· some information cannot be disclosed. 90 84 91 89 87 90 94 90 90 90 93 5. 5a. When information cannot be disclosed, using the phrase "this information cannot be disclosed" is

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Results from the 2007 NASA Culture Survey

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Table of ContentsAbout This Report

Analysis and Action on the Survey Results..............................................................................3How the Survey Was Conducted .............................................................................................3

Survey ResultsCommunication.......................................................................................................................4Innovation and Problem Solving .............................................................................................6Decision Making .....................................................................................................................7Issue Escalation.......................................................................................................................8Work Relationships/Leadership...............................................................................................9Leadership Self-Development Skills......................................................................................10

AppendiciesAppendix A: What Success Looks Like.................................................................................13Appendix B: Administrator’s Message ..................................................................................14Appendix C: Demographic Data – Population vs. Respondents .............................................16Appendix D: 2007 NASA Culture Survey Methodology........................................................22

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About This ReportAnalysis and Action on the Survey Results

The analysis of the 2007 NASA Culture Survey (NCS) results was part of a broaderstudy that included focus groups, center assessments, literature searches and theadditional comments provided by survey respondents. The overall findings werepresented at a Senior Management Council in January 2008, and a determination wasmade that more can be expected across our organization regarding opencommunications and organizational support in getting the job done.

The data in this report was weighted at the Center level to serve as a baseline but over60 NASA organizations and several mission and support functions were provided theirindividual results for local diagnosis and action. As a way to move forward, the studyteam recommended a ‘go to’ organization goal that describes the focus, managerialpractices and expected results of this model organization (Appendix A).

A key aspect of this organizational goal was underscored in the Administrator’smessage on January 28 to the workforce, A Day of Remembrance, in which hearticulated everyone’s responsibility for building trust and open communication(Appendix B). Moreover, the Headquarters Office of Human Capital Management willbenchmark and share best practices used by nine organizations that exhibited thehighest survey marks regarding the model organization goal.

How the Survey Was Conducted

The survey was conducted online by the NASA Shared Services Center (NSSC) fromSeptember 4 until October 30, 2007. An invitation to participate in this survey was sentto all NASA civil service employees that included an electronic link to the survey website and a password to access the survey. One person requested and was sent a paperversion of the survey in lieu of the standard web survey.

Several subsequent reminder emails and an extended survey period were used in aneffort to increase the response rate. Approximately 30% (5408 out of 18152) of NASAemployees responded during that time. The graphs presented in Appendix C depict thedemographic make-up of both the NASA population as well as the sample of thatpopulation who responded to the survey. Appendix D provides detailed information onhow the data was weighted using the demographic make-up of the sample.

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Survey ResultsCommunication

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Weighted Percent Positive1. Timely communication within NASA is important for

me to get my job done. 97 96 95 96 97 98 99 97 97 97 981a. I receive timely communication from my

immediate management 74 69 73 69 75 64 80 73 71 77 741b. I receive timely communication from my

Center's senior management. 55 44 55 45 53 44 66 59 54 55 651c. I receive timely communications from the

Agency's senior management. 42 32 31 37 36 40 49 49 34 46 602.

2a.

I have found the following communicationmechanisms quite useful:

2006 NASA Strategic Plan 31 26 35 30 29 41 26 37 32 32 392b. NASA Strategic Management and Governance

Handbook (NPD 1000.0) 21 16 23 18 16 33 18 25 18 24 202c. "Ask the Administrator" 26 22 27 31 24 28 22 35 22 27 262d. Center all-hands meetings 62 76 74 64 62 40 55 64 68 62 752e. Town Hall Meeting with Q&A to follow 44 51 52 50 45 38 33 48 49 47 293.

3a.

I receive sufficiently thorough and unfilteredcommunications regarding:

Personnel issues 55 48 61 50 57 47 57 60 51 57 573b. Technical/functional expertise issues 63 52 65 58 63 52 69 68 60 66 653c. Operational/management issues 52 41 52 44 51 46 60 58 49 52 553d. Issues related to mission, goals, and priorities 59 47 59 53 52 54 69 65 51 66 754. I understand that there are circumstances where

some information cannot be disclosed. 90 84 91 89 87 90 94 90 90 90 935.

