员工满意度调查报告

员工满意度调查报告员工满意度调查报告

为了解员工对公司的满意度，利于管理者发现公司管理漏洞，体现了企业对员工的人性化关怀。综合管理部在20xx年1月进行了20xx年度员工满意度调查。

一、员工满意度调查开展的基本情况

（一）调查问卷的设计

本次调查问卷由综合管理部根据公司现状设计，采用的是问卷形式，从与员工工作相关的七个方面共设计了题目，保证了问卷设计的科学性。

（二）问卷的发放和回收

本次员工满意度调查，共发放调查问卷78份，实际回收问卷63份，有效问卷60份。

（三）调查对象基本情况

本次问卷调查针对公司的全体员工，包括刚入职的员工和实习生。

二、员工满意度调查具体情况分析

（一）针对员工对自己工作的自豪感，岗位匹配度，工作压力和强度，工作的合理分配等进行了员工对自身工作的满意度调查，调查结果如下：

分析：对于公司对自己岗位的界定、工作分配和工作强度，并对自己的工作具有自豪感，19%的员工认为是公司在这块的工作做得很好，69%的员工认为较好，15%的员工认为一般，仅仅有1%的员工认为较差。员工对自身工作的满意度主要是衡量员工个人岗位职责设置是否合理的一个重要指标，虽然总体看来是比较不错的，但是某些问卷也反应出员工对个人的工作有一些不同的预期和理解，表现为员工不了解公司对个人的发展期望。

改进建议：针对员工已充分了解公司的发展方向和目标，但对公司对个人发展期望不够明确的现状。建议根据公司新的发展战略和目标，制定员工岗位说明书，规范部门工作职责，使员工进一步明确公司对其工作的要求。

（二）针对部门上下级关系，同事关系和部门管理方面进行了员工内部沟通和管理方面的满意度调查，调查结果如下：

1、内部沟通和管理方面的总体情况：

分析：对于内部沟通和管理方面，认为部门内部沟通和管理优秀的员工占总数的28%，良好的占36%，认为一般的占27%，认为差的占9%。由此可见，大家对公司目前的管理和内部沟通还是较为非常肯定的，部门内部和公司内部能保持一个较好的沟通氛围，公司的员工具有较好的团队的凝聚力并能朝同一个方向努力。

2、对于部门内部不好的现象比较多见情况的调查如下：

3、对员工认为部门之间的协助存在的问题进行的调查情况如下：

分析：由上图所见，主要的问题是在于跨部门协作的流程和职责不清晰。

改进建议：

1、加强团队建设，培养团队意识，真正体现“XX、XX、XXX”的企业文化。

2、在做好内部沟通的同时，做好跨部门的沟通，并建立跨部门沟通的工作流程和工作职责，对特殊的情况进行提前的预计，并制定相应管理方案，从而提升公司全员的工作效率。

3、继续保持对一线管理人员的管理水平培训，提升管理水平。

4、加强企业内训，针对企业内部员工进行统一的时间管理、团队协作沟通方面的培训。

（三）根据公司的资源、设施、办公地点进行对公司资源环境方面的满意度调查结果如下：

分析：对于公司资源环境方面，绝大部分的员工表示满意。

（四）根据公司的各项人事行政指导、企业文化建设方面对员工进行规章制度、企业文化建设的满意度调查结果如下：

分析：从上图可看出，企业文化和规章制度的满意度调查结果显示，7%的员工非常满意，55%的员工较为满意，27%的员工不满意，11%的员工非常不满意。

建议：1、明确部门内部流程，加强部门内部流程的规范性建设，

2、对于符合转正的员工应予以及时转正，对员工的转正考核进行及时的沟通和反馈。

3、建立更为科学合理、符合公司现状的绩效考核方式，使绩效考核不仅仅是浮于表面，做个形式。

（五）对于薪酬福利的满意度调查结果如下图所示：

对于福利反面，员工主要需要的项目如下图所示：

分析：对于薪酬福利的满意度调查方面，大部分的员工选择了一般，31%的员工不满意，满意的员工占16%。

改进建议：1、根据薪酬体系，合理安排员工晋升，保证员工工作激情。

2.考虑根据CPI指数适当普调员工工资。

3、提倡忠诚而不是奉献。为员工提供工作岗位、物质保障的同时，强调员工的忠诚度而不仅是要求员工奉献，对于员工加班和员工的用餐和交通补贴方面，应该还是适当的进行完善。

（六）对员工发展的满意度调查结果如下图所示：

分析：根据培训机会、晋升机会、工作性质和工作职责、职业发展进行了员工满意度调查，调查结果显示：满意的占19%，较满意的占48%，仅有8%不满意。这说明公司的晋升、培训等方面还是能另大多数的员工满意。

