Court Employee Satisfaction
Measure
Ratings
of court
employees
assessing
the quality
of the work
Definition:
Definition:
Ratings
of court
employees
assessing
the quality
of the work
environment
and relations
between
staff and
management.
environment
and relations
between
staff
and management.
Purpose:
Purpose:
Committed
and loyal
have ahave
direct
impactimpact
on a court’s
Committed
and employees
loyal employees
a direct
on a court’s
performance.
This
measure
is
a
powerful
tool
for
surveying
employee
performance. This measure is a powerful tool for surveying
opinion
on whether
staffon
have
the materials,
motivation,
direction,
employee
opinion
whether
staff have
the materials,
motivation,
sensedirection,
of mission,
and of
commitment
to do
quality work.
how
sense
mission, and
commitment
to Knowing
do quality
work.
employees
perceive
the workplace
is essential
to facilitate
Knowing
how employees
perceive
the workplace
is organizational
essential
development
andorganizational
change, assess development
teamwork andand
management
style,
to facilitate
change, evaluate
enhance
job satisfaction,
and thus,style,
improve
servicejob
to satisfaction,
the public. and
teamwork
and management
enhance
Method:
This measure is an opinion survey of all court employees conducted
on aThis
regular
basis (e.g.,
The survey
questionnaire
requires
measure
is an annually).
opinion survey
of all court
employees
and
respondents
to conducted
rate their agreement
withbasis
each(e.g.,
of 20annually).
statementsThe
on asurvey
should be
on a regular
five-point
scale fromrequires
“Strongly
Agree” to “Strongly
Disagree.”
Two with
questionnaire
respondents
to rate their
agreement
additional
ask respondents
to identify
theof
organizational
division,
each ofitems
30 statements.
A limited
number
additional items
ask
department,
unit,
or
court
location
in
which
they
work.
The
survey
respondents to identify the organizational unit and/or location in
can be
easily
adapted
include
more
open-ended
which
they
work. to
The
surveyone
canorbe
easily
adapted toquestions
include one
concerns.
soliciting
feedback
and pinpointing
or twowritten
open-ended
questions
to solicitspecific
additional
written feedback
Method:
thus, improve service to the court’s constituents.
and particular concerns.
Step 1: Prepare the Survey
Particular
Surveys raise expectations
attention should be paid to the second part of the
survey
that
asks for information on the respondents, e.g., their
among staff; management
work
units,
assignments,
length Employee
of service,
etc. This information
Trends in Overall
Satisfaction
should understand that
becomes
relevant
when
analyzing
the
survey
results since it
District
Court,
Harmony
County
asking a question implies
enables comparisons of results according to different respondent
taking action based on
groups (e.g., newer90employees compared to older, managers
responses. When employees
compared to staff, etc.).
85
raise concerns, management
needs to demonstrate that
those concerns are being
Index Score
National Center for State Courts
300 Newport Avenue
Williamsburg, Virginia 23185
800-466-3063
Paying Attention
to Employee The content and format of the survey should be standardized—
the same questions, asked in the same way—so that survey results
Satisfaction can be reliably compared throughout the court and over time.
80
Step 2: Plan75the Data Collection
heard. Not all problems
can be immediatelyA
plan should be developed
for administering the survey to all court
70
Jan
Jul
Jan
Jul
Jan
Jul
Jan
Jul
Jan
Consideration
should
be given
to whether
the
survey
will
01
01
02
02
03
03
04
04
05
review of the results
be provided in a Web-based survey form or on paper; the Web-based
management should
survey is cost-effective in that it avoids the cost of data entry and most
communicate to staff
survey software tools provide basic analytics. The schedule should
what actions will be
include time for advance notification explaining the purpose of the
taken and why.
survey and assuring respondents of the anonymity and confidentiality
of their responses. Sufficient time should be allowed for subsequent
analysis and reporting back to the court.
Copies and updates at
www.courtools.org
addressed, but upon
employees.
© 2005 National Center for State Courts
9
Step 3: Administer the
Survey
Most organizations that survey
their employees do so once a year.
Surveying all employees during
the same time period provides a
snapshot of the entire organization,
creating the potential for meaningful
comparisons of the results.
The survey should be distributed
in a format that maximizes
participation. Web-based surveys
will require that employees have
Internet access. Two weeks is
usually a sufficient timeframe for
respondents to complete the survey.
Sending a reminder in the middle
of the response period can boost
participation but the court can
evaluate response rates and extend
the time if needed.