5a.

When information cannot be disclosed, using thephrase "this information cannot be disclosed" iscomfortably used by:

Our executives 57 52 56 55 49 60 60 60 57 59 555b. Our managers 59 55 55 55 52 62 63 62 59 61 575c. My supervisor 63 57 66 62 55 65 66 66 65 67 665d. My matrix manager 55 56 53 51 47 50 59 56 59 59 565e. My co-workers 54 50 54 52 46 56 56 56 56 57 595f. Me 66 62 68 63 57 66 69 70 69 69 70

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Communication (Continued)

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Weighted Percent Positive6.

6a.

I understand there are situations where answersmay not be known. When an answer is not known,using the phrase "I don't know" is comfortably usedby:

Our executives 50 42 52 47 43 48 56 56 50 55 516b. Our managers 57 47 57 52 52 53 64 60 56 60 516c. My supervisor 75 66 73 71 74 69 80 78 74 80 716d. My matrix manager 61 57 61 57 58 48 67 60 62 67 596e. My co-workers 78 71 76 79 74 70 81 82 77 82 746f. Me 88 86 86 88 84 85 91 90 89 91 897.

7a.

For me, developing good interpersonal workcommunication is important to foster:

more discretionary/extra efforts 80 75 80 82 78 80 79 81 78 80 897b. a more productive work environment 98 98 97 97 98 98 98 98 97 97 977c. a more pleasant work environment 97 96 97 96 97 96 97 98 95 96 988. Formal management channels are used to pass

information up and down the organization. 68 56 70 65 67 61 73 73 61 69 729. My Center's senior management takes the time to

talk informally with employees. 50 39 50 37 63 40 52 50 61 43 4610. I can rely on management to be honest. 51 36 56 39 50 46 62 55 50 50 58

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Innovation and Problem Solving

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Weighted Percent Positive11. My immediate supervisor engages in the difficult

conversation necessary to draw out key issues andconcerns that may be going unsaid. 63 56 60 58 63 57 65 65 61 68 67

12.

12a.

Providing innovative ideas or alternate methodsthat challenge the status quo is encouraged by:

Our executives 45 35 44 35 37 50 56 49 44 48 5212b. Our managers 51 40 50 39 47 51 61 53 52 53 5112c. My supervisor 67 63 74 59 69 64 71 68 65 71 6012d. My matrix manager 50 43 54 43 48 39 56 48 52 56 4813. In our work culture, people feel free to raise

dissenting opinions without fear of it having anegative impact on their career. 48 42 50 42 44 39 58 50 43 55 39

14. I am encouraged to develop permanent solutions toproblems as opposed to creating temporary work-arounds. 62 49 61 59 61 56 67 70 52 66 62

15.15a.

In my organization:Creativity and innovation are rewarded. 61 54 59 59 65 49 64 66 60 63 58

15b. Technical innovation based on research resultsis readily accepted. 61 59 66 61 63 45 63 60 66 61 53

15c. Innovation in administrative processes (humanresources, budgets, procurement, reporting,etc.) is welcomed. 47 35 45 42 45 52 51 51 39 48 50

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Decision Making

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Weighted Percent Positive16. My management makes clear cut/timely decisions. 51 41 44 38 52 43 59 53 47 54 5017. It is important to me that communication be

released periodically to keep me informed ofcurrent events during the decision making process. 94 90 93 93 94 92 94 95 94 93 97

17a. Today, communication is released periodicallyto keep me informed of current events during adecision making process. 56 43 59 48 56 47 62 61 53 58 61

18. When decisions are made, it is important for me tounderstand the decision making process (Who,when, at what level, the protocol followed and whythe decision was made). 85 84 86 82 86 86 86 86 82 83 85

19.

19a.

