Results and Recommendations FINAL

[ACME AUTOMOTIVE CLIMATE SURVEY 2016] 1
BL Consulting – Results and Recommendations
BL Consulting
Results and Recommendations
ACME
Automotive
11.18.2015
ProposalBy:
Bethany Schutter
Lead Project Consultant
BL Consulting
500 N Clark St
Chicago, IL 60601
Bethany@BLConsulting.com
616-558-4587

October 21, 2015
ACME Automotive
123 North Ave
Houston, TX 77054
Mr. Wilson,
On behalf of BL Consulting, I am pleased to present the results from the survey we
administered in your organization. We were impressed with the number of employees
who participated and can confidently say we have crafted results that are understand-
able and actionable. We recognize the importance ACME Automotive places on
customer satisfaction and applaud the effort to increase the organization’s performance
through a survey initiative.
The following document contains a broad overview of the steps we took to ensure an
accurate and exhaustive analysis of the data collected from your organization. We
have presented the results in a way that is visual, easily understood and
comprehensive. Lastly, we included a recommendations and action planning section of
initiatives that can be taken to improve areas of opportunity at ACME. Again, we are
equipped and willing to assist in the execution of these plans.
Thank you for the opportunity to work with ACME in this capacity. We hope that we
will be partnering with you again in the near future. If you have any questions or
concerns while reviewing this document, please do not hesitate to contact me directly
at Bethany@BLConsulting.com or by phone at 616-558-4587.
Best,
Bethany Schutter
Bethany Schutter
Lead Project Consultant
BL Consulting

Executive Summary: ACME Automotive
ACME Problem Statement
ACME Automotive has experienced rapid change with regard to management practices, work
unit climate and performance reports over the past year. These changes have been observed most
acutely since the merger with P&P Services in 2010. Safety issues and high turnover are
additional issues of concern for ACME.
In order to drive results toward organizational performance goals, BL Consulting partnered with
ACME Automotive in designing, administering and analyzing an organizational opinion survey.
This survey is a tool through which organizational issues can be unearthed, discussed and tackled
effectively. This report contains the results of the survey, which were discovered through
analysis. Recommendations are based on BL Consulting’s knowledge of the organization and
experience within the industry.
After the Survey
After the initial phases of communication and survey administration, the survey was closed for
responses. Finally, we have entered the final phase- PHASE 3: Analysis and Action Planning.
This phase contains the following steps, which are encompassed in this report:
 STEP 1: Collect and Prepare the Data
o Gather data from employees
o Prepare data for analysis
 STEP 2: Analyze the Data
o Factor Analysis
o Reliability Analysis
o Item Analysis
 STEP 3: Report Results
o Overall trends presented by the data
o Reporting by Analysis (Factor, Reliability, Item)
 STEP 4: Recommendations & Action Planning
o What changes can be made to see improvement?
This report concludes with recommendations and next steps for ACME. The appendices hold all
of the data analysis results and are available for reference. BL Consulting is willing and able to
collaborate with ACME in the future to effectively facilitate the recommended action steps.
We hope to continue our relationship with ACME for future endeavors.

Table of Contents
Executive Summary Page 3
STEP 1: Collect and Prepare the Data Page 5
STEP 2: Analyze the Data Page 6
Factor Analysis
Reliability Analysis
Item Analysis
STEP 3: Report Results Page 7
Factor Analysis Results
Reliability Analysis Results
Item Analysis Results
Key Findings
Qualitative Data
STEP 4: Recommendations & Action Planning Page 14
High Performance Model
Recommendations
Final Summary Page 16
Appendix A: Factor Analysis Results Page 17
Appendix B: Factor Loading and Reliability Analysis Page 22
Appendix C: 5-Point Averages by Factor Page 27
Appendix D: 3-Point Averages by Factor Page 29
Appendix E: Item Averages for 5-Point Data Page 31
Appendix F: Item Averages for 3-Point Data Page 37
Appendix G: Meanand Standard Deviation of Items Page 44

STEP 1: Collect and Prepare the Data
Distribution & Collection
The data was distributed using a census approach. All of ACME’s 8,000 employees were
included in the survey effort to ensure that each individual had a chance to express her or her
opinion about the current state of the organization. This approach also provided an inclusive and
comprehensive data set for analysis. Surveys were distributed via email and employees had the
opportunity to participate during appointed times throughout the workday. The answers were
collected electronically on the internal BL Consulting database. This approach was successful.
Response Rate
Of the 8,000 survey links that went out, 1,612 responses (full or partial) were collected from
ACME employees. This yields a response rate of approximately 20%. Typically, exceptionally
high response rates (80% or higher) are only observed in organizations with established internal
survey processes. ACME set a goal to obtain a response rate between 50% and 60%. This was
not achieved but we believe we have sufficient data to support recommendations.
Missing Data
Some responses were returned incomplete. It is important that these be removed from the dataset
before the analysis is run. Every individual response form was counted toward the calculation of
the response rate. Partial responses that included more than 10% of the total number of questions
were retained. Missing data from these responses were deleted pair-wise, which means blank
items were removed from analysis. Responses that failed to complete at least 10% of the
questions were discarded list-wise. This means that the entire response from that employee was
removed before analysis. This was done to increase the validity of the dataset as a whole.
Recoding Variables
The last step of data preparation was to recode variables that were worked negatively in the
survey. Items 18 and 42 were worded negatively such that a negative response had to be recoded
into a positive response. Therefore, for each respondent, and answer of a 5 (Strongly Agree) was
recoded into a 1 (Agree), an answer of 4 (Agree) was recoded into an answer of 2 (Disagree) and
so forth for items 18 and 42 only. This allowed all responses to be uniform going into analysis.
Frequencies
Frequencies were run on the dataset to obtain Mean (M) and Standard Deviation (SD) for each
item. The results of this analysis can be found in Appendix G on page 44.

