Questionnaire Report Employee Satisfacction and Motivation

QUESTIONNAIRE REPORT

EMPLOYEE SATISFACTION AND MOTIVATION

IN ORDER FORMULATION OF STRATEGY AND

COMMUNICATION MANAGEMENT OF CHANGE

BUREAUCRATIC REFORM

2011

2

SUMMARY

One of the activities to be performed by the Change Management Team of empowerment Women and Child Protection Ministry (KPPPA) in the framework of the implementation of the reform of the bureaucracy is to formulate strategies Change Management and Communication. In connection with the implementation of these activities are done filling out the questionnaire by 215 people including employees KPPPA the aim to assess the readiness of the organization to make changes at the same time to manage if there is resistance to the plan changes will be made.

In brief answers of respondents on the whole question of the questionnaire showed the following results:

1. Tabulation of data to answer 20 questions of perception employee satisfaction (IPP) obtained a weighted average of 3.11. The results of the conversion of a weighted average (multiplied by 20) obtained a score of 62.28 index. It can be concluded that the value of employee satisfaction scores in Table Perception is C which means Employee Satisfaction Index (IPP) is KPPPA Quite Satisfied.

2. The results of a detailed analysis of the respondents' answers to the question IPP showed conclusion following: a. In general, respondents are quite satisfied on the question "Employee Satisfaction on Job"

who also indicated that the system of promotion / transfer that had been prevailing in KPPPA already well underway. However, it also implies that the answer is still the need for corrective measures in a system of promotion / associated mutations as well as in the formulation and implementation of job descriptions of each employee in KPPPA.

b. In the majority of KPPPA’s employees are quite satisfied on environmental conditions and use of the facilities as well as a sense of family at work, but still worth noting that in the formulation of strategy and change management communication in order to reform the bureaucracy, there is still a group of employees who are less and not satisfied with it.

c. In general, the respondents' answers in the question 'Internal Working Relations' was pretty satisfied. Although it remains to note that in the formulation of strategy and change management communication, there is still a group of KPPPA’s employees less and dissatisfied in the internal aspect of employment, for example in the case: the response to a complaint subordinate leadership, guidance by the leader, and the results of direction and instruction.

d. Related to the above categories of respondents 'level of satisfaction on Salaries, Allowances and Other Compensation' can be concluded that in general KPPPA officials found they were quite satisfied. However, it should also be noted that of the respondents and the number of employees who are less dissatisfied also did little to suggest that necessary prudence in

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the formulation of strategy and change management communication in the framework of bureaucratic reforms in the KPPPA.

3. Tabulation of data to answer 20 questions motivation perception obtained a weighted average of 3.44. Furthermore, the conversion of the value weighted average (multiplied by 20) earned a score of 68.75 index. Thus, the levels of motivation in Table Perception score is B that means KPPPA’s Employee Motivation Index (IMP) is High.

4. Although the results of Employee Motivation Index (IMP) KPPPA is High, but still keep in mind the factors lowering motivation, namely: (1) Facilities such as health insurance and pension benefits, (2) Salaries and benefits, and (3) conditions in the workplace creating favorable working.

5. The results of the tabulation from data to answer 10 questions of perception employee participation in the implementation of reforms in the bureaucracy KPPPA obtained a weighted average of 4.37. Furthermore, the conversion of the weighted average (16.67 times) obtained a score of 72.82 index. Satisfaction scores in Table Perception score is B that means KPPPA’s Employee Satisfaction Index is High. This is important in the management of change in the KPPPA‘s environment.

6. The results of the data processing means or medium of communication in the implementation of bureaucratic reform in KPPPA showed that there are 3 types of change management communication medium most widely chosen by the KPPPA’s employee, ie: email, website and intranet.

7. A survey of employees as one of the major stakeholders should be carried out periodically (eg. once a year) and continuous. In addition, a survey of this kind should also be done by KPPPA towards other stakeholders, especially women and children.

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TABLE OF CONTENTS

SUMMARY. ................................................................................................................................ 1

TABLE OF CONTENTS.................................................................................................................. 2

I. Preliminary.. ...................................................................................................................... 3

II.

Questionnaire Data Processing .........................................................................................

5

III.

Data Analysis ......................................................................................................................

9

IV.

Index Calculation and Conclusion …...................................................................................

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Attachment............................................................................................................................

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5

CHAPTER I

PRELIMINARY

Bureaucratic reform is a transition or a change to the better conditions, in this case leads to the optimal performance of the bureaucracy. In accordance with the Presidential Decree No. 81 Year 2010 on the Grand Design Reforms Road Map 2010-2025 and 2010-2014 National Reforms area there are 8 further changes should be implemented through 9 program. One of bureaucratic reform program is Change Management.

Change Management is a systematic process by applying the knowledge, tools and resources that the organization needs to move from the present into the desired shape, which is heading toward better performance and to manage the individuals who will be affected by the changes. In accordance with this understanding, it is within the framework of reform of the bureaucracy, understanding change management can be described as follows:

Change Management Framework

In Bureaucratic Reform

Furthermore, referring to the policy and framework above, then for each ministry / agency implement bureaucratic reforms, including of course the Ministry of Women's Empowerment and Child Protection (KPPPA), need to perform the following steps: (1) Establish a Change Management Team, (2 ) Formulate Strategy Change Management and Communication, and (3) socialization and internalization.

Along with the establishment of the KPPPA’s Change Management Team, then the next step is to formulate a communication strategy and change management. In accordance with the Regulation of the Minister of State Apparatus Empowerment and Bureaucratic Reform No. 10 Year 2011 on Guidelines Implementation Change Management, then one of the important steps that need to be done in the formulation of this strategy is to map the stakeholders in order to identify and manage resistance.