建议：1、建立公正、合理的晋升通道，让努力工作的员工得到相应的晋升和激励，保证员工持续的努力工作。

2、管理者通过对员工的沟通，及时表达对员工工作的认可或建议，鼓励员工努力工作。

（七）总体满意度

分析：根据总体满意度调查，绝大部分的员工还是比较满意公司目前的现状，并表示愿意在公司工作，但是还有部分员工存在着不满，认为公司目前薪酬较低，或者认为公司重口号，效率较低。

针对总体的情况，我们对离职率进行了调查，58%的员工愿意继续在公司发展，与公司一同成长；37%的员工表示没有考虑过是否要在公司发展，有5%的员工将会选择离职。

对于可能造成离职原因的调查显示：

绝大部分的员工会因为个人发展方向和薪酬福利选择离职，其次，晋升机会也是员工考虑离职的一个主要的原因。

建议：1.除新员工培训外，持续进行关于公司企业文化的培训，

帮助员工建立工作归属感和自豪感。

2.积极招聘相关人员，做好人员储备，防止出现因员工流出而带来的工作断层。

综上，本次问卷调查初步了解孟翔企业员工关于自身工作、公司资源环境、内外部沟通管理、薪酬福利、个人发展方面的一些想法。针对这些调查结果，管理部门应及时制定相关措施，对于员工认可的方面要大力维护，做到更好；对于员工认可度较差的地方，则应根据公司实际酌情改善。希望通过本次调查在了解员工的真实想法同时，为公司的发展带来相应改善的措施，提升公司的管理水平和工作氛围。

第二篇：员工满意度调查报告好14900字

EmployeeSatisfactionSurveyReport

Preparedfor:

ALASKADEPARTMENTOFTRANSPORTATIONANDPUBLICFACILITIES

Preparedby:

Juneau?Anchorage?Kodiak

April2008

TableofContents

TableofContents2

Introduction3

SurveyPurpose3

Methodology3

ResponseRate4

SummaryofSurveyResponses5

RespondentDemographics15

Introduction

SurveyPurpose

TheAlaskaDepartmentofTransportationandPublicFacilities(DOT&PF)contractedwiththeMcDowellGroup,Inc.toconductasurveyofallDepartmentstaff.Thepurposeofthesurveywasto:

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?MeasureemployeeperceptionsoftheworkenvironmentIdentifyjobsatisfactionlevelsIdentifyareasofstrengthandopportunitiesforimprovement

McDowellGroupisworkingwithDOT&PFheadquartersandregionalmanagementtousethesurveyresultstoidentifyspecificactionstoimprovetheorganization’scapacitytopursueitsstrategicgoals.

McDowellGroupisanAlaskaresearchfirmwithofficesinJuneau,AnchorageandKodiak.Web-basedsurveymanagementwasperformedbyFusionMRofPortland,Oregon.TheresearchteamworkedwiththeDOT&PFCommissioner’sOfficetodesignthesurveyquestions.Thesurveygatheredinformationaboutemployeesatisfactionineightmainareas:

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?JobSatisfactionCommunications/PrioritiesSupervision/InvolvementRecognition/Reward/AdvancementTraining/MentoringTeamwork/ColleaguesMission/MotivationWorkload/Resources

Thesurveyalsoofferedopportunitiesforrespondentstoprovidetheirownideasandcomments.

Methodology

Thesurveywasfieldedonlinethroughawebsiteestablishedspecificallyforthatpurpose.FieldingwasconductedbetweenJanuary23andMarch5,2008.EmployeeswerenotifiedofthesurveyinadvancebyemailfromtheCommissioner.Later,asecondemailcontainedinstructionsforloggingontothesurveysite.AMHSemployeesalsoreceivedawrittennoticeaboutthesurveythatwasdistributedwiththeirpaywarrants,followedwithapostcardreminder.TwoemailremindersweredistributedbymeansoftheDepartment’semailsystem.

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Thisreportconcludesthefirstphaseofthesurveyproject.Subsequently,McDowellGroupwillconductworkshopswithmanagersfromeachofthethreemainDOT&PFregionstohelpidentifyspecificactionstoimprovesatisfactionandproductivityatDOT&PF.Someactionsmayberegion-specificandothersdepartment-wide.

ResponseRate

Theoverallresponseratewas39%(1,357of3,450totalemployees).ThesampleislargeenoughtoprovideanaccurateproxyforDOT&PFasawhole.TheproportionofrespondentsbyunitisclosetotheactualdistributionofDOT&PFemployees.

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SummaryofSurveyResponses

1.OVERALL,HOWSATISFIEDAREYOUWITHYOURCURRENTJOBATDOT&PF?

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2.HOWSTRONGLYDOYOUAGREEWITHEACHOFTHEFOLLOWINGSTATEMENTSREGARDINGYOURPERSONALWORKSITUATIONATDOT&PF?

