significantly higher than the lowest
mean in the row at p<.05, not including the total mean.
D-1
Table D-2
This set of questions is about how performance is evaluated and
recognized at the university.
Please indicate how much you agree or disagree with the following
statements.
Performance Evaluation Program
Staff
No. Item
Supervisors
Staff
Total
Know what is expected
4.31
4.25
4.26
C1
of me
Receive regular feedback
3.59
3.60
3.60
C2
on performance
Clear understanding of
3.77
3.68
3.70
C3
performance
Know what I need to
C4 achieve high
3.72
3.62
3.64
performance
Performance reviews
C5 help me know how I am
3.59
3.60
3.60
doing
Performance reviews
C6 help me know how to
3.44
3.46
3.46
improve
Have the opportunity to
3.90
C7
3.72
3.76
provide input in review
Recognized by my
3.57
3.45
3.48
C10
department
Performance affects my
2.95
2.75
2.79
C11
pay
Overall rating for
2.33
2.42
2.40
C13
performance evaluation
The underlined means are significantly higher than the lowest mean
in the row at p<.05, not including the total mean.
Five-point scale
D-2
Table D-2A
Performance Evaluation Program
Ordered Means
Staff
Supervisors
No.
Item
C1
Know what is expected of me
4.31
C7
Receive regular feedback on performance
3.59
C3
Clear understanding of performance
3.77
C4
C2
C10
C5
Know what I need to achieve high
performance
Performance reviews help me know how I
am doing
Performance reviews help me know how to
improve
Have the opportunity to provide input in
review
3.72
3.59
3.44
3.90
C6
Recognized by my department
3.57
C11
Performance affects my pay
2.95
C13
Overall rating for performance evaluation
2.33
Table D-2B
Performance Evaluation Program
Ordered Means
No.
Item
Staff
C1
Know what is expected of me
4.25
C7
Receive regular feedback on performance
3.60
C3
Clear understanding of performance
3.68
C4
Know what I need to achieve high performance
3.62
C2
C5
Performance reviews help me know how I am
doing
Performance reviews help me know how to
improve
3.60
3.46
C10
Have the opportunity to provide input in review
3.72
C6
Recognized by my department
3.45
C11
Performance affects my pay
2.75
C13
Overall rating for performance evaluation
2.42
D-3
Table D-3
As we consider making changes to the system, please rate how
important each of the factors in the table below should be in a
performance evaluation and performance planning system.
How important should each of the following factors be?
Relative Performance Evaluation
Staff
No. Item
Supervisors
Staff
Total
Know what is expected
3.68
3.67
3.67
D1
of me
Receive clear goals and
3.62
3.62
3.62
D2
objectives
Receive regular feedback
3.44
3.41
3.42
D3
on performance
Know what it takes to get
3.48
3.50
3.49
D4
high ratings
Know how well I am
3.51
3.52
3.52
D5
doing
Helps me identify skills I
3.38
3.43
3.42
D6
need to develop
Helps me identify skills I
3.36
3.45
D7
3.43
need to advance
Clear understanding of
3.47
3.47
3.47
D8
evaluation
Supervisor recognizes
3.54
3.56
3.55
D9
my contribution
Department recognizes
3.40
3.40
3.40
D10
my contribution
University recognizes my
3.13
3.19
3.18
D11
contribution
The underlined means are significantly higher than the lowest mean
in the row at p<.05, not including the total mean.
Four-point scale
D-4
Table D-3A
No.
Relative Performance Evaluation
Ordered Means
Item
D1
Know what is expected of me
3.68
D2
Receive clear goals and objectives
3.62
D9
Supervisor recognizes my contribution
3.54
D5
Know how well I am doing
3.51
D4
Know what it takes to get high ratings
3.48
D8
Clear understanding of evaluation
Receive regular feedback on
performance
Department recognizes my
contribution
Helps me identify skills I need to
develop
Helps me identify skills I need to
advance
University recognizes my contribution
3.47
D3
D10
D6
D7
D11
Staff
Supervisors
3.44
3.40
3.38
3.36
3.13
Table D-3B
No.
D1
Relative Performance Evaluation
Ordered Means
Item
Know what is expected of me
Staff
3.67
D2
Receive clear goals and objectives
3.62
D9
Supervisor recognizes my contribution
3.56
D5
Know how well I am doing
3.52
D4
Know what it takes to get high ratings
3.50
D8
Clear understanding of evaluation
Helps me identify skills I need to
advance
Helps me identify skills I need to
develop
Receive regular feedback on
performance
Department recognizes my
contribution
University recognizes my contribution
3.47
D7
D6
D3
D10
D11
3.45
3.43
3.41
3.40
3.19
D-5
Table D-4
Please indicate how much you, as a supervisor of staff, agree or disagree
with the following statements about the current performance management
system
Performance Management System
Faculty
Supervisors
Staff
No. Item
of Staff
Supervisors
Total
Helps in setting
3.34
3.47
E1
3.42
expectations
Helps in assessing
3.22
3.35
E2
3.29
performance
Encourages
2.74
2.86
2.81
E3
achievement
Three point scale
2.38
2.37
2.38
E4
distinguishes levels
Helps in motivating
2.60
2.69
2.65
E5
employees
Helps me give clear
3.25
3.32
3.29
E6
feedback
Helps identify skills
3.21
3.40
E7
3.32
to be effective
Helps identify
3.24
3.37
E8
3.31
development needs
Provides tools to
2.84
3.08
E9
2.98
address performance
Standards of conduct
E10 helps address
3.13
3.37
3.27
problems
The underlined means are significantly higher than the lowest mean in the
row at p<.05, not including the total mean.
Five-point scale
D-6
Table D-4A
No.
Item
Performance Management System
Ordered Means
Faculty
Supervisors of Staff
E1
Helps in setting expectations
3.34
E6
Helps me give clear feedback
3.25
E8
Helps identify development needs
3.24
E2
Helps in assessing performance
3.22
E7
Helps identify skills to be effective
3.21
E10
Standards of conduct helps address
problems
3.13
E9
Provides tools to address performance
2.84
E3
Encourages achievement
2.74
E5
Helps in motivating employees
2.60
E4
Three point scale distinguishes levels
2.38
Table D-4B
Performance Management System
Ordered Means
No.
Item
Staff
Supervisors
E1
Helps in setting expectations
3.47
E7
Helps identify skills to be effective
3.40
E8
Helps identify development needs
3.37
E10
Standards of conduct helps address
problems
3.37
E2
Helps in assessing performance
3.35
E6
Helps me give clear feedback
3.32
E9
Provides tools to address performance
3.08
E3
Encourages achievement
2.86
E5
Helps in motivating employees
2.69
E4
Three point scale distinguishes levels
2.37
D-7
Table D-5
This set of questions is about your compensation.
Please indicate how much you agree or disagree with the following
statements.
Your Compensation
Staff
Supervisors
No.
Item
F1
Paid appropriately when
started
2.78
Staff
Total
2.93
2.90
Understand how pay is
3.03
3.15
2.99
determined
Pay increased with
2.76
2.88
F3
2.72
responsibility
Current policies for
2.35
2.28
2.37
F4
determining pay effective
Do not have to change
2.11
2.13
2.11
F5
jobs to get increase
Do not have to go outside
2.32
2.32
2.32
F6
University to get increase
Know where to get
3.12
3.32
F7
3.07
answers about pay
Supervisor can provide
3.29
3.42
F8
3.25
input into my pay
Pay is comparable to
2.71
2.68
2.72
F9
others in University
Pay is comparable to
2.11
2.04
2.13
F10
others outside University
Opportunities for pay
4.38
F11 increases based on
4.40
4.38
performance
Pay less than state for
3.57
3.82
F12
3.51
low performance
The underlined means are significantly higher than the lowest mean
in the row at p<.05, not including the total mean.
Five-point scale
F2
D-8
Table D-5A
Your Compensation
Ordered Means
No.
4.40
F12
Item
Opportunities for pay increases based on
performance
Pay less than state for low performance
F8
Supervisor can provide input into my pay
3.42
F7
Know where to get answers about pay
3.32
F2
Understand how pay is determined
3.15
F3
Pay increased with responsibility
2.88
F1
Paid appropriately when started
2.78
F9
Pay is comparable to others in University
Do not have to go outside University to get
increase
Current policies for determining pay
effective
2.68
F5
Do not have to change jobs to get increase
2.13
F10
Pay is comparable to others outside
University
2.04
F11
F6
F4
No.
3.82
2.32
2.28
Table D-5B
Your Compensation
Ordered Means
No.
Item
Opportunities for pay increases based on
performance
Pay less than state for low performance
Supervisor can provide input into my pay
Know where to get answers about pay
Understand how pay is determined
Paid appropriately when started
Pay increased with responsibility
Pay is comparable to others in University
Current policies for determining pay effective
Do not have to go outside University to get
increase
Staff
F10
Pay is comparable to others outside University
2.13
F5
Do not have to change jobs to get increase
2.11
F11
F12
F8
F7
F2
F1
F3
F9
F4
F6
4.38
3.51
3.25
3.07
2.99
2.93
2.72
2.72
2.37
2.32
D-9
Table D-6
This set of questions is about the compensation program for staff.
Please indicate how much you agree or disagree with the following
statements about the compensation program for staff.
Staff Compensation System
Faculty
Supervisors
Staff
No. Item
of Staff
Supervisors
Total
Compensation effective in
2.53
2.76
G1
2.66
attracting and hiring
Compensation effective in
2.36
2.42
2.39
G2
motivating and retaining
Department funding
2.70
2.68
2.69
G3
effective in attracting
Department funding
2.63
2.57
2.60
G4
effective in motivating
Have input in employees
3.08
G5
2.70
2.86
pay
Can answer employees
3.11
3.05
3.07
G6
questions about pay
Able to reward employees
2.85
G7
2.54
2.68
through pay
Able to compensate
2.86
G8
2.66
2.74
comparable to other dept
Able to compensate
G9 comparable to outside
2.35
2.13
2.22
University
Would support increases
4.35
4.42
4.39
G10
based on performance
The underlined means are significantly higher than the lowest mean in
the row at p<.05, not including the total mean.
Five-point scale
D-10
Table D-6A
Staff Compensation System
Ordered Means
No.
Item
No.
G10
Would support increases based on performance
4.35
G6
Can answer employees questions about pay
3.11
G5
Have input in employees pay
3.08
G8
Able to compensate comparable to other dept
2.86
G7
Able to reward employees through pay
2.85
G3
Department funding effective in attracting
2.70
G4
Department funding effective in motivating
2.63
G1
Compensation effective in attracting and hiring
2.53
G2
Compensation effective in motivating and retaining
Able to compensate comparable to outside
University
2.36
G9
2.35
Table D-6B
Staff Compensation System
Ordered Means
No.
Item
Staff
Supervisors
G10
Would support increases based on performance
4.42
G6
Can answer employees questions about pay
3.05
G1
Compensation effective in attracting and hiring
2.76
G5
Have input in employees pay
2.70
G3
Department funding effective in attracting
2.68
G8
Able to compensate comparable to other dept
2.66
G4
Department funding effective in motivating
2.57
G7
Able to reward employees through pay
2.54
G2
G9
Compensation effective in motivating and
retaining
Able to compensate comparable to outside
University
2.42
2.13
D-11
Table D-7
Please rate how important you think each of the following factors is currently in
determining a staff employee's pay.
Relative Importance of Factors Determining a Staff Employee's Pay
Faculty
Supervisors
Staff
Staff
No. Item
of Staff
Supervisors
Total
Column number
1
2
3
H1
Education and Training
2.91
3.081,3
2.95
2.97
H2
Experience
3.00
3.141,3
3.02
3.04
H3
Skills and Abilities
3.10
3.193.
3.09
3.11
H4
Duties and
Responsibilities
3.03
3.151.
3.10
3.10
H5
Performance
2.94
3.231,3
3.091.
3.10
H6
Department Equity
2.75
2.951.
2.891.
2.88
H7
University Equity
2.60
2.861.
2.871.