Current conditions

Bureaucratic reform

Desired condition

Change management

6

One of the major stakeholders are KPPPA’s employees. Employee perceptions of the organization are an important element for building organizational performance. All policies, programs and activities can work well if the employee's perception of the organization as well cared for and managed thoughtfully and well. To find out how these perceptions need to do a survey of the results can inform you about:

1. Employee satisfaction levels of the organization; 2. The level of employee motivation; 3. Level of employee participation in the implementation of Reforms in KPPPA, and 4. Means or medium of communication most desired by KPPPA’s employees in the

implementation of Reforms.

As mentioned earlier that the results of this survey will be one of the main reference in the formulation of change management and communication strategies that bureaucratic reform process through the management of change in KPPPA environment organization’s can last as expected. Therefore, the objectives of each survey have been compiled over a number of questions. A complete list of the questions from the questionnaire can be found in the appendix of this report.

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CHAPTER II

DATA PROCESSING

Data processing techniques to all respondents will be tabulated using the data processing software (spreadsheet) and statistics. Furthermore, analysis of the data on the respondents' answers through 2 ways:

1. In-depth analysis of the total answer each question in each group; 2. Calculation of the index value for each group of questions, except to answer questionnaires

means or other of communication are the most desirable in the implementation of bureaucratic reform

Technically, in order to determine the level of employee participation, analysis of data processing by using the calculation of the index, either to determine the level of satisfaction and motivation, as well as to determine the level of employee participation in the implementation of bureaucratic reform. The calculation of the value of the index is done by using the "weighted average" of each statement, as follows.

1. Customer Satisfaction Index

Corresponding customer satisfaction index questionnaire, the employee satisfaction index calculation there are 20 statements were reviewed. Each statement has the same weights with the following formula:

To obtain the value of Employee Satisfaction Index (ESI) approach is used the average value weighted by the following formula:

The weight value weighted = sum of weights 1 = 0,05

average number of statements 20

ESI weighing = Total Per Statement of value perception X Value

Number of statements

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Furthermore, to facilitate the interpretation of the judgment ESI is between 20-100, the results of the above assessment is converted to the value of the base 20, with the following formula:

Finally, a score or value perceptions of employee satisfaction were divided into 5 groups (categories) as shown in the following table:

No ESI Interval Value Interval Conversion Value

Satisfaction Scores

Perception

1 1,00 – 1,80 20,00 – 36,00 E Dissatisfied

2 1,81 – 2,60 36,01 – 52,00 D Less satisfied

3 2,61 – 3,40 52,01 -68,00 C Quite Satisfied

4 3,41 – 4,20 68,01 – 84,00 B Satisfied

5 4,21 – 5,00 84,01 – 100,00 A Very Satisfied

2. Employee Motivation Index

Similar to the calculation of Employee Satisfaction Index, then the calculation of Employee Motivation Index (EMI) in Ministry of Women Empowerment and Child Protection also there are 20 statements were reviewed. Each statement has a weighing factor equal to the following formula:

The calculation of a score or value of Employee Motivation Index (EMI) approach the average value weighted by the following formula:

ESI X 20



EMI weighing = Total Per Statement of value perception X Value


9

To facilitate interpretation of the assessment of the EMI is between 20-100, the result of the above assessment is converted to the value of the base 20, with the following formula:

Furthermore, to determine the level of perception of employee motivation does categorization or grouping, as shown in the following table:


Satisfaction Scores

Perception

1 1,00 – 1,80 20,00 – 36,00 E Very Poor

2 1,81 – 2,60 36,01 – 52,00 D Poor

3 2,61 – 3,40 52,01 -68,00 C Fair

4 3,41 – 4,20 68,01 – 84,00 B Better

5 4,21 – 5,00 84,01 – 100,00 A Best

3. Employee Participation Index

Similar to the previous calculation, the calculation of Employee Participation Index (EPI) of the Implementing Reforms in the Ministry of Women Empowerment and Child Protection also contained 10 statements that were examined. Each statement has the same weights with the following formula:

To obtain the value of Employee Participation Index (EPI) approach is used the average value weighted by the formula, as follows:

EMI X 20



10

To facilitate interpretation of the assessment of the EPI which is between 16.67 to 100; the results of the above assessment is converted to the base value of 16.67, with the following formula:

Finally, to measure the perceptions of the EPI as a grouping done in the following table:


Satisfaction Scores

Perception

1 1,00 – 1,80 20,00 – 36,00 E Very Poor

2 1,81 – 2,60 36,01 – 52,00 D Poor

3 2,61 – 3,40 52,01 -68,00 C Fair

4 3,41 – 4,20 68,01 – 84,00 B Better

5 4,21 – 5,00 84,01 – 100,00 A Best

4. How to Change Management Communications or Media

To the determination of the manner or means of communication most desired by employees Ministry of Women Empowerment and Child Protection in bureaucratic reforms carried out by a simple calculation, ie by the average value of the choice responses. In other words, the calculation done by summing response scores divided by the number of respondents who returned a questionnaire.

EMI weighing = Total Per Statement of value perception X Value


EPI X 16,67

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CHAPTER III

RESULTS DATA ANALYSIS QUESTIONNAIRE

A. Identity of Respondents

The data collection questionnaire carried out simultaneously on December 18, 2011 at the Ministry of Women's Empowerment and Child Protection (KPPPA), Merdeka Barat Street, Central Jakarta. . Overall the number of respondents who return the questionnaire

Respondent’s Position

2% Structural Echelon I

were 215 people, consisting of officials of structural, functional and staff. As can be seen from the graph, the majority of respondents were staff (36%) and structural echelon IV (28%), while the smallest is structural echelon (2% or 3 people). Overall the number of respondents is 80% of the total population of employees of the Ministry of Women's Empowerment and Child Protection numbering 324 people (data as of December 31, 2011).