Today, once a decision is made, the results andrationale are communicated to employees by:

Our executives 46 33 49 40 43 44 54 47 46 46 5719b. Our managers 56 43 56 49 57 49 66 56 54 56 6219c. My supervisor 75 65 78 72 76 68 79 77 73 76 7819d. My matrix manager 53 46 56 49 51 38 59 51 52 56 5720.

20a.

I can expect to get follow-up and feedback to myquestions from:

Our executives 35 23 45 27 28 40 38 39 36 38 5120b. Our managers 54 43 57 45 52 49 61 54 54 55 6520c. My supervisor 80 73 82 74 82 75 83 81 77 82 8520d. My matrix manager 55 51 61 52 55 43 60 52 54 60 59

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Issue Escalation

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Weighted Percent Positive21. Management is effective at taking issues up the

chain of command. 54 46 54 42 53 49 62 61 48 58 5422.

22a.

I am aware that there is a process for taking issuesup the chain of command for:

technical issues 81 68 81 76 79 73 88 87 76 86 8122b. non-technical issues (e.g. personnel/

organizational) 75 68 71 74 75 71 78 75 75 77 7323.

23a.

The process of sending an issue up the chain ofcommand is effective (well defined and thorough)for:

technical issues 57 44 58 48 52 46 70 65 50 64 6023b. non-technical issues 43 36 41 35 41 35 49 48 41 48 4724.

24a.

The process of sending an issue up the chain ofcommand is efficient/timely for:

technical issues 48 32 51 37 45 41 60 54 40 54 4824b. non-technical issues 33 25 29 24 30 31 39 38 30 39 4025.

25a.

Our Immediate management (first 2 levels ofsupervision):

Champions employees’ issues/messages 61 53 63 55 59 49 68 64 58 65 6525b. Intercedes on employees' behalf 61 54 62 55 59 50 67 64 59 64 6626. The full weight/importance of an issue/message

sent up the chain of command reaches decision-makers. 41 29 42 32 38 37 50 46 35 47 46

26a. Superiors are seeking additional input asissues move up the chain of command. 49 34 45 39 45 43 57 56 42 53 54

27. Information that may indicate "bad news" is readilypassed up through formal channels. 47 32 48 36 44 42 58 56 40 52 48

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Work Relationships/Leadership

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Weighted Percent Positive28. Managers in my organization/management chain

are good at developing leaders. 41 31 36 32 42 32 48 46 38 44 4329. People orientation is an important criterion for the

advancement of managers. 72 67 70 63 73 68 76 73 74 74 68

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31. The following Leadership Skills are evident in most Executives Percent Positive31a. Practices meaningful two-way communication N/A 80 64 55 5331b. Pays close attention and seeks to understand other's points of view N/A 74 63 55 5231c. Creates an open/transparent working environment N/A 69 57 48 5031d. Seeks and acts on feedback from others N/A 74 65 54 5331e. Demonstrates a positive and caring attitude toward others N/A 77 66 56 5531f. Honors commitments and promises N/A 82 68 58 5531g. Recognizes own strengths and weaknesses N/A 70 50 44 4531h. Operates with truthfulness whether delivering good news or bad N/A 80 68 59 5631i. Ensures people are clear about the information being communicated N/A 79 62 55 5631j. Admits a mistake when one is made N/A 72 53 47 4631k. Removes organizational obstacles to performance N/A 66 47 39 4231l. Is up-front about issues and communicates the full story N/A 71 55 48 48

32. The following Leadership Skills are evident in most Managers Percent Positive32a. Practices meaningful two-way communication 79 N/A 71 60 5832b. Pays close attention and seeks to understand other's points of view 70 N/A 70 61 5932c. Creates an open/transparent working environment 72 N/A 65 55 5532d. Seeks and acts on feedback from others 73 N/A 67 59 5832e. Demonstrates a positive and caring attitude toward others 78 N/A 70 63 6132f. Honors commitments and promises 82 N/A 73 62 5832g. Recognizes own strengths and weaknesses 61 N/A 54 48 4932h. Operates with truthfulness whether delivering good news or bad 79 N/A 72 62 5932i. Ensures people are clear about the information being communicated 72 N/A 66 59 5932j. Admits a mistake when one is made 62 N/A 60 51 5132k. Removes organizational obstacles to performance 59 N/A 53 46 4732l. Is up-front about issues and communicates the full story 76 N/A 63 55 54