Analysis and
Interpretation
The results of the survey can be
analyzed in several ways, each of
which lends itself to different kinds
of interpretation and insight. The
first level of analysis is to compute
and examine the average (mean)
scores on all the individual items.
When using a five-point scale of
responses, the higher the score,
the more positive the respondent’s
view and thus, the more positively
the court is perceived as doing with
respect to that item. Item scores
can be evaluated at the court-wide
level or by work unit or location. In
addition, scores can be sorted to see
which items score highest and lowest.
To facilitate the interpretation of the
average scores, convert those scores
to a 100-point scale by multiplying the
score by 20. For example, an average
score of 4.5 converts to a score of 90
(4.5 x 20) on a 100-point scale.
Employee Satisfaction Survey
Strongly
Disagree Disagree Neutral
Agree
Strongly
Agree
1. My work unit looks for ways to improve
processes and procedures.
1
2
3
4
5
2. I am kept informed about matters that affect
me in my workplace.
1
2
3
4
5
3. As I gain experience, I am given responsibility for new
and exciting challenges at work.
1
2
3
4
5
4. The court is respected in the community.
1
2
3
4
5
5. The people I work with can be relied upon when
I need help.
1
2
3
4
5
6. I have an opportunity to develop my own special abilities.
1
2
3
4
5
7. I understand how my job contributes to the overall
mission of the court.
1
2
3
4
5
8. I am treated with respect.
1
2
3
4
5
9. When I do my job well, I am likely to be recognized and
thanked by my supervisor.
1
2
3
4
5
10. My working conditions and environment enable me to do
my job well.
1
2
3
4
5
11. I feel valued by my supervisor based on my knowledge and
contribution to my department, unit, or division.
1
2
3
4
5
12. My court's leaders communicate important information to
me in a timely manner.
1
2
3
4
5
13. I enjoy coming to work.
1
2
3
4
5
14. The people I work with take a personal interest in me.
1
2
3
4
5
15. Managers and supervisors follow up on employee suggestions
for improvements in services and work processes.
1
2
3
4
5
16. My meetings with my supervisor are useful and
meaningful.
1
2
3
4
5
17. When appropriate, I am encouraged to use my own
judgment in getting the job done.
1
2
3
4
5
18. I have the resources (materials, equipment, supplies, etc.)
necessary to do my job well.
1
2
3
4
5
19. On my job, I know exactly what is expected of me.
1
2
3
4
5
20. I am proud that I work in the court.
1
2
3
4
5
21. The court uses my time and talent well.
1
2
3
4
5
22. I get the training I need to do the job well.
1
2
3
4
5
23. I know what it means for me to be successful on the job.
1
2
3
4
5
1
2
3
4
5
25. Communication within my division is good.
1
2
3
4
5
26. My co-workers work well together.
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
1
2
3
4
5
24. My supervisor is available when I have questions
or need help.
27. I have opportunities to express my opinion about how
things are done in my division.
28. In the last 6 months, a supervisor/manager has talked
with me about my performance/career development.
29. The court and its leaders are dedicated to
continuous improvement.
30. I am treated with respect by the public.
31. Background Information
a. In which Court Division do you work? (check one)
Criminal
Civil Family
b. How long have you been employed by the Court:
< 1 year
11–20 years
1–5 years
> 20 years
6–10 years
c. I am planning on working for the Court another:
1–2 years
11–20 years
3–5 years
> 20 years
6–10 years
.
This approach is illustrated in the table below, where the first column “Mean Response” is the
average score, expressed on a 100-point scale. The “N” column provides the number of valid
responses to each item; this number may vary if not all respondents answer all questions. The
“Percentages” column indicates the percentage of respondents who gave that score for the item.
1.
2.
3.
4.
5.
My work unit looks for ways to improve
processes and procedures.
I am kept informed about matters that affect
me in my workplace.
As I gain experience, I am given responsibility
for new and exciting challenges at work.
The court is respected in the community.
