Step 1: Prepare Survey
The content and format for the survey form should be standardized—the same questions asked in the same
way—so that survey results can be reliably compared throughout the court. For courts with organizational
divisions or different court locations, particular attention should be paid to the second part of the survey
that identifies the divisions, units, or court locations of the respondent’s work or primary assignments. To
analyze and interpret the results by these organizational divisions of the court, it is important that they are
identified accurately.
To maximize survey response rate, a note of explanation and encouragement from a respected member
of the court should accompany the survey. The idea is to inform employees about survey planning, data
collection, and implementation plans. Without this communication, employees who would otherwise
support the survey may not participate.
Step 2: Plan Data Collection
A plan should be developed for administering the survey to all court employees in the department, division,
or court location being evaluated. Staff should be given advance notice of the survey and presented with
clear instructions, a deadline, and a contact person to whom respondents can ask questions about the
survey’s content and purpose. The timing of the survey should take into account holidays, vacations,
workload, and other issues, to maximize staff participation.
Step 3: Administer Survey
Most organizations that survey their employees do so once a year. But with only a single survey, management
can't distinguish between flukes and trends. By surveying multiple times a year, using different samples of
employees from the various divisions and locations, the court can better distinguish between reactions to
one-time events and ongoing concerns.
Distribution Method
The survey should be administered in a way that maximizes the participation of staff. Paper questionnaires
work well for this type of survey. However, if feasible, a Web-based survey should be considered because it
lowers costs of data entry and may boost response rates. If the survey
is completed
on paper, completed
surveys should be deposited in a box rather than handed directly to a person. Anyone absent on the day
of the survey should have the opportunity to complete it at another time.
Confidentiality
Courts should maintain ethical standards of confidentiality. Because survey results are analyzed and reported
only at the levels of the organizational division and the court as a whole, respondents need not and should
not be identified by name. The perceived confidentiality of employee responses to the questionnaire is
critical to the success of the measure.
Court Employee Satisfaction Survey
Definition:
Ratings of court employees assessing the quality of the work
environment and relations between staff and management.
Purpose: Committed and loyal employees have a direct impact on a court’s
performance. This measure is a powerful tool for surveying employee
opinion on whether staff have the materials, motivation, direction,
sense of mission, and commitment to do quality work. Knowing how
employees perceive the workplace is essential to facilitate organizational
development and change, assess teamwork and management style,
enhance job satisfaction, and thus, improve service to the public.
Method: This measure is an opinion survey of all court employees conducted
on a regular basis (e.g., annually). The survey questionnaire requires
respondents to rate their agreement with each of 20 statements on a
five-point scale from “Strongly Agree” to “Strongly Disagree.” Two
additional items ask respondents to identify the organizational division,
department, unit, or court location in which they work. The survey
can be easily adapted to include one or more open-ended questions
soliciting written feedback and pinpointing specific
concerns.
Paying Attention
to Employee
Satisfaction
Court Employee Satisfaction Survey
1. I understand what is expected of me.
2. I am kept informed about matters that affect me.
3. I have the resources (
materials, equipment, supplies, etc.
) necessary to do my job well.
4. I am able to do my best every day.
5. Communication within my division/department/unit is good.
6. In the last month, I was recognized and praised for doing a good job.
7. Someone in the court cares about me as a person.
8. I have opportunities to express my opinion about how things are done in my division.
9. The court is respected in the community.
10. My coworkers work well together.
11. I am encouraged to try new ways of doing things.
12. I understand the connection between the work I do and the mission and goals
of the court.
13. My working conditions and environment enable me to do my job well.
14. I feel valued by my supervisor based on my knowledge and contribution to my
department, unit, or division.
15. I feel free to speak my mind.
16. In the last month, someone in the court has talked to me about my performance.
17. I enjoy coming to work.
18. My coworkers care about the quality of services and programs we provide.
19. I am treated with respect.
20. I am proud that I work in the court.
Court Division or Location
(Check the appropriate boxes. Your answers are confidential.)