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Work Relationships/Leadership (Continued)

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33. The following Leadership Skills are evident in most Supervisors Percent Positive33a. Practices meaningful two-way communication 81 85 N/A 70 6633b. Pays close attention and seeks to understand other's points of view 79 81 N/A 68 6633c. Creates an open/transparent working environment 72 79 N/A 64 6333d. Seeks and acts on feedback from others 69 81 N/A 67 6433e. Demonstrates a positive and caring attitude toward others 76 82 N/A 71 6733f. Honors commitments and promises 80 87 N/A 68 6433g. Recognizes own strengths and weaknesses 58 74 N/A 56 5633h. Operates with truthfulness whether delivering good news or bad 79 85 N/A 69 6533i. Ensures people are clear about the information being communicated 71 79 N/A 66 6533j. Admits a mistake when one is made 70 77 N/A 60 5833k. Removes organizational obstacles to performance 61 71 N/A 52 5433l. Is up-front about issues and communicates the full story 72 82 N/A 64 60

Leadership Self-Development Skills

Exec

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% of DemographicSelecting Each

Self-DevelopmentLeadership Skill

34.

34a.

A significant positive impact on the organization would occur if I improved myleadership skills in the following areas. (Select 3-5 from the list below.)

Practice meaningful two-way communication (communicate the full story) 34 37 3434b. Pay close attention and seek to understand other's points of view 44 48 4434c. Create an open/transparent working environment 19 20 2234d. Seek and act on feedback from others 47 39 3834e. Demonstrate a positive and caring attitude toward others 22 20 2134f. Honor commitments and promises 18 15 1934g. Recognize own strengths and weaknesses 35 30 3334h. Operate with truthfulness whether delivering good news or bad 16 11 1734i. Ensure people are clear about the information being communicated 54 54 5734j. Admits a mistake when one is made 11 10 1134k. Removes organizational obstacles to performance 60 67 6034l. Up-front about issues and communicates the full story 19 18 21

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Organizational Alignment/Support

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Weighted Percent Positive35.35a.

Agency and Center offices coordinate to:Ensure policy, mission and goal alignment 57 46 54 57 53 52 60 62 57 61 66

35b. Identify Center needs and requirements 55 44 54 55 52 52 57 62 52 60 5735c. Fulfill Center needs and requirements 47 32 39 44 42 47 53 56 42 53 5436. NASA management helps me get my job done. 46 30 40 41 41 47 53 54 39 50 5537.37a.

To help me do my job well:I have enough information 66 54 61 60 65 58 72 72 60 69 73

37b. I have a clear concept of my role and how itrelates to the roles of others. 73 69 77 69 77 67 75 75 64 75 71

37c. Budget and schedule pressures have notaffected the quality of my work products. 41 26 33 33 35 44 45 55 31 48 50

37d. My workload (core work) is reasonable. 61 50 53 58 60 57 62 74 51 68 7037e. My administrative workload is reasonable. 55 36 43 48 52 59 61 64 46 58 6437f. Our administrative processes run smoothly. 38 22 28 32 36 38 45 45 29 43 4337g. Overall, I believe my supervisor/team leader is

doing a good job. 73 67 72 67 77 64 75 77 69 78 77

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% Responding38. If you could see more emphasis and advocacy on

the part of your organization/management chain, inwhich of the following areas would it be? (Chooseone)

How well it accomplished its goals andestablished a strong image as a world leader inaeronautics and space, both within NASA andexternally

22 21 26 22 17 18 25 21 23 23 17

How well it acquires needed programs andfunds

12 14 10 19 17 8 10 12 15 8 8

How well it operates internally, as a smoothlyrun organization that makes efficient use oftime, resources, and good internalcommunications while reducing organizationaland job stress.

