A SURVEY OF JOB-RELATED ATTITUDES OF FIVE- AND TEN-YEAR AGENCY OFFICERS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86B00269R000900090001-2
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 99
• Document Creation Date: December 19, 2016
• Document Release Date: August 11, 2006
• Sequence Number: 1
• Publication Date: January 30, 1970
• Content Type: STUDY

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A SURVEY OF JOB-RELATED ATTITUDES
OF FIVE- AND TEN-YEAR AGENCY OFFICERS
Office of Medical Services
Psychological Services Staff
Research Branch
January 1970
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30 January 1970
MEMORANDUM FOR: Inspector General
SUBJECT A Survey of Job-Related Attitudes of
Five- and Ten-Year Agency Officers
1. The attached report describes in detail the results
of a questionnaire attitude survey of over 550 Agency officers.
The study sample consisted of employees who had entered on duty
approximately five or ten years ago in professional-level jobs.
2. A report submitted to you earlier ("Job-Related Attitudes
of New CIA Employees," dated November 1968) focused on the atti-
tudes of relatively new Agency professionals. The present report
is meant to complement that earlier one. Together, the results
from both the new and the relatively experienced employees
allow construction of a more nearly representative cross-section
of job attitudes in the Agency than would be possible from
either source alone.
3. Future reports will include comparisons of attitudes
of former Career Trainees and non-CTs and descriptions of job
attitudes among employees in the several Career Services.
4. It is hoped that the information developed through
this attitude survey will contribute to management's assessment
of and response to employees' needs, problems, and concerns.
The Research Branch of the Psychological Services Staff has
welcomed the opportunity to participate in the program.
Psychological Services Staff
Office of Medical Services
Attachment:
A Survey of Job-Related Attitudes of
Five- and Ten-Year Agency Officers
GROUP I
Excluded from automatic down-
grading and declassification
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INDEX
Page
SUMMARY OF SIGNIFICANT FINDINGS . . . . . . . . . . . . . 1
BACKGROUND . . . . . . . . . . . . . . . . . . . . . . . 6
PROCEDURE . . . . . . . . . . . . . . . . . . . . . . . . 7
Sample . . . . . . . . . . . . . . . . . . . . 7
Questionnaire . . . . . . . . . . . . . . . . . 8
Administration . . . . . . . . . . . . . . . . 9
RESULTS . . . . . . . . . . . . . . . . . . . . . . . . . 10
Basic Job Dimensions--Degree of
Satisfaction on Present Job . . . . . . . . . . .
Basic Job Dimensions--Order of
Importance in Ideal Job . . . . . . . . . . . . . 12
Job-Related Attitudes of
Overall Agency Sample . . . . . . . . . . . . . . 14
The Work Itself--Interestingness
and Meaningfulness . . . . . . . . . . . . . 15
Personal Work Accomplishments. . . . . . . . . 17
Opportunities for Advancement. . . . . . . . . 17
Classroom and On-the-Job Training. . . . . . . 19
Pay and Benefits . . . . . . . . . . . . . . . 20
Co-Workers . . . . . . . . . . . . . . . . . . 20
Recognition Received for Work. . . . . . . . . 20
Treatment by Supervisor. . . . . . . . . . . . 21
Competence of Supervisor . . . . . . . . . . . 22
Physical Surroundings/Working Conditions . . . 22
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Page
Impression Job Makes on Others. . . . . . . .
..
24
Agency Rules and Regulations. . . . . . . . .
.,
24
Way Agency is Run . . . . . . . . . . . . . .
.
24
Adequacy of Communication . . . . . . . .
.
25
Career Development/Personnel Management.
.
26
Caliber of New Professionals. . . . . . . . .
.
27
Importance of Agency Goals. . . . . . . . . .
.
28
Commitment t- Agency Career . . . . . . . . .
.
28
General Job Satisfaction. . . . . . . . . . .
.
29
Reactions to Questionnaire. . . . . . . . . .
.
29
Differential Job Attitudes of
5- and 10-Year Employees . . . . . . . . . . . .
.
30
Background Characteristics. . . . . . . . . .
.
31
Job-Related Attitudes . . . . . . . . . . . .
.
31
Summary of Attitudinal Differences Between
1-Year Employees and 5- and 10-Year Employees. .
35
Differential Job Attitudes of
Headquarters and Overseas Employees. . . . .
.
36
Background Characteristics. . . . . . . . . .
.
37
Job-Related Attitudes . . . . . . . . . . . .
.
Analysis of Open-Ended Responses . . . . . . . . .
.
42
Career Development/Personnel Management . . .
.
43
Way Agency is Run . . . . . . . . . . . .
.
47
Opportunities for Advancement . . . . . .
.
50
Reactions to Attitude Survey. . . . . . . . .
.
51
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P age
Work Itself . . . . . . . . . . . . . . . . . . 52
General Job Satisfaction . . . . . . . . . . . 53
Adequacy of Communication. . . . . . . . . . . 53
Pay and Benefits . . . . . . . . . . . . . . . 55
Treatment by Supervisor. . . . . . . . . . . . 55
Training . . . . . . . . . . . . . . . . . . . 56
Physical Surroundings/Working Conditions . . . 56
Competence of Supervisor . . . . . . . . . . . 57
Commitment to Agency Career. . . . . . . . . . 57
Recognition Received for Work. . . . . . . . . 57
Co-Workers . . . . . . . . . . . . . . . . . . 58
Importance of Agency Goals . . . . . . . . . . 58
Appendix A: The Job Attitude Questionnaire
Used in the Survey . . . . . . . . .
Appendix B: Sur,.m.arv of Background Characteristics
of Overall Agency and 5- and
10-Year Samples. . . . . . . . . . .
Appendix C: Distribution of Response Percentages
to Agency Job Attitude Question-
naire: 5- and 10-Year Groups
Combined . . . . . . . . . . . . .
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SUMMARY OF SIGNIFICANT FINDINGS
1. Results of a recent (Fall 1969) questionnaire survey of
job-related attitudes of Agency professionals are described in this
report. All current employees who had EOD'd approximately 5 or
10 years ago in professional-level jobs and who were under age 30
when hired were surveyed. Of the total of 716 questionnaires
distributed both at Headquarters and in the Field, 555 completed
questionnaires were returned and included in the analyses. Employees
with EOD dates in 1963-64 (5-year group) made up 63% of the study
sample; the remaining 37% reported EOD dates in 1958-59.
2. The degrees of satisfaction expressed by employees ranged
widely on the variety of basic job dimensions tapped by the attitude
questionnaire. Thus, at one extreme, nearly 90% of all respondents
voiced clear satisfaction with the importance of the Agency's goals
and with their co-workers. At the other extreme, less than half of
the people in the sample were satisfied with either the opportunities
for promotion provided by the Agency or the way the Agency is run.
Between these extremes, three clusters of degrees of satisfaction
were discerned. More than three-fourths of the group found their
work interesting and meaningful, their supervisors competent and
fair, Agency regulations reasonable, and their personal work accomp-
lishments satisfying. One small step below these dimensions in
terms of overall satisfaction expressed were ones concerned with the
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impression one's job makes on others (71% clearly satisfied), and
general recognition received for one's work (66% clearly satisfied).
Finally, it was found that between 55 and 60% of the sample expressed
clear satisfaction regarding their pay, their physical surroundings/
working conditions, and the training they had received.
4. Overall, 70% of the total sample indicated that they were
satisfied with their jobs as a whole, 20% were "about as satisfied
as dissatisfied," and about 10% expressed clear dissatisfaction.
5. In regard to career commitment, about 80% of the respondents
in. the 10-year group and about 60% from the 5-year group claimed
that their long-range career plans were to stay with the Agency.
(In an earlier study it was reported that 47% of a sample of young
professionals who had been here one year intended to make a career
with the Agency.)
6. In general, more discontent was expressed in response to
items dealing with the way the Agency is run than to any other group
of items in the questionnaire. Only low or moderate degrees of over-
all satisfaction were indicated toward management practices especially
as they affect career development, personnel. management, and communi-
cations. To illustrate, more than one-half of the sample felt that
the Agency should take more interest in each employee as a person
than it presently does, and 4 in 10 believed that Since they have
come aboard, the Agency has grown more depersonalized in its rela-
tions with its employees. In.a similar vein, only 22% of the sample
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felt that the Agency is doing a good job of managing the young
professionals who have recently EOD'd. Failures in communication
were seen by the nearly 50% who felt that management fails to
explain adequately to employees the reasons for its actions and
who perceived a communication gap between management and employees.
7. Overall, only about 1 in 20 respondents indicated he was
clearly dissatisfied with the nature of the work he had done.
However, a considerably larger percentage (25%) felt that their
assignments had not been sufficiently challenging and important.
A still larger percentage (40%) felt that they spent too much time
doing clerical tasks--presumably not in keeping with the professional
stature of their jobs. Evidently, very few employees are dissatis-
fied with their work, but many are questioning if their time and
talents are being spent in ways which allow them to make their
maximum contribution to the Agency.
8. More than 8 in 10 of those surveyed agreed that "young
professionals entering the Agency today are as capable as those
who entered when I did." However, less than two-thirds of the
5-year group and less than one-half of the 10-year group agreed
that these new professionals "are as motivated (i.e., committed
to their work) as those who entered when I did."