The people I work with can be relied upon
when I needSurvey
help. Continues
Ag
re
e
St
ro
Ag ng
re ly
e
Ne
ut
ra
l
Di
sa
gr
ee
Mean
S
Di tron
sa g
gr ly
ee
Percentages
Analyzing the
Distribution of Responses
Response
N
81
26
4
7
4
50
35
66
26
31
11
4
4
50
66
26
12
23
19
15
31
75
86
20
26
5
10
8
20
8
35
31
30
54
68
26
12
8
31
31
19
89
26
4
42
54
76
26
8
4
27
23
38
77
26
4
12
15
35
35
80
26
8
19
38
35
A second level of analysis involves evaluating the average scores in light of the distribution of
76
26
4
15
12
35
35
responses. Because the average score by itself does not tell us if the individual responses are
quite similar or at extremes, there is insight to be gained
the pattern
78 by26looking
4 more
12 closely
8 at42
35
of responses. For example, the average score for item781 is 81,
with
85
percent
of
the
respondents
26
42
27
31
giving the item 4 (agree) or 5 (strongly agree), indicating
that
positive
80
26 most staff
8 have15
46 views
31 and
support efforts by their work unit to find “ways to improve
processes
68
26
12 and
12 procedures.”
23
31 Item
23 2,
with an average score of 66, illustrates a case where there are strongly held and opposing views:
50 percent of staff “strongly agree” that they are kept77
‘informed
about 15
matters’
26
19in the
31 workplace,
35
75 be 26
12
8 source
8 of 42
while 31 percent “strongly disagree.” A next step would
to uncover
the
these 31
powerfully divergent views, perhaps by examining whether they are linked to different work units
70
26
8
19
12
38
23
or locations.
87of 66,
26most responses
4
8 in the
38 middle
50 of
By contrast, although item 3 also has an average score
are
84
26
23
35
the distribution (scores of 2, 3, or 4), perhaps indicating most people are not consistently42
given
74
26
4
12
27
27
31
“responsibility for new and exciting challenges at work.” As results are shared with staff, further
73
26
12
35
31
23
conversation can help clarify the views of staff and management
about this
84
26
4 issue.
12
46
38
83
26
4
8
4
38
46
67
26
12
12
27
31
19
A third level of analysis can provide much more sophisticated
of
84
26 interpretation
8
12the results,
35
46by
grouping the items into meaningful categories. The survey
is designed using
30
83
26
4
19 items,
35 each
42 of
which was carefully designed in terms of wording and72meaning.
These
30 items
be sorted
26
4
23
15 can27
31 into
two main groups: items that reflect three factors that promote employee satisfaction, and items
that reflect three factors associated with dissatisfaction.60Factors
satisfaction
26 that
19promote
19
19
27 motivate
15
employees to do excellent work, while factors that engender dissatisfaction inhibit the ability of
77
26
4
8
27
23
38
employees to do their best.
Background Information
a. In which Court Division do you work? (check only one)
___ District 1
___ District 2
___ District 3
c. I am planning on working for the Court another:
___ 1–2 years
___ 3–5 years
___ 6–10 years
___ 11–20 years
___ > 20 years
b. How long have you been employed by the Court:
___ < 1 year
2005
National Center for State Courts, version 2.0 2011
___© 1–5
years
___ 6–10 years
___ 11–20 years
___ > 20 years
Court Employee Satisfaction
Measure
9
This analytical strategy is based on research done by Frederick Herzberg, who determined that the
factors that promote satisfaction are not simply the opposite of the factors that produce dissatisfaction.
Satisfaction was found to be related to opportunities to experience achievement, recognition,
interesting work, increased responsibility, and learning on the job. These factors he called motivators.
Mean Responses in Employee Satisfaction Categories
Achievement
Satisfaction
77
82
Work Content
Responsibility
ting:
78
72
w/ Boss 73
Achievement
Work Content Supervision & Relationship
Responsibility
Employees need to know what
satisfied,
they Employees are more
Conditions
72 motivated
Dissatisfaction For employees
76 to be Work
is expected of them and receive
timely, regular feedback on how
they are doing. At all levels of an
organization, employees want to
be kept informed and recognized
for their accomplishments.
need to know that the work they to do well if they are given
82
Interpersonal Relations
do is important and their tasks
the appropriate freedom and
contribute meaningfully to the
authority to carry out their
common purpose.
work in the best way possible.
Employees become more satisfied
when the court supports and
encourages staff to grow and
develop their abilities on the job.
Satisfaction
Mean
Response
77
7.
11.
19.
21.
23.
Achievement
I understand how my job contributes to the overall mission of the court.
I feel valued by my supervisor based on my knowledge and contribution to my department, unit, or division.
On my job, I know exactly what is expected of me.
The court uses my time and talent well.
I know what it means for me to be successful on the job.
2.
13.
20.
22.
29.
