Employee Attitudes Within 

the Federal Aviation Administration

Carla A. Hackworth1

Crystal E. Cruz1

Scott Goldman1

Dan G. Jack2 

S. Janine King2 

Paul Twohig3

1

Civil Aerospace Medical Institute

Federal Aviation Administration

Oklahoma City, OK 73125

2

Omni Corporation

P.O. Box 25082

Oklahoma City, OK 73125

3

Office of Human Resources

Federal Aviation Administration

Washington, DC 20591

December 2004

Final Report

This document is available to the public through: 

•The Defense Technical Information Center

Ft. Belvior, VA 22060

•The National Technical Information Service

Springfield, VA 22161

Office of Aerospace Medicine

Washington, DC 20591

DOT/FAA/AM-04/22
NOTICE

This document is disseminated under the sponsorship of

the U.S. Department of Transportation in the interest of

information exchange. The United States Government

assumes no liability for the contents thereof.
i

Technical Report Documentation Page 

1. Report No. 2. Government Accession No. 3. Recipient's Catalog No. 

DOT/FAA/AM-04/22 

4. Title and Subtitle 5. Report Date 

Employee Attitudes Within the Federal Aviation Administration December 2004 

6. Performing Organization Code 

7. Author(s) 

Carla A. Hackworth,1 Crystal E. Cruz,1Scott Goldman,1 Dan G. Jack,2

S. Janine King,2

and Paul Twohig3

8. Performing Organization Report No. 

9. Performing Organization Name and Address 10. Work Unit No. (TRAIS) 1

FAA Civil Aerospace Medical Institute

P.O. Box 25082 

Oklahoma City, OK 73125 

2

OMNI Corporation

P.O. Box 25082 

Oklahoma City, OK 73125

11. Contract or Grant No. 

3

Office of Human Resources 

Federal Aviation Administration 

800 Independence Ave., S.W.

Washington, DC 20591 

12. Sponsoring Agency Name and Address 13. Type of Report and Period Covered 

14. Sponsoring Agency Code 

Office of Aerospace Medicine 

Federal Aviation Administration 

800 Independence Ave., S.W. 

Washington, DC 20591 

15. Supplemental Notes 

Work was accomplished under approved subtask AM-B-03-HRR-522.

16. Abstract 

Introduction. Prompted by Congressional direction, the Federal Aviation Administration (FAA) instituted a 

means of assessing employee attitudes following the 1981 air traffic controllers’ strike. As a result, the FAA first 

administered the Employee Attitude Survey (EAS) to its employees in 1984. The survey has been administered

nine times since its inception, most recently, in 2003. Method: Approximately 48,900 surveys were mailed to 

all FAA employees. The 2003 EAS contained 129 items organized into three major sections: (1) Indicators of 

Satisfaction, (2) Management and Work Environment, and (3) Respondent Demographics. In addition, the 

survey invited respondents to provide comments. Results: By December 2003, 22,720 valid surveys were 

returned, for a 46% response rate. Seventy-one percent of respondents indicated that they were somewhat or 

very satisfied with their jobs. Most FAA employees (81%) were committed to the FAA, largely satisfied with 

their compensation (65%), and satisfied with their immediate supervisors (61%). However, only 38% of 

respondents were satisfied with the recognition they received for doing a good job. Accountability for poor 

performance was also an issue. The majority of respondents indicated that corrective actions are not taken to 

deal with poorly performing nonsupervisory employees and managers. Conclusions: The FAA, by and large, 

has a committed workforce with a high level of job satisfaction. However, FAA employees do not believe that 

poor performers are held accountable. These areas will need to be reviewed by upper management to 

understand how best to link accountability, performance, and pay. Performance management is a common 

problem for many organizations. Follow-up discussions with employees around these issues could afford FAA 

policy makers with important feedback necessary to develop strategic interventions or modifications designed 

to address these concerns. 

17. Key Words 

Employee Surveys, Survey Feedback Document is available to the public through the 

Defense Technical Information Center, Ft. 

Belvior, VA 22060; and the National Technical 

Information Service, Springfield, VA 22161. 

