Genesis, Inc. case: assessing employee satisfaction.(Instructor's Note)

Nixon, Judy ; Helms, Marilyn M.

INSTRUCTORS' NOTES

Recommendation for Teaching Approachs

Given the survey data provided and open-ended employee comments, this case is best used as a team presentation or team analysis resulting in a consultant's report suitable for presentation to top management. The case provides rich data and comments that, when analyzed point to needed improvements in the company. Students enjoy the case and another option is for them to develop a presentation using PowerPoint and present their findings in a formal business presentation.

Decision Focus

A growing yarn, textile, and backing manufacturer has experienced a host of internal human resources challenges following an industry merger and acquisition in their Georgia plant. Three different employee groups seem to be operating in the production environment. Because the job schedule and benefits have changed, senior workers have experienced the many changes and are unhappy. New employees do not feel welcome. All groups want more communication from management. Students are asked to provide recommendations to management for improving the culture as well as to develop a time line and order of implementation for the recommended changes.

Main Features of the Case

The case study is the result of an actual consulting project. The original survey was developed specifically to focus on the issues at the organization. The case is timely as it considers issues and challenges in mature industries facing consolidation and re-organization. The current time frame of the case is also important in that students are asked to consider the effect of a slowing economy on the company as well. Students are often interested in consulting and will appreciate the scope of the project. Analyzing and interpreting the qualitative data is an important skill. The case reinforces the key themes of human resources and as such is a good review for students and an alternative way to explore the concepts.

LEARNING OBJECTIVES

After studying and discussing the case study, students should attain the following learning:

1. Recognize issues necessary to improve organizational culture.

2. Discuss improvements needed for the job, communication and feedback, compensation and benefits, and recognition.

3. Assess what practices are appropriate and should be continued.

4. Develop a time line and order of implementation for the recommended changes.

5. Consider ways to maintain morale in light of potential layoffs and cut-backs in jobs and work loads.

6. Recognize issues that must be changed to improve the safety/injury record at Genesis.

Potential Curriculum Uses

The primary subject matter of the case is human resources and the challenges of creating a new corporate culture following growth from a series mergers and acquisitions. The case has a difficulty level of four and five and is positioned for senior human resources management classes at the undergraduate level or for beginning MBA classes in human resources, organizational behavior or management concepts. The case is designed to be taught in two 60 to 75 minute classes with the first session concentrating on the survey results and the second class focusing on implementing the cultural change process. It is expected to require three hours of outside preparation by students. The case is suitable for team projects including an analysis, report, or presentation. Students can act as the consultant and present their findings and recommendations to top management. It is also appropriate as a case in a "special topics" course in human resources.

This case could be used in a general management class as the teaching tool for organization culture. Rather than through the lecture method, each aspect of culture (functions, why a strong culture is needed, elements in managing culture, socialization, assessment of organizational culture, situations that may require cultural change or how to continue the new culture) can be presented followed by a student led discussion after the case analysis.

It could be used in a Human Resource Management case illustrating how layoffs, schedule changes, and resentment can affect productivity. It also illustrates how employees normally can make suggestions in the informal communication network that indeed can be beneficial to the company and avoid problems. Using formal networks and informal networks can lead to solution with little cost to the organization.

CLASS ASSIGNMENT QUESTIONS AND ANSWERS

1. What are your recommendations for management to improve the culture of Genesis?

The functions of organizational culture are to provide a sense of identity to members and increase their commitment to the organization, to reinforce the values in the organization, and serve as a control for shaping behavior. Genesis recognized that to improve performance they must build a strong, cohesive corporate culture. That strong culture helps to facilitate performance because the values that may be adopted are goal alignment, a high level of motivation, and control without the oppressive effects of bureaucracy.

Two situations in this instance that may require cultural change are the merger/acquisition that occurred recently and employment of people from different countries. The culture might be difficult to change because employees are not always aware of the corporate culture and it is so deeply ingrained and behavioral norms and rewards are based on the past.