2.83
H8
External Equity - Local
2.37
2.771.
2.731.
2.69
H9
External Equity Regional/National
2.18
2.671.
2.641.
2.58
H10 Pay History
2.38
2.601.
2.631.
2.59
H11 Length of Service
2.50
2.721.
2.831,2
2.76
The superscripts are column numbers. They indicate a significant
difference at p < .05 in the row value of the column of the superscript
number. The indicator is always on the higher value.
Four-point scale
D-12
Table D-7A
H3
Factors Determining a Staff Employee's Pay
Faculty
Ordered Means
Supervisors of
Item
Staff
Column number
1
Skills and Abilities
3.10
H4
Duties and Responsibilities
3.03
H2
Experience
3.00
H5
Performance
2.94
H1
Education and Training
2.91
H6
Department Equity
2.75
H7
University Equity
2.60
H11
Length of Service
2.50
H10
Pay History
2.38
H8
External Equity - Local
2.37
H9
External Equity - Regional/National
2.18
No.
Table D-7B
H5
Factors Determining a Staff Employee's Pay
Staff
Ordered Means
Item
Supervisors
Column number
2
Performance
3.23
H3
Skills and Abilities
3.19
H4
Duties and Responsibilities
3.15
H2
Experience
3.14
H1
Education and Training
3.08
H6
Department Equity
2.95
H7
University Equity
2.86
H8
External Equity - Local
2.77
H11
Length of Service
2.72
H9
External Equity - Regional/National
2.67
H10
Pay History
2.60
No.
D-13
Table D-7C
Factors Determining a Staff Employee's Pay
Ordered Means
No.
Item
Column number
D-14
Staff
3
H4
Duties and Responsibilities
3.10
H3
Skills and Abilities
3.09
H5
Performance
3.09
H2
Experience
3.02
H1
Education and Training
2.95
H6
Department Equity
2.89
H7
University Equity
2.87
H11
Length of Service
2.83
H8
External Equity - Local
2.73
H9
External Equity - Regional/National
2.64
H10
Pay History
2.63
Table D-8
As we consider making changes to the system, please rate how important each of
the following factors should be in determining an employee's pay level.
No. Item
Relative Importance of Pay Determinants
Faculty
Supervisors
Staff
of Staff
Supervisors
Column number
1
2
Staff
3
Total
I1
Education and Training
3.21
3.20
3.22
3.22
I2
Experience
3.31
3.411,
3.401,
3.43
I3
Skills and Abilities
3.592,3
3.49
3.52
3.52
I4
Duties and Responsibilities
3.40
3.471,
3.451,
3.45
I5
Performance
3.812,3
3.70
3.67
3.69
I6
Department Equity
2.96
3.111,
3.101,
3.09
I7
University Equity
2.87
3.061,
3.081,
3.05
I8
External Equity - local
2.97
3.101,
3.141,
3.11
External Equity Regional/National
2.66
2.981,
3.051,
2.98
2.09
2.461,
2.671,2
2.55
2.961,2
2.27
2.791,
I11 Length of Service
The superscripts are column numbers. They indicate a significant
difference at p < .05 in the row value of the column of the superscript
number. The indicator is always on the higher value.
Four-point scale
2.83
I9
I10 Pay History
D-15
Table D-8A
I5
Relative Importance of Pay Determinants
Faculty
Ordered Means
Item
Supervisors of Staff
Column number
1
Performance
3.81
I3
Skills and Abilities
3.59
I4
Duties and Responsibilities
3.40
I2
Experience
3.31
I1
Education and Training
3.21
I8
External Equity - local
2.97
I6
Department Equity
2.96
I7
University Equity
2.87
I9
External Equity - Regional/National
2.66
I11
Length of Service
2.27
I10
Pay History
2.09
No.
Table D-8B
Relative Importance of Pay Determinants
Ordered Means
No.
Item
Column number
D-16
Staff
Supervisors
2
3.70
I5
Performance
I3
Skills and Abilities
3.49
I4
Duties and Responsibilities
3.47
I2
Experience
3.41
I1
Education and Training
3.20
I6
Department Equity
3.11
I8
External Equity - local
3.10
I7
University Equity
3.06
I9
External Equity - Regional/National
2.98
I11
Length of Service
2.79
I10
Pay History
2.46
Table D-8C
Relative Importance of Pay Determinants
Ordered Means
No. Item
Column number
Staff
3
I4
Duties and Responsibilities
3.45
I2
Experience
3.40
I8
External Equity - local
3.14
I6
Department Equity
3.10
I7
University Equity
3.08
I9
External Equity - Regional/National
3.05
I11
Length of Service
2.96
I10
Pay History
2.67
I5
Performance
3.67
I3
Skills and Abilities
3.52
I1
Education and Training
3.22
D-17
Table D-9
Please indicate how much you agree or disagree with the following statements
about your leave benefits.
Employee Leave Benefits
Staff
No.
Item
Supervisors
Staff
Total
State paid leave policies
3.82
3.80
3.80
J1
are easy to understand
State paid leave benefits
3.94
J2
3.83
3.85
meet my needs
State paid leave benefits
3.80
3.75
3.76
J3
are flexible
State paid leave benefits
3.94
3.84
3.86
J4
are competitive
Overall rating of state paid
3.84
J5
3.71
3.74
leave benefits
The underlined means are significantly higher than the lowest mean in the row
at p<.05, not including the total mean.
Five-point scale
D-18
Table D-9A
Employee Leave Benefits
Ordered Means
No.
Item
Staff
Supervisors
J2
State paid leave benefits meet my needs
3.94
J4
State paid leave benefits are competitive
3.94
J5
Overall rating of state paid leave benefits
3.84
J1
State paid leave policies are easy to understand
3.82
J3
State paid leave benefits are flexible
3.80
Table D-9B
Employee Leave Benefits
Ordered Means
No.
Item
Staff
J4
State paid leave benefits are competitive
3.84
J2
State paid leave benefits meet my needs
3.83
J1
State paid leave policies are easy to understand
3.80
J3
State paid leave benefits are flexible
3.75
J5
Overall rating of state paid leave benefits
3.71
D-19
Table D-10
As a supervisor of staff, please indicate how much you agree or
disagree with the following statements about your staff employees'
leave benefits.
Staff Leave Benefits
Faculty
Supervisors
Staff
No. Item
of Staff
Supervisors
Total
State paid leave policies
3.29
3.70
K1
3.53
are easy to understand
State paid leave benefits
3.54
3.89
K2
3.74
meet needs of department
State paid leave benefits
3.66
3.92
K3
3.81
meet needs of employees
State paid leave benefits
3.43
3.80
K4
3.64
are flexible
State paid leave benefits
3.76
3.95
K5
3.87
are competitive
Overall rating of staff
3.52
3.78
3.67
K6
employee leave benefits
The underlined means are significantly higher than the lowest mean in
the row at p<.05, not including the total mean.
Five-point scale
D-20
Table D-10A
Staff Leave Benefits
Ordered Means
No.
K5
K3
K2
K6
Item
State paid leave benefits are competitive
State paid leave benefits meet needs of
employees
State paid leave benefits meet needs of
department
Overall rating of staff employee leave
benefits
Faculty
Supervisors
of Staff
3.76
3.66
3.54
3.52
K4
State paid leave benefits are flexible
3.43
K1
State paid leave policies are easy to
understand
3.29
Table D-10B
Staff Leave Benefits
Ordered Means
No.
K5
K3
K2
K4
K6
K1
Item
State paid leave benefits are competitive
State paid leave benefits meet needs of
employees
State paid leave benefits meet needs of
department
State paid leave benefits are flexible
Overall rating of staff employee leave
benefits
State paid leave policies are easy to
understand
Staff
Supervisors
3.95
3.92
3.89
3.80
3.78
3.70
D-21
Table D-11
Please rate the importance of each of the following factors in your
continued employment with the university.
Relative Importance of Pay, Benefits, and Work Life for You
Staff
Staff
No. Item
Supervisors
Total
L1
Leave benefits
3.45
3.47
3.47
L2
Health insurance
3.79
3.75
3.76
L3
Virginia retirement
3.72
3.58
3.61
3.09
3.06
3.07
3.63
3.57
3.58
3.34
3.40
3.38
2.91
2.99
2.97
L4
L5
L6
L7
Opportunities for
responsibility
Opportunities for pay
increases
Opportunities to learn
skills
Reputation of the
University
L8
Job security
3.56
3.57
3.57
L9
Work scheduling that
supports my lifestyle
3.36
3.43
3.42
L10 Coworker relationships
3.20
3.20
3.20
L11 Supervisor relationships
3.31
3.31
3.31
3.01
2.98
2.98
2.83
2.98
2.95
L12
Supporting the university
vision, mission and values
L13 Tuition benefits
Overall importance of
L14 factors to accept
3.36
3.33
3.33
employment
Overall importance of
L15 factors to continue
3.51
3.47
3.48
employment
The underlined means are significantly higher than the lowest mean
in the row at p<.05, not including the total mean.
Four-point scale
D-22
Table D-11A
Pay, Benefits, and Work Life for You
Ordered Means
No.
L2
L3
L5
L8
L15
L1
L9
L14
L6
L11
L10
L4
L12
L7
L13
Item
Health insurance
Virginia retirement
Opportunities for pay increases
Job security
Overall importance of factors to continue
employment
Leave benefits
Work scheduling that supports my lifestyle
Overall importance of factors to accept
employment
Opportunities to learn skills
Supervisor relationships
Coworker relationships
Opportunities for responsibility
Supporting the university vision, mission and
values
Reputation of the University
Tuition benefits
Staff
Supervisors
3.79
3.72
3.63
3.56
3.51
3.45
3.36
3.36
3.34
3.31
3.20
3.09
3.01
2.91
2.83
Table D-11B
Pay, Benefits, and Work Life for You
Ordered Means
No.
L2
L3
L5
L8
L1
L15
L9
L6
L14
L11
L10
L4
L7
L12
L13
Item
Health insurance
Virginia retirement
Opportunities for pay increases
Job security
Leave benefits
Overall importance of factors to continue employment
Work scheduling that supports my lifestyle
Opportunities to learn skills
Overall importance of factors to accept employment
Supervisor relationships
Coworker relationships
Opportunities for responsibility
Reputation of the University
Supporting the university vision, mission and values
Tuition benefits
Staff
3.75
3.58
3.57
3.57
3.47
3.47
3.43
3.40
3.33
3.31
3.20
3.06
2.99
2.98
2.98
D-23
Table D-12
As a supervisor of staff, please rate how important each of the following factors is
in attracting, motivating and retaining employees of the university.
Relative Importance of Pay, Benefits, Work Life for Employees
Faculty
Supervisors
Staff
No.
Item
of Staff
Supervisors
Total
M1
Leave benefits
2.91
3.46
3.22
M2
Health insurance
3.69
3.74
3.72
M3
Virginia retirement
3.18
3.51
3.37
2.91
3.02
2.97
3.43
3.63
3.54
M4
M5
Opportunities for
responsibility
Opportunities for pay
increases
M6
Opportunities to learn skills
3.15
3.20
3.18
M7
Reputation of University
2.91
2.93
2.92
M8
Job security
3.27
3.57
3.44
M9
Work scheduling that
supports my lifestyle
3.10
3.35
3.24
M10
Coworker relationships
3.09
3.09
3.09
M11
Supervisor relationships
3.17
3.20
3.19
M12
Supporting the university
2.48
2.72
2.62
M13
Tuition benefits
2.73
2.84
2.79
Overall importance of
3.24
factors in attracting
3.12
3.33
employees
Overall importance of
3.29
M15
factors in retaining
3.18
3.37
employees
The underlined means are significantly higher than the lowest mean in the row at
p<.05, not including the total mean.
Four-point Scale
M14
D-24
Table D-12A
Pay, Benefits, Work Life for Employees
Ordered Means
No.