B. Employee Satisfaction

36% 2%

11% 28%

21%

Structural Echelon II

Struktural Eselon III

Struktural Eselon IV

Fungsional

Staf

Against the level satisfaction of employees submitted 20 questions covering various aspects, start from position, jobdesk, untill the opportunity to attend training. All the questions are grouped into 5 groups, namely: (1) the level of employee job satisfaction, (2) Level of satisfaction on Environment and Facilities Office, (3) Level of Satisfaction on Communication, (4)

The results of data processing from 5 groups questions above are as follows:

1. Employee Satisfaction on Job

Satisfaction employee on the job is determined by various aspects. Therefore, the employee satisfaction level of the Ministry of Women Empowerment and Child Protection on employment is reflected through the following 5 questions, namely: (1) the satisfaction on recent position; (2) replacement of structural position; (3) Satisfaction on job assignment (4) satisfaction on job suitable talent and interest; and (5) satisfaction on results and type of work.

Completely, the respondents’ answers of all questions were:

12

Satisfaction with the current position Associated satisfaction with the current

40%

5% 3%

13%

39%

Unsatisfty

Less Satisfy

Quite satisfy

Satisfy

Very Satisfy

position shows generally employee of the

Ministry of Women's Empowerment and Child Protection quite satisfy (39%), satisfy (40%) and very satisfy (5%), on the contrary unsatisfy and less satisfy on current position if combined covered 16% or 34 people from summary sample 215 employees.

Along with the satisfaction of position, then asked the employee satisfaction replacement of structural positions. Questionnaire result showed that generally

Satisfaction with the replacement of structural position

0% 4%

employee quite satisfy (55%), satisfy (18%). Besides, questionnaire’s data also showed still unsatisfy (23%) andnot satisfy (4%) by

structural position changes.

18% 55%

23%

Unsatisfiy

Less Satisfy

Quite Satisfy

Satisfy

Very Satisfy

Satisfaction with the division of labor

3% 4%

How about the division of labor among KPPPA’s employees? Respondent’s answer showed that generally employees are

20%

49%

24% Unsatisfy

Less Satisfy

Quite Satisfy

Satisfy

Very Satisfy

quite satisfy (49%), satisfy (20%), and very satisfy (3%). But not least the number of employees who less satisfy (24%) and unsatisfy (4%) totally 28%.

In the aspects of the job satisfaction according to their talents and interest, generally KPPPA’s employees answered that they were quite satisfy (40%), s a t i s f y (36%), a n d v e r y s a t i s f y (1%). Instead there are KPPPA’s employees

Satisfaction of Talent Based Task & Interest

5% 1%

Unsatisfy 18% Less Satisfy

that less satisfy (18%) and unsatisfy (5%) with the suitability of a job with their talents and interests.

36% 40%

Quite Satisfy

Satisfy

Very Satisfy

13

Satisfaction with the result and the type of work

Generally can be assumed that if someone satisfied with the position, job sharing and job compability with their talents and Interests, then the employee will give good

35%

6% 1%

14%

44%

Unsatisfy

Less Satisfy

Quite Satisfy

Satisfy

Very Satisfy

job result. By the result and the type of job, the answer from KPPPA employees showed that generally they quite satisfy (44%), satisfy (35%), and very satisfy (1%). Instead there KPPPA employees are less satisfy (14%) and unsat i sfy (6%) by the achievement of results and the type of work.

Although generally respondents are quite satisfy on grouped question “Employee Satisfaction level on job” which also indicated that the system of promotion / transfer that had been apply in KPPPA run very well. However, it also implies that the answer is still need for corrective measures in a system of promotion / mutation associated with the formulation and implementation of job description of each employee in KPPPA.

2. Level of Satisfaction on Environmental Conditions and Use of Facilities

The achievement of satisfactory performance can not be separated from a variety of factors, including the satisfaction of employee on environmental and office facilities. Related to this case asked 2 following question : (1) satisfaction for the use of office facilities, (2) satisfaction over the work environment and atmosphere, and (3) the sense of family satisfaction in the office environment. Shortly answers of respondents to this question are:

41%

Satisfaction the use of

office facilities 1% 8%

11%

39%

Unsatisfy

Less Satisfy

Quite Satisfy

Satisfy

Very Satisfy

Related with the satisfaction of the environment and atmosphere of work, generally KPPPA’s employees stated quite satisfy (42%) and satisfy (20%). Instead there are 30% who are less satisfied and 5% were not satisfied. What about the satisfaction level of KPPPA employees

Satisfaction with environment and work atmosphere

with use office facilities? The results of the questionnaire indicated that they were generally quite satisfied (39%), satisfied (41%), and very satisfied (1%). However, it should also consider the percentage of employees who are dissatisfied (11%) and less satisfied (8%). Overall the employees who are less and not satisfied are 41 people of 215 employees who return the questionnaire answer.

3% 5%

20%

42%

30%

Unsatisfy

Less Satisfy

Quite Satisfy

Satisfy

Very Satisfy

14

Associated with respondents position level in KPP-PA organization, so most of employees proportion in less satisfy category are staff level. Similarly, from 3 empolyees of echelon 1, there are 2 people who said quite satisfied with the use of office facilities. Complete answer by respondent position level can be seen in the chart below.