60 55 61 53 59 68 60 61 53 62 72

Other 6 9 2 5 7 7 5 6 8 6 2

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Organizational Alignment/Support (Continued)

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Weighted Percent Positive39. It is important that there is a sense of community

(organizational pride, camaraderie) in my Center. 88 87 91 87 90 79 90 88 88 87 9039a. In my Center, there is a definite sense of

community. 60 48 68 40 61 29 77 70 57 62 6840. It is important that my immediate management (first

2 levels of supervision) take a personal interest inmy career development 83 81 85 81 81 79 88 83 80 86 83

40a. My supervisors and managers take time todiscuss career planning with their employees. 56 55 57 52 62 44 63 53 50 57 58

40b. This Center provides opportunities forindividual development other than formaltraining (for example, work assignments, jobrotation, etc.). 67 63 66 63 72 53 76 71 56 65 77

40c. Supervisors/team leaders in my work unitprovide employees with the opportunities todemonstrate their leadership skills. 66 59 68 63 67 54 73 69 62 66 70

40d. There are people at this Center who provideguidance and counsel regarding one's career. 60 62 47 57 80 51 63 55 50 50 52

40e. Career management is a shared responsibilityof both me and my immediate management. 83 79 77 80 86 78 87 82 81 82 82

41.41a.

As a NASA employee:I have a feeling of personal empowerment withrespect to my work processes 70 59 69 69 68 64 75 74 68 72 71

41b. My work gives me a feeling of personalaccomplishment 80 77 78 81 82 70 84 82 78 79 80

41c. I am held accountable for achieving results 89 85 87 87 90 87 92 88 88 89 9041d. I am satisfied with the information I receive

from management on what's going on in myorganization 56 48 63 50 54 46 62 57 54 61 64

41e. My talents are used well in the workplace 62 51 67 59 63 54 67 62 57 64 6641f. I am optimistic about NASA's future 62 48 65 58 56 61 70 65 52 67 7041g. I can expect the Agency's senior management

to do the right thing 50 34 49 43 41 48 63 55 42 56 6742.

42a.

Managers in my organization/management chainare:

Doing a good job of managing schedulingpressures so that they don't have a negativeeffect on the quality of the work that ourorganization does 52 43 46 44 52 47 57 61 48 55 48

42b. Making good decisions about allocatingresources 53 42 49 44 54 46 57 56 50 59 50

43. In the last seven days, I have received recognitionor praise for doing good work.

YES

51NO

49

YES

44NO

56

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49NO

51

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50NO

50

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56NO

44

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50NO

50

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49NO

52

YES

52NO

48

YES

56NO

44

YES

53NO

47

YES

58NO

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Appendix A: What Success Looks LikeThe ‘Go To’ Organization GoalThe ideal “go-to” organization with respect to specific issues of management credibility,upward communication and received organizational support to help employees get theirjob done well would exhibit the characteristics in the following model.

Focus

Results

Smooth runningprocesses and personalrecognition helpemployees get theirjob done well.

Employees feel free tofully raise and debatetheir opinions without aconcern that it impactstheir career.

Employees receivesufficiently thorough anddirect communication onissues that are importantto them.

Removing organizationalobstacles toperformance.

Seeking and acting onfeedback from others.

Ensuring people areclear about theinformation beingcommunicated.

Management helps withpressures affectingemployees’ capacity toget their job done.

Management is effectiveat encouraginginnovation and takingemployee issues up thechain of command.

Employees can rely onmanagement to behonest and to do theright thing.

