University of Maryland, Baltimore County
PA-13: Assessing Employee Satisfaction
| Status | Score | Responsible Party |
|---|---|---|
|
0.75 / 1.00 |
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indicates that no data was submitted for this field
Has the institution conducted a survey or other evaluation that allows for anonymous feedback to measure employee satisfaction and engagement during the previous three years?:
Yes
Percentage of employees assessed, directly or by representative sample:
75
A brief description of the institution’s methodology for evaluating employee satisfaction and engagement:
UMBC participates in The Chronicle of Higher Education's Great Colleges to Work For survey. The survey was administered by ModernThink LLC, a human-resources-consulting firm based in Wilmington, Del. All full-time and part-time employees (adjunct faculty are not eligible) are eligible to be selected as a sample. The assessment had two components: a questionnaire about institutional characteristics and a faculty/staff questionnaire about individuals’ evaluations of their institutions. The assessment also included an analysis of demographic data and workplace policies, including benefits, at each participating college. The questionnaires were administered online in the spring.
In the faculty/staff questionnaire, people responded to 60 statements using a five-point scale, ranging from "strongly agree" to "strongly disagree." The statements were categorized into various dimensions, and from those, the Great Colleges recognition categories, such as collaborative governance, were determined.
Recognition in each Great Colleges category, except diversity, was given to the 10 highest-scoring institutions in each size grouping for four-year colleges, and the four highest-scoring institutions in each size grouping for two-year colleges. In the diversity category, three four-year and three two-year colleges were recognized.
Honor Roll status for four-year colleges was given to the 10 institutions in each size grouping that were cited most often across all recognition categories. For two-year colleges, Honor Roll status was given to the four institutions cited most often in each size grouping.
UMBC was recognized for Collaborative Governance; Compensation & Benefits; Confidence in Senior Leadership; Diversity; Job Satisfaction; Professional/Career Development Programs; Respect and Appreciation; Teaching Environment (faculty only); Work/Life Balance.
In the faculty/staff questionnaire, people responded to 60 statements using a five-point scale, ranging from "strongly agree" to "strongly disagree." The statements were categorized into various dimensions, and from those, the Great Colleges recognition categories, such as collaborative governance, were determined.
Recognition in each Great Colleges category, except diversity, was given to the 10 highest-scoring institutions in each size grouping for four-year colleges, and the four highest-scoring institutions in each size grouping for two-year colleges. In the diversity category, three four-year and three two-year colleges were recognized.
Honor Roll status for four-year colleges was given to the 10 institutions in each size grouping that were cited most often across all recognition categories. For two-year colleges, Honor Roll status was given to the four institutions cited most often in each size grouping.
UMBC was recognized for Collaborative Governance; Compensation & Benefits; Confidence in Senior Leadership; Diversity; Job Satisfaction; Professional/Career Development Programs; Respect and Appreciation; Teaching Environment (faculty only); Work/Life Balance.
A brief description of the mechanism(s) by which the institution addresses issues raised by the evaluation:
In the event, issues are raised UMBC addresses them via our strong shared governance.
2019 Example: University Steering Committee
Steering Committee to overhaul the Human Relations Committee, and shared a proposal to create the Community Equity Advisory Committee, a new ad hoc committee. The shared vision for the Community Equity Advisory Committee included working with the newly formed Office of Equity and Inclusion and integrating the faculty/staff and student advisory committees created by the Steering Committee to participate in the Retriever Courage initiative, UMBC’s collaborative work to prevent and respond to sexual assault and other forms of sexual misconduct.
2020 Example: Professional Staff Senate: Advocate for the hiring and retention of diverse staff.
o Work with HR to begin to analyze the information that has been gathered internally to help determine the level of diversity of both candidates and committees being used during the hiring process.
o Leverage existing best practices on inclusive hiring processes and disseminate the information.
2019 Example: University Steering Committee
Steering Committee to overhaul the Human Relations Committee, and shared a proposal to create the Community Equity Advisory Committee, a new ad hoc committee. The shared vision for the Community Equity Advisory Committee included working with the newly formed Office of Equity and Inclusion and integrating the faculty/staff and student advisory committees created by the Steering Committee to participate in the Retriever Courage initiative, UMBC’s collaborative work to prevent and respond to sexual assault and other forms of sexual misconduct.
2020 Example: Professional Staff Senate: Advocate for the hiring and retention of diverse staff.
o Work with HR to begin to analyze the information that has been gathered internally to help determine the level of diversity of both candidates and committees being used during the hiring process.
o Leverage existing best practices on inclusive hiring processes and disseminate the information.
Optional Fields
Additional documentation to support the submission:
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Data source(s) and notes about the submission:
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