ymca employee morale
TRANSCRIPT
San Francisco State UniversityWe Make Great Things Happen
YMCADiagnosing Employee Morale
By: Natalie Gunn, Denil Patel, Charlotte Fang, Eric Nestingen, & Elizabeth Lu
Group Mission:
“To Provide the YMCA with tools, analysis, and suggestions for improving organizational functions.
The Agenda
o Introduction to the Organization
o Diagnosing Employee Morale:
o A SFSU Business Case Video
o Literature Review
o Survey Design
o Lens Analysis
o Results and suggestions
o Implementing and sustaining
the change
o History
o Current (HQ-Chicago)
o YMCA Mission:
oTo put Christian principles into
practice through programs that
help healthy spirit, mind and
body for all.
o Goal:
o Strengthen communities
through youth
development, healthy
living and social
responsibility.
YMCA – Areas of FunctionsStrengthen communities through youth development, healthy living and social responsibility.
o Counseling & Therapy
oFamily Support
oSchool Support - counseling
and traditional services, help
young get back on track
o Mentor Program
o Reach & Rise
Diagnosing Employee Morale
A SFSU Business Case Video
Satisfaction, Outlook, & Well-Being of YMCA Staff
Project Development
o Scholarly Articles
E.g. Human Resource Management, Academy of Management Executive, & Harvard Business Review
o The Problem: Employee Engagement
Company culture, employee attitudes
Psychological meaningfulness, safety, availability
o Examples from the Literature
Reward Systems: Pay, job advancement
Feedback & Performance review
Coaching the Millennial: reverse/group/ anonymous mentoring
Literature Review
The Solution
o Problem solving toolbox
o Report findings
o Make suggestions
o Provide resources for now and future
o How to Diagnose the Problem?
o Survey
BUSINESS 788 - MANAGEMENT PRINCIPLES AND ORGANIZATIONAL BEHAVIOR
2015
Class Project authored by: Natalie GunnNatalie Gunn, Elizabeth Li, Eric Nestingen, Charlotte Fang, and Denil
Patel
YMCA-SF Mental Health – Workplace Morale
Resources and Report on Survey Results
Oh! Oh! I want to do it. But, how, exclaimed Mr. Le.
Survey Development
o Need For a Survey
o Survey Development.
o N = 25
o 2 Managers, 4 Clinical Supervisors, 14 Case Managers/Staff, 6 Clinical Trainees
o Survey Dimensions
Job Domains
Camaraderie
Yes! Let’s do a survey. That should help surface the problems.
o Survey Dimensions
o Feedback
o Empowerment / Engagement (qualitative)
o Support
o Open ended questions
Survey Development (cont.)
o Dimensions of Analysis:
o Feedback / Communication
o Leadership / Supervision
o Engagement / Support
o Organization / Practice
o Started with what was best.
o Moved on to the areas they struggled.
o Focus on the issues discovered and
provide solutions based on the course
material and outside readings.
Lens AnalysisResults through our perspective.
Results
0
0.5
1
1.5
2
2.5
3
3.5
Admin/HR Paperwork Meetings Trainings Supervision
Management
Average Impact Importance
* *
Results
0
0.5
1
1.5
2
2.5
3
Supervision Paperwork Meetings Training
Clinical Supervisors
Average Impact Importance
-1.5
-1
-0.5
0
0.5
1
1.5
2
2.5
3
3.5
DirectServices
Paperwork Supervision Training
Clinical Trainees
Average Impact Importance
-1.5
-1
-0.5
0
0.5
1
1.5
2
2.5
3
DirectServices
Paperwork Supervision CommunityServices
Case Managers/Staff
Average Impact Importance
* *
Results
Why ? This paperwork.
RecommendationsWhat Just Happened? And, Now What Do We Do?
o Engagement
o Support
o Feedback
o Collaboration/Teamwork
o Team Building
o Supervisor Relationships
o Recognition & Praise
o Transparency
o 3 Steps Process for Organizational
Alignment:
o People
o Strategy
o Operations
o Criteria for Measuring Effectiveness:
o Affective
o Learning
o Behavior
o Results
Implementing & Sustaining ChangeAnd That’s How Its Done
Operations
Sustainable Change
People Strategy
Thank You