Work Content
I am kept informed about matters that affect me in my workplace.
I enjoy coming to work.
I am proud that I work in the court.
I get the training I need to do the job well.
The court and its leaders are dedicated to continuous improvement.
78
80
78
84
73
77
1.
3.
6.
17.
27.
Responsibility
My work unit looks for ways to improve processes and procedures.
As I gain experience, I am given responsibility for new and exciting challenges at work.
I have an opportunity to develop my own special abilities.
When appropriate, I am encouraged to use my own judgment in getting the job done.
I have opportunities to express my opinion about how things are done in my division.
72
80
66
68
75
72
9.
15.
16.
24.
28.
Supervision and Relationship w/ Boss
When I do my job well, I am likely to be recognized and thanked by my supervisor.
Managers and supervisors follow up on employee suggestions for improvements in services and work processes.
My meetings with my supervisor are useful and meaningful.
My supervisor is available when I have questions or need help.
In the last 6 months, a supervisor/manager has talked with me about my performance/career development.
Dissatisfaction
82
89
76
87
74
84
Mean
Response
76
73
77
68
77
83
60
Dissatisfaction was found to be related to policies perceived as unfair, incompetent or unfair
supervisors, bad interpersonal relationships, unpleasant working conditions, salaries perceived as
unfair, and job insecurity. Herzberg labeled those factors environmental factors.
Achievement
82
Work Content
78
Satisfaction
77
Mean
Responses in EmployeeResponsibility
Dissatisfaction Categories
Satisfaction
77
72
Mean
Response
7.
11.
19.
21.
23.
Achievement
I understand how my job contributes to the overall mission of the court.
73
Supervisionto&my
Relationship
Boss
I feel valued by my supervisor based on my knowledge and contribution
department,w/
unit,
or division.
On my job, I know exactly what is expected of me.
Work Conditions
72
The court uses my time and talent well.
I know what it means for me to be successful on the job.
Dissatisfaction
76
Interpersonal Relations
Work Content
2. I am kept informed about matters that affect me in my workplace.
13. I enjoy coming to work.
20. I am proud that I work in the court.
22. I get
the of
training
I need to do the job
well.
critical
role
effective
Working
conditions, including
29. The court and its leaders are dedicated to continuous improvement.
Supervision
Work Conditions
82
82
89
76
87
74
84
78
80
78
84
73
and
77
Interpersonal Relations
The
The level of camaraderie
supervision requires good
work space and the tools for the
teamwork in the employee’s
Responsibility
leadership
skills and the ability
job, shape the interactions of
immediate work group is a72
key
1. My work unit looks for ways to improve processes and procedures.
80
3.
As
I
gain
experience,
I
am
given
responsibility
for
new
and
exciting
challenges
at
work.
66
to treat all employees fairly and
employees with the public and the factor.
6. I have an opportunity to develop my own special abilities.
68
respectfully.
ability
get their
job done.
17. When appropriate, I am encouraged
to useof
mystaff
own to
judgment
in getting
the job done.
75
27.
I have opportunities to express my opinion about how things are done in my division.
9.
15.
16.
24.
28.
Supervision and Relationship w/ Boss
When I do my job well, I am likely to be recognized and thanked by my supervisor.
Managers and supervisors follow up on employee suggestions for improvements in services and work processes.
My meetings with my supervisor are useful and meaningful.
My supervisor is available when I have questions or need help.
In the last 6 months, a supervisor/manager has talked with me about my performance/career development.
4.
8.
10.
18.
30.
Work Conditions
The court is respected in the community.
I am treated with respect.
My working conditions and environment enable me to do my job well.
I have the resources (materials, equipment, supplies, etc.) necessary to do my job well.
I am treated with respect by the public.
72
68
76
80
70
67
5.
12.
14.
25.
26.
Interpersonal Relations
The people I work with can be relied upon when I need help.
My court's leaders communicate important information to me in a timely manner.
The people I work with take a personal interest in me.
Communication within my division is good.
My co-workers work well together.
82
86
78
80
84
83
Dissatisfaction
72
Mean
Response
76
73
77
68
77
83
60
Since the factors that contribute to satisfaction are different from, and not merely the opposite of,
factors that cause dissatisfaction, court management must pay attention to both sets of factors. This
survey generates management information that can help develop strategies for addressing the issues
identified in the analysis of responses.
In this example, the court can see that Work Conditions is scored the lowest of the factors contributing
to Dissatisfaction, while Responsibility is scored the lowest among the factors related with Satisfaction.