OrganizationalSupport

UpwardCommunication

ManagementHonesty

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Appendix B: Administrator’s MessageThis notice was transmitted by NASA INC in the Office of Public Affairs.------------------------------------------------------------------------- Message From the Administrator: Day of Remembrance -- 28 Jan 2008 The last week of January brings, every year, a confluence of soberinganniversaries that we honor this Thursday with our Day of Remembrance. OnJan. 27, we marked 41 years since the loss of the crew of Apollo 1, and withit NASA's loss of innocence. The Apollo fire made it clear that we bring tospaceflight the same human flaws as our forebears who first sailed the oceanor went aloft in stick-and-wire contraptions. Successive generations haveknown the same harsh truth; the crew of Challenger was lost to us on Jan. 28,22 years ago, and on Feb. 1 we mark five years since the loss of Columbia. These losses carry an inevitable and awful guilt for those of us who havespent our professional lives on the edge of the possible in aviation andspace. We know that what we do carries risk to ourselves or those who dependupon us, risk beyond what is customary in most other walks of life. This riskis endemic to flight in all its forms; it cannot be set aside. And yet,anyone who has ever sat on a failure board or read its report knows thatthere are no smart accidents. Every one is the result of human frailty, ofthings done or not done that are, in retrospect, obviously wrong. When thisis seen in the harsh light of yet another accident report, it eats at us in away that leaves no escape and never goes away. How could we have been soblind? Yet we were, and there is no going back, there is only forward,forward with the knowledge that we missed something crucial, forward with theresolve not to make the same mistake again. When it comes to engineering and operations, we don't. We won't again put acrew in a cabin with high-pressure oxygen and no escape route. We won't againaccept a joint design that is somehow "OK" because, even though its primaryo-ring fails routinely, its secondary o-ring remains mostly intact.And we will never again believe that foam moving at high speed is, after all,just foam. But as tempting as it is for us who are engineers and managers to takecomfort in finding and fixing the root causes of these accidents and othernear misses, I think we do ourselves a disservice thereby. For when weinvestigate, we always find that there were people who did see the flaw, whohad concerns which, had they been heard and heeded, could have avertedtragedy. But in each case the necessary communication -- hearing and heeding-- failed to take place. It is this failure of communication, and maybe thefailure of trust that open communication requires, that are the true rootcauses we seek. These are the real reasons we have a Day of Remembrance, andneed one.

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I was reminded of this the other day when an old NASA friend sent me acongratulatory e-mail on the success, so far, of the Messenger mission toMercury, and acknowledging my (small) role in it from an earlier professionalincarnation. My friend started his note by saying that because his messagewas in connection with my prior role, he felt that he was not violating"protocol" or jumping the chain of command. And of course he was not. But I worry whenever someone brings up a concern about communicating betweendifferent levels in the "chain of command." Whenever it arises, my own worryis that the free and necessary flow of information is inhibited. We employ the organizational hierarchy and its accompanying flow of authorityand responsibility to serve us, not to tie our hands. A healthy organizationallows information to move up, down, and sideways, and pushes decisions, andtrust in those decisions, down to the place where they can best be made. Anunhealthy organization prevents needed information from flowing to those whomust determine where that place is. But no amorphous "organization" does these things. For good or ill, it is thepeople in NASA who do, or do not do, what is needed. So, if you find yourselfwith a concern that you are reluctant to speak about to your supervisor, orto have a conversation about outside your "chain of command,"think about what that can cost. If you're the one hearing a concern, thinkabout whether you're really listening, or just waiting politely until thespeaker is done talking, and think about what that can cost. In either case, think about whether you're working in the right kind oforganization to meet the exacting demands of what it is that we do. Don'tleave for a better organization -- that's not the right answer. Help us makeNASA what it needs to be. The authority to provide direction lies in the chain of command, and belongsthere. But to require the "chain of command" to be coincident with the"chain of communication" produces only dysfunction. The information thatprovides the situational awareness to allow good leadership, and goodfollowership, belongs to us all. Remember that the next time you are reluctant to speak, or impatient withlistening, and remember the real reasons that we have a Day of Remembrance.The more we remember those real reasons, the longer it will be before we haveanother cause for mourning. Thank you. Michael D. GriffinAdministratorNational Aeronautics and Space Administration

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Appendix C: Demographic Data –Population vs. Respondents