M2
M5
M8
M3
M15
M11
M6
M14
M9
M10
M7
M1
M4
M13
M12
Item
Health insurance
Opportunities for pay increases
Job security
Virginia retirement
Overall importance of factors in retaining
employees
Supervisor relationships
Opportunities to learn skills
Overall importance of factors in attracting
employees
Work scheduling that supports my lifestyle
Coworker relationships
Reputation of University
Leave benefits
Opportunities for responsibility
Tuition benefits
Supporting the university
Faculty
Supervisors
of Staff
3.69
3.43
3.27
3.18
3.18
3.17
3.15
3.12
3.10
3.09
2.91
2.91
2.91
2.73
2.48
Table D-12B
Pay, Benefits, Work Life for Employees
Ordered Means
No.
M2
M5
M8
M3
M1
M15
M9
M14
M6
M11
M10
M4
M7
M13
M12
Item
Health insurance
Opportunities for pay increases
Job security
Virginia retirement
Leave benefits
Overall importance of factors in retaining
employees
Work scheduling that supports my lifestyle
Overall importance of factors in attracting
employees
Opportunities to learn skills
Supervisor relationships
Coworker relationships
Opportunities for responsibility
Reputation of University
Tuition benefits
Supporting the university
Staff
Supervisors
3.74
3.63
3.57
3.51
3.46
3.37
3.35
3.33
3.20
3.20
3.09
3.02
2.93
2.84
2.72
D-25
Table D-13
Please indicate how much you agree or disagree with the following
statements about managing two different systems.
University Staff and Classified Staff Systems
Faculty
Supervisors
Staff
of Staff
No. Item
Supervisors
Total
Benefits of Performance
N1 Planning outweighs
3.56
3.44
3.49
managing two programs
Benefits of compensation
N2 program outweighs
3.80
3.57
3.67
managing two programs
Benefits of leave benefits
N3 outweigh managing two
3.46
3.30
3.36
programs
Benefits of workplace
N4 policies outweigh
3.25
3.32
3.29
managing two programs
Overall benefits outweigh
3.43
3.50
N5 managing two human
3.60
resource programs
The underlined means are significantly higher than the lowest mean in
the row at p<.05, not including the total mean.
Five-point Scale
D-26
Table D113A
University Staff and Classified Staff Systems
Faculty
Ordered Means
Supervisors
of Staff
No. Item
N2
Benefits of compensation program outweighs
managing two programs
3.80
N5
Overall benefits outweigh managing two
human resource programs
3.60
N1
Benefits of Performance Planning outweighs
managing two programs
3.56
N3
Benefits of leave benefits outweigh managing
two programs
3.46
N4
Benefits of workplace policies outweigh
managing two programs
3.25
Table D113B
University Staff and Classified Staff Systems
Ordered Means
No.
Item
Staff
Supervisors
N2
Benefits of compensation program outweighs
managing two programs
3.67
N5
Overall benefits outweigh managing two
human resource programs
3.50
N1
Benefits of Performance Planning outweighs
managing two programs
3.49
N3
Benefits of leave benefits outweigh managing
two programs
3.36
N4
Benefits of workplace policies outweigh
managing two programs
3.29
D-27
APPENDIX E
SIGNIFICANT
DEMOGRAPHIC CROSSTABULATIONS
Year started current period of continuous salaried employment
Table E-1
C1 Know what is expected of me
C10 Recognized by my department
C11 Performance affects my pay
C12 Overall rating for performance planning
C13 Overall rating for performance evaluation
D1 Know what is expected of me
D2 Receive clear goals and objectives
D10 Department recognizes my contribution
D11 University recognizes my contribution
F1 Paid appropriately when started
F2 Understand how pay is determined
F4 Current policies for determining pay effective
F6 Do not have to go outside University to get
increase
F7 Know where to get answers about pay
F9 Pay is comparable to others in University
F10 Pay is comparable to others outside
University
F11 Opportunities for pay increases based on
performance
F12 Pay less than state for low performance
F13 Overall rating of the University
compensation
G6 Can answer employees questions about pay
G7 Able to reward employees through pay
H5 Performance
H6 Department Equity
H7 University Equity
H8 External Equity - Local
H9 External Equity - Regional/National
H10 Pay History
H11 Length of Service
2 years
or less
(1)
4.20
3.61(4)
2.59
2.64(3)(4)
2.58(3)(4)(5)
3.74(3)
3.72(3)(4)
3.28
3.05
3-6 years
(2)
4.27
3.58
2.9(1)
2.56
2.45
3.70
3.65
3.41
3.17
7-11
years
(3)
4.25
3.46
2.88(1)
2.43
2.32
3.62
3.58
3.44(1)
3.25(1)
12-21
years
(4)
4.27
3.39
2.81
2.45
2.30
3.71
3.61
3.46(1)
3.24(1)
22 years
or more
(5)
4.36(1)
3.42
2.85(1)
2.49
2.35
3.68
3.64
3.52(1)
3.25(1)
Total
4.27
3.49
2.81
2.52
2.40
3.69
3.64
3.42
3.19
2.99
2.92
2.47(2)
2.79
2.97
2.26
2.85
2.96
2.29
2.85
3.08
2.33
3.06(2)
3.28(1)(2)(3)
2.43
2.91
3.04
2.35
2.39
2.20
2.25
2.31
2.48(2)(3)
2.33
(3)
3.14
2.92(2)(3)(4)
3.06
2.66
3.03
2.62
3.17
2.59
3.27
2.78
3.13
2.71
2.23(2)
1.97
2.09
2.02
2.25(2)(4)
2.11
4.41(5)
4.52(3)(5)
4.34
4.39
4.26
4.39
3.57
3.55
3.45
3.59
2.30
2.29
2.46
2.40
3.61
2.62(2)(3)(4)
(5)
3.72
2.31
(1)
2.76
2.38
3.05
2.83
2.78
2.61
3.01
2.59
3.04
2.81
2.73
2.56
3.17
2.87(1)
3.10
2.90
2.82
2.67
3.18
2.72
3.07
2.88
2.84
2.67
3.07
2.69
3.25(1)(2)(4)
3(2)
2.96(2)
2.87(1)(2)(3)(
3.08
2.68
3.10
2.88
2.82
2.67
2.52
2.55
2.75
2.47
2.50
2.63
2.52
2.54
2.69
2.58
2.58
2.69
2.74(1)(2)(3)
2.72(2)
3.02(1)(2)(3)(
2.56
2.58
2.76
(5)
4)
4)
I3 Skills and Abilities
I4 Duties and Responsibilities
3.55
3.44
3.59
3.52(5)
3.50
3.43
3.52
3.49
3.48
3.41
3.53
3.46
I5 Performance
I6 Department Equity
I7 University Equity
I10 Pay History
3.70
2.97
2.94
2.52
3.76(5)
3.02
3.00
2.39
3.70
3.11
3.05
2.49
3.71
3.13(1)
3.09(1)
2.53
3.66
3.22(1)(2)
3.16(1)(2)
2.76(1)(2)(3)(
3.71
3.09
3.05
2.54
(1)(2)(3)(4)
2.83
(1)(2)(3)
3.80
(1)(2)(3)
3.85
3.74
I11 Length of Service
J1 State paid leave policies are easy to
understand
J2 State paid leave benefits meet my needs
J5 Overall rating of state paid leave benefits
2.66
3.67
3.74
3.65
2.63
3.66
3.73
3.67
2.75
3.79
3.82
3.66
(1)(2)(3)
2.93
(1)(2)
3.9
(1)(2)
3.95
3.83(1)
4)
3.2
4.01
4.04
3.92(1)(2)(3)
E-1
Table E-1 Continued
L1 Leave benefits
L2 Health insurance
L3 Virginia retirement
L4 Opportunities for responsibility
Year started current period of continuous salaried employment
2 years
7-11
12-21
22 years
or less
3-6 years
years
years
or more
(2)
(1)
(3)
(4)
(5)
Total
3.43
3.39
3.47
3.52(2)
3.6(1)(2)
3.48
3.69
3.69
3.43
3.45
3.15(5)
3.14(5)
(4)
L5 Opportunities for pay increases
3.66
L6 Opportunities to learn skills
3.5(5)
3.78
(1)(2)
3.65
3.79(1)(2)
(1)(2)
3.75
3.85(1)(2)
(1)(2)(3)
3.83
3.76
3.61
3.08
3.04
2.98
3.08
3.59
3.60
3.54
3.57
3.60
3.42(5)
3.43(5)
3.36
3.24
3.39
(2)
2.97
L7 Reputation of the University
2.96
2.85
3.00
2.95
L8 Job security
3.48
3.49
3.55
3.64(1)(2)
3.71(1)(2)(3)
3.57
L10 Coworker relationships
3.25
3.14
3.20
3.21
3.32(2)
3.22
2.89
(2)
2.93
M7 Reputation of University
N2 Benefits of compensation program outweighs
managing two programs
N5 Overall benefits outweigh managing two
human resource programs
E-2
2.99
(4)
3.94
3.84(4)(5)
2.75
3.74
3.52
2.99
(4)
3.85
3.56
3.1
3.04
3.50
3.54
3.67
3.41
3.41
3.51
Supervisor of staff
Table E-2
C1 Know what is expected of me
C7 Have the opportunity to provide input in
review
C10 Recognized by my department
C11 Performance affects my pay
D7 Helps me identify skills I need to advance
F1 Paid appropriately when started
F2 Understand how pay is determined
F3 Pay increased with responsibility
F7 Know where to get answers about pay
F8 Supervisor can provide input into my pay
F12 Pay less than state for low performance
H7 University Equity
H8 External Equity - Local
H9 External Equity - Regional/National
H10 Pay History
H11 Length of Service
I5 Performance
I7 University Equity
I8 External Equity - Local
I9 External Equity - Regional/National
I10 Pay History
I11 Length of Service
J2 State paid leave benefits meet my needs
J4 State paid leave benefits are competitive
J5 Overall rating of state paid leave benefits
Yes
(1)
4.33(2)
No
(2)
4.25
Total
4.26
3.91(2)
3.72
3.76
(2)
3.57
2.95(2)
3.38
3.45
2.75
3.46(1)
3.47
2.79
3.45
2.80
3.16(2)
2.9(2)
3.34(2)
3.42(2)
3.81(2)
2.74
2.58
2.43
2.49
2.60
3.76(2)
2.97
3.04
2.83
2.29
2.55
2.93(1)
2.99
2.72
3.07
3.26
3.51
2.86(1)
2.71(1)
2.62(1)
2.62(1)
2.82(1)
3.69
3.08(1)
3.13(1)
3.04(1)
2.65(1)
2.96(1)
2.90
3.02
2.76
3.13
3.29
3.58
2.82
2.67
2.56
2.58
2.75
3.71
3.05
3.10
2.98
2.54
2.84
3.95(2)
3.95(2)
3.83
3.84
3.85
3.86
3.85(2)
3.71(2)
3.71
3.59
3.74
3.61
L13 Tuition benefits
2.84
2.96(1)
2.94
M1 Leave benefits
3.25
3.25
M2 Health insurance
3.72
3.72
M3 Virginia retirement
3.38
3.38
M4 Opportunities for responsibility
2.98
2.98
M5 Opportunities for pay increases
3.55
3.55
M6 Opportunities to learn skills
3.19
3.19
M7 Reputation of University
2.93
2.93
M8 Job security
3.44
3.44
M9 Work scheduling that supports my lifestyle
3.26
3.26
M10 Coworker relationships
3.11
3.11
M11 Supervisor relationships
3.21
3.21
M12 Supporting the university vision, mission
and values
M13 Tuition benefits
2.64
2.64
2.81
2.81
M14 Overall importance of factors in attracting
employees
M15 Overall importance of factors in retaining
employees
3.26
3.26
3.31
3.31
L3 Virginia retirement
E-3
Table E-3
D1 Know what is expected of me
D2 Receive clear goals and objectives
D3 Receive regular feedback on performance
D4 Know what it takes to get high ratings
D5 Know how well I am doing
D6 Helps me identify skills I need to develop
D7 Helps me identify skills I need to advance
D8 Clear understanding of evaluation