STEP 2: Analyze the Data
Factor Analysis
A Principal Components Factor Analysis (PCA) with Varimax Rotation was used to group
individual survey items into overarching constructs (we will refer to them as both factors and
constructs throughout this report). This analysis allowed us to see how items grouped together to
form ideas that can be further analyzed and turned into actionable results. Factors were named
based on common themes found between the items that loaded together.
Reliability Analysis
A Reliability analysis was run on the factors to determine if there were items that should be
removed. The reliability analysis yielded Chronbach’s Alpha scores to determine how reliable
each factor was. A Chronbach’s Alpha score indicates internal consistency; the higher the score,
the more likely items are to fall together if the survey were to be repeated multiple times. An
Alpha of .70 or higher indicates strong reliability.
By looking at the output, we also observed which items would increase the overall Alpha if they
were removed from the survey. This information is useful for future survey initiatives because
items can be adjusted to yield optimal reliability when loading onto factors. Lastly, this analysis
also showed Item-to-Total Correlation. If this correlation is particularly low, it points to the items
that should be discarded. Please see the figure below for a visual representation of how these
variables work together to produce reliability (internal consistency).
Item Analysis
Responses were averaged for each item at a 5-point level (strongly disagree, disagree, neutral,
agree, and strongly agree). These averages provided in-depth, micro-level insights about most
and least favorable item in employee opinion. Data was then collapsed to a 3-point scale of
favorable, unfavorable, and neutral. Strongly disagree and disagree responses were combined to
yield an unfavorable score (1 and 2  1), neutral scores remained together (3 2), and strongly
agree and agree responses were combined to yield a favorable score (4 and 5  3). These scores
were also averaged at the item level. An average score was calculated for each of the items
across constructs [see Appendix E, page 31 and Appendix F, page 37]. These analyses helped us
understand employee opinion about each item and construct.
Reliability
(Internal Consistency)
Alpha if
Item
Deleted
Item-to-
Total
Correlation
Chronbach'
s Alpha

STEP 3: Report Results
Results of the Factor Analysis
The Principal Components Factor Analysis revealed a 10-factor solution by grouping items by
similar response. Below are the results of the Factor Analysis. Item loadings as well as cross-
loadings can be found in Appendix A [page 17].
 Factor 1: Direct Supervisor
o The Direct Supervisor factor contained 14 items the described the behaviors of
and relationships with the employee’s direct supervisor.
 Factor 2: Management Relations
o The Management Relations factor contained 11 items and described the behaviors
of and relationships with upper management.
 Factor 3: Job Satisfaction
o The Job Satisfaction factor contained 6 items that described how satisfied
employees are with their current position and how optimistic they are about a
future with the organization.
 Factor 4: Organizational Effectiveness
o The Organizational Effectiveness factor contained 9 items that described the
behaviors and continuous improvement initiatives of the organization.
 Factor 5: Organizational Objectives
o The Organizational Objectives factor contained 6 items that described the mission
and vision of the organization.
 Factor 6: Safety
o The Safety factor contained 4 items that described safety practices within the
organization.
 Factor 7: Recognition
o The Recognition factor contained 3 items that described recognition and feedback
about job performance.
 Factor 8: Enablement/ Training
o The Enablement/ Training factor contained 3 items that described employee’s
ability to perform daily tasks based on their knowledge, ability, and available
materials and tools.
 Factor 9: Teamwork*
o The teamwork factor contained 2 items that described the effectiveness of work
units.
 Factor 10: Empowerment/ Employee Involvement*
o The Empowerment. Employee involvement factor contained 2 items that
described autonomy and commitment at work.
*NOTE: Factors 9 and 10 contained only 2 items and cannot be considered reliable constructs
for evaluation. Although items within these factors are useful for insight, factor averages should
not be used for decision-making. BL Consulting recommends an 8-factor solution. The items that
fall into factors 9 and 10 should be reworded or removed in future analyses.

Cross Loading
When a factor analysis is conducted, items will load onto a primary factor. There are often items
that load significantly onto a secondary factor (with a factor loading of .30 or higher). When
items load onto multiple factors, it is referred to as cross loading. Several items in this analysis
cross loaded and are denoted in Appendix A [Page 17] with a bright yellow highlight. Items that
cross loaded are placed with the factor they loaded most significantly with. However, these items
should be evaluated and reworded for future surveys.
Results of the Reliability Analysis
The results of the reliability analysis revealed factors 1, 2, 3, 4 and 6 had alpha scores above .70,
indicating strong internal consistency. Factors 5, 8, and 9 had alpha scores in the .60 - .70 range,
which indicates moderate internal consistency. The last factor (10), holding only 2 items, had an
alpha score below .50 and is considered to have low internal consistency. These reliability results
are evidence that survey is robust and would produce similar results if conducted multiple times.
This analysis also revealed that only 3 items would increase the alpha score if removed from the
survey. The first two items were number 42 (factor 1; “For the person I report to, getting the
work out is more important than quality”) and 18 (factor 2; “When change occurs, management
usually does not explain the reasons for the change”). These two items were the only negatively
worded items in the survey and were reverse coded before analysis. The last item was item 40
and loaded onto factor 7, “Recognition”, (“I understand how my performance is evaluated”). In
future survey initiatives, these three items should be adjusted or removed to increase internal
consistency.
For specific reliability results, including Alpha, Item-to-Total correlations, and Alpha if Item is
Deleted, please see the tables in Appendix B [page 22].

Results of the Item Analysis
The graph below shows the results of the collapsed data averages for each category.
Note: See Appendix D [page 29] for 3-point average score tables and graph.
Factors will be categorized by the following standards:
o Strength- Favorable score 65% or higher
o Borderline- Favorable score 61% - 64%
o Opportunity (for Improvement)- Favorable score 60% or lower
This table portrays factors in order from most favorable to least favorable.
Factor Favorability
Score (%)
Category
Factor10: Empowerment/Employee Involvement 79.1% Strength
Factor 5: Organizational Objectives* 76.5% Strength
Factor 9: Teamwork 75.0% Strength
Factor 3: Job Satisfaction* 72.3% Strength
Factor 6: Safety* 64.7% Borderline
Factor 4: Organizational Effectiveness 63.7% Borderline
Factor 1: Direct Supervisor 59.3% Opportunity
Factor 8: Enablement/ Training 55.5% Opportunity
Factor 2: Management Relations* 44.7% Opportunity
Factor 7: Recognition 39.1% Opportunity
*Denotes a Key Finding
Factor 7: Recognition
Factor 2: Management Relations
Factor 8: Enablement/ Training
Factor 1: Direct Supervisor
Factor 4: Organizational Effectiveness
Factor 6: Safety
Factor 3: Job Satisfaction
Factor 9: Teamwork
Factor 5: Organizational Objectives
Factor 10: Empowerment/Employee…
55.7%
48.2%
42.4%
37.1%
31.1%
32.0%
24.5%
27.4%
19.1%
18.9%
5.1%
7.1%
2.2%
3.6%
5.2%
3.2%
3.2%
1.5%
4.4%
2.0%
39.1%
44.7%
55.5%
59.3%
63.7%
64.7%
72.3%
75.0%
76.5%
79.1%
3-point Averages:All Factors
Unfavorable Neutral Favorable