25 Satisfaction Using Office Facilities

20

15

10

5

0 Unsatisfy

Structural Echelon I Structural

Echelon II Structural Echelon III Structural

Echelon IV Functional

Respondents Position

Staff

Less Satisfy

Quite Satisfy

Satisfy

Very Satisfy

Kepuasan atas rasa kekeluargaan di lingkungan kantor

Formal atmosphere can’t be separated from the work environment, however, it’s inevitable that informal setting also required

28%

13% 2% 14%

43%

Unsatisfy

Less Satisfy

Quite Satisfy

Satisfy

Very Satisfy

to dilute the formal relationship. One form that fits the characteristic in Indonesia is the emergence of a sense of family (kinship) among fellow employees.

How satisfaction level of KPP-PA employees of the sense of kinship in office environement?

Majority of respondents were quite satisfy (43%), satisfy (28%), and very satisfy (13%). Percentage who are unsatisfy (2%) and less satisfy (14%)

30 Satisfaction of Sense of Kinship

25

20

15

relatively small. Furthermore, when it’s 10

observed, apparaently distribution of 5

quite satisfy, satisfy and very satisfy 0

are prevalent in each level of KPP-PA employees’s position.

Unsatisfy

Less Satisfy

Quite Satisfy

Satisfy

Very Satisfy

Majority of KPP-PA employees are quire satisfy with environment condition and the use of facilities and kinship in office, but still need to note that in formulating strategy and communication management of change in order of bureaucratic reform, there’s still a group of employees who are less and unsatisfy with the condition.

15

3. Satisfaction Level on Labor Internal Relations

Internal working relations can take place both vertically (between superior and subordinate) and horizontal (equal in the same hierarchy). To determine the level of KPPPA employee satisfaction the internal labor relation was filed 7 questions, namely: (1) the satisfaction of communication between staff and management; (2) satisfaction over the cooperation between staff / employees; (3) satisfaction on record yield / quality of work of leadership; (4) satisfaction for the leadership of the complaint; (5) satisfaction on leadership development; (6) satisfaction over the results of the direction and instruction; and (7) the satisfaction track record in DP3. Responses to the questionnaire of the question is as follows:

Satisfaction in the communication between staff and management

In summary it can be said that the majority (86%) or 185 of 215 people KPPPA employee quite satisfied,

37%

4% 2% 12%

45%

Unsatisfy

Less Satisfy

Quite Satisfy

Satisfy

Very Satisfy

satisfied and very satisfied in vertical communication

between staff and management. This data also indicates that there are 30 KPPPA employees less and dissatisfied in communication between staff and leadership.

Positive results above are also supported by data on satisfaction in the cooperation between the staff / employees (horizontal relationships) which

Satisfaction in the cooperation between the staff / employees

Unsatisfy

shows that the majority of KPPPA employees fairly satisfied (51%), satisfied (29%) and very satisfied (5%) in this horizontal relationship. Numbers less and dissatisfied comprise 15% of the respondents.

5% 2% 13% 29%

51%

Less Satisfy

Quite Satisfy

Satisfy Very

Satisfy

Satisfaction of record yields / quality of work from leaders

2%

What level of satisfaction KPPPA employee in the record yield / quality of the work of the leadership? Of respondents who received it

40%

11%

47%

Unsatisfy Quite Satisfy Satisfy

Very

Satisfy

can be concluded that the majority of KPPPA employees said they were quite satisfied (47%), satisfied (40%), and very satisfied (2%). Instead dissatisfied only 11% of the total sample.

Due to the level of satisfaction with the record yield / quality of work of the leader, the majority of KPPPA employees also stated

Satisfaction on the leadership of

the complaint

that they were quite satisfied (51%), satisfied (27%), and very satisfied (1%) for the leadership of the complaint subordinates. However, the numbers of less and dissatisfied to 21% or 45 people out of 215 employees were being sampled.

27%

1% 4%

17%

51%

Unsatisfy

Less Satisfy

Quite Satisfy

Satisfy

Very Satisfy

16

Stru

ctur

al E

chel

on I

Stru

ktur

al E

selo

n II

Stru

ctur

al E

chel

on II

I

Stru

ctur

al E

chel

on IV

Func

tiona

l

Staf

f

25

15

0

Satisfaction on leaders coaching

The next question in the category internal workings relatioship satisfaction is the level of satisfaction of employees for coaching by the

17%

42%

4% 3% 34%

Unsatisfy

Less Satisfy

Quite Satisfy

Satisfy

Very Satisfy

Leadership. Generally KPPPA employees stated that they were quite satisfied (42%), satisfied (17%) and very satisfied (4%). Needs attention is the number that are less and dissatisfied as high as 37% of the total sample or 80 of 215 people.

Further study on respondents 30

answers related satisfaction on 20

10

leadership coaching shows that 5

generally echelon III, IV, and the staff are quite satisfied. But instead echelon I, II and functional generally stated that they were less satisfied with the leadership coaching.

Respondent Positon

Satisfaction on leadership coaching

Unsatisfy

Less Satisfy

Quite Satisfy

Satisfy

Very Satisfy

Satisfaction on the results of direction and instruction

Due to satisfaction of coaching leadership, generally KPPPA employees stated that they

25%

6% 3% 13%

53%

Unsatisfy

Less Satisfy

Quite Satisfy

Satisfy

Very Satisfy

Were quite satisfied (53%), satisfied(25%), and very satisfied (6%) on the results of direction and leadership instruction. Less and Unsatisfy employees only reached 16% of the total sample.

