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EXECUTIVE SUMMARY <br /> Introduction <br /> In June 2005, the City of Eugene conducted a survey of employees to gain insight into their <br /> experiences and to help inform the development of new strategies to improve effectiveness and <br /> satisfaction in the workplace. A total of 770 employees participated, weighing in on a variety of <br /> workplace issues, including work environment, communication, and career development. The <br /> survey results were analyzed using methods designed to yield information to assist managers and <br /> staff in identifying and prioritizing key issues, and help inform improvement efforts. <br /> Results <br /> Employees' sense of fairness in growth and advancement opportunities was the factor most <br /> closely related to employee satisfaction, engagement, and efficacy (feeling that their efforts make <br /> a difference), but only 38% of respondents agreed that City employees are given growth and <br /> development opportunities in a fair and equitable manner, the second - lowest rating of any <br /> question on the survey. Only 35% believed that interdepartmental communication was effective, <br /> making it the lowest -rated item on the survey though it is also closely related to employee <br /> satisfaction. <br /> Satisfaction, engagement and efficacy were highest among staff who spent more than a quarter <br /> of their work time on the most satisfying aspect of their jobs. Employees found providing service <br /> to the public most satisfying, saying they liked "being able to help people." However, dealing <br /> with angry or dissatisfied members of the public topped the list of least satisfying aspects of <br /> work. There were significant differences between employee groups' level of satisfaction, with <br /> the highest concentration of satisfied employees among supervisors and exempt staff. <br /> A manageable amount of stress and a comfortable workplace atmosphere were the workplace <br /> environment characteristics most closely related to employee satisfaction, engagement and <br /> efficacy. <br /> Respondents wanted to feel appreciated and know that their development was important to their <br /> supervisors. Acknowledgement of strong performance, recognition of good work and <br /> encouragement of professional development were the supervisor behaviors most closely related <br /> to employee satisfaction, engagement, and efficacy. "Continue to encourage an atmosphere of <br /> trust, respect, appreciation, professional development and support," suggested one employee. <br /> Another asked for "More positive feedback for the many successes, less criticism for the petty <br /> errors." <br /> There was broad agreement that employees generally had access to the resources they needed to <br /> do their jobs well. However, breaking out physical work space by employee group and <br /> department showed significant disparities. Exempt staff were far more likely to be satisfied with <br /> their work space, as were supervisors. Fire, Central Services and PDD employees were largely <br /> satisfied, while staff in LRCS and Police were far more critical of their work space. Police <br /> employees were also significantly less satisfied than other departments with their access to <br /> computers, printers and software. <br /> 1 <br />