19. Security Classif (of this report) 20. Security Classif (of this page) 21. No. of Pages 22. Price 

Unclassified Unclassified 24 

Form DOT F 1700.7 (8-72) Reproduction of completed page authorized 

1

EMPLOYEE ATTITUDES WITHIN THE FEDERAL AVIATION ADMINISTRATION

The Federal Aviation Administration (FAA) is responsible for maintaining safe and expeditious air travel within 

the National Airspace System (NAS). The FAA fulfills this 

mission through the efforts of nearly 50,000 employees in 

11 Lines of Business (LOBs)/Major Organizations (MOs; 

Table 1). The FAA is the largest agency within the Department of Transportation (see http://dothr.ost.dot.gov/

Workforce_Information/workforce_information.html), 

and its functions include certifying aircraft, providing 

air traffic control services and other assistance to commercial and general aviation pilots, and maintaining the 

infrastructure of the NAS (e.g., radar, towers). Managing a workforce of this size requires the efforts of many 

dedicated professionals as well as multiple data sources 

to gauge progress and performance goal targets. One 

such data source is the direct feedback of FAA employees 

through a survey of employee attitudes.

The FAA was prompted by Congressional direction 

to assess employee attitudes following the 1981 air traffic 

controllers’ strike. As a result, the FAA first administered 

the Employee Attitude Survey (EAS) to its employees in 

1984. Although the content of the survey has changed 

over the years, many items within core areas of interest 

have remained unchanged. The purpose of the survey has 

been to collect opinions regarding organizational issues 

that may affect workforce performance and quality of 

Table 1. FAA Lines of Business/Major Organizations* 

Organization Acronym Description 

Office of the 

Administrator 

AOA Executive offices, financial services, civil 

rights, noise and emissions control, 

international aviation, legal offices, public 

affairs, and human resources 

Commercial Space 

Transportation 

AST Regulate launching of commercial satellite 

technology and commercial space travel 

Airports ARP Planning and development of a safe and 

efficient airport system 

Region and Centers ARC Business services to internal and external 

customers 

Research and 

Acquisitions 

ARA Aviation research, competitive sourcing, 

procurement, navigation and surveillance 

systems, and air traffic systems 

development 

Regulation and 

Certification 

O-AVR Medical certification of airmen, aerospace 

medicine, and accident investigation 

Aircraft Certification AIR Airworthiness of aeronautical products 

Flight Standards AFS Certification and examination of pilots and 

oversight of aircraft maintenance 

Air Traffic Services O-ATS Runway safety, weather policy and 

standards, and system capacity planning 

Airway Facilities AAF Maintenance of air traffic facilities and 

navigational equipment 

Air Traffic AAT Safe and expeditious control of air traffic 

in the national airspace system from 

takeoff to landing 

*Note: The EAS was distributed prior to the creation of the Air Traffic Organization. 
2 

work life, including job and pay satisfaction, attitudes 

toward management, and model work environment, 

among others. For more information about the history 

of the EAS, see Thompson et al., 2000. 

Organizational surveys have been used as a means 

of seeking employee feedback, assessing reactions to 

organizational changes, and identifying organizational 

concerns (Kraut, 1996). Organizational action plans 

and management decisions are frequently based on survey results (Gilbert, Slavney, & Tong, 2003-Workforce 

Management On-line). Surveys have been successful in 

identifying issues that impact organizational goals (Schneider, Ashworth, Higgs, & Carr, 1996). 

In addition, the relationship between organizational 

performance and employee attitudes has been examined. 

The efforts of Sears, Roebuck and Company in the 1990s 

to transform the company’s financial slump included several interventions implemented to create an “employeecustomer-profit” model. Rucci, Kirn, and Quinn (1998) 

reported causal linkages between employee attitudes at 

Sears and profit. By modeling data from 800 different 

stores, they found that a 5-point improvement in employee attitudes led to a 1.3-point increase in customer 

satisfaction, which led to a .5% increase in revenue. 

More recent research has suggested that the financial 

performance of an organization may actually influence 

employee attitudes.

Schnieder, Hanges, Smith, and Salvaggio (2003) 

found employee attitudes concerning satisfaction with 

pay, satisfaction with security, and overall job satisfaction were correlated with financial (return on assets) 

and market performance (earnings per share). In testing 

the direction of the relationships, however, they found 

a stronger indication that financial performance influenced job satisfaction, rather than vice versa. Schneider 

et al. (2003) also found reciprocal relationships between 

satisfaction with pay and financial performance; that is, 

both influenced each other over time.

While market performance and financial return are 

not the outcomes of interest within the FAA, many of 

the organizations within the FAA use the results of the 

EAS to measure their progress regarding action plans 

established as organizational performance indicators. 

The purpose of this paper is to outline some of the 

major results of the EAS 2003 for the FAA overall, draw 

comparisons with other government survey results and 

earlier EAS data, and provide a context within which to 

interpret the results. 

METHOD

The most recent administration of the EAS was a census of FAA employees in September 2003 (Appendix A). 