To build a corporate culture or change the current one, management could do the following: management can communicate and let employees know what is important by what they pay attention to, how they react to crises (the economy), how they behave, how they allocate rewards, and how they hire and fire individuals.

Additionally, socialization needs to take place through cultural communication by management serving as role models, providing better training, and rewarding those who are adapting to the desired corporate culture, plus hiring those that will be a good fit into the new, changed culture.

2. What specific recommendations are needed for the job, communication and feedback, compensation and benefits, and recognition?

Recommendations are provided by many of the employees who seemed satisfied with the company. For the job, suggestions were better training, equipment maintenance running better and updating processes and equipment. For communication and feedback, employee suggestions include communicating through newsletters provided to each employee, providing opportunities for socializing and interacting between management and professionals and the employees. Schedule a weekly meeting with supervisors and employees and make announcements and leave time for questions. This will help employees feel informed and involved.

About half of the employees felt that compensation and benefits were good but the employees who had worked for Global International prior to working at Genesis felt they had lost benefits and work earning less. It appears employees were not informed about the schedule, overtime, and benefits changes that would result at Genesis. This was a mistake and should be done before any new groups of employees are merged with existing employees. As far as the schedule, many workers indicated they would like working a regular shift and being able to have a better schedule with their family, so that would be something that management could emphasize.

3. What does Genesis seem to be doing right? Should these practices be continued?

The majority of employees felt that they were working for a good company. As shown in Exhibit 2, human resources are doing a good job communicating benefits. Selection, screening, and hiring are on track as almost three fourths of employees feel they are using their talents and skills appropriately on the job.

4. Develop a time line and order of implementation for the recommended changes?

The time line in order to see results from the recommendations provided in Question 2 will not be immediately noticeable. What is being done to bring about corporate change can be implemented within the next three months. Training can be updated immediately and an on-going schedule of training can be developed and posted. A newsletter can be prepared and distributed within the next month, meetings can be phased in over the next month, and company parties, picnics, and social gatherings can be planned with employees invited to participate at the appropriate times such as Fourth of July, Labor Day, Thanksgiving, and Christmas/ Hanukkah/Kwanza or even a pizza party at lunch or at the end of a shift to let employees know they are valued.

5. When should the company expect to see improved morale and why?

Improvement in morale should begin to improve as soon as employees see that their suggestions are being implemented. As reported in the Hawthorne Studies, if employees feel they are cared for, they will respond positively by increased productivity and increased morale.

6. How can the company perpetuate the "new" culture for the future, particularly if additional mergers and acquisitions are forthcoming?

The "new" culture can be perpetuated by a) changing behavior, b) examining justifications for changed behavior, c) cultural communication, d) hiring and socializing members who fit in with the new culture, and e) removing members who reject the new culture.

7. If the economic downturn and recession persists, how can the company maintain morale in light of potential layoffs and cut-backs in jobs and work loads?

Genesis can continue to reassure employees they are committed to the success of the company and even though tough times may be coming, they intend to provide employees a safe environment in which to work, one that will remain in business, and will be able to weather this downturn because of the size of the company because of the many mergers. Work loads may decline temporarily until the economy improves. Management should communicate all economic issues and challenges to employees and proactively seek their advice and suggestions to make the company more profitable, productive, and jobs more secure. As can be learned from the survey results, employees want to be kept informed and do not like surprises, particularly as they concern their job.

Alternatives to downsizing include redeployment, freezing recruitment, disengaging contractors and other flexible workers, reducing overtime, job sharing, wage cuts, retraining, increasing labor productivity, and smart cost reductions. Moving employees to sales positions rather than manufacturing is also an option.

An "A" student will realize that given the downturn in the economy, this is a good time to create awareness of why change is needed.