Center

7% 3%

9%

17%

8%18%

12%

14%1%

11%

Ames Dryden Glenn Goddard/Wallops

HQ Johnson Kennedy Langley

Marshall Stennis

6%4%

11%

12%

8%20%

12%

10%

15%2%

Ames Dryden Glenn Goddard/WallopsHQ Johnson Kennedy LangleyMarshall Stennis

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Gender

65%

35%

Male Female

61%

39%

Male Female

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Age Group

2% 4%

14%

40%

30%

10%

25 and under 26 to 29 30 to 39 40 to 49 50 to 59 60 and above

1% 3%11%

39%

35%

11%

25 and under 26 to 29 30 to 39 40 to 49 50 to 59 60 and above

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Supervisory Status

85%

2% 8% 0% 2%0%

3%

Supervisor/Manager Supervisor (CSRA)Management Official (CSRA) LeaderTeam Leader All Other PositionsExecutive

85%

2% 2%0% 0%3%

8%

Supervisor/Manager Supervisor (CSRA)Management Official (CSRA) LeaderTeam Leader All Other PositionsExecutive

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Race / Ethnicity

1% 6%12%

0%

5%

0%

76%

Amer Indian Asian BlackHawaiian Hispanic Two or More RacesWhite

1% 5%10%

6%

0%

78%

Amer Indian Asian Black Hispanic Two or More Races White

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Overall Response Rate by Center

30% 28%

42%38%

21%27%

33% 31%28%

31%37%

0%5%

10%15%20%25%30%35%40%45%

NASA All

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Godda

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Appendix D: 2007 NASA CultureSurvey MethodologyData Collection, Conversion, Cleaning and SynchingThe Survey was closed on October 31st, 2007, and the raw data was extracted and archivedelectronically. Additionally, raw demographic data for the entire NASA population, includingRespondents and Non-Respondents to the Survey, was extracted from the FederalPersonnel/Payroll System (FPPS) after the Survey was closed, and was also archived.

In order to accurately analyze the information, some of the raw demographic data from FPPSneeded conversion to align with different variables, such as Supervisory Status, Race, and Age.Grade and Supervisory Code data from FPPS were used to create a Supervisory Statusvariable. Age data was taken and placed into a new Age variable defined by an age group/band.Race and Ethnicity data was used to create a single Race variable. Gender and Centervariables did not require conversion.

Below, the exact conversion methodology for Supervisory Status, Race and Age is detailed.

• Supervisory Statuso With respect to supervisory status, survey respondents were grouped into one of

three groups: Executives, Managers/Supervisors or Team Leader/Non-Supervisor. The process of allocating each respondent to one of the threegroups was determined as follows:

Respondents with an ES or EX in their Grade code field were allocated tothe Executive group.

Respondents with a 2, 4 or 5 in the Supervisory Code field were allocatedto the Managers/Supervisors group.

Respondents with a 6, 7 or 8 in the Supervisory Code field were allocatedto the Team Leader/Non-Supervisor group.

• Raceo In order to align with the questions in the survey and allow for correct weighting,

each of the demographic records were assigned a Race code as follows: The race codes A for American Indian or Alaska Native, B for Asian, C for

Black or African American, D for Hispanic or Latino and E for White wereused as the primary identifier.

For those respondents that did not have a value in the Race code field,the Ethnicity code was used to assign a race code.

• Where the Ethnicity code indicated one race that equaled one ofthe race codes, that race code was applied.

• Where the Ethnicity code referenced two or more races, therespondent was coded as “Two or More Races”.

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• Ageo The ages received via the demographic data files were converted to correspond

to the following bands: 25 and Under 26-29 30-39 40-49 50-59 60 and Over

Once the data conversion was completed, the demographic data was thoroughly assessed tolook for incomplete data. Any person with incomplete demographic data was removed from thepopulation, as complete data is necessary for full analysis. Any respondents that were removedfrom the demographic data set were also removed from the Survey data set using the uniqueidentifiers contained in each.

Once converted, this demographic data was synched with the Survey data using the uniqueidentifiers linking the demographics of respondents. The data synch was necessary to ensurethat both data sets contained the same number of Survey Respondents.