Agency-appointed LOB/MO Points of Contact (POCs) 

and other survey stakeholders contributed to the survey 

design and content. This allowed the survey to reflect 

issues of interest from throughout the agency at the time 

of development, while maintaining core historical items. 

The survey was coordinated with union representatives 

and submitted to the FAA’s institutional review board; 

employee participation was voluntary and anonymous.

Survey Distribution

During September 2003, approximately 48,900 

surveys were mailed to all FAA employees at their work 

addresses. Reminder postcards were also sent to all employees. By December 2003, over 22,800 (47% of total) 

surveys had been returned. Of the returned surveys, 22,720 

(46%) were considered “valid” (i.e., having a response to 

at least one content item). Table 2 presents the response 

rate within each organization as well as the proportion 

of total returned surveys for each organization. 

Sample Demographics

Of the 22,720 respondents, 74% were male, and 26% 

were female. This was consistent with the FAA’s Central 

Personnel Management Information System data showing that 75% of the FAA population was male, and 25% 

was female. FAA tenure was also fairly similar between 

the respondent sample and the FAA population (Figure 

1). With respect to job role (Figure 2), managers and 

executives represented 2% of the FAA workforce and were 

therefore slightly over-represented, with 6% of the survey 

respondents. Supervisors comprised 9% of the survey 

sample and 10% of the FAA workforce. Nonsupervisory 

employees were slightly under-represented, making up 

85% of the survey respondents and 88% of the FAA 

workforce. Overall, survey respondents were similar to 

the FAA workforce in gender, tenure, and job role.

Survey Content

The 2003 EAS contained 129 items organized into 

three major sections: (1) Indicators of Satisfaction, (2) 

Management and Work Environment, and (3) Respondent Demographics. In addition, the survey included a 

section for respondents to provide comments. Each major 

section was subdivided into scales (dimensions) and items 

intended to measure a variety of constructs relevant to that 

section. The response options for the majority of items 

on the survey included satisfaction (i.e., very dissatisfied, 

somewhat dissatisfied, neither, somewhat satisfied, very 
3

Table 2. Response Rates by Organization 

Organization 

Acronym 

Number of 

Respondents 

Response Rate 

Within Organization

Percentage of 

Total Returned 

AOA 967 52% 4% 

AST 36 65% <1% 

ARP 329 69% 1% 

ARC 1,262 52% 6% 

ARA 928 51% 4% 

O-AVR 312 60% 1% 

AIR 715 62% 3% 

AFS 3,040 65% 13% 

O-ATS 267 46% 1% 

AAF 6,058 52% 27% 

AAT 8,731 37% 38% 

No LOB/MO 2 <1% 

FAA Overall 22,720 46% 100% 

Figure 1. FAA Tenure

4%

29%

2%

11%

19%

30%

11%

14%

27%

14%

15%

23%

0% 10% 20% 30% 40% 50%

< 1 Year

1 - 3 Years

4 - 9 Years

10 - 15 Years

16 - 20 Years

> 20 Years

FAA Population EAS 2003
4 

satisfied), agreement (i.e., strongly disagree, disagree, neither, agree, strongly agree), and extent responses (not at 

all, to a limited extent, to a moderate extent, to a considerable extent, to a great extent). Demographic items, 

such as gender, provided categorical response options. 

In addition, three multiple response items encouraged 

participants to mark all answers that applied, such as 

“YES, I have been unfairly denied a career opportunity 

based on:” followed by a list of possible multiple response 

options. See Appendix A for the complete survey. 

Indicators of Satisfaction. Twenty items were administered to gather data on employee attitudes toward job 

satisfaction (items 4-8), supervisor satisfaction (item 10), 

satisfaction with compensation (items 1-3, 114, & 115), 

satisfaction with recognition received (item 11), and organizational commitment (items 107-111 & 116-118). 

Management and Work Environment. One hundred 

one items addressed employee attitudes toward a variety 

of management and work environment issues such as 

performance management, performance focus, resources, 

leadership, communication, conflict management, and 

model work environment (MWE). Within these broad 

categories were items regarding communication (items 

12-13, 23-26, 90-92), recognition and rewards (items 

14-16, 69), supervisory fairness (items 55-59), employee 

confidence in supervisors (items 60-61), trust (items 70-

73), and accountability (items 74-75, 88-89).

Respondent Demographics. Eight demographic items 

were included to gather data regarding FAA tenure, present job tenure, job role, gender, region, age, education, 

and race/ethnicity (items 122-129, respectively).