9. Basically, the attitude patterns of 1-. 5-, and 10-year
Agency employees were quite similar. (The attitudes of 1-year
employees were drawn from an earlier survey.) Two areas where
consistent differences of some magnitude emerged were- (1) oppor-
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tunities for advancement provided by the Agency--satisfaction drops
off from 60% for the 1-year group, to 52% for the 5-year sample, to
39% for those here 10 years and (2) the work itself--satisfaction
increases from 63 to 76 to 83% as you go from the 1- to the 10-
year groups. In a similar manner, a larger percentage of the 5-
and 10-year groups than the 1-year group noted that they get
"challenging, important assignments (66 vs. 46%) and that their
,work did not bore them (80 vs. 66%).
10. For many of the areas tapped by the questionnaire, the
patterns of attitudes of Headquarters and Overseas employees were
similar. Where differences existed, Overseas employees almost
always expressed greater degrees of satisfaction than those assigned
to Headquarters. Larger proportions of overseas employees expressed
satisfaction toward their physical surroundings and working condi-
tions, felt that the work they were doing counted for something in
the Agency, and felt that rewards and recognition within the Agency
are based. primarily upon actual work accomplishments. More Head-
quarters employees were discontent with the way the Agency is run
and felt that there is a communication gap between management and
employees. A larger proportion of overseas employees were satisfied
with their jobs in general and appear to be committed to a career
with the Agency; a larger percentage of those at Headquarters felt
discouracred in their present jobs and. would exchange then for jobs
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of equal pay, security, and status. Only the area of salary found
a greater proportion of Headquarters than Overseas employees express-
ing satisfaction.
11. An open-ended question was included which asked employees
to discuss reasons for job satisfaction and dissatisfaction not
covered elsewhere in the questionnaire. It also invited the respond-
ents to suggest changes that they would like to see introduced in
the Agency. Fifty-three percent of those people returning question-
naires made one or more comments in response to the open-ended
question. A total of 680 comments were submitted, the overwhelming
majority of which (72%) contained some element of dissatisfaction.
The results from this portion of the survey meshed well with the
findings from the multiple-choice items (reported above). Over
half of all the comments that were made dealt with the topics of
of career development/personnel management, the way the Agency is
run, and opportunities for advancement; nearly all these comments
were expressions of dissatisfaction. Thus, the results from the
open-ended question corroborated the findings from the more objective
multiple-choice items as to the leading sources of discontent within
the Agency.
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BACKGROUND
This report is based upon at large-scale questionnaire survey
of job--related attitudes of CIA employees conducted in the fall
of 1969. All employees who EOD'd in 1958, 1959, 1963 and 1964
(at the age of 30 or under) in professional level positions and
who were still on board in the summer of 1969 were included.
Thus the total sample consisted of professionals who had EOD'd
approximately 5 or 10 years prior to the survey (a complete
description of the sample appears below).
The purpose of the survey was to provide a means for employees
to express their feelings about various aspects of their Agency
careers, jobs, and training. A previous survey focused upon the
attitudes of relatively new Agency professionals (see "Job-Related
Attitudes of New CIA Employees," PSS Report dated November 1968,
and "Job-Related Attitudes of New CIA Employees, Part II: Government-
wide and Intra-Agency Comparisons," PSS Report dated February 1969).
The present survey was directed toward employees who have been with
the Agency for considerable lengths of time and whose attitudes
would be expected to be based more upon experience and less upon
hearsay than those of new employees.
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PROCEDURE
Sample
The sample surveyed consisted of 555 Agency professionals--
92% male, 8% female--who had EOD'd approximately 5 or 10 years
ago. All had EOD'd in professional-level jobs as defined by
the occupational titling code used by the office of Personnel.
All were under age 30 when hired; at the time of completing
the questionnaire survey, 80% of the sample reported ages between
30 and 39. Nearly 90% had at least a bachelor's degree; 29%
claimed advanced degrees. With very few exceptions, the group
reported EOD grades between GS-5 and GS-10, with grades 7 and
9 accounting for nearly 60% of the total. Predictably, current
grades of individuals in the overall sample depended to a con-
siderable degree on whether they had EOD'd 5 or 10 years ago.
Slightly more than 40% of the total sample indicated they
had been through the, Career Training or Junior Officer Training
Programs. The distribution of the overall sample by Career
Service is given below:
Executive Service (DCI)
1
Clandestine Service (DDP)
33
Intelligence Service (DDI)
34
Research Service (DDS&T)
6
Support Service (DDS)
24
Not Specified
1
Appendix B contains a breakdown of the overall sample and
of the 5 and 10 year samples on the above and other background
factors.
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Questionnaire
The questionnaire used in this survey was a modification
of one which had been previously used in this Agency in conjunc-
tion with President Johnson's Program for Talented Youth in the
Federal Service. It was in that program that job-related
attitudes of young professionals who had been with the Agency
for about one year were assessed.
The questionnaire was divided into several parts. The
first 13 items dealt primarily with background, training, and
career intentions of respondents. The next 15 items were designed
to tap general attitudes toward basic dimensions of job satis-
faction. The next 99 items (29 through 127) measured more specific
aspects of employee attitudes toward various job duties and work
situations. The following section of the questionnaire required
the respondents to rank order the general dimensions of job
satisfaction according to their order of importance in an "ideal
job." The final section invited narrative comments about additional
:sources of job satisfaction and dissatisfaction and suggestions for
changes.
A copy of the complete questionnaire including covering letter,
instructions, and answer sheet may be found in Appendix A.
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Administration)
The questionnaire was sent out through Agency channels to
personnel at Headquarters and in the Field
It was to be completed anonymously and returned directly to the
Office of the Inspector General in self-addressed envelopes which
had been provided. Each questionnaire was accompanied by a
letter from the Inspector General explaining the purpose of the
survey and requesting the employee's cooperation.
A total of 716 questionnaires were distributed, 418 to
Headquarters personnel and 298 to
personnel. Of this total, 572 questionnaires were returned,
555 of which were usable in the data analyses. This represents
an overall return of 80%. Of the 144 people from whom question-
naires were not obtained, 80 people were accounted for by such
factors as having separated from the Agency, being away on
training, in transit to a new post or some other specifiable
reason. This left questionnaires from only 64 people unaccounted
for. The overall rate of return increases to 90% when only those
questionnaires actually returned and those unaccounted for are
considered. This broke down to a return rate of 96% for question-
naires distributed at Headquarters and 82% for Field personnel.
1The authors wish to express appreciation tol
25X1
who skillfully directed all phases of the distribution an
collection of the attitude questionnaire. The authors acknowledge the cooperation and assistance of 25x1
25X1
in the preparation and administration of e survey
ques ionnaire.
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RESULTS
Basic Job Dimensions -
Degree of Satisfaction on Present Job
Figure 1 presents the percent of the overall Agency sample
expressing satisfaction (and dissatisfaction) with various
aspects of their jobs. This figure is based upon responses
of the sample to the 15 items (hereafter called indicator
items) designed to measure overall degrees of satisfaction
toward important job dimensions (e.g., salary, opportunities
for advancement, the way the Agency is run, etc.). Although
these items do not tell the complete story (inasmuch as 99
additional. items and an open-ended question explore more specific
aspects of job satisfaction) they do provide a good overview
of the attitudes of Agency employees toward various aspects of
their ;jobs.
It is apparent from Figure 1 that much larger proportions
of the Agency sample are satisfied with certain aspects of their
jobs than with others. Large majorities (nearly 80% or more)
expressed clear satisfaction with their co-workers, the importance
of Agency goals, Agency rules and regulations, and the work they
are doing. At the other extreme, much smaller proportions--less
than half of those polled--voiced satisfaction with the way the
Agency is run and with their opportunities for advancement. The
remaining 9 dimensions found between half and three-quarters of
those sampled expressing clear satisfaction.
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PERCENT OF COMBINED 5- AND 10-YEAR AGENCY SAMPLE EXPRESSING
SATISFACTION AND DISSATISFACTION WITH VARIOUS ASPECTS OF THEIR JOBS
JOB ASPECT PERCENT DISSATISFIED1
30 20 10 0 10 20 30 40 50 60 70 80 90 100
Importance of
Agency goals
No Agency rules
and regulations
Work itself--interesting-
ness and meaningfulness
r-
6
Competence of
supervisor
Personal work
accomplishments
Treatment by
supervisor
Impression job
makes on others
General job
satisfaction
10
Recognition re- 10
ceived for work
Pay
Physical surroundings/20
working conditions L
Classroom and on-- 18
the-job training L
Opportunities for
advancement
2,6
47
Way Agency
aw is run
446
817
47
22
1
717
7J
76
710
66
J
60
60
1Does not include percent responding "About as satisfied as dissatisfied."
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Basic Job Dimensions -
Order Cxf Importance in Ideal Job
One section of the attitude questionnaire required
each of the respondents to rank order 14 general dimensions
of job satisfaction according to his idea of their order of
importance in an "ideal job." Table 1 presents the mean
(average) rankings of these :L4 dimensions based on the responses
of the combined 5- and 10-year groups. These rankings by the
combined 5- and 10-year groups are highly similar to the x-ank-
ings by the 1-year group (as presented in the PSS Report of
December 1968); the only noteworthy differences are that the
5- and 10-year employees placed less emphasis upon training
and greater emphasis upon the recognition received for their
work than did the 1-year people.