Key Finding 1: Strengths
The most favorable constructs, with favorability scores above 70%*, were
o Organizational Objectives (76.5% favorable)
o Job Satisfaction (72.3% favorable)
*Constructs 9 and 10 also produced favorability scores greater than 70%. They are excluded
from Key Findings reporting because those factors only included two items and should not be
used for action planning.
Organizational Objectives was the fifth factor produced from the factor analysis and had a
76.5% favorable score when collapsed to a 3-point scale. This factor included items such as item
27 (“The goals and objectives of the organization are clear to me”), item 46, (“I understand my
customers' requirements”), and item 13 (“I understand the company's mission statement and
philosophy”). These items not only represent ACME’s objectives in terms of strategy and
mission, but the employee’s understanding of and positive orientation toward them.
Job Satisfaction was the third factor produced from the factor analysis and had a 72.3%
Favorable score on the 3-point scale. This factor included items such as item 60 (“All in all, I
like my job, the kind of work I do”), item 35 (“I believe I have a good future here at this
company”) and item 37 (“I would recommend this company as a good place to work”). These
items represent ACME employee’s satisfaction with their work overall and how optimistic they
are about a future with the organization.
19.1%
24.5%
4.4%
3.2%
76.5%
72.3%
3-PointAverages:Favorable Factors

Key Finding 2: Opportunities
The least favorable construct, with a favorability score below 45%, was
o Management Relations (44.7% favorable)
Management Relations was the second factor produced from the factor analysis and had a
favorability score of 44.7% when collapsed to a 3-point scale. Almost 50% of employees
responded to these items with a “disagree” or “strongly disagree” reaction. This factor included
items such as item 38 (“Managers here treat employees/associates with respect”), item 54
(“When it comes to our mission and philosophy statement, our actions support our words -
management walks the talk”) and item 39 (“Management encourages departments to cooperate
with each other”). This factor represents employee perceptions of upper leadership’s
communication with and behavior toward employees. For ACME, opinions are unfavorable for
this factor.
Factor 2: Management Relations 48.2% 7.1% 44.7%
3-PointAverage:Unfavorable Factor

Key Finding 3: Notable Factor
A Notable finding from the item analysis was the favorability scores for Safety. Safety was the
sixth factor that emerged from the data analysis and represented a wide range of opinion. It fell
into the borderline category by our ranking standards. Items in this factor included item 47
(“Management does everything it can to promote safety in the workplace”) and item 5 (“The
managers here are committed to a strong, effective safety program”). The graph below shows
employee favorability for the safety construct.
Safety is particularly notable for ACME because of the importance that is placed on promoting a
safe working environment for employees within ACME and throughout the industry. This factor
is unique because by industry benchmark standards, ACME nearly falls significantly into a
favorable range (>65% favorable). Uniquely, it nearly falls significantly into an unfavorable
range (>35% unfavorable) as well. This could become a problem for ACME as safety is tied
closely to legality within the industry.
Factor 6: Safety 32.0% 3.2% 64.7%
3-PointAverage:Safety

Qualitative Data
The data analysis offered comment boxes in which employees were permitted to report opinion
open-endedly. Many comments were collected from the survey. Some employees chose to
expound on responses to the close-ended items. Others chose to breach new topics. Some of the
broad topics surfaced by the qualitative data include:
o Employees enjoy their coworkers and the relationship formed in the workplace
o Employees value collaboration and teamwork at ACME
o Upper management is viewed as ineffective in terms of communication
o Upper management is viewed as “having an ego” or acting superior; overall lack of
respect for front line employees
o Lack of training and development
o Lack of recognition
o Unclear roles and processes
Some of these topics, such as training, development and recognition were included in the current
survey. Generally, these are viewed as unfavorable. Unfavorable feelings regarding employee
perceptions of upper management are revealed in the “management relations” factor. New topic
include role clarity and processes development.

STEP 4: Recommendations & Action Planning
BL Consulting’s Approach
BL Consulting believes in making recommendations that are most beneficial to the individual
organization, based on their unique industry and employee opinion results. The following
recommendations are based the data collected directly from ACME employees and are
formulated based on our extensive experience with the automotive industry. Action planning is a
future process that we engage in with our clients so that organizational change can be directive,
customized, and effective.
High Performance Model (HPM)
The high performance model can be used to help organizations better understand their current
stregths and opportunities. This model shows a continuous cycle where performance flows out of
leadership and into employees before flowing through customers and the business as a whole.
This model emphasizes the continuous, cycular relationship between each of these entities. This
model is particularly important for understanding the key findings at ACME.
HPM & ACME
With regard to ACME’s survey initiative, the High Performance Model can efficiently explain
the key findings for organizational strengths and opportunities.
 Leadership is represented in this survey by Organizational Objectives
o For ACME, organizational objectives were favorable in the eyes of the employees. For
the most part, employees understand and take responsibility for the organizational
vision and mission.
 Employee is represented in this survey by Job Satisfaction
o For ACME, job satisfaction is a favorable factor. Employees are satisfied with their
work and optimistic about their future with the organization.
 Linkage between leadership and employees is represented by Management Relations
o For ACME, management relations is an unfavorable factor. Employees are dissatisfied
with the communication from leadership and behaviors they observe in management.
Leadership
- Mission
- Vision
Employee
-
Performance
- Satisfaction
Customer
- Satisfaction
- Retention
Business
- Sales
Growth
- Market
Share

Recommendation 1: Regarding Strengths
Maintain current practices with regard to organizational objectives, as they appear to be
promoting Job Satisfaction in employees. When role clarity and strategic alignment are high,
employee satisfaction increases. As employee satisfaction increases, performance increases. This
reaps benefits for employees, customers, and the business overall.
Action steps:
o Maintain strong vision and strategic mission
o Ensure managers align business units with the organization’s objectives
o Communicate any changes in organizational objectives to all employees
Recommendation 2: Regarding Opportunities
Consider discrepancies between espoused and lived organizational culture. Espoused culture is
represented by the organizational objectives. These are the things that make up the mission and
vision and drive operations. In ACME’s case, the results indicate that employees understand,
support, and are aligned with the espoused culture. However, stark dissatisfaction has surfaced
with management relations. “Management Relations” represents the linkage and line of
communication between leadership and the employee. As this relationship breaks down,
employee satisfaction and performance will decrease. The current indication is that employees
perceive leadership behavior to be misaligned with organizational objectives and values.
Action Steps:
o Facilitate focus groups to determine which current leadership behaviors must be
stopped, started, or continued
o Design a leadership development program for ACME that includes the material
gleaned from the focus group
o Implement the leadership program at ACME and require participation from all
ACME leaders
Recommendation 3: Regarding Safety
Front line employees see the effects of safety in everyday work while executives see both the
positive and negative results of safety practices. Safety should remain a top priority.
Action Steps:
o Understand the required safety practices
o Communicate expectations and processes with regard to safety
o Enable employees by providing training and materials to optimize safety practices
o Reward safe practices
Recommendation 4: Regarding Qualitative Data
Qualitative data is extremely useful for surfacing new issues that may have previously gone
undetected. This data should be used in decision-making and future planning.
Action Steps:
o Facilitate focus groups with front line employees to uncover and address pressing
issues such as role clarity, communication, and recognition
o Address employee concerns immediately by continuing organization wide
communication and problem solving
o Ensure topics surfaced by the comment data are addressed on future survey
initiatives