Respondent Comments. Respondents were invited 

to provide comments at the end of the survey. A random sample of one-third of the written comments was 

transcribed, content coded, and quantified. Names and 

other potentially personally-identifying information were 

Figure 2. Percent of Employees by Job Role 

88%

85%

9%

10%

2%

6%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Nonsupervisory

Employees

Supervisors

Managers/Executives

FAA Population EAS 2003

purged from comments; nonetheless, respondents were 

informed that their confidentiality could not be assured 

if the comments contained other identifying information and that transcribed comments would be subject 

to requests made under the Freedom of Information Act 

(FOIA). A paper describing the main themes reported 

within the FAA comments is underway (King, Cruz, 

Jack, Thomas, & Hackworth, in press). 

Data Analysis

For individual items on the EAS, frequencies and 

proportions were calculated for each response option. 

For multi-item dimensions, response distributions were 

calculated by counting the number of responses for each 

option (e.g., strongly agree, agree) across all items and 

then dividing by the total number of responses to all items 

in the dimension. Respondents only needed to answer 

one item in a dimension to be included in the calculation. For example, in a dimension consisting of 3 items 

where 20 out of 100 responses to item 1 were 5s and 30 

out of 90 responses to item 2 were 5s and 20 out of 80 

responses to item 3 were 5s, the proportion for response 

option 5 would be:

For negatively worded items within a dimension, the 

responses were reverse-scored for purposes of combining 

the data. For multiple response options (e.g., “mark all 

that apply”), frequencies for each response option were 

calculated.

Positive response rates were calculated by combining the frequencies for the top two response options on 

agreement (agree and strongly agree) and satisfaction 

(somewhat and very satisfied) scales. Positive response 

rates for extent scales were achieved by combining the 

frequencies for the top three response options (moderate, 

considerable, and great extent).

20 + 30 + 20 70 

100 + 90 + 80 = 270 = .259 x 100 = 25.9 
5

RESULTS

Indicators of Satisfaction

Quality of Work Life. The quality of work life dimension 

consisted of five items addressing employees’ satisfaction 

with their physical working conditions, the kind of work 

they do, their workgroup, organization, and job overall 

(items 4-8, respectively). Results indicated that 66% of 

respondents reported being somewhat or very satisfied on 

the quality of work life dimension, and 71% indicated 

that they were somewhat or very satisfied with their jobs 

overall (item 8). This compares with findings from two 

other government surveys (Figure 3); the Federal Human 

Capital Survey (FHCS) reported 68% job satisfaction 

(2002) and the Merit System Protection Board (MSPB) 

survey reported 67% job satisfaction (2000). Of the major 

FAA organizations, AFS (79%) and AAF (79%) employees 

were the most satisfied with their jobs overall, and AAT 

(66%) employees were the least satisfied (Figure 4). 

Satisfaction with Compensation. The satisfaction with 

compensation dimension consisted of three items measuring satisfaction with pay, benefits, and retirement 

system (items 1-3, respectively). Results for the FAA 

overall showed that FAA employees were largely satisfied with the compensation they received (65%). When 

asked specifically about pay, 68% of employees overall 

indicated that they were somewhat or very satisfied with 

their pay. This is a 9% increase from 59%, which was 

reported by FAA employees in 2000. Additionally, this 

compares with 64% in the FHCS survey and 49% in the 

MSPB survey (Figure 5). Within the FAA, ARA and ARP 

employees were the most satisfied with their pay (73%), 

while AIR employees were the least satisfied (58%; Figure 

6). FAA employees, overall, appear to be more satisfied 

with their pay than with their particular pay systems. 

Only 51% of FAA employees responded that they were 

somewhat or very satisfied with their pay system (item 

115). A larger proportion of those on the Executive (64%) 

and Air Traffic pay plans (62%) were satisfied with their 

pay system than were those on the General Schedule 

(56%) and other pay plans (47%). Employees on Core 

Compensation (CC) were the least satisfied (38%) with 

their pay plan (Figure 7). This is concerning given that 

CC was introduced to address employee concerns over 

performance and pay issues.

Organizational Commitment. The organizational commitment dimension, consisting of 5 items (items 107-

111), indicated that most FAA employees (81%) were 

committed to the FAA to a moderate, considerable, or 

great extent. Furthermore, 55% of respondents indicated 

that they did not intend to leave the FAA within the next 

5 years (item 116). Of those who did intend to leave, 

68% were planning to retire, and 28% planned to seek 

other employment (item 117).

Satisfaction with Supervisors and Recognition. The results 

of 2 single-item indicators of employee satisfaction were 

*The Office of Personnel Management administered the Federal Human Capital Survey (FHCS) in 2002 to a 

random sample of government employees across 24 agencies. Over 100,000 employees responded. 