In accordance with employment laws apply, then periodically carried out an assessment of the employee performance by the immediate supervisor. Questionnaire answers

Satisfaction track record in DP3

0% 4%

5%

to these questions indicate that the majority of KPPPA employees feel quite satisfied (52%), satisfied (39%), and very satisfied (5%). The number of employees who are not happy just cover (4%) of the total sample, even there were no KPPPA employeesare not satisfied with the judgment record of achievement in DP3.

39% 52%

Unsatisfy

Less Satisfy

Quite Satisfy

Satisfy

Very Satisfy

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Generally the respondents answers in question category ‘Internal Working Relations’ was quite satisfied. Although it remains to note that the formulation of strategy and change management communication, there is still a group of KPPPA employees less and dissatisfied in the internal aspect of labor relations, for example in the case: the response to a complaint subordinate leadership, guidance by the leader, and the results of direction and instructions.

4. Level of Satisfaction on Salaries, Allowances and Other Compensation

Another aspect is no less important to obtain the look KPPPA employee readiness to change is how the level of satisfaction of employees on salary, benefits and other compensation. It is important to see if the employees feel safe (secure) and obtain a refund (return) they deserve for all their time and energy contribution to the organization. On the respondents answers to this question are:

What level satisfaction of KPPPA employees between renumeration paid to the responsibility given to them? The results of grouping the respondents indicated that there are employees who are quite satisfied (39%), satsfied (18%)

Satisfaction of compliance with the

salary and benefits given responsibility

1% 4%

and very satisfied (1%). Instead significantly less satisfied (38%) and dissatisfied (4%) as a whole amounted to 42% or 90 of the 215 people sampled showed showed a significant amount.

39%

18% 38%

Unsatisfy Less Satisfy

Quite Satisfy

Satisfy

Very Satisfy

Satisfaction of compliance salary and benefits with the given responsibility

30

25

20

Unsatisfy

15

Less Satisfy 10

Quite Satisfy

5

Satisfy 0

Very Satsfy

Further studies on the respondents answers showed that 1% who are very satisfied on employee salaries and benefits of compliance with the responsibilities given only in the staff level employees only. Likewise for answers dissatisfied (4%) were found in almost all levels of office employees, except for functional employees did not reveal any disgruntled employee salaries and benefits of compliance with the responsibilities given.

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majority were quite satisfied (49%), satisfied (18%), and very satisfied (6%).

18% 6%

25% Unsatisfy

Less Satisfy Overall this figure reached 73%, which

Quite Satisfy

also indicates that there are 27% less and dissatisfied.

49% Satisfy

Very Satisfy

In addition to salaries and benefits, other compensation received by civil servants is health insurance. Respondents answers to

Satisfaction with the health insurance

2%

this question show that most KPPPA employees quite satisfied (38%), satisfied (16%), and very satisfied (2%). Consistent with the level of satisfaction with salary and benefits with responsibility given, the number of employees less satisfied (35%) and dissatisfied (9%) are also significant in

38%

16% 9% 35%

Unsatisfy

Less Satisfy

Quite Satisfy

Satisfy

Very Satisfy

Satisfaction with the health insurance

25

20

15 Unsatisfy

Less Satisfy 10

Quite Satisfy 5

Satisfy 0

Very Satisfy

Satisfaction over security

1% Unsatisfy

terms of health insurance. Further research shows that the respondents are not satisfied and the answers are less satisfied at all levels of office, unless the echelon leves I and II. It is also proved that the system of health insurance for civil servants outside the echelon I and II have not been better.

How respond KPPPA employees in satisfaction over security? Answers from the questionnaire showed that

27%

5% 19%

48%

Less Satisfy

Quite Satisfy

Satisfy

Very Satisfy

the majority of employees are quite satisfied (48%), satisfied (27%) and very satisfied (5%). Numbers less satisfied and dissatisfied reach 20% or 43 people out of a total of 215 people were being sampled.

Answers or response KPPPA employees to the satisfaction level of career development guarantee shows that the

Satisfaction guaranteed career development

2%

19

Satisfaction with the opportunity to attend training

2%

The last question in this category is the level of employee satisfaction for the opportunity to attend training. From the answers we can assume that KPPPA employees generally quite satisfied (44%),

21%

5% 44%

28%

Unsatisfy

Less Satisfy

Quite Satisfy

Satisfy

Very Satisfy

satisfied (21%), and very satisfied (5%). Instead employees are less and dissatisfied reached 30% or 64 people out of a total from 215 employees were being sampled. This significant amount need attention, especially in terms of setting an opportunity for employees to attend training.

Related to the respondents answer on ‘level of satisfaction on Salaries, Allowances and Other Compensations’ category, can be concluded that generally KPPPA employees were quite satisfied. However, it should also be noted that the respondents answer numbers less satisfied and dissatisfied employees also not little give sign that needs prudence in the formulation of strategy and communication management change in the framework of bureaucratic reforms in the KPPPA.

C. Employee Work Motivation

Due to the level of employee satisfaction, it is also important to look at what are the factors that motivate employees and how KPPPA perceptions against these factors. Related to this 20 questions proposed include: salaries and benefits, working facilities, conditions and office environments, cooperation and attitude of friends work together. A complete answer to the respondents is as follows:

Salaries and benefits have motivated

Untrue and Not Exactly

Are salaries and benefits that have been obtained have motivated KPPPA employees? Processed on the respondents answers showed only a few employees to justify the salaries and benefits have motivated. It is indicated from the correct answer (12%) and

28%

12% 6% 14%

40%

Slightly True Mostly True Generally True

True

is generally correct (28%) were smaller when compared with the most correct answers (40%), slightly right (14%), incorrect and inaccurate (6%). To test the consistency of the respondents were asked questions questions related to the adequacy of salaries and allowances. The answer to this question also indicate that there are only a few employees to justify or generally considered the adequacy salaries

and benefits received. Instead the majority assume that partially true (42%), slightly true (31%)

20

and untrue and incorrect (10%) the adequacy of salaries and allowances.