8. What top changes are necessary to improve the safety/injury record at Genesis to previous levels?

Communication is important to keep safety at the top of everyone's agenda. Management should stress the importance of safety and schedule regular safety meetings to discuss issues. Employees should be encouraged to offer suggestions for improvement (lighting, work flow, equipment or material layout, etc.). An on-going productive maintenance program is important and upgrading of equipment as necessary. Employees should be cross trained to maintain their own equipment. Employees should be rewarded for their ideas or these could be mentioned in the company newsletter. Management following procedures and emphasizing safety is also important. Employees should be provided with appropriate equipment to ensure their safety.

9. Discuss change management and Lewin's unfreeze-change-refreeze theory of organizational change as it relates to Genesis.

Organizational change management processes include techniques for creating a change management strategy (readiness assessments), engaging senior managers as change leaders (sponsorship), building awareness of the need for change (communications), developing skills and knowledge to support the change (education and training), helping employees move through the transition (coaching by managers and supervisors), and methods to sustain the change (measurement systems, rewards and reinforcement).

Management's responsibility is to detect trends in the macro environment as well as in the micro environment so as to be able to identify changes and initiate programs. It appears management did not anticipate the issues that would result from the merger and acquisition and did not prepare for them. Before other changes are made, it is important for managers to brainstorm and estimate what impact a change will likely have on employee behavior patterns, work processes, technological requirements, and motivation. Management must assess what employee reactions will be and craft a change program that will provide support as workers go through the process of accepting change. The program must then be implemented, disseminated throughout the organization, monitored for effectiveness, and adjusted where necessary.

Organizations exist within a dynamic environment that is subject to change due to the impact of various change "triggers", such as evolving technologies. To continue to operate effectively within this environmental turbulence, organizations must be able to change themselves in response to internally and externally initiated change. However, change will also impact upon the individuals within the organization. Effective change management requires an understanding of the possible effects of change upon people, and how to manage potential sources of resistance to that change. Change can be said to occur where there is an imbalance between the current state and the environment.

An early model of change developed by Lewin described change as a three-stage process. The first stage he called "unfreezing". It involved overcoming inertia and dismantling the existing "mind set". Defense mechanisms have to be bypassed. In the second stage the change occurs. This is typically a period of confusion and transition. We are aware that the old ways are being challenged but do not yet have a clear picture of how to replace them. The third and final stage he called "freezing". The new mindset crystallized and comfort levels returned.

An "A" student should mention that unfreezing would be to change the culture with meetings, newsletters, and other involvement activities. In the second stage the change occurs to implementing a new, "open" culture. The final stage of "refreezing" means the new cultural mindset is crystallizing and one's comfort level is returning to previous levels.

10. Given the issues mentioned in the open-ended responses, what should management change or address and why?

Based on the various open-ended comments management should continue to address training in both the processes and equipment. This training is important to blend the various employee groups and will also improve safety. Language classes are important so all groups understand basic English, particularly as it relates to troubleshooting and repairing the equipment.

As for improved communication requests in Question 25, management should actively solicit more input from employees and more importantly, communicating information in a timely manner and not at the "last minute" even if it is bad news. Adding a newsletter and short, weekly meetings to relay information is important to improving feedback. Providing positive comments to employees is important too and is currently lacking in the culture.

While addition additional benefits may be difficult in the current economic climate (Question 31), management may want to investigate better insurance and the vacation buy-back policy. Wellness programs and a gym or fitness center might even save the company money in insurance claims and accidents. As Questions 32 also indicated, benefits are important to employees. A key issue is sick leave and personal days. HR may want to investigate a policy for sick leave or sick day accumulation for employees or add a personal day employees can use to take care of doctor and dentist visits.

Recognition suggestions in Question 36 were many. Employees first and foremost would like a simple "thank you" and recognition from management and this would add no cost to the company. As funds permit, compensation for a job well done and perhaps a bonus or profit sharing could be considered. Overall, as previously mentioned, employees are happy working for Genesis and even with the changes in pay; they agree it is a good place to work for the most part. They wish they had more recognition and that supervisors acted more fairly and communicated changes in advance. Employees don't like learning about changes or bad new after the fact. By making employees part of the process, the on-going changes the company will experience can be handled better. Employees given ownership for challenges and problems can often develop good, workable solutions that all will be happy with. Even if they are not "happy" with the solutions, they will feel part of the process and this is lacking currently.