D9 Supervisor recognizes my contribution
D10 Department recognizes my contribution
D11 University recognizes my contribution
E1 Helps in setting expectations
E6 Helps me give clear feedback
E7 Helps identify skills to be effective
E8 Helps identify development needs
G1 Compensation effective in attracting and
hiring
G2 Compensation effective in motivating and
retaining
G3 Department funding effective in attracting
G4 Department funding effective in motivating
G5 Have input in employees pay
G6 Can answer employees questions about pay
G7 Able to reward employees through pay
H4 Duties and Responsibilities
I2 Experience
I4 Duties and Responsibilities
I6 Department Equity
I8 External Equity - Local
I9 External Equity - Regional/National
K2 State paid leave benefits meet needs of
department
K3 State paid leave benefits meet needs of
employees
K5 State paid leave benefits are competitive
E-4
Type of faculty
Teaching
Administrative and
and
Research
Professional
(1)
(2)
4.00
4.00
4.00
4.00
4.00
4.00
4.00
4.00
3.50
3.50
4.00
Total
4.00
4.00
4.00
4.00
4.00
4.00
4.00
4.00
3.50
3.50
4.00
3.42(2)
3.35(2)
3.33(2)
3.34(2)
3.21
3.07
2.95
3.05
3.35
3.25
3.20
3.24
2.65(2)
2.29
2.52
2.45(2)
2.19
2.36
(2)
2.88
2.78(2)
3.19(2)
3.26(2)
2.97(2)
3.09(2)
3.38(2)
3.47(2)
3.04(2)
(2)
3.04
2.74(2)
2.38
2.36
2.88
2.84
2.66
2.92
3.20
3.32
2.81
2.83
2.49
2.71
2.63
3.08
3.11
2.86
3.04
3.32
3.42
2.97
2.98
2.66
3.63(2)
3.36
3.54
3.76(2)
3.47
3.67
(2)
3.49
3.76
3.86
Table E-3 continued
L1 Leave benefits
L2 Health insurance
L3 Virginia retirement
L4 Opportunities for responsibility
L5 Opportunities for pay increases
L6 Opportunities to learn skills
L7 Reputation of the University
L8 Job security
L9 Work scheduling that supports my lifestyle
L10 Coworker relationships
L11 Supervisor relationships
L12 Supporting the university vision, mission
and values
L13 Tuition benefits
L14 Overall importance of factors to accept
employment
L15 Overall importance of factors to continue
employment
M1 Leave benefits
M2 Health insurance
M3 Virginia retirement
M4 Opportunities for responsibility
M12 Supporting the university vision, mission
and values
M14 Overall importance of factors in attracting
employees
M15 Overall importance of factors in retaining
employees
Type of faculty
Teaching
Administrative and
and
Professional
Research
(1)
(2)
4.00
4.00
4.00
4.00
4.00
4.00
4.00
4.00
4.00
4.00
4.00
4.00
Total
4.00
4.00
4.00
4.00
4.00
4.00
4.00
4.00
4.00
4.00
4.00
4.00
4.00
4.00
4.00
4.00
4.00
4.00
3.03(2)
3.76(2)
3.29(2)
3(2)
2.62(2)
2.76
3.59
3.02
2.79
2.30
2.95
3.70
3.20
2.93
2.52
3.2(2)
3.04
3.15
3.27(2)
3.07
3.21
E-5
Type of Respondent
Table E-4
Faculty, Supervisor
(1)
C7 Have the opportunity to provide input in
review
C10 Recognized by my department
C11 Performance affects my pay
D7 Helps me identify skills I need to advance
E1 Helps in setting expectations
E2 Helps in assessing performance
E7 Helps identify skills to be effective
E8 Helps identify development needs
E9 Provides tools to address performance
E10 Standards of conduct helps address
problems
F1 Paid appropriately when started
F2 Understand how pay is determined
F3 Pay increased with responsibility
F7 Know where to get answers about pay
F8 Supervisor can provide input into my pay
F12 Pay less than state for low performance
G1 Compensation effective in attracting and
hiring
G5 Have input in employees pay
G7 Able to reward employees through pay
G8 Able to compensate comparable to other
dept
G9 Able to compensate comparable to outside
University
H1 Education and Training
H5 Performance
H6 Department Equity
H7 University Equity
H8 External Equity - Local
H9 External Equity - Regional/National
H10 Pay History
H11 Length of Service
I3 Skills and Abilities
I5 Performance
I6 Department Equity
I7 University Equity
I8 External Equity - Local
I9 External Equity - Regional/National
I10 Pay History
I11 Length of Service
J2 State paid leave benefits meet my needs
J5 Overall rating of state paid leave benefits
E-6
Salaried
staff,
Supervisor
(3)
(4)
3.9
(4)
3.57
2.95(4)
3.38
Salaried
staff, Not a
supervisor
(4)
Total
3.72
3.76
3.45
2.75
3.46(3)
3.48
2.79
3.45
3.34
3.22
3.21
3.24
2.84
3.47(1)
3.35(1)
3.4(1)
3.37(1)
3.08(1)
3.42
3.29
3.32
3.31
2.98
3.13
3.37(1)
3.27
2.78
3.15(4)
2.88(4)
3.32(4)
3.42(4)
3.82(4)
2.93(3)
2.99
2.72
3.07
3.25
3.51
2.90
3.03
2.76
3.12
3.29
3.57
2.76(1)
2.66
(3)
3.08
2.85(3)
2.70
2.54
2.86
2.68
2.86(3)
2.66
2.74
2.35(3)
2.13
2.22
2.90
2.93
2.77
2.60
2.37
2.16
2.38
2.49
3.59(3)
3.82(3)(4)
2.96
2.87
2.97
2.65
2.08
2.24
3.06(1)(4)
3.21(1)
2.96(1)
2.85(1)
2.74(1)
2.64(1)
2.58(1)
2.69(1)
3.49
3.71
3.11(1)
3.05(1)
3.09
2.96(1)
2.45(1)
2.78(1)
2.94
3.1(1)
2.88
2.86(1)
2.71(1)
2.61(1)
2.62(1)
2.82(1)
3.53
3.69
3.1(1)
3.08(1)
3.13(1)
3.05(1)
2.65(1)(3)
2.96(1)(3)
2.96
3.10
2.88
2.82
2.67
2.56
2.58
2.76
3.53
3.71
3.09
3.05
3.10
2.98
2.54
2.84
3.94(4)
3.84(4)
3.83
3.71
3.85
3.74
2.53
Table E-4 continued
Faculty, Supervisor
(1)
K1 State paid leave policies are easy to
understand
K2 State paid leave benefits meet needs of
department
K3 State paid leave benefits meet needs of
employees
K4 State paid leave benefits are flexible
K5 State paid leave benefits are competitive
L3 Virginia retirement
Type of Respondent
Salaried
Salaried
staff,
staff, Not a
Supervisor
supervisor
(3)
(4)
(1)
Total
3.29
3.7
3.53
3.54
3.89
(1)
3.74
3.66
3.92(1)
3.81
(1)
3.43
3.8
3.76
3.95(1)
3.72(4)
3.59
3.64
3.87
3.61
2.84
2.96(3)
2.94
L13 Tuition benefits
(1)
M1 Leave benefits
2.94
3.48
3.25
M3 Virginia retirement
3.20
3.51(1)
3.38
M5 Opportunities for pay increases
3.44
3.63(1)
3.55
M8 Job security
3.28
3.57(1)
3.44
M9 Work scheduling that supports my lifestyle
3.12
3.36(1)
3.26
2.52
(1)
2.73
2.64
3.14
3.35(1)
3.26
3.21
3.39(1)
3.31
3.8(3)
3.57
3.67
3.46(3)
3.30
3.36
3.43
3.50
M12 Supporting the university vision, mission
and values
M14 Overall importance of factors in attracting
employees
M15 Overall importance of factors in retaining
employees
N2 Benefits of compensation program outweighs
managing two programs
N3 Benefits of leave benefits outweigh
managing two programs
N5 Overall benefits outweigh managing two
human resource programs
(3)
3.6
E-7
Table E-5
C3 Clear understanding of performance
C5 Performance reviews help me know how I
am doing
C6 Performance reviews help me know how to
improve
C8 Evaluation helps identify skills needed to be
effective
C9 Evaluation helps identify skills needed to
advance
C11 Performance affects my pay
C12 Overall rating for performance planning
D2 Receive clear goals and objectives
D4 Know what it takes to get high ratings
D5 Know how well I am doing
D6 Helps me identify skills I need to develop
D7 Helps me identify skills I need to advance
D9 Supervisor recognizes my contribution
D10 Department recognizes my contribution
D11 University recognizes my contribution
E1 Helps in setting expectations
E2 Helps in assessing performance
E3 Encourages achievement
E5 Helps in motivating employees
E7 Helps identify skills to be effective
E8 Helps identify development needs
E9 Provides tools to address performance
E10 Standards of conduct helps address
problems
F1 Paid appropriately when started
F2 Understand how pay is determined
F3 Pay increased with responsibility
F4 Current policies for determining pay effective
F7 Know where to get answers about pay
F9 Pay is comparable to others in University
F12 Pay less than state for low performance
G1 Compensation effective in attracting and
hiring
G2 Compensation effective in motivating and
retaining
G5 Have input in employees pay
G6 Can answer employees questions about pay
G7 Able to reward employees through pay
G8 Able to compensate comparable to other
dept
G9 Able to compensate comparable to outside
University
$50,000 or less
(1)
3.75(2)
Annual Pay
$50,100 to
$75,000 or
$75,000
more
(2)
(3)
3.59
3.59
Total
3.71
3.66
(2)
3.43
3.46
3.60
3.52(2)
3.30
3.31
3.47
3.39
(2)
3.22
3.16
3.34
3.2(2)
3.03
3.01
3.16
2.74
2.87
3.3(1)(2)
(2)
2.55
3.65(3)
3.54(3)
3.56(2)(3)
3.47(3)
3.49(2)(3)
3.6(3)
3.46(2)(3)
3.27(2)(3)
2.42
3.65(3)
3.47(3)
3.48
3.39(3)
3.36(3)
3.53
3.33
2.98
2.52
3.47
3.23
3.34
3.15
3.10
3.37
3.19
2.82
2.79
2.52
3.64
3.52
3.54
3.44
3.45
3.58
3.42
3.19
3.58(3)
3.44(3)
3.25(2)(3)
3.40
3.28
2.78
2.61
3.39(3)
3.37
2.98
3.32
3.18
2.71
2.53
3.13
3.20
2.77
3.43
3.30
2.81
2.65
3.34
3.33
2.98
3.48(2)(3)
3.24
3.14
3.28
(3)
3.47
2.97(3)
2.83(3)
3.53(3)
2.88
2.92
3.23
(1)
3.00
2.70
3.11
2.87(1)
2.35
3.10
2.30
3.20
3.44
3.3(1)(2)
(1)(2)
2.66
3.42(1)
2.64
3.53
2.87(1)
3.77(1)
3.25(1)(2)
3.89(1)
2.90
3.04
2.76
2.35
3.13
2.72
3.60
2.77(3)
2.75(3)
2.54
2.68
2.44
2.27
2.41
(3)
2.53
(1)(2)
3.16
3.15(1)
2.94(1)
2.88
3.07
2.69
2.98
(1)
2.75
2.24
2.42(1)
2.25
(3)
2.94
2.81
2.96
H4 Duties and Responsibilities
(2)(3)
3.15
3.02
2.98
3.10
H5 Performance
3.17(2)(3)
2.97
2.92
3.09
H6 Department Equity
2.94(2)(3)
2.79
2.73
2.88
H1 Education and Training
E-8
(1)
(1)(2)
2.49
2.81
2.92
3.23(1)
2.34
2.75(1)
2.41
2.84
2.07
2.99
(1)
Table E-5 continued
H7 University Equity
H8 External Equity - Local
H9 External Equity - Regional/National
H10 Pay History
H11 Length of Service
I2 Experience
I3 Skills and Abilities
I5 Performance
I6 Department Equity
I7 University Equity
I8 External Equity - Local
I9 External Equity - Regional/National
I10 Pay History
I11 Length of Service
K1 State paid leave policies easy to understand
K2 State paid leave benefits meet needs of
department
