Employee Satisfaction at Boys & Girls Club

of Manhattan, KansasErin Poppe

MPA Capstone Spring 2015

Organization Background … slide 3

Naming the problem … slide 4

Literature Review … slide 5

Research Design … slide 6-8

Data Collection … slide 9

Data Analysis … slide 10-15

Summary of Findings … slide 16

Suggestions … slide 17

Conclusion … slide 18

Table of Contents

Board of Directors

Executive Director

Director of Facilities,

Operations

Alliance Director

Director of Programs,

Training

Finance Director

Senior Unit Directors (2)

Admin. Assistant

Site Coord.

Program Leaders

Cleaning Personnel

KRRCoord. (3)

KidzLit Coord.

NetSmartzCoord.

VolunteersHR Manager

DevelopmentCoordinator

Program Aide

Board of Directors

Executive Director

Admin. Office Coord.

DevelopmentCoordinator

KidzLit Coord.

NetSmartzCoord.

Finance Director

Director of Operations

Asst. Director of Operations

Cleaning Personnel

Site Coord. (3)

Senior Unit Director (2)

Site Coord. (5)

Program Leaders & Volunteers

Boys & Girls Club of ManhattanDecember 2014 January 2015

14 full-time employees

9 sites in Manhattan,

Wamego

2,233 kids served (2013)

Over 200 part-time, volunteers

3

Naming the Problem“Every January, we (BGC MHK) have a new structure that fails by the following March.”

“(The restructuring) has taken away what motivates us.”

Formation of cliques

Lack of trust

Vocal Dissatisfaction

4

To what extent do job and role conflicts effect employee satisfaction at

Boys & Girls Club of Manhattan?

Literature Review

BGCRestructure

Job Design

Formal duties, defined by

organization(Spector, 1997)

Role

Informal duties, defined by individuals

(Ilgen & Hollenbeck, 1991)

EmployeeSatisfaction

Satisfaction with work

accomplished, individual

experience(Benz, 2005)

CONFLICT

Employees that are more focused on their roles rather than their jobs are less satisfied.

5

Research DesignQualitative Analysis: Semi-Structured Interviews

Flexible data collection, interpretation

Background in journalism

4 potential biases:

1. Selection

2. Researcher

3. Social Desirability

4. Problem

6

Research Design: Bias Control

1. Selection: Made interview

sign-up open to all 14 full-time employees

2. Researcher:Awareness,

detachment of personal connection

3. Social Desirability:Interviewee anonymity,

neutral location

4. Problem:Satisfied Dissatisfied

Have issues 12.5% 50%

No issues 37.5% 0%

7

Research Design: Interview Questions1. Please describe your job and day-to-day duties at BGC MHK.

What is the purpose of these activities?

2-1. Are there any tasks expected of you that are not included in your job description? Who expects you to do them, and/or

how have they become your responsibility?2-2. Are your job expectations and duties clear?

3. What do you both like and dislike about your work?On average, how happy are you with the work you do?

Are you helping to fulfill the purpose and mission? Are you part of a team that’s working well?

Do you feel appreciated for the work you do? What, in your opinion, is the quality of communication between you and

your co-workers?

4. Do you feel like you’re doing a good job?Why?

8

Data Collection

9

Response rate: 57% (8/14 full-time employees) No administrative assistant (1)

Staff not located in main office (3) No responses (2)

Interviews took place at Radina’s Bakehouse, Bluestem Bistro

Interviewees signed “Agreement to Interview” form

Interviews were recorded on iPhone

Interviews were transcribed with alternate identifiers

Hours spent interviewing: 3.5

Hours spent transcribing: 7

Data Analysis

Used direct quotes to support theoryReduces interviewer bias

10

Each question had purpose:1. Define employee’s job and roles

2. Assess gap between employee’s job and roles3. Gauge employee satisfaction

4. Identify how/if employee satisfaction is impacting performance

Data Analysis: Question 1Please describe your job and day-to-day duties at BGC MHK.

What is the purpose of these activities?

“As in most nonprofits, everyone does a little of everything.”

Each employees had job duties and role expectations

Most jobs focused on furthering mission

Most roles focused on providing administrative support

Employees’ roles took precedence over job duties frequently

11

Data Analysis: Question 2Are there any tasks expected of you that are not included in your job description? Who expects you to do them, and/or how

have they become your responsibility?

Are your job expectations and duties clear?

“Our job descriptions are always changing ... You never know what you’re coming into.”

“My job has changed two or three times since being here, there’s no

consistency.”

“No, they (expectations and duties) have never been (clear) … it’s been a year and a half and I just got my handwritten job

description.”

12

Data Analysis: Question 3What do you both like and dislike about your work?

On average, how happy are you with the work you do? Are you helping to fulfill the purpose and mission?

Are you part of a team that’s working well? Do you feel appreciated for the work you do?

What is the quality of communication between you and your co-workers?

“What I don’t like about it is that sometimes I feel like people (within the staff) are just waiting for you to do something wrong so they can tell on you.”

“I love the organization … it’s just a good feeling when you can get someone to see how good our organization is and what lengths we will go to for their children.”

“I love the mission of BGC, that’s why I took this job. I love what we stand for – a safe, positive place.”

“I don’t feel (appreciated) anymore here.”

“Working for (BGC MHK) is disappointing … we’ve lost our mission.”

13

Data Analysis: Question 4

14

Do you feel like you’re doing a good job?Why?

“I don’t need the pats on the back every day like some people do … but yeah, I think I do a good job.”

“We’re all worried now that we’re going to be written up or asked to leave.”

“They way programs are running …don’t allow me or my staff to do our jobs effectively.”

“I think the Boys and Girls Club team as a whole works well together … I just don’t know where I fit into that.”

Data Analysis: Additional Answers

15

“Some people think they’re more important than what they are, so they’re expecting more

than what they’re getting.”

“Did we need cameras? Not really. Could that $5,000 be used for better security … of

course it could. Right now, the only thing we use those

security cameras for is to watch staff.”

“People get so angry and then they can’t say what they really

mean, because there’s not a safe place. I think the trust is no

longer here.”

“The (administrative) dynamic here now is so hostile, that I

don’t know What we can do to stop an implosion from

happening.”

“I could go on for hours about how unorganized this organization is and how manipulative they can be.”

Summary of Findings

16

Future Research Implications:Investigate relationship between employee satisfaction and

• organizational culture (structure of organization rooted in values, beliefs and assumptions of employees)

• organizational climate (environment of organization rooted in employees’ social interactions/relationships, values and assumptions)

Employees’ roles are interfering with job duties

Employees are dissatisfied with environment

Employees are happy with individual work

Suggestions for BGC MHK

Address developing mistrust

HR could answer to Board of Directors

Limit review of security tapes

Publicly appreciate employees

17

Confirm that employees understand job and roles

Conclusion

18

Analysis suggests relationships between BGC MHK employee satisfaction and:

Job and role conflicts

Organizational culture and climate

When asked for 3 words that describe how employees feel about working at BGC MHK …

19

fundedicated

hope

kids

fulfilling

motivating

anxiety

disappointing

complacency

rewardinganxiety

motivation

happy

communityrewarding

challengingfrustrating

indifferent

inspired