In which Court Division do you work? (check only one)
___ Civil
___ Criminal
___ Juvenile
___ Family
___ Probate
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Strongly Disagree
Disagree
Neither Agree nor Disagree
Agree
Strongly Agree
What is your primary location? (check only one)
___ Main Courthouse
___ Juvenile Court
___ West County Courthouse
___ East County Courthouse
Trends in Overall Employee Satisfaction
District Court, Harmony County
90
85
80
75
70
Index Score
Jan Jul Jan Jul Jan Jul Jan Jul Jan
01 01 02 02 03 03 04 04 05
Surveys raise expectations
among staff; management
should understand that
asking a question implies
taking action based on
responses. When employees
raise concerns, management
needs to demonstrate that
those concerns are being
heard. Not all problems
can be immediately
addressed, but upon
review of the results
management should
communicate to staff
what actions will be
taken and why.
Circle the Number
___ Accounting
___ Pre-Trial Release
___ Judiciary
___ Judicial Support
___ Administration
___ Other:________________
National Center for State Courts
300 Newport Avenue
Williamsburg, Virginia 23185
800-466-3063
Copies and updates at
www.courtools.org
© 2005 National Center for State Courts © 2005 National Center for State Courts© 2005 National Center for State Courts
coortools measure 9 5/19/08 3:06 PM Page 1
Ratings of court employees assessing the quality of the work
environment and relations between staff and management.
Committed and loyal employees have a direct impact on a court’s
performance. This measure is a powerful tool for surveying
employee opinion on whether staff have the materials, motivation,
direction, sense of mission, and commitment to do quality work.
Knowing how employees perceive the workplace is essential
to facilitate organizational development and change, evaluate
teamwork and management style, enhance job satisfaction, and
thus, improve service to the court’s constituents.
This measure is an opinion survey of all court employees and
should be conducted on a regular basis (e.g., annually). The survey
questionnaire requires respondents to rate their agreement with
each of 30 statements. A limited number of additional items ask
respondents to identify the organizational unit and/or location in
which they work. The survey can be easily adapted to include one
or two open-ended questions to solicit additional written feedback
and particular concerns.
Step 1: Prepare the Survey
The content and format of the survey should be standardized—
the same questions, asked in the same way—so that survey results
can be reliably compared throughout the court and over time.
Particular attention should be paid to the second part of the
survey that asks for information on the respondents, e.g., their
work units, assignments, length of service, etc. This information
becomes relevant when analyzing the survey results since it
enables comparisons of results according to different respondent
groups (e.g., newer employees compared to older, managers
compared to staff, etc.).
Step 2: Plan the Data Collection
A plan should be developed for administering the survey to all court
employees. Consideration should be given to whether the survey will
be provided in a Web-based survey form or on paper; the Web-based
survey is cost-effective in that it avoids the cost of data entry and most
survey software tools provide basic analytics. The schedule should
include time for advance notification explaining the purpose of the
survey and assuring respondents of the anonymity and confidentiality
of their responses. Sufficient time should be allowed for subsequent
analysis and reporting back to the court.
Definition:
Purpose:
Method:
Court Employee Satisfaction
Measure
9
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
31.
My work unit looks for ways to improve
processes and procedures.
I am kept informed about matters that affect
me in my workplace.
As I gain experience, I am given responsibility for new
and exciting challenges at work.
The court is respected in the community.
The people I work with can be relied upon when
I need help.
I have an opportunity to develop my own special abilities.
I understand how my job contributes to the overall
mission of the court.
I am treated with respect.
When I do my job well, I am likely to be recognized and
thanked by my supervisor.
My working conditions and environment enable me to do
my job well.
I feel valued by my supervisor based on my knowledge and
contribution to my department, unit, or division.
My court's leaders communicate important information to
me in a timely manner.
I enjoy coming to work.
The people I work with take a personal interest in me.