One possible interpretation of these data is that the employees believe they work well together, but
they do this despite poor work conditions and limited responsibility. Court management can now
formulate a strategy: the court might decide to take advantage of the apparently high level of teamwork
(Interpersonal Relations score) to seek staff suggestions for improvements to work conditions, thereby
mitigating the main factor creating Dissatisfaction. In addition, the court might decide to address the
main issue of Satisfaction, the desire to be allowed to take more responsibility, by initiating
discussion with
staff of by
the underlying
Examining
Results
Divisionissues. This analytical strategy can be extended to see
how the responses on each factor of Satisfaction and Dissatisfaction vary by work unit or by
Distinguishing
results by division or location is a powerful way to assess the variation of responses
length of service.
throughout the court. Scores on individual questions or the overall index scores are valuable for
establishing current performance levels (baselines) for the court and to help set acceptable and
achievable goals for future performance. This comparison shows how various organizational
divisions
of the court stand
relative to the overall court ranking or relative to a goal set by the court.
Open-Ended
Questions
For example, if the division's percent reporting they Strongly Agree or Agree with Question 2
The survey is designed so that it can be completed in a reasonable amount of time and
("I am kept informed about matters that affect me”) is 54 and the court's is 75, it should be
provide information with value to court management. The addition of one or two openclear that the division's employees do not feel as well informed as the average court employee.
ended questions can supplement this approach and demonstrate management’s willingness
Improvement can be achieved once the underlying reasons for this difference are identified.
to listen. One such item is: “What could the court do to help you be more productive and
Appropriate comparisons can focus discussions among the divisions and with court management,
better serve the court’s customers?” Courts have been advised of such things as the need for
and thus help formulate strategies for improvement. By tracking survey ratings over time, court
a cell phone use policy at work, the need for more cross-training, including employees in the
managers and staff will be able to evaluate changes associated with improvement initiatives and
evaluation of supervisors, and other useful suggestions.
focus their efforts at improving their workplace.
Rate of Agreement
You Need
by Terms
Court Division
Percent Strongly Agree or Agree
to Know
Q1
Q2
What is
expected
Kept
informed
Q19
Q20
Treated with Proud
to work
respect
Overall Scores
Dissatisfaction: An employee’s feeling about their workplace, based on
environmental factors including policies perceived as unfair, incompetent or unfair
supervisors,
interpersonal
relationships, unpleasant working conditions, salaries
Terms
YoubadNeed
to Know
perceived as unfair, and job insecurity.
Index: A single number used to summarize a set of data, providing an overview.
Mean: The average value of a set of numbers, equal to the sum of all the values divided
Valid
Responses
thatexample,
should betocounted
for mean
purposes
of analysis.
by Responses:
the number of
values. For
obtain the
value
of the set of numbers 3, 4,
first calculate
total
(3+4+5) =or12,
then divide
(12/3 =are
4). not included.
For 5,
example,
missing,the
“not
applicable,”
nonsensical
responses
Satisfaction: An employee’s feeling about a workplace, based on motivating factors
including opportunities to experience achievement, recognition, interesting work,
increased responsibility, and learning on the job.
Valid Responses: Responses that should be counted for purposes of analysis. For
example, missing or nonsensical responses are not counted.
© 2005 National Center for State Courts, version 2.0 2011
© 2005 National Center for State Courts
Project Directors: Brian Ostrom and Daniel Hall
Series Editor: Richard Schauffler
Senior Contributors: Mathew Kleiman and Ingo Kellitz
Information Design: VisualResearch, Inc.
This means not only ensuring
that the
administration
for anonymity
Civil
62%
54% of the survey
68% provides
56%
60%
(e.g., the survey form Criminal
does not ask for
name),74but also that
72the respondent’s
62
62 the analysis
68 of
results is done at the level
of groups of
employees
or of the court
as a whole.
For example,
Family
90
76
60
92
80
knowing that a respondent
works
in
Finance
and
has
been
employed
by
the
court
for over
Probate
58
78
72
78
72
10 years may be enough information in some courts to identify that person to others. Care
Juvenile
78
78
75
80
80
must be taken to ensure that the reporting of results does not violate the assurance of
confidentiality.
Entire Court
72
75
72
76
72
Developed by the NCSC Court
Performance Community of Practice.
(All questions)
Confidentiality:Division
The court should maintain ethical standards of confidentiality.