The work itself, personal work accomplishments, oppor-
tunity for advancement and the importance of the organization's
goals were seen as the most important aspects of an "ideal job."
Conversely, the impression the job makes on others, the physical
surroundings and working conditions, the organization's rules and S
regulations, and classroom and on-the-job training were accorded
the least importance in the "ideal job." When Agency employees
actually rated their current Nobs on these 14 dimensions of
job satisfaction (see Figure :L) an order of average ratings
emerged which bore no relationship to the order of importance
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MEAN RANKINGS OF THE 14 DIMENSIONS
OF JOB SATISFACTION IN THEIR ORDER
OF IMPORTANCE IN THE "IDEAL JOB"
personal Work Accomplishments
qw
Opportunity for Advancement
.importance of Organization Goals
Salary
.ecognition Received for Work
day organization is Run
Co-Workers
ompetence of Supervisor
MEAN RANK
OF DIMENSION STANDARD DEVIATION
IN "IDEAL JOB"1 OF RANKS2
1.94
2.54
4.38
5.51
5.62
7.35
7.88
7.92
8.63
Treatment by Supervisor 8.65
w,Classroom and On-the-Job Training 10.06
)rganization Rules and Regulations 11.06
Physical Surroundings/Working Conditions 11.50
Cmpression Job Makes on Others 11.89
1.48
1.69
2.07
3.63
2.71
2.94
2.82
2.83
2.64
2.67
3.08
2.44
2.54
2.62
;Rank of 1 is most important; rank of 14 is least important.
2A standard deviation is a measure of the degree of dispersion (spread) of
1
h
e same e
a set of scores. The smaller the standard deviation, the more t
agreed on the relative standing of that dimension.
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in the "ideal job." The correlation between the rankings of
the 14 dimensions of job satisfaction in the "ideal job" and
the ratings of these same dimensions in the actual job was
not significantly different from zero.
In terms of specific discrepancies between the "ideal"
job and the actual job, four dimensions stand out. Primary
among these is "opportunity for advancement" which was rated
third highest in the "ideal job" yet fell near the bottom of
the list of the ratings of the actual job (less than half of
the total sample expressed satisfaction on this dimension).
Another discrepancy in the same direction occurred for the
dimension dealing with the way the organization is run, which
fell midway in the list of priorities for the ideal job, but
near the bottom of the list in terms of rated satisfaction on
the actual job. In the opposite direction, "treatment by super-
visor" and "co-workers" were not. accorded high rankings in the
listing of priorities for the ideal job, but both were near
the top of the list for the actual job.
Job-Related Attitudes of Overall Agency Sample
What follows are more detailed descriptions of the job
attitudes of the combined 5- and 10-year samples. These
descriptions were based on responses to both the general indicator
items and the more specific items of the questionnaire. The
discussion is organized in part around the 15 dimensions of
job satisfaction discussed earlier; items were placed in clusters
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corresponding to each of these dimensions based upon a rational
analysis of where the items seemed to fit best. Three additional
clusters were added to accomodate items which did not seem to
belong in any of the first 15 clusters. It should be noted that
the assignment of items to clusters as well as the naming of
these clusters reflect but one point of view; other meaningful
clusters and labels are no doubt possible and equally defensible.
In the discussion that follows, reference is frequently
made to "favorable" and "unfavorable" attitudes. With the
exception of the 15 indicator items, which required respondents
to indicate degrees of satisfaction (or dissatisfaction), the
items in the questionnaire called for shades of agreement (or
disagreement) with various statements. It was therefore
necessary to determine the favorable and unfavorable responses
for these items. This determination was made by twu Qs_ycho-
logists according to the following rule: favorable responses
to specific items are those responses which indicate satisfaction
with existing policies, programs, working conditions, etc.--in
short, responses which suggest satisfaction with the Agency
the way it is now. Appendix C provides an indication of which
response was judged favorable for each item, as well as the
distribution of response to all attitude items in the questionnaire.
The Work Itself--Interestingness and Meaningfulness
Generally speaking, this broad dimension is concerned with
two sets of job factors. One set concerns attitudes toward one's
work including how interesting and meaningful it has been, while
the other deals with job demands or pressures.
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The sample was nearly unanimous in disagreeing with the
statements, "Some aspects of my job are too difficult for me,"
and "The Agency expects too much from me." Only about one in ten
asserted that there was too much pressure on his job or conversely,
that his job was too easy. It appears then that for most
respondents, job demands and pressures are well within tolerable
limits and that this job factor is not one of particular concern.
In regard to attitudes toward intrinsic aspects of one's
work, a slightly less positive picture emerges. It was noted
that :about 80% of the sample was clearly satisfied and only
about 5% clearly dissatisfied--the rest were about as satisfied
as dissatisfied. Approximately 15% of the sample felt that
their work bored them or did not allow them to fully utilize
their abilities and creative talents. On a related item
inquiring if assignments had been sufficiently challenging
and important, one in four answered in the negative. In a
similar vein, 40% felt that they spent too much time doing
clerical tasks (presumably not in keeping with the professional
stature of their jobs). The statistics for these last two
items should be interpreted in light of the fact that only 5%
of the sample said they were on the whole dissatisfied with
the work they do. Evidently few employees are saying they are
dissatisfied but many more are questioning if their time is being
spent in ways which allow them to make their maximum contribution
to the Agency.
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Personal Work Accomplishments
The great majority of those surveyed (more than 75%)
regarded their overall personal work accomplishments and
contributions to the Agency mission with clear satisfaction;
only less than 10% did not. The percent responding in the
unfavorable, i.e., dissatisfied, direction jumps to 25%
when the attitude item reads, "Do you sometimes feel that your
job counts for very little in the Agency?" This does not seem
an unusually high figure given the realities of work in a large
bureaucracy and should not be allowed to overshadow the basic
and widespread satisfaction expressed by employees on this job
dimension. No doubt a contributing element to this satisfaction
was the fact that most respondents felt they frequently saw
the results of their work; 82% felt they routinely do get this
feedback.
Opportunities for Advancement
More dissatisfaction was expressed toward the opportunities
for promotion provided by the Agency than toward any other of
the basic job dimensions. Only about half of the respondents
could agree they were satisfied generally with these opportunities--
more than a quarter were clearly dissatisfied. Equally revealing
is the fact that fully one-third of those surveyed regarded
promotional opportunities as unfair. One clue to this rather
extreme and discrepant pattern of attitudes may be found in
the responses to the statement, "My rate of advancement will be
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slower than I was led to believe." In a manner paralleling
the responding to the preceding item, more than one-third
of the group agreed with this statement and less than one-
half' disagreed. It would be informative to learn the bases
from which employee expectancies regarding promotion had
arisen. Was there a failure in communication or did the
expectancies which were subsequently disconfirmed really
represent wishful thinking or rationalization? We have no
data to enlighten us on this point.
Another relevant consideration in accounting for the
dissatisfaction of some employees regarding promotion here
may be found in the attitude (held by 40%) that their advance-
ment would have been more rap:Ld in the private sector. We
note that on the average, the people in the 5-year sample
were more likely than those in the 10-year group to regard
with optimism their personal chances for promotion. This
finding is detailed in a latter section.
A final comment on this item cluster concerns employees
views on how one gets ahead in the Agency. Basically, two
factors account for the great majority of responses. Demon-
strated performance was cited by 51 percent and getting known
by the right people by 33 percent of the sample. Seniority,
long hours, or some other factors account for the remaining
16 percent of the replies.
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Classroom and On-the-Job Training
Slightly over half of those surveyed expressed clear
satisfaction with the classroom and on-the-job training they
had received; however, only 29% felt that the Agency has a
well-planned training program for people in their positions.
Perhaps the apparent discrepancy between the results from
these two items lies in the feelings of many that a well-
planned training program cannot (or need not) be designed
for their positions; evidence for this may be in the findings
that only 22% felt that the Agency has provided inadequate
training for their jobs. Positive feelings were the rule
toward the training which people received early in their
Agency careers. Only 1 in 5 felt they would have rather
spent more time on the job and less in classroom training
during the first part of their Agency employment. Large
majorities felt that the Agency's formal orientation gave a
reasonably clear understanding of the Agency's role in the
Federal system (81%) and of its internal operations (71%).
Finally, slightly over half of those surveyed expressed clear
satisfaction with the quality of Agency training instructors.
Nearly half of the people in the sample indicated that
they have taken academic courses related to their jobs since
joining the Agency. Almost 80% of those taking academic
courses had their training financed entirely or in part by
the Agency.
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Pay and Benefits
While 6 of every 10 persons in the sample voiced satis-
faction with their salary, only 3 in 10 felt they were getting
paid as much as they would outside the Federal Government.
Midway between these ratios, 5 in 10 felt that for the work
they do they are not underpaid.
More respondents were satisfied with employee benefits
(78%) than indicated understanding of what the Agency benefit
program provides (67%).