**In 2000, the Merit System Protection Board (MSPB) randomly selected government employees across 23 

agencies. Nearly 7,000 employees responded. 

Figure 3. Job Satisfaction for FAA, FHCS*, and MSPB**

67%

68%

71%

0% 20% 40% 60% 80% 100%

MSPB-GOV 2000

FHCS-GOV 2002

EAS 2003 Q8

Unfavorable Neutral Favorable
6 

Figure 4 . Job Satisfaction by LOB/MO 

71%

75%

72%

78%

73%

70%

78%

72%

79%

70%

79%

66%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

FAA

AOA

AST

ARP

ARC

ARA

O-AVR

AIR

AFS

O-ATS

AAF

AAT

Unfavorable Neutral Favorable

Figure 5. Pay Satisfaction for FAA, FHCS, and MSPB

49%

64%

68%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

MSPB-GOV 2000

FHCS-GOV 2002

EAS 2003 Q1

Unfavorable Neutral Favorable
7

Figure 6. Satisfaction with Pay 

68%

71%

67%

73%

70%

73%

67%

58%

64%

66%

66%

71%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

FAA

AOA

AST

ARP

ARC

ARA

O-AVR

AIR

AFS

O-ATS

AAF

AAT

Unfavorable Neutral Favorable

Figure 7. Satisfaction with Pay System

62%

64%

38%

56%

47%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Air Traffic 

Executive

Core Compensation

General Schedule

Other

Unfavorable Neutral Favorable
8 

mixed. Most respondents were somewhat or very satisfied 

with their immediate supervisors (61%, item 10); however, 

only 38% of respondents were satisfied with the recognition they received for doing a good job (item 11). These 

data are consistent with what was reported in 2000. Other 

sources have found similar results regarding satisfaction 

with recognition: the FHCS survey reported 46% and 

37% was reported in the MSPB survey (Figure 8).

Management and Work Environment 

Performance Expectations. Employees indicated moderate approval concerning their understanding of performance expectations within their job (44% positive, items 

76-79). In particular, 45% agreed or strongly agreed that 

communications with supervisors helped clarify what is 

expected in the job (item 76), and 44% agreed or strongly 

agreed that they were clear about how “good performance” 

was defined (item 78). Fewer respondents (34%) indicated 

that their organization had clearly communicated the 

connection between their individual performance goals 

and their organization’s performance goals (item 79), but 

more than half of respondents (54%) indicated that their 

most recent performance rating was an accurate reflection 

of their performance (item 77).

Job-Related Communication. Employee feedback regarding job-related communication received a 46% positive response rating (items 26, 90-92). This represented 

a 7% increase from 39% agreement in 2000. While 

more than half (58%) of respondents agreed or strongly 

agreed that they are encouraged to share information to 

get the job done (item 26), fewer indicated that policies 

affecting their work are communicated adequately (42%, 

item 90), guidance on procedures for doing their work is 

communicated adequately (41%, item 91), and management ensures that information needed to do their job is 

readily available (41%, item 92).

Recognition and Rewards. Employees were dissatisfied 

with recognition and rewards within the FAA (27% 

positive, items 14-16 & 69). In particular, only 20% of 

respondents agreed or strongly agreed that promotions are 

given to those who are well qualified (item 15), while 24% 

agreed or strongly agreed that recognition and rewards 

are based on merit (item 16). Twenty-nine percent of 

respondents indicated that people in their organization 

get the credit they deserve for the work they do (item 69), 

while 35% indicated that it’s pretty common to hear “job 

well done” within their organization (item 14).

Accountability and Corrective Actions. Several items 

addressed accountability and corrective actions. For 

both supervisory and nonsupervisory employees, 38% 

of respondents agreed or strongly agreed that employees 

were held accountable for achieving important agency 

goals (items 88 and 89, respectively). However, only 21% 

agreed or strongly agreed that corrective actions were 

taken to deal with nonsupervisory poor performers (item 

74). This was lower than both the FHCS and MSPB 

surveys, which had results of 27% and 26%, respectively 

(Figure 9). When supervisors and managers were the 

target of consideration, only 15% of respondents agreed 

or strongly agreed that corrective actions were taken with 

poor performers (item 75). 

Conflict Management. Overall, 38% of respondents 

indicated that they had experienced work-related conflict to a moderate, considerable, or great extent (item 

101), and 22% of respondents agreed or strongly agreed 

that conflicts and differences in their organization were 

brought out and managed, rather than avoided or worked 

around (item 28). 

