Accession Number : ADA460092


Title :   Employee Attitudes within the Federal Aviation Administration


Descriptive Note : Final rept.


Corporate Author : FEDERAL AVIATION ADMINISTRATION OKLAHOMA CITY OK CIVIL AEROMEDICAL INST


Personal Author(s) : Hackworth, Carla A ; Cruz, Crystal E ; Goldman, Scott ; Jack, Dan G ; King, S J ; Twohig, Paul


Full Text : https://apps.dtic.mil/dtic/tr/fulltext/u2/a460092.pdf


Report Date : Dec 2004


Pagination or Media Count : 24


Abstract : Prompted by Congressional direction, the Federal Aviation Administration (FAA) instituted a means of assessing employee attitudes following the 1981 air traffic controllers' strike. As a result, the FAA first administered the Employee Attitude Survey (EAS) to its employees in 1984. The survey has been administered nine times since its inception, most recently in 2003. Approximately 48,900 surveys were mailed to all FAA employees. The 2003 EAS contained 129 items organized into three major sections: (1) Indicators of Satisfaction, (2) Management and Work Environment, and (3) Respondent Demographics. In addition, the survey invited respondents to provide comments. By December 2003, 22,720 valid surveys were returned, for a 46% response rate. Seventy-one percent of respondents indicated that they were somewhat or very satisfied with their jobs. Most FAA employees (81%) were committed to the FAA, largely satisfied with their compensation (65%), and satisfied with their immediate supervisors (61%). However, only 38% of respondents were satisfied with the recognition they received for doing a good job. Accountability for poor performance was also an issue. The majority of respondents indicated that corrective actions are not taken to deal with poorly performing nonsupervisory employees and managers. The survey showed that the FAA, by and large, has a committed workforce with a high level of job satisfaction. However, FAA employees do not believe that poor performers are held accountable. These areas will need to be reviewed by upper management to understand how best to link accountability, performance, and pay. Performance management is a common problem for many organizations. Follow-up discussions with employees around these issues could afford FAA policy makers with important feedback necessary to develop strategic interventions or modifications designed to address these concerns. The survey is appended.


Descriptors :   *UNITED STATES GOVERNMENT , *ATTITUDES(PSYCHOLOGY) , *SURVEYS , *JOB SATISFACTION , *GOVERNMENT EMPLOYEES , ENVIRONMENTS , SALARIES , WORK , ACCOUNTABILITY , EMPLOYEE RELATIONS , COMPENSATION , MANAGEMENT PERSONNEL , FEEDBACK , PERFORMANCE(HUMAN) , DEMOGRAPHY


Subject Categories : Psychology
      Personnel Management and Labor Relations


Distribution Statement : APPROVED FOR PUBLIC RELEASE