K3 State paid leave benefits meet needs of
employees
K4 State paid leave benefits are flexible
L1 Leave benefits
L4 Opportunities for responsibility
$50,000 or less
(1)
2.91(2)(3)
2.78(2)(3)
2.7(2)(3)
2.69(2)(3)
2.9(2)(3)
3.4(3)
3.50
3.68
3.15(2)(3)
3.13(2)(3)
3.14(3)
3.06(2)(3)
Annual Pay
$50,100 to
$75,000 or
$75,000
more
(2)
(3)
2.72(3)
2.53
2.53
2.37
2.38(3)
2.13
2.36
2.33
2.55(3)
2.34
3.48(1)(3)
3.30
(1)
3.59
3.58
3.75(1)
3.79(1)
3.03(3)
2.87
(3)
2.98
2.74
3.1(3)
2.91
2.93(3)
2.62
Total
2.82
2.67
2.56
2.58
2.76
3.40
3.53
3.71
3.09
3.05
3.10
2.98
2.73(2)(3)
3.04(2)(3)
2.26(3)
2.6(3)
2.02
2.18
2.54
2.84
3.8(2)(3)
3.55(3)
3.31
3.54
(3)
3.77
3.53
3.74
3.96(3)
3.83(3)
3.65
3.81
3.88(2)(3)
3.51(2)(3)
3.67(3)
3.4(3)
3.41
3.18
3.64
3.47
3.11(2)
3.00
2.91
3.08
(2)(3)
3.96
L5 Opportunities for pay increases
(2)(3)
3.65
3.45
3.30
3.59
L6 Opportunities to learn skills
3.43(2)(3)
3.30
3.18
3.39
L7 Reputation of the University
3.07(2)(3)
2.67
2.59
2.97
(2)(3)
L8 Job security
3.62
L9 Work scheduling that supports my lifestyle
3.47(2)(3)
(3)
3.19
3.57
3.34
3.14
3.43
L10 Coworker relationships
(2)
3.28
3.06
3.09
3.23
L11 Supervisor relationships
3.39(2)
3.16
3.19
3.34
3.05(2)(3)
2.78
2.63
2.98
3.06(2)(3)
2.65(3)
2.13
2.95
3.22
3.12
3.34
3.51(2)
3.41
3.45
3.49
3.53(2)(3)
3.33(3)
2.94
3.25
L12 Supporting the university vision, mission
and values
L13 Tuition benefits
L14 Overall importance of factors to accept
employment
L15 Overall importance of factors to continue
employment
M1 Leave benefits
M3 Virginia retirement
(2)(3)
3.39
(3)
3.56
3.44
(3)
3.19
3.38
M5 Opportunities for pay increases
3.68(2)(3)
3.53
3.44
3.55
M8 Job security
3.66(2)(3)
3.43(3)
3.29
3.45
(2)(3)
3.25(3)
3.10
3.25
2.56
2.49
2.64
2.98(3)
2.79
2.66
2.80
3.4(3)
3.27(3)
3.12
3.26
3.43(3)
3.30
3.18
3.30
3.62
3.58
3.84(2)
3.69
M9 Work scheduling that supports my lifestyle
3.43
M12 Supporting the university vision, mission
and values
M13 Tuition benefits
2.9(2)(3)
M14 Overall importance of factors in attracting
employees
M15 Overall importance of factors in retaining
employees
N2 Benefits of compensation program outweighs
managing two programs
3.42
E-9
State leave and disability plan enrolled
Table E-6
C4 Know what I need to achieve high
performance
C12 Overall rating for performance planning
C13 Overall rating for performance evaluation
D2 Receive clear goals and objectives
D3 Receive regular feedback on performance
D5 Know how well I am doing
F3 Pay increased with responsibility
F12 Pay less than state for low performance
F13 Overall rating of the University
compensation
G2 Compensation effective in motivating and
retaining
H5 Performance
H7 University Equity
H8 External Equity - Local
H10 Pay History
H11 Length of Service
I3 Skills and Abilities
I6 Department Equity
I7 University Equity
I10 Pay History
I11 Length of Service
J3 State paid leave benefits are flexible
J4 State paid leave benefits are competitive
J5 Overall rating of state paid leave benefits
L1 Leave benefits
L2 Health insurance
L3 Virginia retirement
L8 Job security
L10 Coworker relationships
L12 Supporting the university vision, mission
and values
E-10
Virginia Sickness
and Disability
Program
(1)
3.63
(2)
2.54
State
traditional
sick leave
accrual plan
(2)
(1)
3.79
Total
3.66
2.43(2)
3.66(2)
3.46(2)
3.55(2)
2.42
2.28
3.57
3.36
3.48
2.52
2.40
3.64
3.44
3.54
2.81(2)
3.64(2)
2.61
3.43
2.77
3.61
2.41(2)
2.27
2.39
2.39
2.63(1)
2.43
3.09
2.83
2.69
2.57
2.75
3.54(2)
3.09
3.06
2.55
2.85
(1)
3.23
2.94(1)
2.83(1)
2.71(1)
2.96(1)
3.47
3.21(1)
3.18(1)
2.83(1)
3.29(1)
3.11
2.85
2.71
2.59
2.79
3.53
3.11
3.08
2.60
2.93
3.8(2)
3.94(2)
3.8(2)
3.46
3.75
3.59
3.56
3.20
2.95
3.69
3.71
3.66
3.55(1)
3.82(1)
(1)
3.79
3.65(1)
3.31(1)
3.08(1)
3.78
3.90
3.77
3.47
3.76
3.62
3.57
3.22
2.97
Provide input into performance evaluations
Table E-7
C1 Know what is expected of me
C2 Receive regular feedback on performance
C7 Have the opportunity to provide input in
review
C10 Recognized by my department
D1 Know what is expected of me
E1 Helps in setting expectations
E2 Helps in assessing performance
E3 Encourages achievement
E5 Helps in motivating employees
E6 Helps me give clear feedback
E7 Helps identify skills to be effective
E9 Provides tools to address performance
E10 Standards of conduct helps address
problems
F2 Understand how pay is determined
F5 Do not have to change jobs to get increase
F6 Do not have to go outside University to get
increase
F7 Know where to get answers about pay
F12 Pay less than state for low performance
G6 Can answer employees questions about pay
G7 Able to reward employees through pay
H10 Pay History
H11 Length of Service
I5 Performance
I6 Department Equity
I7 University Equity
I10 Pay History
I11 Length of Service
K5 State paid leave benefits are competitive
L7 Reputation of the University
L8 Job security
L13 Tuition benefits
Yes
(1)
4.35(2)
3.61(2)
No
(2)
4.11
3.18
Total
4.32
3.55
3.93(2)
3.30
3.84
3.59(2)
3.69(2)
3.23
3.51
3.54
3.67
3.43(2)
3.31(2)
2.82(2)
2.66(2)
3.31(2)
3.33(2)
2.98(2)
2.43
2.42
2.20
1.97
2.47
2.71
2.06
3.42
3.30
2.81
2.65
3.30
3.32
2.97
3.29(2)
2.47
3.28
3.17
2.17
2.85
2.55(1)
3.13
2.22
2.33
2.8(1)
2.39
2.94
3.29
2.06
1.94
2.76(1)
3.03(1)
3.58
3.37(1)
3.28(1)
3.06(1)
3.18(1)
3.27
3.19(1)
3.74(1)
3.23(1)
3.32
3.73
3.08
2.69
2.51
2.64
3.74
3.08
2.99
2.36
2.61
3.88
2.94
3.57
2.88
(2)
(2)
3.39
3.81(2)
3.1(2)
2.7(2)
2.49
2.60
3.75(2)
3.05
2.97
2.30
2.56
3.89(2)
2.91
3.55
2.83
E-11
Sign performance evaluations as supervisor
Table E-8
C2 Receive regular feedback on performance
C7 Have the opportunity to provide input in
review
C9 Evaluation helps identify skills needed to
advance
C10 Recognized by my department
D11 University recognizes my contribution
E4 Three point scale distinguishes levels
F2 Understand how pay is determined
F5 Do not have to change jobs to get increase
F10 Pay is comparable to others outside
University
F12 Pay less than state for low performance
G8 Able to compensate comparable to other
dept
G9 Able to compensate comparable to outside
University
H9 External Equity - Regional/National
H10 Pay History
H11 Length of Service
I5 Performance
No
(2)
3.29
Total
3.53
3.94(2)
3.43
3.84
3.11
3.36(1)
3.16
(2)
3.62
3.12
3.20
3.39(1)
3.53
3.17
2.34
3.18(2)
2.18
2.8(1)
2.89
2.51(1)
2.36
3.13
2.25
2.04
2.37(1)
2.11
(2)
3.24
3.73
(2)
2.76
2.17
2.74
2.26(2)
1.69
2.24
3.85
(1)
2.40
2.69
2.43
2.48
2.8(1)
2.52
2.58
3.76(2)
(1)
3.13
3.61
(1)
2.64
3.74
I6 Department Equity
3.04
3.34
3.07
I7 University Equity
2.96
3.24(1)
2.99
I10 Pay History
2.27
3.09(1)
2.37
I11 Length of Service
2.52
(1)
3.22
2.61
L7 Reputation of the University
2.88
3.21(1)
2.94
(1)
L13 Tuition benefits
2.80
3.2
2.88
M3 Virginia retirement
3.36
3.69(1)
3.37
M5 Opportunities for pay increases
E-12
Yes
(1)
3.59(2)
3.54
(1)
3.8
3.55
Table E-9
C1 Know what is expected of me
C2 Receive regular feedback on performance
C3 Clear understanding of performance
C4 Know what I need to achieve high
performance
C5 Performance reviews help me know how I
am doing
C6 Performance reviews help me know how to
improve
C8 Evaluation helps identify skills needed to be
effective
C9 Evaluation helps identify skills needed to
advance
C10 Recognized by my department
C11 Performance affects my pay
C12 Overall rating for performance planning
C13 Overall rating for performance evaluation
D10 Department recognizes my contribution
D11 University recognizes my contribution
E5 Helps in motivating employees
F2 Understand how pay is determined
F3 Pay increased with responsibility
F4 Current policies for determining pay effective
F5 Do not have to change jobs to get increase
F6 Do not have to go outside University to get
increase
F7 Know where to get answers about pay
F10 Pay is comparable to others outside
University
G4 Deparmtnet funding effective in motivating
G5 Have input in employees pay
G6 Can answer employees questions about pay
G7 Able to reward employees through pay
G9 Able to compensate comparable to outside
University
H3 Skills and Abilities
H6 Department Equity
H11 Length of Service
I11 Length of Service
K1 State paid leave policies are easy to
understand
K2 State paid leave benefits meet needs of
department
K4 State paid leave benefits are flexible
Sign performance evaluations as reviewer
Yes
(1)
4.42(2)
3.77(2)
3.84(2)
No
(2)
4.25
3.57
3.68
Total
4.27
3.60
3.71
3.83(2)
3.61
3.65
3.78(2)
3.56
3.59
3.6(2)
3.42
3.45
3.5(2)
3.29
3.33
3.33(2)
3.10
3.14
3.45
2.77
2.49
2.37
3.40
3.16
3.48
2.80
2.51
2.39
3.42
3.18
2.32(2)
2.56
3.01
2.73
2.33
2.07
2.64
3.05
2.76
2.35
2.11
2.46(2)
2.29
2.32
(2)
3.10
3.14
(2)
2.29
2.08
2.11
2.71(2)
3.13(2)
3.33(2)
2.88(2)
2.53
2.67
2.93
2.56
2.61
2.87
3.10
2.70
2.41(2)
2.12
2.25
3.18(2)
2.97(2)
2.65
2.70
3.09
2.86
2.78(1)
2.87(1)
3.11
2.88
2.75
2.83
(2)
3.6
2.95(2)
2.62(2)
2.5(2)
3.5(2)
3.3(2)
2.74(2)
3.25(2)
2.94(2)
2.48(2)
3.32
3.42
3.63
(1)
3.54
3.59
3.85(1)
3.74
3.54
(1)
3.64
3.71
E-13
Table E-9 continued
L3 Virginia retirement
L4 Opportunities for responsibility
L5 Opportunities for pay increases
L6 Opportunities to learn skills
L7 Reputation of the University
L8 Job security
L10 Coworker relationships
L11 Supervisor relationships
L12 Supporting the university vision, mission
and values
L13 Tuition benefits
L14 Overall importance of factors to accept
employment
L15 Overall importance of factors to continue
employment
M2 Health insurance
E-14
Sign performance evaluations as reviewer
Yes
(1)