Model Work Environment. Employees were asked to 

rate the extent to which the FAA had created a working 

environment that did not tolerate discrimination, provided employees with developmental opportunities, and 

allowed employees to contribute to their organization’s 

mission (items 30-35). Employees indicated promising 

results with 66% endorsing a positive response for the 

dimension. This is a 5% increase from 61% for the FAA 

overall in 2000. 

Communication Climate. The communication climate dimension, consisting of three items (items 23-

25), measures fear of retaliation and the openness of the 

communication environment. The results were mixed 

with a 33% positive response rate. Specifically, 40% of 

respondents indicated that they were encouraged to express 

their concerns openly (item 25), while on the negatively 

worded items, 52% indicated that some employees may be 

hesitant to speak up for fear of retaliation (item 23), and 

45% believed that it is generally safer to say that you agree 

with management even when you don’t (item 24).

Trust. While trust is reflected in some of the previous 

items, particularly with regard to communication climate, 

several items on the EAS addressed trust directly. The 

majority of employees agreed or strongly agreed that they 

trust their co-workers (62%, item 73) and their immediate 

supervisor (56%, item 72). Fewer respondents (42%), 

however, agreed or strongly agreed that supervisors where 

they work trust employees (item 70). Overall, 23% of 

respondents expressed trust in FAA management (item 

71). Although quite low, this represented an increase of 

6% from 17% trust in management for the FAA overall 

in 2000. 

The level of trust employees expressed provided an 

interesting look at the effect of supervisory/nonsupervisory role (Figure 10). As the job role of the respondent 

was closer to the top management level (i.e., from 
9

37%

46%

38%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

MSPB-GOV 2000

FHCS-GOV 2002

EAS 2003 Q11

Unfavorable Neutral Favorable

Figure 8. Satisfaction with Recognition for EAS, FHCS, and MSPB

26%

27%

21%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

MSPB-GOV 2000

FHCS-GOV 2002

EAS 2003 Q74

Unfavorable Neutral Favorable

Figure 9. Corrective Actions Taken to Correct Nonsupervisory Employee 

Poor Performance for EAS, FHCS, and MSPB
10 

nonsupervisory employees to supervisors, managers, 

and executives), the percentage of employees expressing 

trust in supervisors (item 72) and management (item 71) 

also increased. Nonsupervisory employees had the lowest 

rates of trust in immediate supervisors (53%) and FAA 

management (19%). 

In spite of the results regarding trust in supervisors and 

management, employees’ confidence in their supervisor 

(items 60-61) remained consistent with 59% agreement 

on this dimension in both 2000 and 2003. Perceived supervisory fairness (items 55-59) also remained consistent, 

with 54% agreement on this dimension in both 2000 and 

2003. Finally, 56% of employees agreed that supervisors 

facilitated problem solving (items 84-85). 

DISCUSSION

In general, the FAA workforce reported a high level 

of commitment and job satisfaction. Overall, they were 

satisfied with their pay; however, feelings toward their pay 

system were less positive for some, particularly those on 

the Core Compensation pay system. This is troubling, 

given that the FAA is transitioning to the CC system in an 

effort to become more performance-based. Furthermore, 

while the performance management system was intended 

to address employee feedback expressed on the EAS 2000, 

respondents to the 2003 EAS generally did not believe that 

poor performers (employees or management) were held 

accountable. This sentiment is not unique to the FAA and 

has been a frequent topic in business literature. In a GovExec article, Shoop (2004) suggested that accountability 

has become meaningless, particularly in the government. 

Central to the success of performance management, employees must believe it is a fair process (National Academy 

of Public Administration, May 2004). Two types of annual 

increases are presently available within the CC system. 

“Star performers” have the possibility of earning either of 

two superior contribution increases, a 1.8% increase for 

the top-level performers or a 0.6% increase for the 2nd tier 

performers. In addition, the organization as a whole must 

meet 90% of the goals for 2004 for the distribution of a 

full organizational success increase. In 2003, outstanding 

employees under the CC system were eligible to receive 

as much as a 4.95% increase (not including locality pay). 

However, pay itself did not seem to be the issue. Employees 

were satisfied with their pay, but employees under CC were 

not satisfied with the pay system. Some possible reasons 

behind that sentiment include perceived low pay-off for 

high-performing employees, increased workload for managers and supervisors as a result of the CC system, and a 

feeling of unfairness due to the low number of employees 

under CC relative to the population of the FAA.

