1. Employee Satisfaction
at Boys & Girls Club
of Manhattan, Kansas
Erin Poppe
MPA Capstone
Spring 2015

2. Organization Background … slide 3
Naming the problem … slide 4
Literature Review … slide 5
Research Design … slide 6-8
Data Collection … slide 9
Data Analysis … slide 10-15
Summary of Findings … slide 16
Suggestions … slide 17
Conclusion … slide 18
Table of Contents

3. Board of Directors
Executive Director
Director of
Facilities,
Operations
Alliance
Director
Director of
Programs,
Training
Finance
Director
Senior Unit
Directors (2)
Admin.
Assistant
Site Coord.
Program Leaders
Cleaning
Personnel
KRR
Coord. (3)
KidzLit
Coord.
NetSmartz
Coord.
Volunteers
HR Manager
Development
Coordinator
Program
Aide
Board of Directors
Executive Director
Admin.
Office Coord.
Development
Coordinator
KidzLit Coord.
NetSmartz
Coord.
Finance
Director
Director of
Operations
Asst. Director
of Operations
Cleaning
Personnel
Site
Coord. (3)
Senior Unit
Director (2)
Site Coord.
(5)
Program Leaders & Volunteers
Boys & Girls Club of Manhattan
December 2014 January 2015
14 full-time
employees
9 sites in
Manhattan,
Wamego
2,233 kids
served (2013)
Over 200
part-time,
volunteers
3

4. Naming the Problem
“Every January, we (BGC MHK) have a new
structure that fails by the following March.”
“(The restructuring) has taken away
what motivates us.”
Formation of cliques
Lack of trust
Vocal Dissatisfaction
4
To what extent do job and role conflicts
effect employee satisfaction at
Boys & Girls Club of Manhattan?

5. Literature Review
BGC
Restructure
Job Design
Formal duties,
defined by
organization
(Spector, 1997)
Role
Informal duties,
defined by
individuals
(Ilgen & Hollenbeck, 1991)
Employee
Satisfaction
Satisfaction
with work
accomplished,
individual
experience
(Benz, 2005)
CONFLICT
Employees that are more focused on their roles
rather than their jobs are less satisfied.
5

6. Research Design
Qualitative Analysis: Semi-Structured Interviews
Flexible data collection, interpretation
Background in journalism
4 potential biases:
1. Selection
2. Researcher
3. Social Desirability
4. Problem
6

7. Research Design: Bias Control
1. Selection:
Made interview
sign-up open to all 14
full-time employees
2. Researcher:
Awareness,
detachment of
personal connection
3. Social Desirability:
Interviewee
anonymity,
neutral location
4. Problem:
Satisfied Dissatisfied
Have
issues
12.5% 50%
No issues 37.5% 0%
7

8. Research Design: Interview Questions
1. Please describe your job and day-to-day duties at BGC MHK.
What is the purpose of these activities?
2-1. Are there any tasks expected of you that are not included
in your job description? Who expects you to do them, and/or
how have they become your responsibility?
2-2. Are your job expectations and duties clear?
3. What do you both like and dislike about your work?
On average, how happy are you with the work you do?
Are you helping to fulfill the purpose and mission?
Are you part of a team that’s working well?
Do you feel appreciated for the work you do?
What, in your opinion, is the quality of communication between you and
your co-workers?
4. Do you feel like you’re doing a good job?
Why?
8

9. Data Collection
9
Response rate: 57% (8/14 full-time employees)
No administrative assistant (1)
Staff not located in main office (3)
No responses (2)
Interviews took place at
Radina’s Bakehouse, Bluestem Bistro
Interviewees signed “Agreement to Interview” form
Interviews were recorded on iPhone
Interviews were transcribed with alternate identifiers
Hours spent interviewing: 3.5
Hours spent transcribing: 7

10. Data Analysis
Used direct quotes to support theory
Reduces interviewer bias
10
Each question had purpose:
1. Define employee’s job and roles
2. Assess gap between employee’s job and roles
3. Gauge employee satisfaction
4. Identify how/if employee satisfaction
is impacting performance

11. Data Analysis: Question 1
Please describe your job and day-to-day duties at BGC MHK.
What is the purpose of these activities?
“As in most nonprofits, everyone does a little of everything.”
Each employees had job duties and role expectations
Most jobs focused on furthering mission
Most roles focused on providing administrative support
Employees’ roles took precedence over job duties frequently
11

12. Data Analysis: Question 2
Are there any tasks expected of you that are not included in
your job description? Who expects you to do them, and/or how
have they become your responsibility?
Are your job expectations and duties clear?
“Our job descriptions are always changing ...
You never know what you’re coming into.”
“My job has changed two or three
times since being here, there’s no
consistency.”
“No, they (expectations and duties) have never been (clear) …
it’s been a year and a half and I just got my handwritten job
description.”
12

13. Data Analysis: Question 3
What do you both like and dislike about your work?
On average, how happy are you with the work you do?
Are you helping to fulfill the purpose and mission?
Are you part of a team that’s working well?
Do you feel appreciated for the work you do?
What is the quality of communication between you and your co-workers?
“What I don’t like about it is that sometimes I feel like people (within the staff)
are just waiting for you to do something wrong so they can tell on you.”
“I love the organization … it’s just a good feeling when you can get
someone to see how good our organization is and what lengths we will go
to for their children.”
“I love the mission of BGC, that’s why I took this job. I love what we stand
for – a safe, positive place.”
“I don’t feel (appreciated) anymore here.”
“Working for (BGC MHK) is disappointing … we’ve lost our mission.”
13

14. Data Analysis: Question 4
14
Do you feel like you’re doing a good job?
Why?
“I don’t need the pats on the back every day like some people do …
but yeah, I think I do a good job.”
“We’re all worried now that we’re going to be
written up or asked to leave.”
“They way programs are running …don’t allow me or my
staff to do our jobs effectively.”
“I think the Boys and Girls Club team as a whole works well together … I
just don’t know where I fit into that.”

15. Data Analysis: Additional Answers
15
“Some people think they’re
more important than what they
are, so they’re expecting more
than what they’re getting.”
“Did we need cameras? Not
really. Could that $5,000 be
used for better security … of
course it could. Right now, the
only thing we use those
security cameras for is to
watch staff.”
“People get so angry and then
they can’t say what they really
mean, because there’s not a safe
place. I think the trust is no
longer here.”
“The (administrative) dynamic
here now is so hostile, that I
don’t know What we can do to
stop an implosion from
happening.”
“I could go on for hours about how unorganized this organization is
and how manipulative they can be.”

16. Summary of Findings
16
Future Research Implications:
Investigate relationship between employee satisfaction and
• organizational culture (structure of organization rooted in values, beliefs and
assumptions of employees)
• organizational climate (environment of organization rooted in employees’
social interactions/relationships, values and assumptions)
Employees’ roles are interfering with job duties
Employees are dissatisfied with environment
Employees are happy with individual work

17. Suggestions for BGC MHK
Address developing mistrust
HR could answer to Board of Directors
Limit review of security tapes
Publicly appreciate employees
17
Confirm that employees understand job and roles

18. Conclusion
18
Analysis suggests relationships between
BGC MHK employee satisfaction and:
Job and role conflicts
Organizational culture and climate
When asked for 3 words that describe how employees
feel about working at BGC MHK …

19. 19
fun dedicated
hope
kids
fulfilling
motivating
anxiety
disappointing
complacency
rewarding
anxiety
motivation
happy
community
rewarding
challenging
frustrating
indifferent
inspired