Employees' reflections of workload at Genesis (Question 38) were mostly positive except a few comments point to needed improvements in tooling and the additional time needed to trouble shoot problems with equipment. Spinning areas reported an increased workload and another area reported too much work without a packer and trained partner. These jobs and areas need to be reviewed and assessed to ensure proper coverage is available.

Question 39 and 40 again focused on communications at Genesis. Most feel communication could be improved and believe communication from bottom to top is lacking. Management needs to spend more time listening to employees and sharing information. Training and employee involvement is needed on an on-going basis.

Employees pointed the way for improvements in Questions 41 for more group involvement, more meetings, and more employee recognition and even shift get-togethers to improve teamwork. Finally, Question 42 summarized it best by making people a priority. Some simple training/open discussion on culture differences between these two groups could be beneficial and help us to better understand each other.

11. Interpret the survey data provided in each of the categories (about my job, communication and feedback, compensation and benefits, and recognition). What should management change or address and why?

One way to analyze the data is by assigning a numerical value for each response category (Strongly agree = 5, Agree = 4, Neither Agree nor Disagree=3, Disagree =2, and Strongly Disagree = 1). Then compute a weighted response by multiplying the number of responses in the category by the numerical value. You should eliminate the "did not answer" responses from your calculations. Finally, sum these numbers to get a response index for each question. Rank the issues, by response index from highest to lowest. The implication is that those questions with a lower response require more attention while those with a high response do not require attention. Note for question 19 in the section "About My Job," the responses should be "reverse coded" since this question is worded negatively and the other questions in the survey are worded positively.

12. What will you address first in each category? What does not need to be changed?

Tables summarizing the numerical analysis are at the end of this teaching note and can be copied and distributed to students as they check their answers. For the questions about the jobs at Genesis, the Response Index Ranking indicates the company is doing a good job explaining job expectations to employees (Question 2), employees are also given the chance to make daily use of their skills and abilities (Question 8), and employees feel their efforts make a positive difference in the success of the Genesis organization (Question 7). Students should note, however, the highest mean score for any question in this section is 4.1032 (Question 2) which falls just above the "agree" score. Interpreting the scores about employees' jobs indicates there are no questions where employees feel "strongly" about the issues. The bottom three ranked issues about the job concern employees' lack of resources and job support (Question 4), the level of cooperation within the company in helping them perform their job (Question 12), and the workload expected (Question 3). The company should begin to address these issues first since they have lower scores.

In the communication and feedback questions, the top questions concern the approachable nature of the supervisor (Question 23), the ability of the supervisor to listen about ideas and issues from the worker (Question 20), and the fact the company regularly and effectively communicates organizational goals and objectives (Question 15). Students should note, however, that there is not a real difference between the top and bottom ranked questions in this section as the means range from a 3.57 to 2.73 falling primarily into the "Neither Agree or Disagree" category. The lower scoring issues are about feedback (Question 18), how complaints and concerns are handled (Question 22), and how changes are communicated in advance (Question 17). Since scores are somewhat neutral in this section, the company should address all levels of communication and feedback first in their change efforts.

For compensation and benefits with only five questions, the top positive issue is that employees understand the benefits provided by the company (Question 29). The lowest ranking issue is that employees contributions are appropriately compensated (Question 26). Again the range of means for these compensation and benefits questions is small and all fall into the neutral category indicating this is another key area for Genesis to address.

The final category of recognition had the most varied responses. While employees agree they value recognition and praise (Question 34 with a mean of 4.088) they do not feel the company offers them recognition in appropriate ways (Question 33 with a mean of 2.72). The largest gap in the entire survey is between the praise and recognition employees want and the praise and recognition they actually receive. In fact, students may note the mean score on Question 33 is the lowest of all the survey questions. Human resources managers and all levels ofupper management at the company should work to reward employees and develop ways to recognize and reward employee effort and accomplishments. Working together with employees in a team, managers can more successfully identify the types of reward and recognition that their employees most value.