Final Summary
The ACME Automotive Climate Survey successfully unearthed issues that are currently
prevalent within the organization. The analysis provided valuable insights into the current
climate of the workforce.
Notable areas of strength include:
o Organizational objectives (purpose, mission) are clear and owned by employees
o Employees have high satisfaction with work
o Teamwork is valued and appreciated within ACME
Notable areas of opportunity include:
o Communication between upper management and employees
o Recognition of excellent performance
o Discrepancy between espoused and lived culture
o Questionable safety practices
o Few opportunities for professional growth
ACME leadership should address these areas of employee concern. Some preliminary action
planning has been laid out in the recommendations section. However, BL Consulting would like
assist in the process by accessing the appropriate people and materials. By collaborating on these
action initiatives, ACME can produce positive results that will impact and endear the workforce
as a whole.
We look forward to speaking in further detail in the near future.

Appendix A: Factor Analysis Results
Factor
1 2 3 4 5 6 7 8 9 10
26 Overall, the person
I report to is doing a
good job. (A)
.807
48 The person I report
to treats everyone
fairly. (A)
.764
to treats me with
respect and dignity.
(A)
.752
to has consistently
been fair with me. (A)
.748
to listens and takes my
suggestions into
consideration. (A)
.744
to does a good job of
keeping me informed.
(A)
.706
to inspires high
performance through
his/her personal
leadership. (A)
.705
to promotes
teamwork. (A)
.668
to places a high
priority on
employee/associate
development. (A)
.645 .326
34 When we do a
good job, the person
we report to lets us
know we've
performed well. (A)
.617 .382
to supports our
training through
feedback, follow-up
and coaching. (A)
.574 .387
to emphasizes the
importance of meeting
the needs of external
customers (people
outside thecompany
who use our products
or services). (A)
.528

to makes sure
employees/associates
are trained to do their
jobs. (A)
.509 .335 .328
42 For theperson I
report to, getting the
work out is more
important than quality.
(D)
.507
57 Management is fair
and honest with
employees/associates.
(A)
.739
55 Communication
from top management
is open and honest.
(A)
.737
38 Managers here
treat
with respect. (A)
.682
54 When it comes to
our mission and
philosophy statement,
our actions support
our words -
management walks the
talk. (A)
.602 .320
29 The managers here
work well together as
a team. (A)
.601
53 All
are treated equally
regardless of race, sex,
national origin, or
disability. (A)
.585
22 All
have equal
opportunity for
advancement here. (A)
.540
18 When change
occurs, management
usually does not
explain the reasons for
the change. (D)
.488 .300
39 Management
encourages
departments to
cooperate with each
other. (A)
.412
58 Things are better
for me at work now
than they were a year
ago. (A)
.397 .387

50 Attracting,
developing, and
retaining individuals
with different
backgrounds and
capabilities is
encouraged in this
company. (A)
.362
60 All in all, I like my
job, the kind of work I
do. (A)
.739
20 My job gives me a
sense of
accomplishment. (A)
.659
35 I believe I have a
good future here at
this company. (A)
.382 .604
6 I really believe that
what I am doing in my
job is important. (A)
.575 .361
51 My job makes
good use of my skills
and training. (A)
.555
37 I would
recommend this
company as a good
place to work. (A)
.453 .520
1 Company's
management is
leading the company
in the right direction.
(A)
.627
24 The company is
making the changes
necessary to compete
effectively. (A)
.365 .588
4 Customer
satisfaction is one of
our top priorities. (A)
.532
14 This company is
effective in
implementing change.
(A)
.521
2 We are reducing
waste/scrap. (A) .475
28 Our continuous
improvement efforts
have resulted in
measurable
improvements in our
work group's
processes. (A)
.442 .302
52 I am proud of the
quality of our
products/services. (A)
.301 .353 .333
23 Management
encourages us to make
suggestions for
improvements here.
.320 .332

(A)
36 People are always
trying to find new and
creative ways to do
things better. (A)
.297 .249
46 I understand my
customers'
requirements. (A)
.661
43 I know my
department objectives
(quality, cost, timing,
etc.). (A)
.622
31 If I see a co-worker
not following safety
procedures, I feel free
to speak up. (A)
.478
27 The goals and
objectives of the
organization are clear
to me. (A)
.312 .390 .475
44 Continuous
improvement is my
responsibility. (A)
.441
13 I understand the
company's mission
statement and
philosophy. (A)
.419 .401
19 Prompt action is
taken when we
identify safety
hazards. (A)
.733
47 Management does
everything it can to
promotesafety in the
workplace. (A)
.308 .698
5 The managers here
are committed to a
strong, effective safety
program. (A)
.651
32 Management does
what it can to provide
us with good working
conditions. (A)
.422 .504
15 I get regular
feedback on how I am
doing on my job. (A)
.321 .624
7 I get therecognition
I deserve when I do a
good job. (A) .367 .365 .508
40 I understand how
my performance is
evaluated. (A)
.319 .375 .424
16 I have been
adequately trained to
handle the different
.672

aspects of my job. (A)
25 The company
provides adequate
training for me to keep
my skills up to date.
(A)
.300 .554
17 I have theproper
equipment and
supplies to do my job.
(A)
.552
3 The peopleI work
with cooperate to get
the job done. (A)
.743
45 In my department,
we work as a team.
(A)
.682
10 I am able to make
routine decisions
about my job without
the approvalof the
person I report to. (A)
.314 .532
11 I am
enthusiastically
committed to
achieving our
company's objectives.
(A)
.389 .486

Appendix B: Factor Loading and Reliability Analysis
Factor 1: Direct Supervisor (α = .931, n = 14)
Items
Factor
Loading
Item to
Total
Correlation
Alpha if
Item
Deleted
(26) Overall, the person I report to is doing a
good job
.807 .769 .923
(48) The person I report to treats everyone fairly. .764 .737 .924
(56) The person I report to treats me with respect
and dignity
.752 .742 .924
(33) The person I report to has consistently been
fair with me.
.748 .686 .926
(59) The person I report to listens and takes my
suggestions into consideration.
.744 .746 .924
(49) The person I report to does a good job of
keeping me informed.
.706 .730 .925
(21) The person I report to inspires high
performance through his/her personal leadership
.705 .734 .924
(8) The person I report to promotes teamwork. .668 .697 .926
(9) The person I report to places a high priority
on employee/associate development.
.645 .708 .925
(34) When we do a good job, the person we
report to lets us know we've performed well.
.617 .669 .927
(41) The person I report to supports our training
through feedback, follow-up and coaching.
.574 .667 .927
(30) The person I report to emphasizes the
importance of meeting the needs of external
customers (people outside the company who use
our products or services).
.528 .541 .930
(12) The person I report to makes sure
employees/associates are trained to do their jobs.
.509 .592 .929
(42) For the person I report to, getting the work
out is more important than quality
.507 .444 .933*
Note: * The alpha for the factor “Direct Supervisor” would increase if item 42 were
removed.