Salaries and benefits are sufficient

The next thing asked is how motivation associated with the adequacy of the facility as civil servants, such as health insurance and retirement benefits in terms of meeting the needs of life?

14%

42%

3%

10%

31%


Slightly True

Mostly True

Generally True

True

Consistent with the response to the previous statements, the majority of these respondents also gave correct answers that slightly true (36%),

Facility as a civil servant has been fulfil needs

2%


Slightly True

mostly true (34%), and untrue and not exactly (14%) if the facility meets the needs of the civil servants.

34%

14% 14% 36%

Mostly True

Generally True

True

Respondents answer to the 3 questions above signaled that in the formulation of change management and communication strategies in order to reform the bureaucracy in the KPPPA to consider aspects of salary and benefits as well as improved civil servants facilities.

What is the status as a civil servant? Is this a factor in motivating KPPPA employees? Respondents answers to the statement shows that the majority (89%) agreed that if

Being a civil servant has motivated

1%

the status of a civil servant becomes the motivating factors. This is demonstrated by the most correct answers (45%) and generally correct (44%).

44%

10%

45%


Slightly True

Mostly True

Generally True

Workplace conditions make quiet

Majority of respondents recognized that conditions in the workplace that is quite a factor

30%

5%

6% 20%


Sedikit Benar

lightly True

influencing employee motivation. Generally, or 75% of the respondents said that the mostly true (39%), it is generally true (30%), True (6%)

39%

Mostly True

True

if the conditions in the workplace can make them feel at ease in working.

21

Other factors that influence employee motivation is convenience office environment. Almost the same as the answer to the statement

The surroundings make comfortable office

of conditions in the workplace, generally KPPPA employees stated are true (7%), generally true (33%) and mostly true (41%), the environment arround the office to make them feel comfortable to work.

33%

7% 5% 14%

41%

Untrue and Not Exactly Slightly True Mostly True Generally True True

The coworker make comfortable

Untrue and Not

Did the work frieds make KPPPA employees comfortable to work? From the answers received, the majority (90%) agrees that work

37%

2% 11% 8%

42%

Exactly

Slightly True

Mostly True

Generally True

True

friends to make them feel comfortable at office. These are showed by the mostly true (42%), generally true (37%), and true (11%).

The next question is a partnership between work friends can make Mr. / Mrs. feel comfortable at office all this time?

Cooperation with coworker make

comfortable

Answers of respondents also indicated that the majority (90%) agree with the question. Similar to the previous question are only 10% of employees stated that little true an untrue.

44%

3% 9% 7%

37%


Slightly True

Mostly True

Generally True

True

Coworker attitude motivate

Untrue and Not

Is the attitude of colleagues were able to make KPPPA employees are motivated to work? Respondents answers show that most

45%

4%

6% 9%

36%

Exactly Slightly True Mostly True

Generally True True

or 87% employees agree, that attitude motivate coworkers. This is showed by the true answer (6%), generally true (45%) and mostly true (36%). Employees who do not feel affected by the attitudes of coworkers only reached 13% only with slightly true answer (9%) and untrue (4%).

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Specific questions related to coworkers attitudes is coworkers sympathetic and friendly to Mr. / Mrs.? Consistent with the answer to the previous question, the

Sympathetic and friendly coworkers

Untrue and Not

answer KPPPA employees true (7%), generally true (49%) and slightly true (39%). Employees were not affected by the sympathetic attitude coworkers only 5% of the total sample.

49%

1% 4% 7%

39%

Exactly Slightly True

Mostly True

Generally True True

Teamwork motivates

Tidak Benar dan

Is teamwork in preparing the work of the

47%

13%

0% 4%

36%

Untrue Slightly True

Mostly True

Generally True True

office can make Mr. / Mrs. motivated to work? Respondents answers to this question are true (13%), generally true (47%), and mostly true (36%). Instead the answer is slightly true up to 4% of the total sample.

Apart from the above set of questions are also posed a number of questions related to KPPPA employees motivation (total 20 question in the questionnaire). Detailed analysis of the overall answer to this question can be seen in the next section (Chapter III) of this report. However, the answers from many above questionscan be concluded that the overall KPPPA employees motivation is High in works, but there are various factors that must be considered in the formulationand implementationof change management and communication strategies, such as salaries and benefits, as well as civil sevants perceived facility inadequate.

D. Employee Participation In the Bureaucracy Reform Implementation

Change Management is the management of resources in order to achieve organizational goals with better performance. Organizational change is a shift from the current situation towards the desired state. In organizations, these changes include the structure, process, people, mindset and work culture. Change as desired bureaucratic reform is not a simple process. In addition, the changes likely to raise resistance to the individual in the organization. Transparency of the process, communication and involvement of all stakeholders in the change process will reduce the resistance.