In addition to low levels of satisfaction with the CC 

system and accountability of employees and manage33%

19%

79%

67%

53% 59%

0%

20%

40%

60%

80%

100%

Managers/

Executives

Supervisors Nonsupervisory

Employees

Managers/

Executives

Supervisors Nonsupervisory

Employees

Unfavorable Neutral Favorable

Trust FAA Management Trust Immediate Supervisor

Figure 10 . Trust in FAA Management and Supervisors by Job Role
11

ment, results also revealed very low levels of trust in 

FAA management, particularly among nonsupervisory 

employees and supervisors. Not surprisingly, trust in FAA 

management was higher among managers and executives. These findings compare with the Watson Wyatt 

WorkUSA 2002 survey of nearly 13,000 private sector 

employees, which found that only 39% of employees 

trusted their senior management. Based on these data, 

it would appear that the level of trust in management 

within the FAA is significantly lower than in the private 

sector. Trust in management has been shown to influence 

shareholder return rates in the private sector (ibid) and 

the extent to which employees feel committed to the 

organization, the extent of cynicism about change, and 

employee intent to leave in public sector organizations 

(Albrecht & Travaglione, 2003).

These areas will need to be reviewed by upper management to understand how best to link accountability, performance, and pay. Follow-up discussions with 

employees around these issues could afford FAA policy 

makers with important feedback necessary to strategize 

interventions or modifications. 

Successful survey programs have clear, responsive, and 

well-defined action plans. Further, managers should be 

provided with responsibilities for follow-up (Gilbert, 

Slavney, & Tong, 2003). For the survey program to remain 

credible, employees must see a link between their feedback 

and action planning. As an example, subordinates rated 

supervisors who were viewed as unresponsive to survey 

results more poorly across survey administrations (Born 

& Mathieu, 1996). Employees should be informed of 

the area(s) chosen for intervention and provided with 

information regarding the implementation and status of 

action plans. Engaging employees invites them to affect the 

organization’s future (Burke, Coruzzi, & Church, 1996). 

When employees do not perceive responsive action to the 

results of an organizational survey, it can undermine their 

willingness to participate in the survey process. Employees 

may withdraw from future participation and, further, lose 

trust in management due to the perceived lack of followthrough. Recently, the FAA administrator addressed the 

EAS 2003 results by designing action planning strategies 

(e.g., Early Dispute Resolution Center). The full architecture and impact of these programs are yet unknown. 

Nonetheless, more than 22,700 FAA employees provided 

their input and feedback, both positive and negative. 

Communicating actions and achievements resulting from 

the EAS 2003 is critical to maintain or improve upon 

employee satisfaction and ensure participation in future 

EAS administrations. 

REFERENCES

Albrecht, S., & Travaglione, A. (2003). Trust in publicsector senior management. International Journal of 

Human Resource Management, 14 (1), 76-92.

Born, D.H., & Mathieu, J.E. (1996). Differential effects 

of survey-guided feedback: The rich get richer and 

the poor get poorer. Group & Organization Management, 21 (4), 388-403.

Burke, W.W., Coruzzi, C.A., & Church, A.H. (1996). 

The organizational survey as an intervention for 

change. In A.I. Kraut (Ed.), Organizational surveys: 

Tools for assessment and change (pp. 41-66). San 

Francisco, CA: Jossey-Bass.

Department of Transportation. (2003). Total employment 

by administration. Retrieved June 7, 2004, from 

http://dothr.ost.dot.gov/Workforce_Information/

workforce_information.html.

Federal Human Capital Survey. (2002). Results from 

the Federal human capital survey. Retrieved June 

8, 2004, from http://www.fhcs.opm.gov.

Gilbert, P., Slavney, D., & Tong, D. (2003). 10 best practices for employee surveys. Workforce Management 

On-line Magazine. Retrieved July 12, 2004, from 

http://www.workforce.com.

King, S. J., Cruz, C., Jack, D. G., Thomas, S., & 

Hackworth, C. (In press). 2003 Employee survey 

analysis of employee comments. (DOT/FAA/AM04/in press). Washington, DC: Federal Aviation 

Administration Office of Aerospace Medicine.

Kraut, A.I. (1996). An overview of organizational surveys. 

In A.I. Kraut (Ed.), Organizational surveys: Tools for 

assessment and change (pp. 1-14). San Francisco, 

CA: Jossey-Bass.

Merit Systems Protection Board. The federal workforce for the 21st century: Results of the merit 

principles survey 2000. Retrieved June 15, 2004, 

from http://www.mspb.gov/studies/mps_2000/

mps_2000.htm.

National Academy of Public Administration (2004, 

May). Recommending performance-based federal pay. Retrieved July 14, 2004, from http://

www.napawash.org/Pubs/Broadbanding5-04.pdf.

Rucci, A.J., Kirn, S.P., & Quinn, R.T. (1998). The 

employee-customer-profit chain at Sears. Harvard 

Business Review, 76, 83-97.
12

Schneider, B., Ashworth, S.D., Higgs, A.C., & Carr, L. 