3.72(2)
No
(2)
3.60
Total
3.62
3.21(2)
3.66(2)
3.47(2)
3.14(2)
3.65(2)
3.33(2)
3.44(2)
3.15(2)
3.04
3.58
3.37
2.92
3.55
3.19
3.31
2.94
3.07
3.59
3.39
2.95
3.56
3.21
3.33
2.97
3.12(2)
2.89
2.93
(2)
3.44
3.32
3.34
3.59(2)
3.47
3.49
3.77(2)
3.68
3.72
Length of Employment
Table E-10
C3 Clear understanding of performance
C8 Evaluation helps identify skills needed to
be effective
C9 Evaluation helps identify skills needed to
advance
C11 Performance affects my pay
C13 Overall rating for performance
evaluation
D2 Receive clear goals and objectives
D10 Department recognizes my contribution
F1 Paid appropriately when started
F2 Understand how pay is determined
F4 Current policies for determining pay
effective
F5 Do not have to change jobs to get
increase
F7 Know where to get answers about pay
F9 Pay is comparable to others in University
F11 Opportunities for pay increases based
on performance
F12 Pay less than state for low performance
F13 Overall rating of the University
compensation
G6 Can answer employees questions about
pay
G7 Able to reward employees through pay
H5 Performance
H7 University Equity
H8 External Equity - Local
H9 External Equity - Regional/National
H10 Pay History
H11 Length of Service
I1 Education and Training
I6 Department Equity
I7 University Equity
I10 Pay History
I11 Length of Service
J1 State paid leave policies are easy to
understand
J2 State paid leave benefits meet my needs
J5 Overall rating of state paid leave benefits
Less than 2 years
(1)
3.54
2 to 7
years
(2)
3.68
8 to 15
years
(3)
3.73
More than
15 years
(4)
3.78(1)
Total
3.71
3.42
3.30
3.24
3.41(3)
3.34
3.27
3.12
3.05
3.22(3)
3.16
(1)
2.79
2.51
(2)(3)(4)
2.62
2.78
2.83
(1)
2.86
2.41
2.34
2.38
2.41
3.73(3)
3.33
3.65
3.38
3.59
3.41
3.64
3.5(1)(2)
3.64
3.42
3.02
2.81
(3)
2.86
2.96
2.78
3.01
2.96(3)
3.2(1)(2)(3)
2.90
3.04
2.43
2.32
2.25
2.28(2)(3)
2.03
2.03
2.41
(3)
2.19
(2)
2.35
2.12
3.12
2.94(3)
3.03
2.73
3.11
2.57
3.23
2.75
3.13
2.72
4.39
4.5(4)
4.41
4.30
4.39
3.63
3.49
3.60
2.36
2.30
2.41
2.40
2.97
3.15(1)
3.17(1)
3.08
2.19
3.04
2.75
2.57
2.49
2.53
2.72
3.3(4)
2.98
2.95
2.46
2.59
2.57
3.03
2.77
2.59
2.49
2.49
2.61
3.23
3.00
2.97
2.42
2.61
(1)
2.86
3.06
2.78
2.66
2.56
2.57
2.67
3.24
3.09
3.07
2.49
2.77(1)(2)
(1)
2.71
3.17(2)
2.92(2)
2.77(1)(2)
2.64(2)
2.66(2)
2.92(1)(2)(3)
3.17
3.18(1)(2)
3.12(1)(2)
2.67(1)(2)(3)
3.12(1)(2)(3)
2.69
3.09
2.83
2.67
2.56
2.58
2.75
3.22
3.09
3.05
2.54
2.84
3.63
3.67
3.85(1)(2)
3.95(1)(2)
3.81
3.65
(2)(3)(4)
2.61
2.50
3.74
3.62
(4)
3.68
3.75
3.63
3.85
3.70
(1)(2)(3)
3.99
3.91(1)(2)(3)
3.86
3.74
E-15
Table E-10 continued
L1 Leave benefits
L2 Health insurance
L3 Virginia retirement
Less than 2 years
(1)
3.45
3.72
Length of Employment
2 to 7
8 to 15
More than
years
years
15 years
(2)
(3)
(4)
3.36
3.46
3.59(1)(2)(3)
Total
3.48
3.85(1)(2)(3)
3.76
3.66
3.74
(1)(2)
3.38
3.45
L5 Opportunities for pay increases
3.69(4)
3.59
3.66
3.62
L6 Opportunities to learn skills
3.54(4)
3.43(4)
L7 Reputation of the University
2.98
2.88
(1)(2)(3)
3.8
3.62
3.55
3.59
3.42(4)
3.30
3.39
2.95
3.04(2)
2.97
(2)
L8 Job security
3.50
3.45
L10 Coworker relationships
3.22
3.15
3.16
3.3(2)(3)
3.22
L12 Supporting the university vision, mission
and values
L13 Tuition benefits
2.89
2.90
3.01
3.05(2)
2.98
3.08(4)
2.91
2.95
2.90
2.94
3.18
3.32
3.29
3.49(3)
3.38
4.01(4)
3.77
3.79(4)
3.51
3.67
3.91(4)
3.53
3.55
3.41
3.51
M3 Virginia retirement
N2 Benefits of compensation program
outweighs managing two programs
N5 Overall benefits outweigh managing two
human resource programs
E-16
3.58
(1)(2)(3)
3.68
3.57
Table E-11
C1 Know what is expected of me
C3 Clear understanding of performance
C4 Know what I need to achieve high
performance
C5 Performance reviews help me know how
I am doing
C6 Performance reviews help me know how
to improve
C8 Evaluation helps identify skills needed to
be effective
C9 Evaluation helps identify skills needed to
advance
D3 Receive regular feedback on
performance
D4 Know what it takes to get high ratings
D5 Know how well I am doing
D6 Helps me identify skills I need to develop
D7 Helps me identify skills I need to advance
D8 Clear understanding of evaluation
D9 Supervisor recognizes my contribution
High school or
less
(1)
4.42(2)(3)(4)
3.84(4)
Education Level
Earned a
4-year
Some
college
college
degree
(2)
(3)
4.27
4.25
Graduate
or
profession
al degree
(4)
4.16
Total
4.27
3.75
3.69
3.59
3.71
(3)(4)
3.66
3.62
3.54
3.66
3.85
(2)(3)(4)
3.64(3)
3.47
3.51
3.60
3.73(2)(3)(4)
3.5(4)
3.35
3.32
3.46
3.39
3.26
3.23
3.35
3.21(3)(4)
3.04
3.02
3.16
3.37
3.41
3.44
3.84
(3)(4)
3.56
3.46(2)(3)(4)
(3)
3.55
(3)
3.48
3.57(3)
3.61(3)
3.59(3)(4)
3.58(3)
3.44
3.48
3.48
3.51
3.52
3.54
3.46
3.49(4)
3.40
3.38
3.44
3.49
(3)(4)
3.51
3.55(3)
3.53(3)
(3)
(3)
3.45
3.47
3.48
3.50
3.54
3.57
3.51(3)(4)
3.34(3)(4)
3.29
2.99
3.33
3.03
3.42
3.19
3.52
3.68(3)(4)
3.30
3.35
3.42
E2 Helps in assessing performance
3.49
(3)(4)
3.53
3.20
3.22
3.30
E3 Encourages achievement
3.00
3.09(3)(4)
2.59
2.77
2.82
2.72(3)
2.54(3)
2.17
2.34
2.37
E1 Helps in setting expectations
E4 Three point scale distinguishes levels
3.62
3.38
3.59(3)(4)
3.44(3)(4)
D10 Department recognizes my contribution
D11 University recognizes my contribution
3.65
3.40
3.41
(3)(4)
E5 Helps in motivating employees
E6 Helps me give clear feedback
2.83
3.32
3.03
3.49(4)
2.46
3.26
2.56
3.24
2.66
3.30
E7 Helps identify skills to be effective
3.53
3.57(4)
E8 Helps identify development needs
E9 Provides tools to address performance
E10 Standards of conduct helps address
problems
F1 Paid appropriately when started
F4 Current policies for determining pay
effective
F5 Do not have to change jobs to get
increase
F6 Do not have to go outside University to
get increase
F8 Supervisor can provide input into my pay
F9 Pay is comparable to others in University
F10 Pay is comparable to others outside
University
F12 Pay less than state for low performance
F13 Overall rating of the University
compensation
3.32
3.21
3.32
3.44
(3)(4)
3.61
3.31
3.21
3.33
3.10
3.37(3)(4)
2.88
2.83
2.97
(3)(4)
3.19
3.14
3.28
(3)(4)
3.61
3.55
(4)
2.94
2.89
2.79
2.91
(2)(3)(4)
2.57
2.34
2.30
2.30
2.35
2.44(2)(3)(4)
2.10
2.01
2.06
2.12
2.63(2)(3)(4)
2.35(4)
2.27
2.12
2.33
3.5(3)(4)
3.31
3.20
3.26
3.29
2.73
2.64
2.85(2)
2.76
2.74
2.10
2.07
1.99
2.12
3.56(1)
3.72(1)
3.71(1)
3.60
2.44
2.36
2.29
2.40
3.02
(2)(3)(4)
2.42
3.29
(4)
2.51
E-17
Table E-11 continued
High school or less
(1)
G1 Compensation effective in attracting and
hiring
G2 Compensation effective in motivating and
retaining
G5 Have input in employees pay
G7 Able to reward employees through pay
G8 Able to compensate comparable to other
dept
H1 Education and Training
H2 Experience
H3 Skills and Abilities
H4 Duties and Responsibilities
H5 Performance
H6 Department Equity
H7 University Equity
H8 External Equity - Local
H9 External Equity - Regional/National
H10 Pay History
H11 Length of Service
I1 Education and Training
I3 Skills and Abilities
I5 Performance
I6 Department Equity
I7 University Equity
I8 External Equity - Local
I9 External Equity - Regional/National
I10 Pay History
I11 Length of Service
J1 State paid leave policies are easy to
understand
J3 State paid leave benefits are flexible
K1 State paid leave policies are easy to
understand
K2 State paid leave benefits meet needs of
department
K3 State paid leave benefits meet needs of
employees
K4 State paid leave benefits are flexible
K5 State paid leave benefits are competitive
L1 Leave benefits
L2 Health insurance
L3 Virginia retirement
L4 Opportunities for responsibility
L5 Opportunities for pay increases
L6 Opportunities to learn skills
L7 Reputation of the University
E-18
(4)
3.06
2.81(3)(4)
Education Level
Earned a
4-year
Some
college
college
degree
(2)
(3)
(4)
2.85
2.59(3)(4)
Graduate
or
profession
al degree
(4)
Total
2.69
2.52
2.66
2.26
2.31
2.39
(2)
2.58
2.55
2.48
2.51
2.63
2.8(2)
2.69
2.61
2.53
2.67
2.91(2)
2.75
3.02
2.87
(3)(4)
3.06
3.18(3)(4)
3.25(3)(4)
3.26(3)(4)
3.33(3)(4)
3.04(3)(4)
3.04(3)(4)
2.98(3)(4)
2.89(3)(4)
2.78(3)(4)
2.98(3)(4)
3.17
3.52
3.69(1)
3.18(3)(4)
3.14(3)(4)
3.16(4)
3.1(3)(4)
2.82(3)(4)
3.13(3)(4)
2.84
2.92
2.96
2.97
2.89
2.72
2.63
2.42
2.31
2.37
2.55
3.23
3.54(1)
3.73(1)
2.98
2.97
3.10
2.96(4)
2.35(4)
2.73(4)
2.86
2.92
3.01
2.99
2.88
2.72
2.62
2.43
2.25
2.39
2.50
3.29(1)(2)
3.59(1)
3.77(1)(2)
3.00
2.94
3.03
2.82
2.20
2.42
2.96
3.03
3.10
3.10
3.09
2.88
2.82
2.67
2.56
2.57
2.75
3.22
3.53
3.71
3.09
3.05
3.10
2.97
2.54
2.83
(3)(4)
3.88(3)(4)
3.73
3.62
3.80
(4)
3.75
3.81
3.66
3.77
3.47
3.33
3.53
3.16
3.19(3)(4)
3.25(3)(4)
3.28(3)(4)
3.42(3)(4)
3.2(3)(4)
3.16(3)(4)
3.03(3)(4)
2.97(3)(4)
2.91(3)(4)
3.19(2)(3)(4)
3.16
3.43
3.60
3.3(3)(4)
3.25(3)(4)
3.13
3.07(4)
3.03(2)(3)(4)
3.24(3)(4)
3.99
3.85
(3)(4)
4.07
(3)(4)
2.93
(1)(2)
(3)(4)
3.89
4.13(4)
3.94(4)
3.79(4)
3.58
3.74
4.15(4)
4.04(4)
3.82
3.68
3.82
4.06(4)
(4)
4.21
3.45
3.72
3.38
3.2(3)(4)
3.69(4)
3.54(4)
2.98
3.88(4)
4.06(4)
3.36
3.66
3.45
3.18(3)(4)
3.59
3.43(4)
2.88
3.73(4)
3.80
3.46
3.74
3.66(1)(2)
2.98
3.62
3.42(4)
2.95
3.46
3.79
3.59(1)(2)(3)
3.85(1)(2)(3)
3.8(1)(2)(3)
2.97
3.55
3.30
3.04(2)
3.64
3.88
3.48
3.76
3.62
3.08
3.59
3.39
2.97
Table E-11 continued
L8 Job security
L9 Work scheduling that supports my
lifestyle
L10 Coworker relationships
L11 Supervisor relationships
L12 Supporting the university vision, mission
and values
L13 Tuition benefits
L14 Overall importance of factors to accept
employment
L15 Overall importance of factors to continue