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In other words, reform in principle is a change that requires the participation or employee involvement. Employee participation can be done from now on the formulation, implementation and evaluation of the implementation of the area changes through the program / activity Bureaucratic Reform. To determine the extent of KPPPA employees participation in Bureaucratic Reform proposed various questions, the answer is as follows:

8 Change Area RB have been implemented and running well

Bureaucratic Reforms in acco rd an ce with the Grand Design and Road Map includes 8 areas of change. How employee

33%

1% 4% 9%

31%

22%

Strongly Disagree

Disagree

Less Agree

Quite Agree

Agree

Strongly Agree

perceptions of the implementation of the 8 area this change within the KPPPA organization? The answers showed that 33% agreed, 31% quite agree, and 9% strongly agreed. However keep in mind that the numbers do not agree (22%), disagree (4%) and strongly disagree (1%) was also significant.

leadership factor is one of the important factors in the BR success. Respondents answer indicated majority KPPPA employees strongly agree (13%) agree (40%), and quite agree

Consistent leadership and enco- urages the BR implementation

1% 2%

Strongly Disagree

DIsagree(28%), that the leadership of the organization are consistent and encouraging the BR implementation. Numbers do not agree, disagree, strongly disagree are 19% or included 41 people of 215 employees were sampled.

40%

13% 16%

28%

Less Agree

Quite Agree

Agree

Strongly Agree

Employees actively participate in BR implementation

1% 3%

Are KPPPA employees actively participate in the BR implementation? From 6 alternative answers are available, the majority agreed that KPPPA employees actively participate in

40%

7%

18%

31%

Strongly Disagree Disagree

Less Agree

Quite Agree

Agree

Strongly Agree

RB implementation. This is showed by the answers strongly agree (7%), agree (40%), and quite agree (31%). However, please note that the reverse answers also significant that include: less agree (18%), disagree (3%) and strongly disagree (1%).

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Related with the BR implementation, the next thing asked is whether the employees has participated actively in the implementation bureaucratic reform? Respondents answers

Employees basis in order to construct the direction and BR policies

3% 7%

to this question are strongly agree (16%) agree (47%), and quite agree (27%). The answer is fairly consistent if compared with the response to the participation of employees in the previous question.

47%

16%

27%

Disagree Less Agree

Quite Agree

Agree

Strongly Agree

All employees had been participating

actively in the advocacy of bureaucratic reforms

0% 4%

Strongly Disagree

Simiarly, to test the consistency of the respondent’s answer, asked if all employees had been participating actively in advocating the BR implementation? Answers of repondents indicated that the

42%

7% 17%

30%

Disagree

Less Agree

Quite Agree

Agree

Strongly Agree

majority or 79% said strongly agree (7%), agree (42%), and quite agree (30%). Nevertheless still also need to consider the number who disagree (17%) or 36 people out of total 215 employees were being sampled.

Work culture (culture set) employees is another important factor in the successful BR implementation. On this

Employee work culture have supported of bureaucratic reforms

3% 5%

question, most respondents strongly agree (7%), agree (35%), qiute agree (30%). Instead there are 28% less agree employees, and are strongly disagree if work culture employee has support the BR implementation in KPPPA.

35%

7%

30%

20%


Less Agree

Quite Agree

Agree

Strongly Agree

Employees have been involve in

providing input during the preparation of the direction and

policy of bureaucratic reform

Strongly

How is employee participation in providing input during the preparation of BR direction and policies in KPPPA? Consistent with an answer similar question, the majority or 84% of the

42%

2% 3% 9% 11%

33%

Disagree

Disagree Less Agree

Quite Agree

Agree

Strongly Agree

sample stated strongly agree (9%), agree (42%), and quite agree (33%). The number of samples that stated less, disagree and strongly disagree only reached 16% of total sample. Although it looks small, but still need special attention.

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Are criticsms and suggestions employees can determine strategies and priorities in the implementation of internal bureaucratic reform KPPPA? Most or 88%

Criticsm and suggestions employee

can determine strategies and priorities in the implementation of

internal BR

of all respondents strongly agree (15%), agree (43%) and quite agree (30%). But in contrast only 12% said less, disagree and strongly disagree that criticsm and suggestions employees can determine strategies and priorities in the implementation of KPPPA internal bureaucratic reform.

43%

15%

1% 1%

10%

30%

Strongly Disagree Disagree Less Agree Quite Agree Agree Strongly Agree

Employee suggestion and criticsm are taken into consideration in the BR

implementation

2% 4%

In order to test the consistency of respondents answer to the question above, then the next question asked whether an employee suggestion and criticsm are taken into

33%

7% 17%

37%


Less Agree

Quite Agree

Agree

Strongly Agree

consideration in the BR implementation? Overall or 77% of respondents answered strongly agree (7%), agree (3%), qiute agree (37%). Apparently the number of respondents who said less, disagree and strongly disagree greater when compared to the previous question

become 23% or almost 2 times greater than the previous question.

How does an employee wishes to change on an ongoing basis in BR implementation? Answer the

questionnaire showed that the

In the BR implementation all employees

have strong desire to change in a sustainable

2%

majority or 90% of KPPPA employees stated want to change on an ongoing basis there is no strongly disagree with this question, but there are 10% less, and disagree with the change sutainable.

20% 8% 45%

25%

Disagree

Less Agree

Quite Agree

Agree

Strongly Agree

Generally overall can be concluded response of the KPPPA employees participation in the BR implementation is high. However, for the succesful of BR implementation, the BR policy must be able to manage change well, especially in terms of considering the various comments and suggestions from employees.

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E. The Most Effective Communication Media Towards Process Of Change

The succes of Change Management Strategies in BR implementation can not be separated from chosen communication strategy. Empirical experience of successful organizations to reform, including the government sector, proving that the role of a communication strategy is vital. Related to this proposed choice questions about how or medium of communication what if considered most appropriate to communicate any program / BR activity.