TEACHING APPROACH AND PLAN

The class can consider the assignment questions above as a home work assignment individually or more appropriately, as a team assignment. Students need sufficient time to review the survey results and open-ended comments as they develop their change plan. While the case itself is simple to understand--a company has experienced employee challenges as a result of combining three different groups of workers the difficulty of the case comes in analyzing, synthesizing, and interpreting the data and developing action plans for implementation.

The case can also be taught as an in-class assignment where students work to organize the data. Arrange desks or tables away from the wall to allow students room to work. Post the key themes or areas of HR considered in the case on the wall on large sheets or on post-it notes or write the words on the board if space allows. The concepts include the (1) job itself, (2) communication and feedback, (3) compensation and benefits, (4) recognition, and (5) other issues. Divide the students into five groups and give each group a pad of "post-it" notes and ask them to record survey results on the notes and using an "affinity diagram" methodology, group the responses into one of these five areas. Allow the groups about 30 minutes to record the issues into their area and develop a solution for each area. Go around the room and have each student group present the results to the class. This exercise is useful for breaking the case into a more manageable discussion.

If students are not familiar with affinity diagram, explain that it is a business tool used to organize ideas and data. The tool is commonly used within project management and allows large numbers of ideas to be sorted into groups for review and analysis. Students can record each employee response on their "post-it notes" and then look for ideas that may seem to be related. They can then sort the notes or index cards into groups until all cards have been used. Once the cards have been sorted into groups the team may sort large clusters into subgroups for easier management and analysis. When completed, the affinity diagram may be used to create a cause and effect diagram or look for relationships. End the class with a discussion of how to prevent this situation from occurring in the future given that consolidation of the mature industry is expected to continue.

EPILOGUE--SPRING 2009

Management at Genesis was fairly happy with the results from the survey. After the consultant presented the summarized information, Genesis realized workers had a reasonable amount of employee satisfaction from job, work, benefits, and feedback. Some of the suggestions had already been implemented after receiving similar ideas in the plant suggestion box. While nothing could be done about changing work schedules because of the weakening economy and reduced demand for their products, management realized they should communicate this fact with employees. On-going changes continued and approximately twenty-five percent of the work force was reduced and some international plants were consolidated. The attempt to change other facets of the corporate culture has been put on hold. With the current economic recession, worldwide demand for their products is down.