Managers and supervisors follow up on employee suggestions
for improvements in services and work processes.
My meetings with my supervisor are useful and
meaningful.
When appropriate, I am encouraged to use my own
judgment in getting the job done.
I have the resources (materials, equipment, supplies, etc.)
necessary to do my job well.
On my job, I know exactly what is expected of me.
I am proud that I work in the court.
The court uses my time and talent well.
I get the training I need to do the job well.
I know what it means for me to be successful on the job.
My supervisor is available when I have questions
or need help.
Communication within my division is good.
My co-workers work well together.
I have opportunities to express my opinion about how
things are done in my division.
In the last 6 months, a supervisor/manager has talked
with me about my performance/career development.
The court and its leaders are dedicated to
continuous improvement.
I am treated with respect by the public.
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
Strongly
Disagree Disagree Neutral Agree
Strongly
Agree
Employee Satisfaction Survey
1
2 3 4 5
1 2 3 4 5
1
2 3 4 5
1 2 3 4
5
1 2 3 4
5
1 2 3 4
5
1 2 3 4
5
1 2 3 4
5
1 2 3 4
5
1 2 3 4
5
1 2 3 4
5
1 2 3 4
5
1 2 3 4
5
1 2 3 4
5
1 2 3 4
5
1 2 3 4
5
1 2 3 4
5
1 2 3 4
5
1 2 3 4
5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
a. In which Court Division do you work?
(check one)
Criminal Civil Family
b. How long have you been employed by the Court:
< 1 year 11–20 years
1–5 years > 20 years
6–10 years
Background Information
c. I am planning on working for the Court another:
1–2 years 11–20 years
3–5 years > 20 years
6–10 years
Step 3: Administer the
Survey
Most organizations that survey
their employees do so once a year.
Surveying all employees during
the same time period provides a
snapshot of the entire organization,
creating the potential for meaningful
comparisons of the results.
The survey should be distributed
in a format that maximizes
participation. Web-based surveys
will require that employees have
Internet access. Two weeks is
usually a sufficient timeframe for
respondents to complete the survey.
Sending a reminder in the middle
of the response period can boost
participation but the court can
evaluate response rates and extend
the time if needed.
Analysis and
Interpretation
The results of the survey can be
analyzed in several ways, each of
which lends itself to different kinds
of interpretation and insight. The
first level of analysis is to compute
and examine the average (mean)
scores on all the individual items.
When using a five-point scale of
responses, the higher the score,
the more positive the respondent’s
view and thus, the more positively
the court is perceived as doing with
respect to that item. Item scores
can be evaluated at the court-wide
level or by work unit or location. In
addition, scores can be sorted to see
which items score highest and lowest.
To facilitate the interpretation of the
average scores, convert those scores
to a 100-point scale by multiplying the
score by 20. For example, an average
score of 4.5 converts to a score of 90
(4.5 x 20) on a 100-point scale.
This approach is illustrated in the table below, where the first column “Mean Response” is the
average score, expressed on a 100-point scale. The “N” column provides the number of valid
responses to each item; this number may vary if not all respondents answer all questions. The
“Percentages” column indicates the percentage of respondents who gave that score for the item.
A second level of analysis involves evaluating the average scores in light of the distribution of
responses. Because the average score by itself does not tell us if the individual responses are
quite similar or at extremes, there is insight to be gained by looking more closely at the pattern
of responses. For example, the average score for item 1 is 81, with 85 percent of the respondents
giving the item 4 (agree) or 5 (strongly agree), indicating that most staff have positive views and
support efforts by their work unit to find “ways to improve processes and procedures.” Item 2,
with an average score of 66, illustrates a case where there are strongly held and opposing views:
50 percent of staff “strongly agree” that they are kept ‘informed about matters’ in the workplace,
while 31 percent “strongly disagree.” A next step would be to uncover the source of these
powerfully divergent views, perhaps by examining whether they are linked to different work units
or locations.