Ienjoyworkingwithmycolleagues.

Ihaveagoodrelationshipwithmyimmediatesupervisor.Myworkcloselycorrespondswithmyprofessionalskills.Myworkingconditionsareassafeastheycanreasonablybe.IfeelproductiveinmyroleatDOT&PF.

Myphysicalworkconditionsarewellsuitedformyjob.SafetyisanimportantissueattheDOT&PF.Myworkschedulefitsmylifestyle.

IunderstandtheroleofmypositioninachievingDOT&PF’spriorities.Myjobdoesnotrequiretoomuchtravel.Ialwaysunderstandwhat’sexpectedofme.Myworkloadisreasonable.

IunderstandwhatDOT&PF’sprioritiesare.Thestresslevelformyjobisreasonable.

TheadministrativerequirementsIamsubjecttoarereasonable.IhaveplansandaspirationstoadvanceinDOT&PF.Staffmeetingsareasourceofusefulinformation.

Whenadecisionismadeinvolvingmyareaofresponsibility,Iaminvolvedinthedecision.

Inourworkgroupourpriorityistofindwaystomakelastingimprovements,ratherthan"quickfixes."

Job-relatededucationopportunitiesareprovidedhere.Ireceivevaluablementoringfromexperiencedstaff.

IfeelthatIamamemberofawellfunctioningDOT&PFteam.

Ihavetheopportunitytoattendanadequatenumberofstaffmeetings.IgetrecognitionforthecontributionsImake.OvertimeisassignedfairlyatDOT&PF.

IhavefoundIneedtotakeasecondjob,oranticipatedoingso,tomakeendsmeet.

Myworkgrouphasregulardiscussionstoreviewourperformance,discusscommonproblems,orplanwaystoimprove.

MyimmediatesupervisormakesanefforttotalkwithmeaboutmycareergoalswithintheDOT&PF.

Myworkgrouphasalltheresourcesitneedstodoitsjob.DOT&PFoffersgoodopportunitiesforprofessionalgrowth.Thereareclearcareerladders/pathsforadvancementwithinthedepartment.

Thereiseffectivetwo-wayinformationbetweenemployeesandtopmanagement.

Mysalaryandbenefitpackageisattractive.

Mywagesaresufficienttokeepmefromlookingforanotherjob.

StronglyAgree

31%36202222152719181914913771710121410121278819712654644

Agree54%445754545947545550495344494835423836393534383536233226302828242217

Neutral12%111513151618161616201919202431282022212423262731242226213224232723

Disagree

3%567785789131215151310112017181619181813242120272225222730

StronglyDisagree

1%5343244465799868101113131212121291715161418262026

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SUMMARYOFPERSONALWORKSITUATIONRESPONSES—PERCENTWHOAGREEORSTRONGLYAGREE

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3.WHATARETHETHREEMOSTIMPORTANTREASONSTHATYOUCONTINUETOWORKFOR

DOT&PF?

ChartDescription:Employeeswereaskedtoprovidethreeanswerstothisquestion.Theirfirstansweristhe“TopAnswer”,andthesenumbersaddupto100%.Thefollowingtwoanswerswerecombinedasthe“Secondaryanswer”,sosecondaryanswersaddupto200%(twochoicesperemployee).Theentirechartaddsupto300%,representingallthreeresponses.

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4.HOWLIKELYISITYOUWILLBEWORKINGATDOT&PFIN

…?

Note:Ofthe269employeeswhosaidtheyareunlikelytobeatDOT&PFinthreeyears,103(38percent)saythattheyarelikelytoretireinthenextone-to-twoyears.

4(A).I’MPLANNINGTORETIREASSOONASI’MELIGIBLE.

Under2525-3435-5455oroverTotal

Yes48%63633757

No52%37376343

5.AREYOUACTIVELYSEEKINGABETTEREMPLOYMENTOPPORTUNITY?

Yes

Yes,butnotactivelyNo

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McDowellGroup,Inc.?Page9

Percent

18%4042

6.WHATARETHETHREEMOSTIMPORTANTFACTORSTHATCOULDCAUSEYOUTOLEAVEDOT&PFINTHENEXTONE-TO-TWOYEARS

?

ChartDescription:Employeeswereaskedtoprovidethreeanswerstothisquestion.Theirfirstansweristhe“TopAnswer”,andthesenumbersaddupto100%.Thefollowingtwoanswerswerecombinedasthe“Secondaryanswer”,sosecondaryanswersaddupto200%(twochoicesperemployee).Theentirechartaddsupto300%,representingallthreeresponses.

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7.WHATARETHETHREEFACTORSTHATWOULDMOSTIMPROVEYOURPERSONALWORKINGSITUATIONAT

DOT&PF?