Factor 2: Management Relations (α = .880, n = 11)
Items Factor
Loading
Item to
Total
Correlation
Alpha if
Item
Deleted
(57) Management is fair and honest with
.739 .749 .859
(55) Communication from top management is
open and honest.
.737 .702 .862
(38) Managers here treat employees/associates
with respect.
.682 .707 .862
(54) When it comes to our mission and
philosophy statement, our actions support our
words - management walks the talk.
.602 .678 .864
(29) The managers here work well together as a
team.
.601 .644 .866
(53) All employees/associates are treated equally
regardless of race, sex, national origin, or
disability.
.585 .586 .870
(22) All employees/associates have equal
opportunity for advancement here.
.540 .568 .871
(18) When change occurs, management usually
does not explain the reasons for the change.
.488 .356 .884*
(39) Management encourages departments to
cooperate with each other.
.412 .532 .873
(58) Things are better for me at work now than
they were a year ago.
.397 .481 .877
(50) Attracting, developing, and retaining
individuals with different backgrounds and
capabilities is encouraged in this company.
.362 .506 .875
Note: * The alpha for the factor “Management Relations” would increase if item 18 were
removed.

Factor 3: Job Satisfaction (α = .827, n = 6)
Items Factor
Loading
Item to
Total
Correlation
Alpha if
Item
Deleted
(60) All in all, I like my job, the kind of work I
do.
.739 .675 .784
(20) My job gives me a sense of
accomplishment.
.659 .627 .793
(35) I believe I have a good future here at this
company.
.604 .652 .788
(6) I really believe that what I am doing in my
job is important.
.575 .483 .821
(51) My job makes good use of my skills and
training.
.555 .536 .813
(37) I would recommend this company as a good
place to work.
.520 .616 .796
Factor 4: Organizational Effectiveness (α = .818, n = 9)
Items Factor
Loading
Item to
Total
Correlation
Alpha if
Item
Deleted
(1) Company's management is leading the
company in the right direction.
.627 .506 .800
(24) The company is making the changes
necessary to compete effectively.
.588 .619 .786
(4) Customer satisfaction is one of our top
priorities.
.532 .513 .800
(14) This company is effective in implementing
change.
.521 .556 .794
(2) We are reducing waste/scrap. .475 .372 .816
(28) Our continuous improvement efforts have
resulted in measurable improvements in our
work group's processes.
.442 .573 .792
(52) I am proud of the quality of our
products/services
353 .509 .800
(23) Management encourages us to make
suggestions for improvements here.
.332 .487 .803
(36) People are always trying to find new and
creative ways to do things better.
.297 .515 .799

Factor 5: Organizational Objectives (α = .691, n = 6)
Items Factor
Loading
Item to
Total
Correlation
Alpha if
Item
Deleted
(46) I understand my customers' requirements .661 .460 .640
(43) I know my department objectives (quality,
cost, timing, etc.).
.622 .439 .644
(31) If I see a co-worker not following safety
procedures, I feel free to speak up.
.478 .318 .683
(27) The goals and objectives of the organization
are clear to me.
.475 .495 .624
(44) Continuous improvement is my
responsibility.
.441 .391 .660
(13) I understand the company's mission
statement and philosophy.
.419 .427 .648
Factor 6: Safety (α = .806, n = 4)
Items Factor
Loading
Item to
Total
Correlation
Alpha if
Item
Deleted
(19) Prompt action is taken when we identify
safety hazards
.733 .603 .764
(47) Management does everything it can to
promote safety in the workplace.
.698 .698 .717
(5) The managers here are committed to a
strong, effective safety program.
.651 .618 .756
(32) Management does what it can to provide us
with good working conditions.
.504 .563 .782
Factor 7: Recognition (α = .697, n = 3)
Items Factor
Loading
Item to
Total
Correlation
Alpha if
Item
Deleted
(15) I get regular feedback on how I am doing
on my job.
.624 .571 .532
(7) I get the recognition I deserve when I do a
good job
.508 .540 .571
(40) I understand how my performance is
evaluated.
.424 .435 .698*
Note: * The alpha for the factor “Recognition” would increase if item 40 were removed.

Factor 8: Enablement/ Training (α = .640, n = 3)
Items Factor
Loading
Item to
Total
Correlation
Alpha if
Item
Deleted
(16) I have been adequately trained to handle the
different aspects of my job
.672 .457 .530
(25) The company provides adequate training for
me to keep my skills up to date.
.554 .495 .477
(17) I have the proper equipment and supplies to
do my job.
.552 .397 .613
Factor 9: Teamwork (α = .640, n = 2)
Items Factor
Loading
Item to
Total
Correlation
Alpha if
Item
Deleted
(3) The people I work with cooperate to get the
job done.
.743 .471 N/A
(45) In my department, we work as a team. .682 .471 N/A
Factor 10: Empowerment/ Employee Involvement (α = .417, n = 2)
Items Factor
Loading
Item to
Total
Correlation
Alpha if
Item
Deleted
(10) I am able to make routine decisions about
my job without the approval of the person I
report to.
.532 .264 N/A
(11) I am enthusiastically committed to
achieving our company's objectives.
.486 .264 N/A

Appendix C: 5-Point Averages By Factor
Strongly Disagree 12.8%
Disagree 24.3%
Neutral 3.6%
Agree 45.3%
Strongly Agree 14.0%
Disagree 29.7%
Neutral 7.1%
Agree 37.2%
Strongly Agree 7.5%
Disagree 16.4%
Neutral 3.2%
Agree 50.9%
Disagree 22.8%
Neutral 5.2%
Agree 51.0%
Disagree 14.6%
Neutral 4.4%
Agree 58.6%
Factor 6: Safety
Disagree 22.4%
Neutral 2.6%
Agree 51.9%
Disagree 33.8%
Neutral 5.1%
Agree 33.8%
Strongly Agree 5.5%
Disagree 27.6%
Neutral 2.2%
Agree 44.7%
Factor 9: Teamwork
Disagree 18.3%
Neutral 1.5%
Agree 51.9%
Factor 10: Empowerment/ Employee
Involvement
Disagree 13.3%
Neutral 2.0%
Agree 56.6%