Co-Workers
For nearly all items in this cluster, about nine-tenths
of the sample responded in the direction of favorable (positive)
feelings toward their co-workers. The only item on which more
than 10% expressed less than positive feelings was item 68--"In
terms of interests and attitudes, I have a lot in common with
my fellow workers." Eighteen percent disagreed with this state-
ment and 9% were uncertain. Overall, however, attitudes toward
co-workers were among the most extrememly positive ones expressed
on the entire questionnaire.
Recognition Received for Work
Two out of three respondents claimed they were satisfied
with the amount and kind of recognition--both praise and criti-
cism--they have received for their work. Only 10% of the sample
indicated clear dissatisfaction on this job dimension. Unfa:Lr
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criticism of one's work was hardly ever cited (3%). On the
other hand, nearly 25% of those surveyed noted they did not
usually receive praise for a job well done. It appears then
that the concern of this minority of employees stems from errors
of omission of appropriate praise rather than comission of
unjustifiable criticism.
When employees were asked if rewards and recognition were,
in their view, based primarily on actual accomplishments, only
55% said "Yes" while more than a quarter disagreed. The response
of the latter group is interpreted as an unfavorable attitude
toward the bases on which rewards are made. Typically, employees
would like to see rewards made contingent upon demonstrated
performance. For this Agency sample, nearly as many people
thought demonstrated performance was not the basis for getting
ahead as did. "Seniority" and "getting known by the right
people" were the most frequently cited alternatives to demon-
strated performance.
Treatment by Supervisor
More than three-fourths of the sample expressed clear
satisfaction with the treatment accorded them by their super-
visors. Typically less than one in ten was dissatisfied with
one or more aspects of the supervision he has received.
Most respondents feel they can trust their supervisor
(79%) and that he listens to their suggestions (86%). About
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90% commented that their supervisor allows them to make their
own decisions as to how to do their work and that they are
not being supervised too closely.
On a slightly less positive note, a small minority (16%)
of employees could agree that their supervisors were too inter-
ested in their own success to care about their employees' needs.
A like sized minority asserted that they did not know what their
supervisor thought of them and their work. The statistics for
the latter two items should not be allowed to obscure the fact
that, overall, there is considerable satisfaction on the part
of employees with their supervision.
Competence of Supervisor
Three-quarters or more of the sample expressed positive
attitudes toward their supervisor's general competence and
his ability to understand the nature of their work. Relatively
small percentages (averaging about 10%) registered clear dis-
satisfaction with their supervisor's technical competence, his
decision-making ability, the clarity of his instructions to them,
and"the materials, information, and assistance provided by him.
Physical Surroundings/Working Conditions
Items on this dimension sampled attitudes toward various
aspects of the physical surroundings and working conditions
of employees. It is difficult to simply and adequately char-
acterize employee attitudes on this job dimension because of its
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multi-faceted scope. It is informative, however, to note that
on the one survey item wider in focus than any of the others,
60% of the sample expressed clear satisfaction and 209 clear
dissatisfaction with their work enviornment. Compared to
the degrees of dissatisfaction expressed on the other basic
job dimensions, this latter figure is moderately high.
In such practical matters as getting office supplies,
parking facilities, starting times, and transportation to and
from work, at least 80% of the sample responded in the positive
or satisfied direction and only about 10% clearly negative. A
practical matter on which a far less positive picture emerged
was adequacy of eating facilities; about 50% of the headquarter^s
respondents and a quarter of those from overseas were clearly
discontent on this factor. Another item eliciting a rather
extreme distribution of responses was, "I have had trouble
getting enough clerical help." Nearly 40% of those surveyed
indicated that they had had this problem while only a little
more than half said they had not. It will be recalled that on
dimension I--The Work Itself--40% of the sample claimed they
spent too much time doing clerical tasks. This finding meshes
meaningfully with the one above. Finally, on two items dealing
with physical work area, sizeable minorities claimed their
offices were either depressing (26%) or afforded them too little
privacy (390).
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Impression Job Makes on Others
By and large, most of those surveyed felt reasonably
satisfied with the impression their jobs made on family and
friends. Less than 10% reported being dissatisfied with the
image that people close to them had of their jobs. By contrast,
more than a third of the sample could agree that "The public
looks down on Government employees." This and the preceding
result would suggest that a sizeable percentage of the sample
feels that the perceived status of their work is enhanced :by
virtue of its being done in this and not some other Government
Agency.
Agency Rules and Regulations
Only two items were included on this dimension and both
were responded to favorably by more than three-quarters of the
sample. Approximately four-fifths of the sample expressed
satisfaction with the way the Agency's rules and regulations
affect them. An even larger percentage (87%) felt that the
Agency's rules and regulations are not unnecessarily strict
or rigid.
Way Agency is Run
In the eyes of many of those who completed this question-
naire, a definite distinction seems to have been made between
the quality of the people who manage the Agency and the way
the Agency is actually run. Better than 7 out of 10 surveyed
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felt that the Agency is managed by people who have good judg-
ment, yet only 46% voiced clear satisfaction with the way the
Agency is run (this was the lowest percentage of satisfaction
recorded for any of the 15 general indicator items in the
questionnaire). Only 4 in 10 felt that management sees to it
that there is cooperation between offices, and 5 in 10 felt that
the Agency has progressive programs. Overall, less satisfaction
was expressed in response to the items dealing with the way the
Agency is run than to any other group of items in the question-
naire. The remaining items on this dimension will be discussed
under two headings: "Adequacy of Communication" and "Career
Development/Personnel Management."
Adequacy of Communication. For most items in this category,
more people were dissatisfied than satisfied. Nearly half of
those questioled felt that management fails to explain adequately
to employees the reasons for its actions and that there is a
communication gap between managment and employees. Forty-five
percent claimed they did not know how their job fits in with
other work in the Agency. Four in ten felt that management does
not make an effort to solicit their ideas outside of the formal
suggestion system. On the other hand, 8 in 10 indicated that they
can make their ideas known to management, although a significantly
smaller proportion (6 in 10) feel that the Agency is willing to
act on new ideas that have merit. Finally, an overwhelming
majority (76%) feel that red tape--one of the primary obstacles
to communication--is too prevalent in Government.
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Career Development/Personnel Management. Widespread
dissatisfaction was found on many of the items dealing with
career development and personnel management. Two out of
every three questioned agreed that they are rarely asked
to participate in the planning of their career development.
(although better than half felt their supervisor had shown
interest in their careers). More than half felt that the
Agency should take more interest in each employee as a
person than it presently does, and 4 in 10 believed that
since they have been here, the Agency has grown more deper-
sonalized in its relations with its employees. A somewhat
smaller percentage (36%) felt. that decisions affecting
their assignments and careers are made with little regard
for their own preferences. Finally, nearly half of those
in the sample did not feel that the Agency is doing a good
job of managing the young professionals who have recently
entered on duty.
With regard to the general area of personnel, half of
those completing the questionnaire indicated that they are
kept. informed of personnel policies and procedures; 3 in 4
felt that the people who hired them did not misrepresent
their jobs. However, only 4 in 10 could agree that the
personnel office in the Agency tries to be helpful. And
on a similar note, only 34% clearly disagreed with the
statement The personnel program of this Agency is a hind-
rance.
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Two items in the Career Development/Personnel Management
category dealt with complaints and how they are handled. Three-
quarters of those surveyed felt that if they have a complaint,
they feel free to talk to someone up the line. But, less
than one-quarter. could agree that complaints are handled well
in the Agency (30% felt they are handled poorly and 46% were
undecided). Apparently, more people believe that channels
are available through which to voice complaints than feel that
complaints will be resolved properly.
Three miscellaneous items were included in this category.
Nearly 9 of 10 people felt they had experienced a definite
growth in skills since taking their present jobs. A much
smaller percentage voiced satisfaction with the fitness
reporting system; a majority, 6 of 10, agreed that "the fit-
ness reporting system leaves much to be desired." Finally,
half of the sample asserted that they have available to them
a designated person in the Agency (outside of normal super-
visory channels) to whom they can go for counsel and advice;
half indicated thet they did not know of such a person in the
Agency.
Caliber of New Professionals
One item on this dimension dealt with the capability
of young professionals entering the Agency today and another
dealt with their motivation; the contrast between the results
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of these two items is worthy of note. While 83% of t:nose
surveyed agreed that "Young professionals entering the Agency
today are as capable as those who entered when I did," only
56% felt that they are as motivated (i.e., committed to their
work) "as those who entered when I did." Perhaps most revealing
is the finding that only 22% feel that the Agency is doing a.
good job of managing the young professionals who have recently
entered on duty.
Importance of Agency Goals
Attitudes toward the Agency's goals--i.e., their perceived
importance and worthwhileness--are favorable in the extreme.
Nine out of ten respondents are clearly satisfied with the
goals;, only 2% are dissatisfied.. This degree of overall satis-
faction was not exceeded by any of the other basic job dimen-
sions.
Commitment to Agency Career
On a set of items inquiring generally about attitudes
toward career and job commitment, a somewhat varied pattern
of responses emerged. In regard to career commitment, about:
8 in 10 of the respondents from the 10-year group and about
6 in :L0 from the 5-year group claimed that their long-range
plans were to stay with the Agency. Of the overall sample,
69% indicated that they intend to remain. About the same
proportion of the overall sample could agree that they really
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felt part of the Agency (20% disagreed) and that if they
had it to do over again, they'd still want to work here (16%
disagreed).