By contrast, although item 3 also has an average score of 66, most responses are in the middle of
the distribution (scores of 2, 3, or 4), perhaps indicating most people are not consistently given
“responsibility for new and exciting challenges at work.” As results are shared with staff, further
conversation can help clarify the views of staff and management about this issue.
A third level of analysis can provide much more sophisticated interpretation of the results, by
grouping the items into meaningful categories. The survey is designed using 30 items, each of
which was carefully designed in terms of wording and meaning. These 30 items can be sorted into
two main groups: items that reflect three factors that promote employee satisfaction, and items
that reflect three factors associated with dissatisfaction. Factors that promote satisfaction motivate
employees to do excellent work, while factors that engender dissatisfaction inhibit the ability of
employees to do their best.
My work unit looks for ways to improve
processes and procedures.
I am kept informed about matters that affect
me in my workplace.
As I gain experience, I am given responsibility
for new and exciting challenges at work.
The court is respected in the community.
The people I work with can be relied upon
when I need help.
81
66
66
75
86
68
89
76
77
80
76
78
78
80
68
77
75
70
87
84
74
73
84
83
84
83
72
60
77
67
26
26
26
20
26
26
26
26
26
26
26
26
26
26
26
26
26
26
26
26
26
26
26
26
26
26
26
26
26
26
4
31
12
5
12
8
4
4
4
12
12
8
4
4
4
19
4
12
7
11
23
10
8
8
4
4
12
8
15
12
8
12
15
8
19
4
12
12
4
8
8
4
23
19
8
12
4
4
19
20
8
31
27
15
19
12
8
42
15
23
19
8
12
8
23
27
35
12
4
12
19
15
19
27
27
50
4
15
35
31
31
42
23
35
38
35
42
27
46
31
31
42
38
38
35
27
31
46
38
35
35
27
27
23
31
35
50
31
30
54
19
54
38
35
35
35
35
31
31
23
35
31
23
50
42
31
23
38
46
46
42
31
15
38
19
In which Court Division do you work? (check only one)
___ District 1
___ District 2
___ District 3
How long have you been employed by the Court:
___ < 1 year
___ 1–5 years
___ 6–10 years
___ 11–20 years
___ > 20 years
Background Information
a.
b.
I am planning on working for the Court another:
___ 1–2 years
___ 3–5 years
___ 6–10 years
___ 11–20 years
___ > 20 years
c.
1.
2.
3.
4.
5.
Strongly
Disagree
Disagree
Mean
Response
N
Percentages
Neutral
Agree
Strongly
Agree
33.
Survey Continues
Analyzing the
Distribution of Responses
© 2005 National Center for State Courts, version 2.0 2011
This analytical strategy is based on research done by Frederick Herzberg, who determined that the
factors that promote satisfaction are not simply the opposite of the factors that produce dissatisfaction.
Satisfaction was found to be related to opportunities to experience achievement, recognition,
interesting work, increased responsibility, and learning on the job. These factors he called motivators.
Mean Responses in Employee Satisfaction Categories
Satisfaction 77
Achievement
82
73
72
82
78
Work Content
72
Responsibility
Supervision & Relationship w/ Boss
Work Conditions
Interpersonal Relations
Dissatisfaction 76
ting:
Achievement
Employees need to know what
is expected of them and receive
timely, regular feedback on how
they are doing. At all levels of an
organization, employees want to
be kept informed and recognized
for their accomplishments.
Work Content
For employees to be satisfied, they
need to know that the work they
do is important and their tasks
contribute meaningfully to the
common purpose.
Responsibility
Employees are more motivated
to do well if they are given
the appropriate freedom and
authority to carry out their
work in the best way possible.
Employees become more satisfied
when the court supports and
encourages staff to grow and
develop their abilities on the job.
Achievement
I understand how my job contributes to the overall mission of the court.
I feel valued by my supervisor based on my knowledge and contribution to my department, unit, or division.
On my job, I know exactly what is expected of me.