Involvement
Factor 9: Teamwork
Factor 6: Safety
5.6%
9.1%
14.8%
21.8%
9.7%
4.5%
8.3%
8.1%
18.5%
12.8%
13.3%
18.3%
27.6%
33.8%
22.4%
14.6%
22.8%
16.4%
29.7%
24.3%
2.0%
1.5%
2.2%
5.1%
2.6%
4.4%
5.2%
3.2%
7.1%
3.6%
56.6%
51.9%
44.7%
33.8%
51.9%
58.6%
51.0%
50.9%
37.2%
45.3%
22.6%
19.1%
10.7%
5.5%
13.4%
17.9%
12.7%
21.5%
7.5%
14.0%
5-point Averages: All Factors
Strongly Disagree Disagree Neutral Agree Strongly Agree

Appendix D: 3-Point Averages By Factor
Unfavorable 37.1%
Neutral 3.6%
Favorable 59.3%
Unfavorable 48.2%
Neutral 7.1%
Favorable 44.7%
Unfavorable 24.5%
Neutral 3.2%
Favorable 72.3%
Unfavorable 31.1%
Neutral 5.2%
Favorable 63.7%
Unfavorable 19.1%
Neutral 4.4%
Favorable 76.5%
Factor 6: Safety
Unfavorable 32.0%
Neutral 3.4%
Favorable 64.7%
Unfavorable 55.7%
Neutral 5.1%
Favorable 39.1%
Unfavorable 42.4%
Neutral 2.2%
Favorable 55.5%
Factor 9: Teamwork
Unfavorable 27.4%
Neutral 1.5%
Favorable 75.0%
Involvement
Unfavorable 18.9%
Neutral 2.0%
Favorable 79.1%

Factor 10: Empowerment/Employee Involvement
Factor 9: Teamwork
Factor 6: Safety
18.9%
27.4%
42.4%
55.7%
32.0%
19.1%
31.1%
24.5%
48.2%
37.1%
2.0%
1.5%
2.2%
5.1%
3.2%
4.4%
5.2%
3.2%
7.1%
3.6%
79.1%
75.0%
55.5%
39.1%
64.7%
76.5%
63.7%
72.3%
44.7%
59.3%
3-point Averages: All Factors

Appendix E: Item Averages for 5-Point Data
26 Overall, the person I report to is doing a good job.
(A)
48 The person I report to treats everyone fairly. (A)
56 The person I report to treats me with respect and
dignity. (A)
33 The person I report to has consistently been fair
with me. (A)
59 The person I report to listens and takes my
suggestions into consideration. (A)
49 The person I report to does a good job of keeping
me informed. (A)
21 The person I report to inspires high performance
through his/her personal leadership. (A)
8 The person I report to promotes teamwork. (A)
9 The person I report to places a high priority on
employee/associate development. (A)
34 When we do a good job, the person we report to
lets us know we've performed well. (A)
41 The person I report to supports our training
through feedback, follow-up and coaching. (A)
30 The person I report to emphasizes the importance
of meeting the needs of external customers (people…
12 The person I report to makes sure
employees/associates are trained to do their jobs. (A)
42 For the person I report to, getting the work out is
more important than quality. (D)
10.7%
13.8%
9.0%
9.4%
11.9%
15.2%
14.6%
12.1%
13.5%
15.8%
16.6%
7.3%
18.9%
10.6%
16.3%
24.8%
14.6%
15.6%
19.5%
32.2%
28.4%
21.4%
31.9%
28.7%
37.6%
32.2%
19.8%
3.0%
3.3%
1.4%
2.1%
4.1%
1.8%
3.1%
3.2%
5.4%
2.2%
6.0%
6.5%
3.2%
5.5%
51.4%
42.3%
57.9%
49.7%
52.8%
40.5%
41.2%
47.1%
39.5%
14.5%
34.2%
54.3%
37.5%
44.0%
18.7%
15.7%
17.0%
23.2%
11.7%
10.3%
12.6%
16.2%
9.7%
11.9%
5.5%
15.1%
8.1%
20.1%

57 Management is fair and honest with
employees/associates. (A)
55 Communication from top management is open
and honest. (A)
38 Managers here treat employees/associates with
respect. (A)
54 When it comes to our mission and philosophy
statement, our actions support our words -…
29 The managers here work well together as a
team. (A)
53 All employees/associates are treated equally
regardless of race, sex, national origin, or…
22 All employees/associates have equal
opportunity for advancement here. (A)
18 When change occurs, management usually
does not explain the reasons for the change. (D)
39 Management encourages departments to
cooperate with each other. (A)
58 Things are better for me at work now than
they were a year ago. (A)
50 Attracting, developing, and retaining
individuals with different backgrounds and…
21.3%
23.5%
18.2%
18.4%
21.2%
18.1%
28.3%
17.2%
10.8%
15.6%
11.4%
31.8%
32.9%
29.8%
30.9%
31.7%
25.6%
29.0%
38.9%
26.2%
24.4%
25.5%
6.7%
8.5%
2.8%
9.2%
10.8%
3.8%
5.0%
2.9%
6.9%
7.8%
13.9%
36.0%
39.6%
41.3%
35.8%
30.0%
38.9%
31.0%
34.1%
48.7%
40.9%
42.9%
5.3%
5.5%
7.8%
5.6%
6.3%
13.6%
6.7%
6.9%
7.5%
11.2%
6.3%

60 All in all, I like my job, the kind of work I do.
(A)
20 My job gives me a sense of accomplishment.
(A)
35 I believe I have a good future here at this
company. (A)
6 I really believe that what I am doing in my job is
important. (A)
51 My job makes good use of my skills and
training. (A)
37 I would recommend this company as a good
place to work. (A)
6.0%
7.8%
11.9%
2.8%
9.5%
10.5%
11.9%
21.5%
18.8%
5.6%
21.3%
19.4%
1.3%
1.5%
8.8%
1.3%
2.3%
3.8%
53.6%
53.3%
45.0%
46.2%
54.6%
52.7%
27.2%
15.9%
15.5%
44.1%
12.4%
13.5%
Strongly Disagree Disagree Neutral Agree Stronly Agree
1 Company's management is leading the company
in the right direction. (A)
24 The company is making the changes necessary
to compete effectively. (A)
4 Customer satisfaction is one of our top priorities.
(A)
14 This company is effective in implementing
change. (A)
2 We are reducing waste/scrap. (A)
28 Our continuous improvement efforts have
resulted in measurable improvements in our…
52 I am proud of the quality of our
23 Management encourages us to make
suggestions for improvements here. (A)
36 People are always trying to find new and
creative ways to do things better. (A)
7.5%
9.6%
3.6%
14.0%
9.6%
7.6%
5.7%
10.4%
7.1%
18.2%
25.6%
9.2%
31.9%
28.7%
27.7%
19.5%
19.1%
25.0%
11.1%
6.9%
1.8%
4.6%
7.2%
6.8%
2.6%
2.2%
3.3%
55.6%
50.2%
46.0%
41.1%
47.0%
50.4%
57.8%
55.9%
55.5%
7.6%
7.7%
39.4%
8.5%
7.5%
7.5%
14.3%
12.5%
9.1%
Factor 4: Organizational Effectivness