As might be anticipated, fewer people plan to remain in
their present jobs (43%) than plan to remain in the Agency
(69%). Getting into a specialty within their field or going
into general management were the most frequently-preferred
alternatives to one's present job.
General Job Satisfaction
The three items in this dimension were designed to tap
the employees' general feelings of satisfaction (or dissatis-
faction) with their jobs; approximately two-thirds of the sample
answered all three items in a manner indicating overall job
satisfaction. Nineteen percent indicated that they were "very
satisfied," 51% felt "satisfied," 20% were "about as satisfied
as dissatisfied," 9% checked "dissatisfied," and only 1% indi-
cated that they were "very dissatisfied" with their jobs.
About six out of ten felt their jobs were as good as they
thought they would be when they were hired. And finally, a
sizeable minority of the sample (26%) felt discouraged in
their present jobs. It is interesting to note that whereas
only a tenth of the sample felt dissatisfied with their jobs,
over a quarter felt discouraged in them.
Reactions to Questionnaire
The two items on this dimension were directed towards
determining how people regard the attitude questionnaire
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used in this survey. Sixty percent of those surveyed felt
that filling in a questionnaire (like this one) is a good
way to let management know what employees are thinking; a
significantly smaller percentage (46%) believed that "some
good may come out of filling in a questionnaire like this."
Differential Job Attitudes of
5- And 10-Year Employees
In this section comparisons of job-related attitudes and
satisfactions of 5- and 10-year employees are presented. The
focus; will be primarily on those survey items on which responses
of the two Agency groups differed to both a statistically
reliable and, in our judgment, a noteworthy degree. The groups
compared were constituted from the Agency sample described
earlier.
Only 10 of 114 questionnaire items were responded to in
a sufficiently different manner by the 5- and 10-year samples
to warrant additional comment.' Unless specifically mentioned
below, it is safe to assume that the 5 and 10 year samples
share very closely the attitudes detailed in the preceding
section of this report.
1Statistically significant differences were found on a total. of
20 of the 114 items. The 10-year group expressed more favorable
attitudes than the 5-year group on 16 of the 20 items where
statistically reliable differences were found.
V
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Background Characteristics
The 5-year sample consisted of 203 Agency officers--90% men
and 10% women--who had EOD'd either in 1963 or 1964. The 10-year
group numbered 346 careerists--96% men, 4% women--with EOD dates
in 1958 and 1959. It is noteworthy that the 5-year group had, on
the average, more formal education--only 5% with less than a B.A.
compared to 27% for the 10-year sample. Typically, people in the
5-year sample EOD'd at a slightly higher GS level than those here
ten years--85% at Grade 7 or higher compared to 62% of the 10-year
group. Whereas the 5-year group was nearly evenly divided between
former CTs and non-CTs, only one-third of the earlier group had
been through the CTP. The 5-year sample had proportionately fewer
DDSers and more DDIers than the 10-year sample.
Job-Related Attitudes
As noted earlier, the long-range career and occupational
plans expressed by the 5- and 10-year groups differed markedly.
More than 80% of the 10-year employees claimed they intended to
remain with the Agency. The corresponding figure for the 5-year
group is about 60%. This difference is certainly in the expected
direction. With increased time in the Agency, the number of
attractive alternative careers open to employees is no doubt
reduced. Moreover, to some unknown but presumably significant
degree, more disenchanted employees who EOD'd 10 years ago have
left the Agency by now.
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In regard to long-range occupational plans, it was noted
that the most frequent response given by both the 5- and 10-
year groups was "continue in my present type of work." A
little over half of the 10-year group and about 40% of the
5-year employees gave this response. The intention of moving
into general management or administration was cited by one
quarter of the 10--and nearly-one-third of the 5-year groups.
About 10% of both groups indicated a preference for going into
some specialty within their field.
A slightly larger percentage of the 5- than the 10-year
sample expressed favorable attitudes toward their opportunities
for advancement. Thus, for example, more than half of the 5-
year employees, but less than 40% of the 10-year group claimed
they were satisfied with their opportunities for promotion. It
is possible that this differential realistically reflects the
greater headroom (and lower average current grades) of the
5-year employees. More to the point, perhaps, is the finding
that the two samples regarded very similarly the fairness of
Agency promotional opportunities. Less than one-half of each
group thought promotional opportunities were fair, about one-
third thought to the contrary, and about 20% were uncertain.
Thus, while differential percentages of the 5- and 10-year
groups were satisfied with their own opportunities for advance-
ment, no differences were obtained between groups on the question
of fairness.
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Another area in which the 5-year group responded more "favor-
ably" concerned the assessment of the motivation of young professionals
entering the Agency today. Whereas nearly 40% of the 10-year group
thought the new professionals were not as motivated as those who
EOD'd with them (10 years ago), only 17% of the 5-year group felt
this way about the newcomers vis-a-vis themselves.
The above differences in responding may be due to differences
in the "motivation" of the 5- and 10-year groups, the baseline
for the comparisons implied in the question. Interestingly, no
reliable differences emerged between the two samples in their
assessment of the capabilities of new professionals. On the
average, less than 10% of those surveyed felt that professionals
entering the Agency today are not as capable as those who EOD'd
5 and 10 years before. Thus, while the great majority of both
groups of careerists thought that recent professional input was
as capable as themselves, the 10-year group was less impressed
than the 5-year group with the motivation and commitment of the
new people.
Areas in which more favorable attitudes were expressed by
the 10- than the 5-year samples are discussed next. A slightly
larger percentage of the former sample than the latter one--about
60 vs. 50%--noted they were clearly satisfied with the training
they had received and the quality of Agency training instructors.
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By a small but reliable margin, proportionately more
10-year than 5-year employees--62 vs. 49%--could agree that
they were kept informed of Agency personnel policies and
procedures. Given the higher average grade levels (and
presumably more supervisory and management responsibility)
among the 10-year group, this difference is not unexpected.
Ten--year employees appear somewhat more optimistic
than their 5-year colleagues regarding the real benefits and
utility of running attitude surveys. About 60% of the former
group but only 40% of the latter one thought that "some good"
may come out of their having completed the attitude question-
naire. In spite of this rather large discrepancy, both the
5-year and 10-year groups tended to feel pretty much the
same about the value of the questionnaire in letting manage-
ment know what employees are thinking. About 60% of both
groups agreed that the questionnaire had this value. Taking
the results of this and the preceding item together leads us
to suggest that among the 5-year group there is slightly more
of the feeling that management even if apprised of certain
problems will not necessarily act to remedy them.
A final area in which group differences were found concerned
the sense of belongingness respondents felt toward the Agency.
Typically, 10-year employees were slightly more extreme than
the 5-year employees in asserting that they really felt part
of the Agency and that the longer they worked here the more
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they felt they belonged. This is certainly an encouraging
finding but, as noted earlier, may reflect the selective
attrition of the less satisfied rather than an overall shift
in attitudes over time.
Summary of Attitudinal Differences Between
1-Year Employees and 5- and 10-Year Employees
To provide additional perspective of the attitudes of
the 5- and 10-year groups, we have made selected comparisons
between their responses and those of a group of Agency employees
who 1) EOD'd between July 1967 and June 1968; 2) were under age
30 at time of entry; and 3) whose entry-level position required
the equivalent of a bachelor's degree.
With few exceptions, there is remarkable similarity among
the 1-, 5-, and 10-year groups in the degree to which they
express clear satisfaction with the basic dimensions of their
jobs. Thus, about the same proportion of the three samples said
they were satisfied with such job factors as: 1) the way the
Agency is run, 2) the impression their job makes on others,
3) their training, 4) their relations with co-workers, 5) the
recognition they've received for their work, 6) their supervisors,
7) their working conditions, and 8) the goals of the Agency.
The job dimensions on which overall group differences in
expressed satisfaction were found included: 1) Salary--more of
the 5- and 10-years samples satisfied with their pay (60%) than
of the 1-year sample (49%); 2) Opportunities for Advancement--
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satisfaction drops off from 60% for 1-year group, to 52% for
the 5-year sample, to 39% for those here 10 years; and 3) the
Work Itself--satisfaction increases from 63 to 76 to 83% as
you go from the 1- to 10-year group. In a similar manner,
a larger percentage of the 5- and 10-year groups than the
1-year group noted that they got "challenging, important
assignments" (66 vs. 46%), and that their work did not bore
them (80 vs. 66%). In spite of these differences, the per-
centage of people in the three samples who agreed they were
discouraged in their present jobs was about the same--about
25%.
As might be expected, large differences were found in
the percentages of the 1-, 5-, and 10-year samples indicating
that -their long-range career plans were to "stay with the
Agency." This response was given by 82% of the 10-year
people, 62% of the 5-year group, and by only 47% of the 1-year
employees. More than 20% of the latter sample indicated that
they had no definite career plans at this point in time.