The Survey data was converted so that each answer of “Strongly Agree” and “Agree” weregiven a value of 1 and all other answers were given a value of 0.

Data Weighting & Final CalculationOverview: The cleaned demographic data for the entire NASA population (containingRespondents and Non-Respondents) was used to conduct statistical significance tests. Thesesignificance tests were used to define statistically significant demographic groups with regardsto their response rate. Each demographic group was assigned a weight based on totalpopulation and respondent population in the demographic group. Each Respondent wasassigned a unique weight according to the demographic to which they belonged that wasapplied to each answer provided by the Respondent. The weight for each respondenttheoretically accounts for the non-response factor in their assigned demographic group. Theweighted responses were then used to calculate the percent positive response to each questionNASA-wide and by Center.

Steps:

Specifically, the demographic groups were assigned as follows:• Chi-Squared tests were run on the dependent response variable (whether or not a NASA

employee responded to the Survey) against each demographic variable respectively(Center, Age Group, Race, Supervisory Status and Gender).

• Statistical significance for each Chi-Squared was analyzed (P-Values, Degrees ofFreedom and Standard Residuals).

• The most statistically significant demographic variable (if any) determined how thepopulation would be segmented at the first level. www.nasawatch.com


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o The Rules that governed what the most statistically significant demographicvariable was for each degree of segmentation are as follows:

The Pearson Chi-Squared values were used. P-Values must be <.05 to be considered significant. The lowest P-Value determined what demographic variable was most

significant; if two or more P-Values were equal the demographic variablewith the highest Degrees of Freedom determined which variable wasmost significant.

All sub-groups of the demographic variable with a Chi-Squaredstandardized residual with an absolute value >=2, were segmented outinto a separate group.

If no sub-group with a standardized residual >=2 exists, but the variablewas the most significant, the highest absolute value standardized residualwas segmented out.

No demographic group less than 30 people was allowed.• Chi-Squared analysis continued to increasing levels of segmentation until no more

statistical significance could be found in the segmented demographic groups. Thiscreated a sort of decision “tree” terminating in unique demographic groups or “endnodes”.

• The demographic data was then segmented by Center, and the same process wasfollowed.

Specifically, the weights for each unique demographic group were calculated as follows:• For each unique demographic group/“end-node” counts were conducted to find:

o The total population of each demographic group.o The total number of respondents in each demographic group.

• This was done for NASA as a whole and for each Center.• The weight for each respondent in a demographic group equals the sum of the total

base weight of people from the population whose characteristics match the uniquedemographic group divided by the sum of the total base weights of the Surveyrespondents whose characteristics match the unique demographic group.

• A person’s base weight = 1 since the Survey was a census Survey.• This was done for NASA as a whole and for each Center.

Specifically, the final percent of positive survey responses were calculated as follows:• After each respondent received a weight according to their demographic group (each

received two, one for the NASA-wide percent positive calculation and one for theindividual Center to which they belong) each positive survey response was weighted (1X Weight).

• The weighted positive responses were added together:o For NASA as a whole; and theno Per Center

• The sum of the positive values was then divided by the total population of the respectiveCenter or NASA to produce a percent positive response.

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Final Calculations for Non-Weighted Questions:• Not all respondents were required to answer questions 31, 32 and 33. These questions

addressed certain levels of Supervisory Status. Employees whose demographicmatched the Supervisory Status in question did not have to provide answers to thequestion. In this case, since certain respondents did not answer the question, weightingwould have resulted in a smaller percent positive value.

• For questions 31, 32 and 33 – the respondent population was divided into groups basedon Supervisory Status (Executive, Manager, Supervisor, Team Leader and Non-Supervisor) and raw positive response percentages were calculated.

• Raw response percentage equaled the number of positive responses divided by the totalrespondent population in the specific group (Executive, Manager, Supervisor, TeamLeader and Non-Supervisor).

• For the Non-Likert scale questions – requiring a “yes” or “no” response or a “choose”response – raw percentages were also calculated using the same method above but forthe entire NASA population (un-segmented).

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