46 I understand my customers' requirements. (A)
43 I know my department objectives (quality, cost,
timing, etc.). (A)
31 If I see a co-worker not following safety
procedures, I feel free to speak up. (A)
27 The goals and objectives of the organization are
clear to me. (A)
44 Continuous improvement is my responsibility.
(A)
13 I understand the company's mission statement
and philosophy. (A)
2.1%
5.6%
3.9%
6.5%
4.4%
4.4%
10.6%
17.8%
12.2%
21.1%
11.9%
14.3%
5.1%
6.6%
3.2%
3.0%
3.2%
5.3%
60.0%
56.8%
58.2%
56.9%
59.3%
60.2%
22.2%
13.2%
22.5%
12.5%
21.2%
15.8%
Strongly Disagree Disagree Neutral Agree Stronly Agree
19 Prompt action is taken when we identify safety
hazards. (A)
47 Management does everything it can to promote
safety in the workplace. (A)
5 The managers here are committed to a strong,
effective safety program. (A)
32 Management does what it can to provide us
with good working conditions. (A)
12.8%
7.7%
7.2%
11.9%
24.1%
21.6%
16.8%
25.7%
4.8%
3.8%
3.2%
1.6%
44.8%
51.1%
52.2%
52.1%
13.5%
15.7%
20.6%
8.6%
Factor 6: Safety

15 I get regular feedback on how I am doing on
my job. (A)
7 I get the recognition I deserve when I do a good
job. (A)
40 I understand how my performance is evaluated.
(A)
27.0%
25.8%
12.8%
39.9%
32.5%
29.0%
3.1%
2.7%
9.4%
25.8%
32.4%
43.2%
4.3%
6.6%
5.6%
16 I have been adequately trained to handle the
different aspects of my job. (A)
25 The company provides adequate training for me
to keep my skills up to date. (A)
17 I have the proper equipment and supplies to do
my job. (A)
11.9%
19.1%
13.6%
21.4%
36.6%
34.8%
1.7%
3.6%
1.2%
50.7%
34.7%
48.7%
14.4%
6.0%
11.7%
3 The people I work with cooperate to get the job
done. (A)
45 In my department, we work as a team. (A)
8.1%
10.1%
16.6%
20.0%
1.1%
2.0%
56.2%
47.6%
18.0%
20.3%
Factor 9: Teamwork

10 I am able to make routine decisions about my
job without the approval of the person I report…
11 I am enthusiastically committed to achieving
our company's objectives. (A)
7.8%
3.5%
16.3%
10.2%
2.0%
2.1%
55.2%
57.9%
18.8%
26.3%
Factor 10: Empowerment/Employee Involvement

Appendix F: Item Averages for 3-Point Data
26 Overall, the person I report to is doing a
good job. (A)
48 The person I report to treats everyone
fairly. (A)
56 The person I report to treats me with
respect and dignity. (A)
33 The person I report to has consistently
been fair with me. (A)
59 The person I report to listens and takes
my suggestions into consideration. (A)
49 The person I report to does a good job of
keeping me informed. (A)
21 The person I report to inspires high
performance through his/her personal…
8 The person I report to promotes teamwork.
(A)
9 The person I report to places a high priority
on employee/associate development. (A)
34 When we do a good job, the person we
report to lets us know we've performed…
41 The person I report to supports our
training through feedback, follow-up and…
30 The person I report to emphasizes the
importance of meeting the needs of…
12 The person I report to makes sure
employees/associates are trained to do…
42 For the person I report to, getting the
work out is more important than quality. (D)
27.0%
38.6%
23.6%
25.0%
31.4%
47.4%
43.0%
33.5%
45.4%
44.5%
54.2%
24.1%
51.1%
30.4%
3.0%
3.3%
1.4%
2.1%
4.1%
1.8%
3.1%
3.2%
5.4%
2.2%
6.0%
6.5%
3.2%
5.5%
70.0%
58.0%
74.9%
72.9%
64.5%
50.7%
53.8%
63.3%
49.2%
53.3%
39.7%
69.4%
45.7%
64.1%

57 Management is fair and honest with
employees/associates. (A)
55 Communication from top management is open
and honest. (A)
38 Managers here treat employees/associates with
respect. (A)
54 When it comes to our mission and philosophy
statement, our actions support our words -…
29 The managers here work well together as a team.
(A)
53 All employees/associates are treated equally
regardless of race, sex, national origin, or…
22 All employees/associates have equal opportunity
for advancement here. (A)
18 When change occurs, management usually does
not explain the reasons for the change. (D)
39 Management encourages departments to
cooperate with each other. (A)
58 Things are better for me at work now than they
were a year ago. (A)
50 Attracting, developing, and retaining individuals
with different backgrounds and capabilities is…
52.0%
56.4%
48.1%
49.3%
52.9%
43.7%
57.4%
56.1%
36.9%
40.1%
36.9%
6.7%
8.5%
2.8%
9.1%
10.8%
3.8%
5.0%
2.9%
6.9%
7.8%
13.9%
41.3%
35.1%
49.1%
41.4%
36.3%
52.5%
37.7%
41.0%
56.2%
52.1%
49.2%

60 All in all, I like my job, the kind of work I do.
(A)
20 My job gives me a sense of accomplishment. (A)
35 I believe I have a good future here at this
company. (A)
6 I really believe that what I am doing in my job is
important. (A)
51 My job makes good use of my skills and
training. (A)
37 I would recommend this company as a good
place to work. (A)
18.0%
29.3%
30.7%
8.4%
30.7%
29.9%
1.3%
1.5%
8.8%
1.3%
2.3%
3.8%
80.8%
69.2%
60.5%
90.3%
66.9%
66.2%

1 Company's management is leading the company
in the right direction. (A)
24 The company is making the changes necessary
to compete effectively. (A)
4 Customer satisfaction is one of our top priorities.
(A)
14 This company is effective in implementing
change. (A)
2 We are reducing waste/scrap. (A)
28 Our continuous improvement efforts have
resulted in measurable improvements in our work
group's processes. (A)
52 I am proud of the quality of our
23 Management encourages us to make
suggestions for improvements here. (A)
36 People are always trying to find new and
creative ways to do things better. (A)
25.7%
35.2%
12.9%
45.9%
38.3%
35.3%
25.3%
29.5%
32.1%
11.1%
6.9%
1.8%
4.6%
7.2%
6.8%
2.6%
2.2%
3.3%
36.2%
57.9%
85.4%
49.5%
54.5%
57.9%
72.1%
68.3%
64.5%