Differential Job Attitudes of
Headquarters and Overseas Employees
In planning this attitude survey, it was felt that the
distinction between overseas and headquarters employees was
an important one to make. Since a substantial number of Agency
employees rotate regularly between overseas and headquarters
assignments, it was decided to define as "overseas" those persons
PP
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who had spent at least half of the immediately preceding
year overseas; presumably, their attitudes would be colored
at least in part by their overseas experiences. However, the
distinction between a headquarters and an overseas group is
not completely "clean;" past as well as more recent experiences
mold attitudes. Hence, some attitudes of people in the over-
seas sample undoubtedly were shaped by memories of headquarters
assignments just as some attitudes of headquarters employees
were influenced by previous overseas experiences.
Background Characteristics
A total of 207 of the respondents indicated that during
the preceding year they had spent 6 or more months on a P(S
assignment overseas; these people comprised the Overseas sam-
ple (0/S sample). The Headquarters sample (Hdqtrs. sample)
numbered 342 people.
In terms of biographical and background characteristics,
the O/S sample contained a larger proportion of CTs (65% vs.
38% of the Hdqtrs. sample) and a larger proportion of persons
from the Clandestine Services (61% vs 17% of the Hdqtrs. sample).
The Hdqtrs. sample contained a larger proportion of persons
from the Directorate for Intelligence (51% vs. 8% of the O/S
sample). The average EOD and current grade levels of the Hdqtrs.
sample were above those of the O/S sample; the average educa-
tional level of the O/S sample was slightly higher. Finally,
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the O/S sample contained a slightly higher percentage of men
than the Hdqtrs. group (98% vs. 89%). The average age and
EOD dates of the O/S and Hdqtrs. samples were essentially the
same.
Job-Related Attitudes
For the majority of items in the questionnaire, there
were no real differences in the percentage of favorable (arid
unfavorable) responses given by O/S and Hdqtrs. employees. Of
the total of 114 attitude items, there were no statistically
significant differences for 71 items; on 34 of the 43 items
where differences did appear the O/S group's attitudes were in
the more favorable direction. Even where differences between
Hdgtr;a. and O/S personnel appeared, the magnitude of these
differences was usually not large; typically, these differences
were on the order of between 10% and 15% more of one group
expressing satisfaction (or dissatisfaction) than the other
group. The discussion below will highlight the areas where
consistent differences in attitudes were found between Hdqtrs.
and 0/S employees.
The category "Physical Surroundings/Working Conditions"
contained 9 items; on five of these items, significantly larger
proportions of 0/S employees responded with favorable attitudes.
On the average,`13% more O/S than Hdqtrs. employees were satis-
fied with their physical surroundings and working conditions,
including access to inexpensive or free parking, the privacy
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afforded by their office space, the availability of adequate
transportation to and from work and the adequacy of nearby
eating facilities. Differences between Hdqtrs. and O/S
employees on items dealing with physical surroundings and
working conditions were among the most consistent found
anywhere in the questionnaire.
In general, more O/S than Hdqtrs. employees were satisfied
with their work. Larger percentages of O/S personnel felt
their assignments were challenging and important, required
creativity, and provided an opportunity for them to use their
abilities. Larger proportions of employees at Hdqtrs. indicated
that their work bored them, that their jobs were so easy that
they were not interesting, and that they had to look outside
of their work for things to make life worthwhile and interesting.
On two items in this area Hdgtrs. personnel responded in the
more favorable direction; fewer Hdqtrs. employees felt they
spent too much time doing clerical tasks and fewer felt that
there was too much pressure on them in their jobs. In general,
however, a slightly larger proportion of O/S employees were
satisfied with'the work they were doing and felt that their
jobs counted for something in the Agency.
There was evidence that a larger proportion of O/S than
Hdqtrs. employees (64 vs. 50%) felt that rewards and recognition
within the Agency are based primarily upon actual work accom-
plishments. On an item which inquired as to how people get
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ahead in the Agency, 59% of O/S employees compared with 43%
of those at Hdqtrs. checked "demonstrated performance,"
while slightly larger percentages of Hdqtrs. than 0/S employees
marked "getting known by the right people" and "seniority."
While in an absolute sense both Hdqtrs. and O/S personnel
expressed less satisfaction on items dealing with the way the
Agency is run than with any other group of items in the
questionnaire, Hdqtrs. employees were relatively more discon-
tent than O/S personnel on several of the items in this
category. A larger proportion of O/S employees felt that
the Agency is run by people who have good judgment, that
the Agency is willing to act on new ideas that have merit, and
that management sees to it that there is cooperation between
offices. A larger proportion of the Hdqtrs. than of the O/S
sample expressed dissatisfaction with the adequacy of communi-
cation between management and employees; e.g., 55% of Hdqtrs.
but only 35% of O/S personnel felt that there is a communication
gap between management and employees. Similarly, a slightly
larger proportion of the Hdgtrs,. sample felt that they are
not kept informed of personnel policies and procedures.
Salary was the only area covered by the questionnaire
where fewer 0/S than Hdqtrs. employees expressed satisfaction.
Forty-seven percent of 0/S employees but only 28% of those at
Hdqtrs. felt that for the work that they do, they are under-
paid. In a similar vein, a larger percentage of O/S personnel
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did not feel that they were getting paid as much as they
would outside the Federal Government.
As might be expected from the results just presented,
a larger proportion of O/S employees are satisfied with their
jobs in general and appear to be commited to a career with
the Agency; a larger percentage of Hdqtrs. employees feel
discouraged in their present jobs and would exchange them
for jobs of equal pay, security, and status. Perhaps the
item which best summarizes these differences is the one which
asked each respondent to select which of several alternatives
best described his long-range career plans. Eighty percent
of the O/S but only 63% of the Hdqtrs. sample indicated that
they plan to remain with the Agency.
Overall, it may be concluded that in those areas where
differences did exist, more O/S than Hdqtrs. employees responded
with favorable attitudes; salary was the sole area where fewer
O/S employees expressed satisfaction.
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Analysis of Omen-Ended Responses)
One open-ended or free response question was included in the
attitude survey. This question asked employees to discuss reasons
for job satisfaction and dissatisfaction not covered elsewhere in
the questionnaire. It also invited the respondents to suggest
changes that they would like to see introduced in the Agency.
(Appendix A contains the exact wording of the open-ended question.)
In considering the responses made to open-ended questions, it
should be remembered that these narratives typically convey much
more dissatisfaction than that conveyed by responses from more
objective, multiple-choice attitude questions. This is because
people who are highly dissatisfied are more likely to express
their sentiments on open-ended questions than are people who are
relatively content. Therefore, to insure a balanced view, the
results from the open-ended question -should not be considered
independently of the results from the multiple-choice items pre-
sented earlier in this report.
Of the 555 CIA employees who returned the questionnaire, 53%
responded to the open-ended question, producing a total of 680
comments. The overwhelming majority of these comments (72%)
expressed dissatisfaction. Sixteen percent of the comments
conveyed satisfaction and 12% took the form of suggestions.
I assisted in the preparation of this section.
e was aso responsible for the computer analyses on which much
of this report was based.
25x1
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The discussion below is organized around approximately the
same dimensions of job satisfaction previously used to classify
the multiple-choice items. Each response was classified into one
of 20 categories; not unexpectedly, it was difficult to decide in
which category to place a sizeable number of the comments. Undoubt-
edly, some comments could have dust as easily Peen placed in
categories other than the ones to which they were assigned. Comments
which were directed specifically toward an office or Directorate
.r are not discussed below; they will be presented in future Directorate
reports.
Table 2 presents the classification of the 680 comments. Three
categories--Career Development/Personnel Management, the Way the
Agency is Run, and Opportunities for Advancement--accounted for over
half of the total number of comments made. The discussion that
follows summarizes the group of comments placed in each category,
SW d
t
s an
beginning with the category that contained the most commen
proceeding in an order which parallels the number of comments in the
various categories. Four categories in Table 2 contain no more than
two comments each and are not discussed below.
Career Development/Personnel Management
More unfavorable comments were related to the general area of
career development and personnel management than to any other topic.
A large number of people described the lack of a program of career
development in the Agency, calling career development a "fiction,"
"non-existent," and "the most neglected area in the Agency." To
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TABLE 2
CLASSIFICATION OF COMMENTS MADE BY 295
5- AND 10-YEAR EMPLOYEES TO THE OPEN-ENDED QUESTION
Number of
Number of
Category
Number of
Persons who
Made Comments
Number of
Comments
Made
Comments
Expressing
Satisfaction
Comments
Expressing
Dissatisfaction
Number of
Suggestions
Career Development/
Personnel Management
Way Agency is Run
77
111
9
91
11
Opportunities for
Advancement
43
53
Reactions to
Attitude Survey
41
49
31
7
Work Itself
35
42
30
1
General Job Satisfaction
34
34
5
0
Adequacy of Communication
25
29
25
4
Pay and Benefits
25
29
21
6
Treatment by Supervisor
22
25
17
3
'Training
21
25
Physical Surroundings/
Working Conditions
\Cont-hued on Next Page)
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TABLE 2, Continued
Category
Competence of Supervisor
Commitment to Agency Career
Recognition Received
for Work
Co-Workers
Importance of
Agency Goals
Agency Rules
and Regulations
Impression Job
Makes on Others
Caliber of New
Professionals
Person Work
Accomplishments
Number of Number of
Number of Number of Comments Comments
Persons who Comments Expressing Expressing Number of
Made Comments Made Satisfaction Dissatisfaction Suggestions
18 20
15 15
13 13
12 12
10 10
2 2
4 4
TOTALS ....................................... 680 108
PERCENTAGES OF TOTAL COMMENTS ..............................160
I 1 1 S.--C-R--T I I I
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quote one respondent, "It is difficult to maintain the proper
my future."
development
assignments
Most people
development
my job when there is little interest shown in
quote another, the Agency's "type of career
in no way be described as a long-range program...
generally made for the convenience of the Agency."
commented about the lack of a program of career
in the Agency
also implied or stated that such a program
is quite necessary to enable the Agency to properly utilize its
human resources. Along the same line, a number of persons described
personnel management in the Agency as "confused," '=lacking in b.rgan-
ization," and "non-professional"---to quote one employee, "the glaring
weak spot of the Agency."