The court uses my time and talent well.
I know what it means for me to be successful on the job.
Work Content
I am kept informed about matters that affect me in my workplace.
I enjoy coming to work.
I am proud that I work in the court.
I get the training I need to do the job well.
The court and its leaders are dedicated to continuous improvement.
Responsibility
My work unit looks for ways to improve processes and procedures.
As I gain experience, I am given responsibility for new and exciting challenges at work.
I have an opportunity to develop my own special abilities.
When appropriate, I am encouraged to use my own judgment in getting the job done.
I have opportunities to express my opinion about how things are done in my division.
Supervision and Relationship w/ Boss
When I do my job well, I am likely to be recognized and thanked by my supervisor.
Managers and supervisors follow up on employee suggestions for improvements in services and work processes.
My meetings with my supervisor are useful and meaningful.
My supervisor is available when I have questions or need help.
In the last 6 months, a supervisor/manager has talked with me about my performance/career development.
Work Conditions
The court is respected in the community.
I am treated with respect.
My working conditions and environment enable me to do my job well.
I have the resources (materials, equipment, supplies, etc.) necessary to do my job well.
I am treated with respect by the public.
Interpersonal Relations
The people I work with can be relied upon when I need help.
My court's leaders communicate important information to me in a timely manner.
The people I work with take a personal interest in me.
Communication within my division is good.
My co-workers work well together.
Satisfaction 77
76
Dissatisfaction
82
89
76
87
74
84
78
80
78
84
73
77
72
80
66
68
75
72
73
77
68
77
83
60
72
68
76
80
70
67
82
86
78
80
84
83
7.
11.
19.
21.
23.
2.
13.
20.
22.
29.
1.
3.
6.
17.
27.
9.
15.
16.
24.
28.
4.
8.
10.
18.
30.
5.
12.
14.
25.
26.
Mean
Response
Mean
Response
Court Employee Satisfaction
Measure
9
Dissatisfaction was found to be related to policies perceived as unfair, incompetent or unfair
supervisors, bad interpersonal relationships, unpleasant working conditions, salaries perceived as
unfair, and job insecurity. Herzberg labeled those factors environmental factors.
Since the factors that contribute to satisfaction are different from, and not merely the opposite of,
factors that cause dissatisfaction, court management must pay attention to both sets of factors. This
survey generates management information that can help develop strategies for addressing the issues
identified in the analysis of responses.
In this example, the court can see that Work Conditions is scored the lowest of the factors contributing
to Dissatisfaction, while Responsibility is scored the lowest among the factors related with Satisfaction.
One possible interpretation of these data is that the employees believe they work well together, but
they do this despite poor work conditions and limited responsibility. Court management can now
formulate a strategy: the court might decide to take advantage of the apparently high level of teamwork
(Interpersonal Relations score) to seek staff suggestions for improvements to work conditions, thereby
mitigating the main factor creating Dissatisfaction. In addition, the court might decide to address the
Mean Responses in Employee Dissatisfaction Categories
Satisfaction 77
Achievement
82
73
72
82
78
Work Content
72
Responsibility
Supervision & Relationship w/ Boss
Work Conditions
Interpersonal Relations
Dissatisfaction 76
Supervision
e critical role of effective
supervision requires good
leadership skills and the ability
to treat all employees fairly and
respectfully.
Work Conditions
Working conditions, including
work space and the tools for the
job, shape the interactions of
employees with the public and the
ability of staff to get their job done.
Interpersonal Relations
e level of camaraderie and
teamwork in the employee’s
immediate work group is a key
factor.
Achievement
I understand how my job contributes to the overall mission of the court.
I feel valued by my supervisor based on my knowledge and contribution to my department, unit, or division.
On my job, I know exactly what is expected of me.
The court uses my time and talent well.
I know what it means for me to be successful on the job.
Work Content
I am kept informed about matters that affect me in my workplace.
I enjoy coming to work.
I am proud that I work in the court.