employment
M1 Leave benefits
M3 Virginia retirement
M4 Opportunities for responsibility
M5 Opportunities for pay increases
M7 Reputation of University
M8 Job security
M9 Work scheduling that supports my
lifestyle
M12 Supporting the university vision,
mission and values
M13 Tuition benefits
M14 Overall importance of factors in
attracting employees
M15 Overall importance of factors in
retaining employees
High school or less
(1)
3.50
3.54(3)(4)
Education Level
Earned a
4-year
Some
college
college
degree
(2)
(3)
3.45
3.58(2)
3.48(4)
3.40
Graduate
or
profession
al degree
(4)
3.68(1)(2)(3)
3.31
Total
3.57
3.43
3.22
3.51(2)(3)(4)
2.89
3.15
3.38(4)
2.90
3.16
3.28
3.01
3.3(2)(3)
3.19
3.05(2)
3.22
3.33
2.98
3.08(4)
3.5(3)(4)
2.91
3.44(3)(4)
2.95
3.27(4)
2.90
3.14
2.94
3.34
3.59(3)(4)
3.55(3)(4)
3.44
3.37
3.49
3.67(3)(4)
3.18
3.27(3)(4)
3.79(4)
3.22(3)(4)
3.85(3)(4)
3.48(4)
3.57(3)(4)
3.32
3.09
3.66(4)
3.18(3)(4)
3.66(3)(4)
3.41(4)
3.37(4)
3.29
2.93
3.55
2.80
3.45(4)
3.35(4)
3.00
3.49(3)
2.92
3.47
2.84
3.29
3.12
3.24
3.38
2.98
3.55
2.92
3.44
3.25
3.1(3)(4)
2.91(3)(4)
2.48
2.52
2.63
3.3(3)(4)
3.62(3)(4)
2.99(4)
3.36(4)
2.74
3.28
2.69
3.15
2.80
3.25
3.67(2)(3)(4)
3.38(4)
3.35
3.20
3.30
E-19
Gender
Table E-12
C1 Know what is expected of me
C2 Receive regular feedback on performance
C3 Clear understanding of performance
C4 Know what I need to achieve high
performance
C5 Performance reviews help me know how I
am doing
C6 Performance reviews help me know how to
improve
C7 Have the opportunity to provide input in
review
C8 Evaluation helps identify skills needed to be
effective
C9 Evaluation helps identify skills needed to
advance
C12 Overall rating for performance planning
C13 Overall rating for performance evaluation
D1 Know what is expected of me
D2 Receive clear goals and objectives
D3 Receive regular feedback on performance
D4 Know what it takes to get high ratings
D5 Know how well I am doing
D6 Helps me identify skills I need to develop
D7 Helps me identify skills I need to advance
D8 Clear understanding of evaluation
D9 Supervisor recognizes my contribution
D10 Department recognizes my contribution
D11 University recognizes my contribution
E1 Helps in setting expectations
E2 Helps in assessing performance
E5 Helps in motivating employees
E6 Helps me give clear feedback
E7 Helps identify skills to be effective
E8 Helps identify development needs
E9 Provides tools to address performance
F6 Do not have to go outside University to get
increase
F7 Know where to get answers about pay
F9 Pay is comparable to others in University
F10 Pay is comparable to others outside
University
F12 Pay less than state for low performance
G1 Compensation effective in attracting and
hiring
G2 Compensation effective in motivating and
retaining
H4 Duties and Responsibilities
H5 Performance
H6 Department Equity
H7 University Equity
H11 Length of Service
E-20
Male
(1)
4.19
3.55
Female
(2)
4.34(1)
3.66(1)
3.58
3.81(1)
Total
4.28
3.62
3.72
3.60
3.72(1)
3.67
3.50
3.69(1)
3.61
3.38
3.54(1)
3.48
3.67
3.84(1)
3.77
3.26
3.42(1)
3.36
3.10
3.22(1)
3.17
(1)
2.46
2.57
2.36
3.54
3.49
3.23
3.32
3.37
3.26
3.27
3.32
3.42
3.26
3.02
2.45(1)
3.75(1)
3.71(1)
3.54(1)
3.6(1)
3.61(1)
3.51(1)
3.53(1)
3.55(1)
3.64(1)
3.49(1)
3.27(1)
2.53
2.41
3.69
3.64
3.44
3.52
3.54
3.44
3.45
3.48
3.57
3.42
3.20
3.35
3.21
2.59
3.23
3.21
3.54(1)
3.46(1)
2.76(1)
3.41(1)
3.5(1)
3.43
3.32
2.66
3.31
3.33
3.22
3.48(1)
3.33
2.93
3.08(1)
2.99
(1)
2.4
2.33
3.04
2.83(2)
3.2(1)
2.67
3.14
2.74
2.02
2.19(1)
2.12
3.55
3.60
2.23
(2)
3.68
2.56
(1)
2.82
2.67
2.34
2.48(1)
2.40
3.03
3.02
2.79
2.73
2.66
(1)
3.10
3.10
2.88
2.83
2.76
3.14
3.14(1)
2.93(1)
2.87(1)
2.8(1)
Table E-12 continued
Male
(1)
3.17
3.33
3.38
3.66
2.97
2.91
2.41
2.67
Gender
Female
(2)
3.25(1)
3.43(1)
3.5(1)
3.73(1)
3.14(1)
3.11(1)
2.6(1)
2.92(1)
Total
3.22
3.40
3.46
3.71
3.08
3.05
2.54
2.84
I1 Education and Training
I2 Experience
I4 Duties and Responsibilities
I5 Performance
I6 Department Equity
I7 University Equity
I10 Pay History
I11 Length of Service
K5 State paid leave benefits are competitive
L1 Leave benefits
3.81
3.32
3.99(1)
3.54(1)
3.88
3.47
L2 Health insurance
3.72
3.78(1)
3.76
L3 Virginia retirement
3.53
(1)
3.66
3.62
L4 Opportunities for responsibility
2.96
3.14(1)
3.09
L5 Opportunities for pay increases
3.45
3.66(1)
3.60
L6 Opportunities to learn skills
3.27
(1)
3.45
3.40
L7 Reputation of the University
2.82
3.04(1)
2.97
L8 Job security
3.47
(1)
3.62
3.57
L9 Work scheduling that supports my lifestyle
3.25
3.51(1)
3.43
L10 Coworker relationships
3.06
(1)
3.29
3.22
L11 Supervisor relationships
3.16
3.41(1)
3.33
L12 Supporting the university vision, mission
and values
L13 Tuition benefits
2.84
3.04(1)
2.98
2.78
3.01(1)
2.94
L14 Overall importance of factors to accept
employment
L15 Overall importance of factors to continue
employment
M1 Leave benefits
3.22
3.4(1)
3.35
3.38
3.54(1)
3.49
3.08
3.37(1)
3.24
M3 Virginia retirement
3.26
(1)
3.47
3.37
M4 Opportunities for responsibility
2.88
3.08(1)
2.98
M5 Opportunities for pay increases
3.47
3.61(1)
3.55
M6 Opportunities to learn skills
3.09
3.27(1)
3.19
M7 Reputation of University
2.83
3.02(1)
2.94
M8 Job security
3.37
(1)
3.49
3.44
M9 Work scheduling that supports my lifestyle
3.12
3.36(1)
3.25
M10 Coworker relationships
2.97
(1)
3.24
3.12
M11 Supervisor relationships
3.07
3.34(1)
3.21
2.45
(1)
2.79
2.63
2.65
2.93(1)
2.80
3.11
3.38(1)
3.25
3.15
3.43(1)
3.30
3.44
3.63(1)
3.52
3.21
3.44(1)
3.31
M12 Supporting the university vision, mission
and values
M13 Tuition benefits
M14 Overall importance of factors in attracting
employees
M15 Overall importance of factors in retaining
employees
N1 Benefits of Performance Planning outweighs
managing two programs
N4 Benefits of workplace policies outweigh
managing two programs
E-21
Race or Ethnicity
Table E-13
C4 Know what I need to achieve high
performance
C5 Performance reviews help me know how I
am doing
C6 Performance reviews help me know how to
improve
C9 Evaluation helps identify skills needed to
advance
D6 Helps me identify skills I need to develop
E5 Helps in motivating employees
E10 Standards of conduct helps address
problems
F1 Paid appropriately when started
F4 Current policies for determining pay effective
F5 Do not have to change jobs to get increase
F6 Do not have to go outside University to get
increase
F7 Know where to get answers about pay
F8 Supervisor can provide input into my pay
F9 Pay is comparable to others in University
F10 Pay is comparable to others outside
University
F12 Pay less than state for low performance
G1 Compensation effective in attracting and
hiring
H1 Education and Training
H2 Experience
H3 Skills and Abilities
H4 Duties and Responsibilities
H5 Performance
H6 Department Equity
H7 University Equity
H8 External Equity - Local
H9 External Equity - Regional/National
H10 Pay History
White
(1)
Black
(2)
Other
(3)
(1)
3.65
3.76
3.56
3.84(1)
3.80
3.61
3.41
3.72(1)
3.7(1)
3.47
3.13
3.33(1)
3.46(1)
3.17
3.42
(1)
3.59
3.46
3.44
2.62
2.99(1)
2.82
2.66
3.27
3.59(1)
3.07
3.30
2.76
(2)
2.96
3.94
Total
3.68
2.86
2.92
2.33
2.07
2.56
2.44(1)
2.41
2.18
2.37
2.13
2.30
2.63(1)(3)
(1)
2.29
2.34
3.12
3.24
2.77(2)
(1)
3.3
3.69(1)(3)
2.51
3.03
3.20
2.86
3.14
3.30
2.74
2.09
2.3(1)
2.22
2.13
3.68(2)
3.07
3.79(2)
3.61
(1)
2.92
2.68
(1)
3.06
3.10
3.12
3.16
3.24
2.99
2.99
2.87
2.77(1)
2.67
2.96
3.03
3.10
3.11
3.10
2.89
2.83
2.68
2.56
2.59
2.64
2.93
2.93
3.01
3.09
3.09
3.06
2.85
2.79
2.63
2.51
2.55
3.19
3.24(1)
3.27(1)
3.28(1)
3.37(1)
3.23(1)
3.19(1)
3.09(1)
3.01(1)
2.96(1)
H11 Length of Service
I1 Education and Training
I3 Skills and Abilities
2.72
3.20
3.54(2)
3.17
3.39(1)
3.43
(1)(3)
2.82
3.31
3.53
2.76
3.22
3.53
I5 Performance
I6 Department Equity
I7 University Equity
I9 External Equity - Regional/National
I10 Pay History
I11 Length of Service
3.72(2)
3.06
3.03
2.95
2.49
2.81
3.58
3.35(1)(3)
3.3(1)(3)
3.18(1)
3.08(1)(3)
3.19(1)(3)
3.69
3.03
3.02
3.04
2.55
2.71
3.71
3.08
3.05
2.98
2.54
2.84
E-22
Table E-13 continued
J4 State paid leave benefits are competitive
J5 Overall rating of state paid leave benefits
L1 Leave benefits
White
(1)
3.92(2)
3.81(2)(3)
3.46
Race or Ethnicity
Black
(2)
3.72
3.62
3.67(1)(3)
Other
(3)
3.83
3.54
3.37
Total
3.89
3.77
3.47
3.75
3.86(1)(3)
3.67
3.76
L3 Virginia retirement
3.61
(1)(3)
3.48
3.62
L5 Opportunities for pay increases
3.58
3.74(1)
3.59
3.60
L6 Opportunities to learn skills
3.37
3.55(1)
3.49
3.40
(1)(3)
3.37
3.04
2.98
3.77(1)(3)
3.39
3.58
L2 Health insurance
L7 Reputation of the University
L8 Job security
2.94
3.57(3)
3.76
(1)
L9 Work scheduling that supports my lifestyle
3.42
3.42
3.44
L12 Supporting the university vision, mission
and values
L13 Tuition benefits
2.95
3.36(1)(3)
3.6
2.94
2.98
2.88
3.4(1)
3.15(1)
2.94
(1)
L14 Overall importance of factors to accept
employment
M3 Virginia retirement
3.34
3.48
3.33
3.35
3.36
3.67(1)
3.43
3.39
M4 Opportunities for responsibility
2.97
3.26(3)
2.73
2.98
N4 Benefits of workplace policies outweigh
managing two programs
3.27
3.77(1)
3.40
3.33
E-23
APPENDIX F
METHODOLOGY
SURVEY METHODS
The survey methods for the Human Resources Restructuring Survey of the University of
Virginia were based on the principles of the “Tailored Design Method” of web survey
administration1, a set of related techniques that has been shown to optimize cooperation,
response rates, and accuracy in web surveys without compromising confidentiality.