Judy Nixon, University of Tennessee at Chattanooga

Marilyn M. Helms, Dalton State College Neither Strongly Agree or MY JOB: Agree x 5 Agree x 4 Disagree x 3 1. Overall, I feel this 260 476 144 is a good place to work. 2. I clearly understand 380 572 63 the expectations of my job 3. The workload expected 125 412 165 of me is realistic 4. I feel I have adequate 120 336 180 resources and support to do my job 5. The orientation to my 130 416 189 job adequately prepared me 6. I have the 255 408 147 decision-making authority I need to do my job well 7. I feel my efforts make 300 460 132 a positive difference in the success of this organization 8. I have the chance to 285 528 114 make daily use of my abilities and skills 9. I enjoy performing the 215 344 213 day-to-day activities of my job 10. My work schedule 285 284 165 allows me sufficient flexibility to meet my personal/family needs 11. Employee 320 388 153 relationships are based on trust 12. The level of 100 348 261 cooperation within the company helps me in performing my job 13. I received the 200 456 165 appropriate training to perform my job Communication and Feedback: 15. Genesis, Inc. 100 488 192 regularly and effectively communicates organizational goals and objectives 16. New and existing 65 348 219 policies are clear, communicated in a timely manner and easily available 17. I am informed about 55 236 216 big changes in advance, instead of being caught by surprise 18. I receive regular 95 272 234 and effective feedback that helps me improve my job performance 19. My supervisor is not 160 316 204 specific enough when giving me feedback about my job performance 20. My supervisor listens 240 348 201 to me when I have issues or ideas about improving my job 21. My supervisor's 185 344 198 actions and behaviors are consistent with her words 22. I am satisfied with 95 248 204 how complaints and concerns are dealt with 23. My supervisor is 240 424 159 approachable and available whenever I have a need 174 24. The supervisor has a 195 352 good understanding of what is happening in this facility Compensation and Benefits: 26. I feel that my 95 368 195 contributions are appropriately compensated 27. I believe 130 444 198 compensation is competitive to the local marketplace 28. I believe 110 340 204 compensation is in line with the workload and expectations of the organization 29. I believe I 195 580 162 understand the benefits provided by the company. 30. I believe benefits 190 444 177 are competitive to other similar companies Recognition: 33. Genesis, Inc. offers 50 216 246 recognition to individuals in appropriate ways 34. Recognition or praise 470 392 141 is something I value 35. At Genesis, Inc. 315 272 171 recognition or praise for doing a good job is rare Disagree Strongly MY JOB: x 2 Disagree = 1 1. Overall, I feel this 42 9 is a good place to work. 2. I clearly understand 14 5 the expectations of my job 3. The workload expected 94 21 of me is realistic 4. I feel I have adequate 112 27 resources and support to do my job 5. The orientation to my 62 16 job adequately prepared me 6. I have the 66 11 decision-making authority I need to do my job well 7. I feel my efforts make 42 11 a positive difference in the success of this organization 8. I have the chance to 38 6 make daily use of my abilities and skills 9. I enjoy performing the 64 14 day-to-day activities of my job 10. My work schedule 68 30 allows me sufficient flexibility to meet my personal/family needs 11. Employee 36 21 relationships are based on trust 12. The level of 70 21 cooperation within the company helps me in performing my job 13. I received the 48 12 appropriate training to perform my job Communication and Feedback: 15. Genesis, Inc. 70 10 regularly and effectively communicates organizational goals and objectives 16. New and existing 116 20 policies are clear, communicated in a timely manner and easily available 17. I am informed about 136 39 big changes in advance, instead of being caught by surprise 18. I receive regular 120 23 and effective feedback that helps me improve my job performance 19. My supervisor is not 112 11 specific enough when giving me feedback about my job performance 20. My supervisor listens 58 18 to me when I have issues or ideas about improving my job 21. My supervisor's 76 21 actions and behaviors are consistent with her words 22. I am satisfied with 130 38 how complaints and concerns are dealt with 23. My supervisor is 48 18 approachable and available whenever I have a need 24. The supervisor has a 56 33 good understanding of what is happening in this facility Compensation and Benefits: 26. I feel that my 106 22 contributions are appropriately compensated 27. I believe 64 17 compensation is competitive to the local marketplace 28. I believe 96 24 compensation is in line with the workload and expectations of the organization 29. I believe I 14 6 understand the benefits provided by the company. 