In summary the results of the tabulation of data respondents over 10 options or ways of communication media chosen were as follows:

BR Media Communication

5,40 5,25 5,19 5,17

5,20

5,00

4,80

4,60

4,40

4,20

4,00

4,43

5,03

4,67

4,98

4,56

5,09

4,63

The answers above show that 3 types of communication media management changes most widely chosen by KPPPA employees is email, website and intranet. It also proves that the media or the use of Information Technology (IT) is more desirable when compared to conventional methods such as: memos, banners, and press releases. Starting from the above results, it is important for the BR Implementation Team to harness the use of IT in the BR implementation. This is due to with one of the activities in the Governance Strengthening Program is through the implementation of e-government.

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CHAPTER IV INDEX

CALCULATION

AND SUMMARY

A. Index Calculation

As mentioned in Chapter II – Data Processing, the calculation of the value index is done by using a formula based on the weighted average value of the tabulation of the answer choices 215 KPPPA’s employees who were respondents. The complete results of the calculation of the index is as follows:

1. Employee Satisfaction Index

Tabulation of data to answer 20 questions of perception employee satisfaction gained a weighted average of 3,11. The results of the conversion of a weighted average (multiplied by 20) obtained a score of 62,28 index. Thus, the value of employee satisfaction scores in Tabe Perception is C which means the KPPPA’s Employee Satisfaction Index (ESI) is Quite Satisfied.

Further analyzes of the total answer any question showed that 3 of the questions with the highest and lowest satisfaction scores in employee satisfaction is the question:

Average Value perception Low Satisfaction: 1. Health Insurance (2,67) 2. Suitability huge salaries and benefits with responsibility (2,74) 3. Leadership Coaching to staff who aren’t able to show the work performance (2,83)

Average Value Perception Top Satisfaction 1. The use of office facilities (3,52) 2. Track record in DP3 (3,43) 3. Sense of Kinship in office environment (3,35)

2. Employee Motivation Index

Tabulation of data to answer 20 question motivation perception obtained a weighted average of 3,44. Furthermore, the conversion of the value weighted average (multiplied by 20) earned a score of 68,75 index. Thus, the value of the motivation in Table Perception score is B which means KPPPA’s Employee Motivation Index is High.

Further analyzes of the total answer any questions showed that 3 of the questions with the lowest and highest value of motivation in the motivation question is:

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Raising Employee Motivation Factors: 1. Civil Service jobs are increasingly challenged to think and do (4.34) 2. The work of Civil Servants is a vocation and devoted (4,09) 3. Good Communication with colleagues (3,87)

Lowering Employee Motivation Factors: 1. Facilities such as health insurance and retirement benefits (2,53) 2. Salaries and allowances (2,69) 3. Office condition in creating a conducive working (3,13)

3. Employee Participation Index

Tabulation of data to answer 10 questions of perception employee participation in the BR implementation in KPPPA obtained a weighted average of 4,37. Furthermore, the conversion of the weighted average (multiplied by 16,67) obtained a score of 78,82 index. Satisfaction scores in Table Perception score is B which means KPPPA’s Employee Participation in BR implementation is High.

Further analyzes of the total answer any question showed that the 10 questions asked, earned, Top Indicator Participation in strong desire to bureaucracy reform with a weighted score of 4,73. While Low Indicators Participation KPPPA employees is the question ‘employee advice and criticsm as consideration in the implementation of bureaucratic reforms’ to the value weighted average 4,09.

B. Conclusion

Based on the data analysis of data and calculation of the index can be concluded as follows:

1. Generaly respondents are quite satisfied on the question “Employee Satisfaction on Job” which also indicated that the system of promotion / transfer that had been apply in KPPPA already well underway. However, it also implies that the answer still needs for corrective measures in a system of promotion / mutations associated in the formulation and implementation of job description of each employee in KPPPA.

2. The majority of employees are quite satisfied on KPPPA’s environmental conditions and use of the facilities as well as sense of family at work, but still need attention in the formulation of strategy and change management communication in order to reform bureaucracy, there is still a group of employees who are less and not satisfied with it.

3. Generally the respondents answers in ‘Internal Working Relations’ question was quite satisfied. Although it still to be noted that in the formulation of strategy and change management communication, there is still a group of KPPPA employees less and dissatisfied in the internal aspect of labor relations, for example in case: the response to a complaint subordinate leadership, guidance by the leader, and the results of direction and instruction.

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4. Related to respondents answer’s on ‘level of satisfaction on Salaries, Allowances and Other Compensation’ category, can be concluded that generally KPPPA officials found they were quite satisfied. However, it should also be noted that the respondents of the number of employees who are less and dissatified not least, indicated that necessary prudence in the formulation of strategy and change management communication in the framework of bureaucratic reforms in the KPPPA.

5. Although the calculation of KPPPA’s Employee Motivation Index (EMI) is High, but still keep in mind the factors lowering employee motivation, namely: (1) Facilities such as health insurance and retirement benefits, (2) Salaries and benefits, and (3) workplace conditions in creating peace in the workplace.

6. Index Employee Participation in the implementation of BR KPPPA High a capital base that is valuable in the formulation and implementation of change. This is important in the management of change in the change in the KPPPA environment.

7. The results of the data processing means or medium of communication in the implementation of BR in KPPPA showed that there are 3 types of change management communication medium most widely chosen by the KPPPA employee, namely: email, website and intranet.

8. A survey of employees as one of the major stakeholder should be carried out periodically (eg once a year) and continuous. In addition, a survey of this kind should also be made to other stakeholders, particularly women and children.

Questionnaire Report Employee Satisfacction and Motivation

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Transcript of Questionnaire Report Employee Satisfacction and Motivation