Questionnaire
Design Process
Developing the questionnaire was a collaborative effort between the Human Resources
Staff of the University of Virginia and Virginia Tech University and members of the CSR
research team. Once a draft of the questionnaire was developed, a focus group was
conducted by CSR with representatives of the employees at each university. Input from
the focus groups was instrumental in modifying the questionnaire before fielding the
survey. Due to the length of the survey, open-ended questions were moved to the end of
the questionnaire to allow respondents to move through the rating questions quickly. The
time spent on the open-ended questions would be at the discretion of the respondent.
Major Sections
The questionnaire was divided into the following sections:
Questionnaire Parts
Number of
questions
Awareness of the University authority to restructure its human resource system (B)
12
Performance Evaluation (C)
13
Relative Performance Evaluation (D)
13
Performance Management System (E)
10
Staff’s Compensation (F)
13
Supervisor’s Compensation (G)
10
Relative Importance of Factors Determining a Staff Employee’s Pay (H)
13
Relative Importance of Pay Determinants (I)
13
Employee Leave Benefits (J)
5
Staff Leave Benefits (K)
6
Relative Importance of Pay, Benefits, and Work Life for You (L)
15
Relative Importance of Pay, Benefits, and Work Life for Employees (M)
15
University Staff and Classified Staff Systems (N)
5
Overall Ratings (O)
3
1
See Don A. Dillman, Mail and Internet Surveys: The Tailored Design Method (New York: John Wiley
and Sons, 2000).
F-1
Survey Administration
A pilot of this survey was conducted for ten days prior to launching the survey.
Participants were selected from the population of staff, staff supervisors, and faculty
supervisors of staff. Each respondent was given the opportunity to make suggestions on
how the questionnaire might be improved. For the production survey, advance letters
were sent to remaining employees and non-respondents of the pilot.
All employees with email access were invited to participate in the web version of the
survey. Anonymity was assured to all participants through the random assignment of
unique IDs and PINs. For employees who have limited or no access to computers, a paper
version of the questionnaire was mailed to their university addresses as well as the
opportunity to take the survey online. In order to insure anonymity, a separate
confirmation postcard was provided to remove their name from the reminder list.
A series of reminders were sent to employees by CSR to promote their participation in
the survey. Attempts were made to contact non-respondents by telephone to encourage
participation. The next two tables list the sequence of survey related communications that
were sent to employees during the survey period.
Communications to Web Respondents
Type
Date
Sent to
Advance letter
5/1
Web respondents
Email announcement
5/1-4
Web respondents
Email thank
you/reminder
5/11
Web respondents
Second email
reminder
5/21
Web respondents
Postcard reminder
5/31
Non-respondents
Phone call reminders
6/4-8
Non-respondents
Close-out email
6/15
Non-respondents
Communications to Mailout Respondents
Type
F-2
Date
Sent to
Mail advance letters
5/9
Mailout
respondents
Mail survey packets
5/10
Mailout
respondents
Thank you/reminder
postcard
5/19
Mailout
respondents
Phone call reminders
6/4-8
Non-respondents
Close-out postcard
6/9
Non-respondents
Survey Response
The Human Resources Department provided a list of 5,662 employees to CSR. The list
contained the names of 901 faculty supervisors of staff and 4,447 staff and staff
supervisors with email addresses to participate in the web version of the survey. In
addition, a list of 314 staff without email access was utilized in mailing the paper version
of the questionnaire. CSR tracked emails from web respondents and confirmation
postcards from respondents completing a paper questionnaire to determine who would
receive reminder notices and phone calls.
Total participation from all employees was 2,854. Of this total, 150 cases were identified
as having answered less than 50% of the questions and were considered partials. Of the
remaining 2,704 employees who participated in the survey, 102 (3.8%) chose the paper
version of the survey and 2,602 (96.2%) chose the on-line version.
When those on the employee list who were disqualified or did not have valid addresses
(either mail or email) are excluded, the completions represent 48.6% of those whom we
attempted to contact. However, some of the cases that remained in an ‘open status’ at the
close of the study are also either disqualified or had bad addresses. If it is assumed that
the rate of disqualifications and bad addresses is the same among these open-status cases
as it is among those from whom we heard back, then the open-status case count can be
reduced by a corresponding percentage. The disqualification rate was equal to that
known from returned surveys and disqualification/refusal emails. This yields an
estimated number of qualified, reachable cases of 5,520, and the 2,704 returns yield a
final response rate of 49%. (This corresponds to AAPOR Standard Response Rate
RR4.2).
Margin of Error
Because the full population of eligible respondents was solicited for response in this
survey rather than a sample, the margin of error due to random sampling error is quite
small. With 48.6% of the estimated qualified, reachable population of 5,520 responding,
the margin of error for the results of this survey is ±1.4% at a 95% level of confidence.3
This means that 95 out of 100 samples of this size, drawn from the same population, will
generate a result that is within ±1.4 percentage points of the percentage in the population
as a whole.
2
American Association for Public Opinion Research. Standard Definitions: Final Dispositions of
Case Codes and Outcome Rates for Surveys.. Lenexa, KS: AAPOR, 2004. Also available
on line at www.aapor.org.
3
The formula for the standard error of estimate for the population proportion is the square root of (1f)pq/(n-1), where p is the sample proportion, n is the sample size, q = (1-p) and f is the proportion of the
finite population which was sampled. In this study, f = .526.
Source: William G. Cochran, Sampling Techniques, 3rd edition (New York: John Wiley and Sons, 1977).
F-3
The following is the final disposition report for the study:
OVERALL DISPOSITION
Complete
Partials
Completes/Partials
Refusals
Disqualified/Unavailable/No English
Bad Mail/Email
Open Status
Total
1.8%
Adjusted
count
2704
150
2854
98
Adjusted
%
48.99%
2.72%
51.70%
1.78%
48.8%
99.1%
2718
5520
49.24%
100.00%
COUNT
OVERALL
QUALIFIED/
REACHABLE
2704
150
47.8%
48.6%
98
49
93
2718
5662
1.7%
0.9%
1.6%
48.0%
100.0%
Statistical Analysis
Questionnaire Scales
Questions in each part of the questionnaire asked the respondents to rate each of the
topics by responding to a five-point scale anchored by “Strongly Agree” to “Strongly
Disagree” or a four-point scale anchored by “Very Important” to “Not Important.” The
scales were designed so that higher numbers represent preferred outcomes (e.g.
5=Strongly Agree, 1=Strongly Disagree or 4=Very Important, 1=Not Important).
Two of the three overall satisfaction questions used five-point scales with anchors of
“Excellent” to “Poor.” To maintain compatibility during analysis, the scales were
reversed so that high numbers represent favorable outcomes and low numbers indicate
less favorable outcomes.
Regression Analysis
Multiple regression analysis is a statistical method used to analyze relationships between
a set of variables known as independent variables and a single variable known as the
dependent variable. The objective is to use the independent variables to predict variation
in the dependent variable. More specifically, a regression routine weights the
independent variables through regression analysis to insure maximal prediction of the
dependent variable from the set of independent variables. The overall evaluation
questions are used to predict the overall satisfaction questions. The regression analysis
produced standardized regression coefficients or weights known as betas (β) that can
have a value of -1 to +1. The betas can be interpreted as the relative importance of the
independent variables in predicting the dependent variable. The significance level of the
beta coefficient is tested and reported along with the beta coefficients. The significance
level can take on values from .000 to 1. For this report, any value that is .05 or less is
considered statistically significant. That is, there is a 95% chance that the beta is not zero.
F-4
% of
returns
96.50%
3.50%
An overall measure of the strength of the regression analysis is generally found in a table
footnote as an R-square, which can take on values from 0 to 1. Larger R-squares
represent greater explanatory power for the predictors taken as a group.
Near the end of the questionnaire, three overall evaluation questions were asked of the
respondents. The questions addressed evaluations of the human resources system, the
university as a place to work, and whether staff respondents would recommend the
university to friends and family as a place to work. These overall questions can serve as
independent variables.
Embedded throughout the questionnaire are ten questions that were overall evaluations of
a particular questionnaire part. These questions can serve as independent variables. By
regressing them on the overall questions mention in the previous paragraph, the affect
they have on the overall evaluations can be determined. This analysis is reported in the
last section of this report.
Cross-tabulation Analysis
In this study, a cross-tabulation analysis relates demographic variables to ratings of items
throughout the questionnaire and to the overall evaluation ratings as well. Statistical
significance tests were used to verify the existence of satisfaction differences among
various subgroups. An independent Chi-Square test of independence is used to test for
differences in proportions and Gamma tests for patterns among ordinal demographic subgroups.
Demographic questions were included at the end of the questionnaire to obtain
information about the respondents who completed the survey. The demographic
information was used to evaluate differences in ratings given by sub-populations, such as
males versus females, or those with different level of education. The results are included
in Appendix E.
F-5