46 I understand my customers' requirements. (A)
43 I know my department objectives (quality, cost,
timing, etc.). (A)
31 If I see a co-worker not following safety
procedures, I feel free to speak up. (A)
27 The goals and objectives of the organization are
clear to me. (A)
44 Continuous improvement is my responsibility.
(A)
13 I understand the company's mission statement
and philosophy. (A)
12.7%
23.5%
16.1%
27.6%
16.3%
18.7%
5.1%
6.6%
3.2%
3.0%
3.2%
5.3%
82.2%
70.0%
80.8%
69.4%
83.5%
76.0%
19 Prompt action is taken when we identify
safety hazards. (A)
47 Management does everything it can to
promote safety in the workplace. (A)
5 The managers here are committed to a strong,
effective safety program. (A)
32 Management does what it can to provide us
with good working conditions. (A)
36.9%
39.4%
24.0%
37.6%
4.8%
3.7%
3.2%
1.6%
58.3%
66.8%
72.8%
60.8%
Factor 6: Safety

15 I get regular feedback on how I am doing on
my job. (A)
7 I get the recognition I deserve when I do a
good job. (A)
40 I understand how my performance is
evaluated. (A)
66.9%
58.3%
41.8%
3.1%
2.7%
9.4%
30.0%
39.0%
48.8%
Factor 7: Recogntion
16 I have been adequately trained to handle the
different aspects of my job. (A)
25 The company provides adequate training for
me to keep my skills up to date. (A)
17 I have the proper equipment and supplies to
do my job. (A)
33.2%
55.7%
38.3%
1.7%
3.6%
1.7%
65.1%
40.7%
65.1%
3 The people I work with cooperate to get the
job done. (A)
45 In my department, we work as a team. (A)
24.7%
30.1%
1.1%
2.0%
85.4%
67.9%
Factor 9: Teamwork

10 I am able to make routine decisions about my
job without the approval of the person I report to.
(A)
11 I am enthusiastically committed to achieving
our company's objectives. (A)
24.0%
13.7%
2.0%
2.1%
74.0%
84.3%
Factor 10: Empowerment/ Employee Involvement

Appendix G: Mean (M) and Standard Deviation (SD) of Items
Item M SD
(1) Company's management is leading the company in the right direction. 3.38 1.09
(2) We are reducing waste/scrap. 3.15 1.19
(3) The people I work with cooperate to get the job done. 3.59 1.19
(4) Customer satisfaction is one of our top priorities. 4.09 1.04
(5) The managers here are committed to a strong, effective safety program. 3.62 1.19
(6) I really believe that what I am doing in my job is important. 4.23 0.94
(7) I get the recognition I deserve when I do a good job. 2.61 1.34
(8) The person I report to promotes teamwork. 3.34 1.31
(9) The person I report to places a high priority on employee/associate
development.
3.01 1.28
(10) I am able to make routine decisions about my job without the approval of
the person I report to.
3.61 1.18
(11) I am enthusiastically committed to achieving our company's objectives. 3.94 1.00
(12) The person I report to makes sure employees/associates are trained to do
their jobs.
2.94 1.32
(13) I understand the company's mission statement and philosophy. 3.69 1.03
(14) This company is effective in implementing change. 2.98 1.28
(15) I get regular feedback on how I am doing on my job. 2.4 1.24
(16) I have been adequately trained to handle the different aspects of my job. 3.34 1.29
(17) I have the proper equipment and supplies to do my job. 3.2 1.31
(18) When change occurs, management usually does not explain the reasons for
the change.
2.74 1.27
(19) Prompt action is taken when we identify safety hazards. 3.22 1.31
(20) My job gives me a sense of accomplishment. 3.48 1.21
(21 The person I report to inspires high performance through his/her personal
leadership. (A)
3.1 1.33
(22) All employees/associates have equal opportunity for advancement here. 2.58 1.36
(23) Management encourages us to make suggestions for improvements here. 3.42 1.22
(24) The company is making the changes necessary to compete effectively. 3.21 1.19
(25) The company provides adequate training for me to keep my skills up to date. 2.72 1.28
(26) Overall, the person I report to is doing a good job. 3.52 1.26
(27) The goals and objectives of the organization are clear to me. 3.48 1.14
(28) Our continuous improvement efforts have resulted in measurable
improvements in our work group's processes.
3.23 1.15
(29) The managers here work well together as a team. 2.68 1.27
(30) The person I report to emphasizes the importance of meeting the needs of
external customers (people outside the company who use our products or
services).
3.54 1.15
(31) If I see a co-worker not following safety procedures,I feelfree to speak up. 3.84 1.03
(32) Management does what it can to provide us with good working conditions. 3.19 1.25
(33) The person I report to has consistently been fair with me. 3.63 1.26
(34) When we do a good job, the person we report to lets us know we've
performed well.
3.06 1.35
(35) I believe I have a good future here at this company. 3.33 1.27
(36) People are always trying to find new and creative ways to do things better. 3.34 1.16
(37) I would recommend this company as a good place to work. 3.39 1.24

(38) Managers here treat employees/associates with respect. 2.9 1.32
(39) Management encourages departments to cooperate with each other. 3.15 1.20
(40) I understand how my performance is evaluated. 1.00 1.21
(41) The person I report to supports our training through feedback,follow-up and
coaching.
2.74 1.24
(42) For the person I report to, getting the work out is more important than
quality.
3.45 1.29
(43) I know my department objectives (quality, cost, timing, etc.). 3.54 1.10
(44) Continuous improvement is my responsibility. 3.81 1.04
(45) In my department, we work as a team. 3.48 1.29
(46) I understand my customers' requirements. 3.90 0.93
(47) Management does everything it can to promote safety in the workplace. 3.45 1.21
(48) The person I report to treats everyone fairly. 3.23 1.34
(49) The person I report to does a good job of keeping me informed. 2.99 1.32
(50) Attracting, developing, and retaining individuals with different backgrounds
and capabilities is encouraged in this company.
3.07 1.18
(51) My job makes good use of my skills and training. 3.39 1.22
(52) I am proud of the quality of our products/services. 3.56 1.21
(53) All employees/associates are treated equally regardless of race,sex,national
origin, or disability.
3.04 1.39
(54) When it comes to our mission and philosophy statement, our actions support
our words - management walks the talk.
2.79 1.26
(55) Communication from top management is open and honest. 2.60 1.27
(56) The person I report to treats me with respect and dignity. 3.61 1.19
(57) Management is fair and honest with employees/associates. 2.74 1.28
(58) Things are better for me at work now than they were a year ago. 3.08 1.31
(59) The person I report to listens and takes my suggestions into consideration. 3.34 1.24
(60) All in all, I like my job, the kind of work I do. 3.84 1.13

Results and Recommendations FINAL

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