A significant number of people commented that the Agency should
do more to eliminate deadwood--incompetent, non-productive employees,
many of whom have reached high positions through length of service
alone. Several people criticized the Agency's policy of requiring
supervisory responsibility of an individual in order for him to
!advance beyond a certain grade: conversely, several others found
fault with the Agency's elevation to supervisory status of many
who do not have the interest or ability to supervise others. Several
individuals called for more flexible hiring policies, asserting that
many jobs in the Agency which are presently open only to college
graduates should not require college degrees.
Several people criticized the "demoralizing" effect of hiring
retired military officers for many of the choicest assignments in
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the Agency. Others asserted that there are too many well-qualified
people and too few management slots available. Several individuals
asserted that promises are made to prospective or new employees which
later go unfulfilled. More than one person commented that the Agency
lacks an efficient means of providing employees with information
regarding position openings in other offices. Finally, several
complaints were registered pertaining to the Agency's treatment
of women; e.g., they are not given equal professional status or
the same job opportunities as men.
Several suggestions were offered relating to career development
and personnel management. More than one individual commented that
the Agency should make it easier for employees to rotate between
offices and even between Directorates. Others urged the formation
of a "more professional" career management group in the Agency.
A rather novel suggestion from one employee was that the Agency
should adapt the "staff aide concept," giving junior officers the
opportunity to work intimately with senior officials, thereby
providing these young professionals "an appreciation of policy
determination and execution at a high level." Another employee
suggested that a four-year tour of duty, coupled with a one-year
sabbatical, would keep Agency officers from "going stale." Finally,
several persons cited the need for someone outside of their own
branch to whom they could go for counsel and advice.
W Agency is Run
A large number of comments pertained to the way the Agency is
run; most of these comments expressed or implied dissatisfaction.
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Many comments were directed toward the people who manage the Agency;
management was variously described as lacking qualities of leader-
ship, unimaginative, and unrespons:Lve to the need for change. Although
more than one person asserted the Agency is the "best managed" and
"least bureaucratic" of all Government agencies, most of those who
offered their opinion in this area argued differently. One employee
claimed to have seen "too many good operators leave the Agency for
better jobs...and too many first-class bastards get to the top."
Another asserted that "As time goes on, Agency leadership is filter-
ing into the hands of the most adroit bureaucrats and not our best
thinkers..." To quote another, "Acency's management is made up of
those who are senior because they have been around a long time...
(these people) seem totally unaware of a changed and changing world."
Another criticism of the way the Agency is run had to do with
red tape and bureaucracy. Several persons asserted that in recent
years, innovation and willingness to adapt imaginative approaches
have been superseded by "hardening of the bureaucratic arteries."
One respondent seemed to capture the views of several whep he
stated that "rigid bureaucratic procedures have been substituted
for imaginative, dynamic leadership."
Lack of esprit de corps was cited as a problem in the Agency
~y several. employees. One individual warned that "Until we acquire
fnore esprit de corps, as an Agency we will continue to have dis-
gruntled employees and a high rate of attrition among those we can
l1 afford to lose." Possibly related to esprit de corps within the
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Agency were the observations of several that the Agency has grown
too large. In the words of one employee, the Agency's size has
produced "inflated budgets," "inflated personnel needs," and "inflated
and deceptive project renewals."
Several people commented about frictions within the Agency and
between CIA and other Governmental agencies. More than one person
asserted that it is the responsibility of top management to see
that the problems behind these frictions are resolved. Some blamed
thin and otherwise inadequate cover for problems which arise over-
seas between Agency officials and personnel from other agencies.
Several suggestions were offered aimed at improving the way
the Agency is run. One person suggested a reduction of the "re-
stricting influences (i.e., administrative controls, support re-
strictions, etc.) and a condensation of regulations... into abbrevi-
ated guidelines with maximum decision-making responsibility delegated
to the operating echelons." Several people suggested that the Agency
should decrease its size--one employee proposed a 10-15% reduction
in force. One individual suggested that the Agency undertake a
"programmatic development of mid-level officials" for management/
supervisory positions during the 70's when the "fortress of the
founding fathers has retired." Another suggested that personnel
functions be taken out of the divisions and centralized at the
Directorate level. Still another suggested that the Agency actively
encourage the creation of "informal working relationships" between
Agency officials and their opposite numbers in other Governmental
agencies.
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Opportunities for Advancement
The majority of comments in this category were expressions
of dissatisfaction; e.g., one person asserted that "the Agency's
greatest problem lies in its promotion and hiring practices."
There was considerable difference of opinion as to what the main
criteria for promotion are in the Agency. A number of persons
contended that it's "who you know" that counts in getting ahead,
while others concluded that seniority, "minimum ability," performance,
and/or luck were also necessary. One man commented, "Qualificatiops
for promotion should either be on the seniority basis or on the basis
of merit and not a combination of the two at the discretion of certain
supervisors." Several suggested that the "minimum time-:in-grade"
concept was outdated.
A need for "better opportunity for advancement" was brought
out. Little chance was seen by some employees for mid-level career-
ists to advance or assume increased responsibility. Inconsistencies
in promotion policies in the different Directorates were cited by
a number of people. Several persons indicated that there is too
(much emphasis placed on educational requirements--with ability and
other relevant training given little or no weight.
A number of persons expressed concern over their uncertain
career future with the Agency, but one man expressed optimism
because he sees an "excellent chance of getting ahead once the
large number of World War II-age employees (vets) start retiring."
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Reactions to Attitude Survey
Most of the comments falling into this category were critical
of the questionnaire itself or expressed doubt that any tangible
changes would result from the survey. The multiple-choice format
of the questions was criticized by some as being too limiting, and
the items in the questionnaire were described by more than one
person as being ambiguous or too general. The questionnaire was
also criticized for not covering certain topics such as opportunities
for women and how well the Agency works together with other agencies.
A few people commented that the questionnaire seemed more appropriate
for headquarters than for overseas employees. Not all who responded,
however, were critical; reactions ranged from "The questionnaire (is)
too general to be helpful" to "This is one of the best questionnaires
4W I've seen..."
A number of persons expressed doubt whether any significant
changes in the Agency will result from the survey. To quote one
employee, "(I have) no faith that this questionnaire will improve
anything." To quote another, "Occasionally, advice on better manage-
ment practices has been solicited from the lower levels; but follow-
up action, if taken, has usually been of a sweeping under the rug
variety."
A few people offered suggestions about future attitude surveys.
One individual suggested that attitude questionnaires should be
prepared by the people in each branch (on a team basis) for the use
of that branch. Several employees suggested that face-to-face
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Lnterviews.with a random sample of Agency employees be conducted.
One individual remarked that all employees with more than 10 years
service be queried; another asserted that people should sign their
names to their questionnaires. Finally, one employee remarked that
he "would like to see (a) resurgence of interest in employee atti-
tudes and career planning..."
Work Itself
Approximately one-quarter of the comments in this category
revealed persons who enjoy the type of work they are doing; they
found their work interesting, challenging, rewarding and/or satis-
fying. However, an equal number of persons indicated that they
found their work less than stimulating, satisfying, or meaningful.
Several persons asserted that the lack of work to be done in
certain offices results in "make work" projects or idleness, both
of which contribute to lowered morale and eventual resignation of
many young careerists. One person noted that "obvious duplications
of effort, overlap in missions and functions are having disparaging
effects on professionals."
Comments were made that too much time is spent on "redundant
paperwork" and "unconstructive meetings." Another source of dismay
for some Agency professionals was the lack of clerical support in
day-to-day operations. It was suggested that "emphasis on imagina-
tion and originality should be encouraged... too often hackneyed
phrases and bureaucratic jargon are used to conceal a lack of
clear and original thought."
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Finally, the suggestion was made by one individual that the
Agency consider "more use of information storage and retrieval
systems to reduce dependence upon human beings." Too often, he
concluded, particularly in research areas, "old hands" are called
upon to remember details of work done in previous years.
General Job Satisfaction
More positive comments were found in this category than any
sai other. A majority of the 34 people who commented about their jobs
expressed satisfaction. People described their jobs as worthwhile,
interesting, rewarding, and important; the Agency was described by
several as a "good employer." Some employees qualified their praise;
for example, one person remarked, "The satisfaction and sense of
accomplishment make up for the hardships encountered along the way...