ChartDescription:Employeeswereaskedtoprovidethreeanswerstothisquestion.Theirfirstansweristhe“TopAnswer”,andthesenumbersaddupto100%.Thefollowingtwoanswerswerecombinedasthe“Secondaryanswer”,sosecondaryanswersaddupto200%(twochoicesperemployee).Theentirechartaddsupto300%,representingallthreeresponses.

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8.WHATISTHEBESTTHINGABOUTWORKINGAT

DOT&PF?

ChartDescription:Thechartisacompilationofresponsestoanopen-endedquestion.Ifemployeesprovidedmultipleanswerstothequestions,onlytheirfirstresponseisincludedinthechart.

“Other”Includes:Customers(0.7%);Lackofstress(0.6%);“other”others(1.2%).

OtherNotes:“People/co-workers/staff”includesTeamwork(0.7%);“Scheduleorscheduleflexibility”combinesFlexibleschedule(3.4%)andSchedule/hours(5.1%);“Goodboss/management/supervisor”includesLackofmicro-management(1.0%)andIamrecognizedandappreciated(0.6%).

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9.WHATISTHEWORSTTHINGABOUTWORKINGFOR

DOT&PF?

ChartDescription:Thechartisacompilationofresponsestoanopen-endedquestion.Ifemployeesprovidedmultipleanswerstothequestions,onlytheirfirstresponseisincludedinthechart.

“Other”Includes:Budgetissues/lackoffundingcertainty(1.6%);Negativepublicperception(1.6%);Lackoftraining(1.6%);AMHSspecificissues(1.6%);DOTtoohuge/notwellorganized(1.4%);Lackofjobsecurity(1.1%);Lackofqualityplanning(0.8%);Benefits(0.9%);Locationofjob(0.7%);Stress(0.6%);Contractorissues(0.6%);Unions0.5%;“Other”other(3%).

OtherNotes:“Hours/Schedule”includesNotenoughhours;Seasonalityofwork;Lackofflexiblehours.

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10.IFYOUCOULDDOONETHINGTOMAKEDOT&PFMOREEFFECTIVEOVERALL,WHATWOULDITBE

?

ChartDescription:Thechartisacompilationofresponsestoanopen-endedquestion.Ifemployeesprovidedmultipleanswerstothequestions,onlytheirfirstresponseisincludedinthechart.

“Other”Includes:Addresslowmorale(1.5%);Improveschedules/scheduleflexibility(1.4%);Peopleneedtobemorekind/fairtoeachother(1.2%);Createmoreadvancementopportunities(0.8%);Adheretohigherqualitystandards(0.6%);PublicRelations(0.6%);Morein-houseprojects(0.5%);“Other”other(7.3%).

OtherNotes:“AMHSSpecific”includescommentssuchas“Improveschedules,fares,service,”and“Runshipslikeabusiness.”“Hiremorequalifiedpeople”includescommentssuchas“Don’tpromotebasedonfavoritism.”

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RespondentDemographics

11.InwhichDOT&PFregiondoyouwork?NorthernCentralSoutheastHeadquartersOther

PercentofRespondents

28%352772

12.Whichofthefollowingbestdescribesthetypeofworkyoudo?

MaintenanceorConstructionAdministrativeorFinancialPlanningorEngineeringManagerialorCoordinatingInformationorTechnologyOther–AMHSRelatedOther–Police,FireorSafetyOther

PercentofRespondents

29%2019136932

ThenexttableshowsthatthedistributionofsurveyrespondentsacrossoperatingunitsisreasonablyclosetotheactualdistributionofallDOT&PFworkers.ThetableshowsthepercentageofrespondentsrepresentedbyeachoperatingunitcomparedwiththepercentageofallDOT&PFworkersrepresentedbythatoperatingunit.Forexample,6percentofsurveyrespondentscamefromthecombinationofCentralRegionConstruction,ProjectControl,andContracting.Thiscombinationofunitsrepresents5%ofallDOT&PFworkers.ThebiggestdifferenceinrepresentationwasAMHSvesselemployees.Theymadeup13%ofrespondents,butare26%ofDOT&PFworkers.Thelowerresponseamongvesselemployeeswasunavoidableduetotheirlackofreadyaccesstotheinternetsurveysite.

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13.WhichbestdescribesyourOperatingUnitwithinDOT&PF?

CentralRegionConstruction,ProjectControl,Contracting

CentralRegionPreconstruction-D&ESCentralRegionFacilities

CentralRegionHighways&Aviation

CentralRegionPlanning,SupportServices,RegionalDirectorsOffice

NorthernRegionConstruction&ProjectControlNorthernRegionPreconstruction-D&ESNorthernRegionFacilities

NorthernRegionHighways&AviationNorthernRegionPlanning,SupportServices,RegionalDirectorsOfficeSoutheastConstruction

SoutheastPreconstruction-D&E