30. I believe benefits 26 18 are competitive to other similar companies Recognition: 33. Genesis, Inc. offers 126 40 recognition to individuals in appropriate ways 34. Recognition or praise 16 3 is something I value 35. At Genesis, Inc. 68 12 recognition or praise for doing a good job is rare Total Responses Total & (less did Response MY JOB: not answer) Index Mean 1. Overall, I feel this 249 931 3.739 is a good place to work. 2. I clearly understand 252 1034 4.1032 the expectations of my job 3. The workload expected 251 817 3.255 of me is realistic 4. I feel I have adequate 251 775 3.0876 resources and support to do my job 5. The orientation to my 240 813 3.3875 job adequately prepared me 6. I have the 246 887 3.6057 decision-making authority I need to do my job well 7. I feel my efforts make 251 945 3.7649 a positive difference in the success of this organization 8. I have the chance to 252 971 3.8532 make daily use of my abilities and skills 9. I enjoy performing the 246 850 3.4553 day-to-day activities of my job 10. My work schedule 247 832 3.3684 allows me sufficient flexibility to meet my personal/family needs 11. Employee 251 918 3.6574 relationships are based on trust 12. The level of 250 800 3.2 cooperation within the company helps me in performing my job 13. I received the 245 881 3.5959 7 appropriate training to perform my job Communication and Feedback: 15. Genesis, Inc. 251 860 3.426295 regularly and effectively communicates organizational goals and objectives 16. New and existing 251 768 3.059761 policies are clear, communicated in a timely manner and easily available 17. I am informed about 249 682 2.738956 big changes in advance, instead of being caught by surprise 18. I receive regular 248 744 3.0 and effective feedback that helps me improve my job performance 19. My supervisor is not 246 803 3.264228 specific enough when giving me feedback about my job performance 20. My supervisor listens 249 865 3.473896 to me when I have issues or ideas about improving my job 21. My supervisor's 248 824 3.322581 actions and behaviors are consistent with her words 22. I am satisfied with 252 715 2.837302 how complaints and concerns are dealt with 23. My supervisor is 249 889 3.570281 approachable and available whenever I have a need 24. The supervisor has a 246 810 3.292683 good understanding of what is happening in this facility Compensation and Benefits: 26. I feel that my 251 786 3.131474 contributions are appropriately compensated 27. I believe 252 853 3.384921 compensation is competitive to the local marketplace 28. I believe 247 774 3.133603 compensation is in line with the workload and expectations of the organization 29. I believe I 251 957 3.812749 understand the benefits provided by the company. 30. I believe benefits 239 855 3.577406 are competitive to other similar companies Recognition: 33. Genesis, Inc. offers 249 678 2.722892 recognition to individuals in appropriate ways 34. Recognition or praise 250 1022 4.088 is something I value 35. At Genesis, Inc. 234 838 3.581197 recognition or praise for doing a good job is rare Response MY JOB: Index Ranking 1. Overall, I feel this 4 is a good place to work. 2. I clearly understand 1 the expectations of my job 3. The workload expected 11 of me is realistic 4. I feel I have adequate 13 resources and support to do my job 5. The orientation to my 9 job adequately prepared me 6. I have the 6 decision-making authority I need to do my job well 7. I feel my efforts make 3 a positive difference in the success of this organization 8. I have the chance to 2 make daily use of my abilities and skills 9. I enjoy performing the 8 day-to-day activities of my job 10. My work schedule 10 allows me sufficient flexibility to meet my personal/family needs 11. Employee 5 relationships are based on trust 12. The level of 12 cooperation within the company helps me in performing my job 13. I received the appropriate training to perform my job Communication and Feedback: 15. Genesis, Inc. 3 regularly and effectively communicates organizational goals and objectives 16. New and existing 7 policies are clear, communicated in a timely manner and easily available 17. I am informed about 10 big changes in advance, instead of being caught by surprise 18. I receive regular 8 and effective feedback that helps me improve my job performance 19. My supervisor is not 6 specific enough when giving me feedback about my job performance 20. My supervisor listens 2 to me when I have issues or ideas about improving my job 21. My supervisor's 4 actions and behaviors are consistent with her words 22. I am satisfied with 9 how complaints and concerns are dealt with 23. My supervisor is 1 approachable and available whenever I have a need 24. The supervisor has a 5 good understanding of what is happening in this facility Compensation and Benefits: 26. I feel that my 5 contributions are appropriately compensated 27. I believe 3 compensation is competitive to the local marketplace 28. I believe 4 compensation is in line with the workload and expectations of the organization 29. I believe I 1 understand the benefits provided by the company. 30. I believe benefits 2 are competitive to other similar companies Recognition: 33. Genesis, Inc. offers 3 recognition to individuals in appropriate ways 34. Recognition or praise 1 is something I value 35. At Genesis, Inc. 2 recognition or praise for doing a good job is rare * Answers to Question 19 were reverse coded to match the scale on the other "positively-worded" responses of the other questions in this section.