(but one) must be willing to fight the system." A few people voiced
concern over what they felt was extremely low morale in their offices
or in the Agency at large. But, in general, the comments made relat-
ing to overall job satisfaction were quite favorable.
ow
Adequacy of Communication
A large proportion of the comments in this area dealt with the
need for "better communication between top management and workers."
One person commented that "because of communications problems
between different levels of management, it must be particularly
difficult for senior officers to identify the problems and then move
.r to deal with them." Another individual pointed out that many employees
feel a "remoteness from leadership" and suggested that "supervisors
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should be encouraged to be seen by those who work for them." Other
comments made along these lines pointed up the need for "stronger
and much more meaningful communications," "closer contact," and
"greater rapport"; a "lack of good two-way communication and a "lack
of honesty in communication" were seen as problems by several.
One narrative, which reflected the opinions of several people,
asserted that the "most discouraging tactor in an Agency career (is)
those in the middle management who effectively block any communication
between young professionals and top management. Variously called
'the sponge,' 'the shelf of granite,' 'the morass,' 'vacuumatic
management,' these individuals whether from fear, jealously, ignorance,
or stubbornness stand in the way of ideas, imagination, and creativ-
i ty. It is not that young professionals have all the answers; they
simply want an audience to weigh what they have to say." Another
person suggested that senior management is too frequently shielded
from actual working-level discontent and low morale.
Several comments dealt with problems of communication and
understanding between different offices and/or Directorates. One
person urged stronger programs to help employees understand in more
detail what is happening in other areas of the Agency.
Finally, a group of comments were directed toward communication
with the Inspector General's office. One person asserted "There
is no acceptable channel to the IG." Another commented that people
who do contact the IG are "branded as chronic malcontents...(there)
should be some way for employees to air grievances without having
la stigma attached to their files." It was suggested by one person
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that the IG regularly invite a wide cross-section of employees
to make comments, suggestions, and criticisms while another person
suggested that lower-grade inspectors (rather than senior inspectors)
be used on IG surveys. One person indicated that it would be helpful
if an article were placed in the Agency's training bulletin describing
in detail the functions of the IG's office.
Pay and Benefits
A large majority of the 25 people who commented about the pay
and benefits provided by the Agency voiced complaints. The most
common complaint was that employees of other Governmental agencies
do much less for the same salary. Several people also reacted
negatively to the "time-in-grade" concept; to quote one employee,
the "concept that one must 'mature' a specified period of time in
grade is dated at best " A f 1
k
ew emp oyees remar
ed about a gradual
reduction of benefits provided by the Agency over the years.
Few suggestions were offered, although more than one employee
suggested that the entire grade structure of the Agency be revamped.
One individual suggested that a bonus system be instituted to reward
those who have done a "particularly fine job."
Treatment Supervisor
The complaint voiced most frequently was that supervisors are
more interested in their own success than in the needs of the Agency
or their supervisees. A few comments were directed at supervisors
who have, in the words of one, "attempted to build their careers on
the backs of their men, taking all credit for accomplishments for
themselves." Several people suggested that supervisors should make
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more effort to discuss such matters as job satisfaction, performance,
and career plans with the people under them.
Trainin
Several persons commented on the excellence of Agency training
courses offered; however, some comments were made about the diffi-
culties involved in getting enrolled in training. As one man sug-
gested, "Training is too much subject to the whims of the supervisor"
while another person said, "If you're doing a good job you can't be
spared for training; if you are sitting around doing nothing they
send you to training to get rid of you." Still another individual
expressed the need for "a sharpening of our training programs for
young officers..
I I
'dumping ground' as it sometimes is."
Several specific comments were aimed at types of courses people
would like to see offered, such as, "continuing training for better
analytical output," training courses teaching training techniques,
and "pertinent support training." One person said "Hopefully, new
management training courses will improve the caliber of supervision."
Physical Surroundings/Working Conditions
Nearly all the comments falling in the category of physical
surroundings and working conditions took the form of complaints.
Several people described the location of their offices as high-crime
areas, with very unsafe parking for employees. Others complained of
overcrowded, noisy work areas and poorly-run cafeterias.
go
25X1-..'
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should not be used as a sinecure--nor a
 Approved For Release 2006/08/14: CIA-RDP86B00269R000900090001-2
S-E-C-R-E-T
Competence of Supervisor
Several people were obviously quite satisfied with the substantive
competence of their supervisors while others were not. The most fre-
quently--voiced complaint in this area was that some supervisors lack
confidence in their decision-making ability and unnecessarily post-
pone decisions. One employee described a former supervisor as "little
more than an obstruction in the way of getting work done." Suggestions
were made that a mechanism should be created for employees to rate
their supervisors, and that all supervisors should be required to
attend supervisory courses.
Commitment to Agency Career
Of the 15 people who commented about their long-range plans
vis-a-vis the Agency, 9 indicated that they were either seriously
r thinking of leaving or had already decided to quit. Of those who
voiced their intentions to stay, not all seemed enthusiastic about
the prospect. To quote one individual, "(I) wouldn't seriously
consider quitting... (I) do presently intend to retire as soon as
I can, so I can do some fishing." The reasons for leaving cited by
those who do not plan to stay ranged from relatively personal ones
to general discontent within the Agency.
Recognition Received for Work
While several people commented that their assignments had
afforded ample recognition for what they have done, an equal number
felt otherwise. Several persons asserted that they would like to
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 Approved For Release 2006/08/14: CIA-RDP86B00269R000900090001-2
S-E-C-:R--E-T
ee greater recognition by the Agency for a job well done, To quote
one employee, "acknowledgement of good work is too rare." To quote
pother, have never seen a person promoted for doing a good job."
o-Workers
Comments concerning co-workers were about evenly divided between
hose who viewed their colleagues as competent, cooperative, and
motivated and those who felt quite differently. Two comments will
illustrate the range of views on this subject. One employee remarked
that "in general, the professionals in the Agency are intelligent,
highly qualified, and motivated," while another asserted "I have, in
he past, been with jerks and losers."
Importance of Agency Goals
Five people commented that the goals of the Agency are important
nd/or worthwhile. Conversely, one person remarked that there is a
'need for a reassessment and a corresponding redirection of our
rograms and goals." Another suggested that paramilitary operations
co not properly belong with the Agency.
It is apparent that the open-ended section of the questionnaire
rovided a medium for Agency employees to offer comments about a
ide variety of concerns, some of which were not covered by the
questionnaire's multiple-choice items. But in general, the results
from the open-ended question corroborated the findings from the mor
bjective multiple-choice items as to the leading sources of discon
ent within the Agency. Over half of all the comments dealt with
e
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 Approved For Release 2006/08/14: CIA-RDP86B00269R000900090001-2
S-E-C-R-E-T
the topics of career development/personnel management, the way the
Agency is run, and opportunities for advancement; nearly all of
these comments were expressions of dissatisfaction. It will be
recalled that these same areas were at the bottom of the list in
terms of the percentage of Agency employees expressing satisfaction
toward them on the multiple-choice items.
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 Approved For Release 2006/08/14: CIA-RDP86B00269R000900090001-2
The Job Attitude Questionnaire
Used in the Survey
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 Approved For Release 2006/08/14: CIA-RDP86B00269R000900090001-2
C O N F I D E N T I A L
JOB QUESTIONNAIRE - INTRODUCTION
A Government-wide program was initiated last year by President
Johnson "to improve the development of new career employees and to
make sure that they have the opportunity to participate fully in
the work of their agencies." As one phase of this program, a survey
questionnaire was administered to new career employees throughout
Government to find out how they felt about various aspects of their
jobs and training. This questionnaire proved to be a worthwhile
vehicle for obtaining the opinions of new careerists about their
job experiences. Since information of this kind from both new
employees and those further along in their careers is necessary to
construct a valid cross-section of job attitudes in the organization,
it was decided to administer the same questionnaire to professional
employees who have been here approximately five or ten years. You
are being asked to participate in this survey since you fall in one
of these tenure groups. It is believed that the opinions of pro-
fessionals like yourself who have been with the Organization for
several years can provide management with a quality and depth of
information impossible to obtain from employees who have only been
with the Organization for a few months.
Attached are a questionnaire booklet, a separate answer sheet,
and an addressed return envelope. There are three parts to this
questionnaire. Part I contains questions about your background,
training and career plans; Parts II and III are concerned with
various aspects of your job and your reactions to them.
Your answers to this questionnaire will be completely anony-
mous; please do not put your name on either the booklet or the
answer sheet. Please fill in the classification information
requested on the separate answer sheet; this information will per-
mit a more meaningful basis for categorizing and interpreting the
results. When you have finished, insert the answer sheet into the
questionnaire booklet and return both together in the envelope
provided.
Your cooperation in this survey is greatly appreciated. Thank
you very much for your time and thought.
Inspector General
C O N F I D E N T I A L
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 li .
AR`r I: BACK-
ROUND INFORMATION
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PART II: 54.
SECTION B
29.
37.
PAIT II: 38.
SE TION A
14.
76. 102.
CONFIDENTIAL
103.
104.
105.
106.
107.
108.
109.
110.
111.
112.
113.
114.
115.
116.
117.
118.
119.
120.
121.
122.
123.
124.
125.
126.
127.
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