I get the training I need to do the job well.
The court and its leaders are dedicated to continuous improvement.
Responsibility
My work unit looks for ways to improve processes and procedures.
As I gain experience, I am given responsibility for new and exciting challenges at work.
I have an opportunity to develop my own special abilities.
When appropriate, I am encouraged to use my own judgment in getting the job done.
I have opportunities to express my opinion about how things are done in my division.
Supervision and Relationship w/ Boss
When I do my job well, I am likely to be recognized and thanked by my supervisor.
Managers and supervisors follow up on employee suggestions for improvements in services and work processes.
My meetings with my supervisor are useful and meaningful.
My supervisor is available when I have questions or need help.
In the last 6 months, a supervisor/manager has talked with me about my performance/career development.
Work Conditions
The court is respected in the community.
I am treated with respect.
My working conditions and environment enable me to do my job well.
I have the resources (materials, equipment, supplies, etc.) necessary to do my job well.
I am treated with respect by the public.
Interpersonal Relations
The people I work with can be relied upon when I need help.
My court's leaders communicate important information to me in a timely manner.
The people I work with take a personal interest in me.
Communication within my division is good.
My co-workers work well together.
Satisfaction 77
76
Dissatisfaction
82
89
76
87
74
84
78
80
78
84
73
77
72
80
66
68
75
72
73
77
68
77
83
60
72
68
76
80
70
67
82
86
78
80
84
83
7.
11.
19.
21.
23.
2.
13.
20.
22.
29.
1.
3.
6.
17.
27.
9.
15.
16.
24.
28.
4.
8.
10.
18.
30.
5.
12.
14.
25.
26.
Mean
Response
Mean
Response
Project Directors: Brian Ostrom and Daniel Hall
Series Editor: Richard Schauffler
Senior Contributors:
Mathew Kleiman and Ingo Kellitz
Information Design: VisualResearch, Inc.
Developed by the NCSC Court
Performance Community of Practice.
main issue of Satisfaction, the desire to be allowed to take more responsibility, by initiating
discussion with staff of the underlying issues. This analytical strategy can be extended to see
how the responses on each factor of Satisfaction and Dissatisfaction vary by work unit or by
length of service.
Terms You Need to Know
Confidentiality: The court should maintain ethical standards of confidentiality.
This means not only ensuring that the administration of the survey provides for anonymity
(e.g., the survey form does not ask for the respondent’s name), but also that the analysis of
results is done at the level of groups of employees or of the court as a whole. For example,
knowing that a respondent works in Finance and has been employed by the court for over
10 years may be enough information in some courts to identify that person to others. Care
must be taken to ensure that the reporting of results does not violate the assurance of
confidentiality.
Dissatisfaction: An employee’s feeling about their workplace, based on
environmental factors including policies perceived as unfair, incompetent or unfair
supervisors, bad interpersonal relationships, unpleasant working conditions, salaries
perceived as unfair, and job insecurity.
Mean: The average value of a set of numbers, equal to the sum of all the values divided
by the number of values. For example, to obtain the mean value of the set of numbers 3, 4,
5, first calculate the total (3+4+5) = 12, then divide (12/3 = 4).
Satisfaction: An employee’s feeling about a workplace, based on motivating factors
including opportunities to experience achievement, recognition, interesting work,
increased responsibility, and learning on the job.
Valid Responses: Responses that should be counted for purposes of analysis. For
example, missing or nonsensical responses are not counted.
Open-Ended Questions
The survey is designed so that it can be completed in a reasonable amount of time and
provide information with value to court management. The addition of one or two open-
ended questions can supplement this approach and demonstrate management’s willingness
to listen. One such item is: “What could the court do to help you be more productive and
better serve the court’s customers?” Courts have been advised of such things as the need for
a cell phone use policy at work, the need for more cross-training, including employees in the
evaluation of supervisors, and other useful suggestions.
© 2005 National Center for State Courts, version 2.0 2011