(1996). Design, validity, and use of strategically 

focused employee attitude surveys. Personnel Psychology, 49, 695-705.

Schneider, B., Hanges, P.J., Smith, B., & Salvaggio, A.N. 

(2003). Which comes first: Employee attitudes or 

organizational financial and market performance? 

Journal of Applied Psychology, 88, 836-51.

Shoop, T. (2004, May 17). Accountability lite. GovExec. Retrieved May 20, 2004, from http://

www.govexec.com/dailyfed/0504/051704ol.htm.

Thompson, R., Hilton, T., Twohig, P., Pagnini, C., 

Park, H., King, S.J., Malone, M., Thompson, D., 

& Thompson, J. (2000, March). Results of the 1997 

employee attitude survey. (Memorandum Report). 

Oklahoma City, OK: FAA Civil Aerospace Medical 

Institute Human Resources Research Division.

Watson Wyatt Worldwide (2002). WorkUSA 2002 

weathering the storm: A study of employee attitudes 

and opinions. Washington, DC.
A1

Instructions: Most response options range from low to high in agreement, satisfaction, or extent. Indicate your response

by completely darkening the bubble corresponding to your answer. If you change your response, please make sure your 

final choice is clear. If the response options do not provide a perfect fit for your unique situation, use your best judgment.

Please indicate your level of satisfaction.

Please indicate your level of agreement.

1. Overall, how satisfied are you with your pay?-------------------------------------------------------------

2. Overall, how satisfied are you with your benefits (holiday, leave, insurance)?--------------------

3. Overall, how satisfied are you with your retirement system? ------------------------------------------

4. Overall, how satisfied are you with your physical working conditions?------------------------------

5. Overall, how satisfied are you with the kind of work you do?------------------------------------------

6. Overall, how satisfied are you with your workgroup?----------------------------------------------------

7. Overall, how satisfied are you with your organization as a place to work?-------------------------

8. How satisfied are you with your job overall?---------------------------------------------------------------

9. Overall, how satisfied are you with the services available through your Employee

Assistance Program?--------------------------------------------------------------------------------------------

10. Overall, how satisfied are you with your immediate supervisor? -------------------------------------

11. Overall, how satisfied are you with the recognition you receive for doing a good job?----------

12. Overall, how satisfied are you with the quality of information you receive about FAA general

information, such as plans, policies, programs, and activities? ---------------------------------------

13. Overall, how satisfied are you with how well your immediate supervisors and managers

keep you informed about plans, policies, programs, and activities?---------------------------------

14. It's pretty common to hear "job-well-done" within my organization.-----------------------------------

15. Promotions in my organization are given to those who are well qualified. --------------------------

16. Recognition and rewards are based on merit.--------------------------------------------------------------

17. I am required to get approval for decisions that I think I should be able to make myself. -------

18. Decisions in my organization are made at those levels where the most adequate and

accurate information is available.------------------------------------------------------------------------------

19. I am able to contribute to decision-making that affects my job. ----------------------------------------

20. I have the authority to make decisions required by my day-to-day work problems.---------------

21. In my organization, there are service goals aimed at meeting customer expectations.----------

22. In my organization, managers show commitment to customer support through their actions. -

23. Some employees may be hesitant to speak up for fear of retaliation.--------------------------------

24. It is generally safer to say that you agree with management even when you don't really

agree.-----------------------------------------------------------------------------------------------------------------

25. We are encouraged to express our concerns openly.----------------------------------------------------

26. In my organization, we are encouraged to share information to get the job done. ---------------

27. My organization is good at identifying lessons learned. -------------------------------------------------

28. Conflicts and differences in my organization are brought out and managed rather than

avoided or worked around. -------------------------------------------------------------------------------------

 Strongly agree

 Agree

 Neither disagree nor agree

 Disagree

 Strongly disagree

 Very satisfied

Somewhat satisfied

 Neither dissatisfied nor satisfied

 Somewhat dissatisfied

Very dissatisfied

2003 Employee Attitude Survey

APPENDIX A
A2 

29. do you support FAA goals or principles related to Model Work Environment? [Maintaining a 

productive and hospitable place to work.] -------------------------------------------------------------------------- 

30. has the FAA done a good job creating a productive and hospitable place to work?---------------- 

31. has the FAA done a good job creating an environment where all employees have the 

opportunity to broaden their knowledge of the FAA (e.g., town hall meetings, attending 

briefings)? ------------------------------------------------------------------------------------------------------------- 

32. has the FAA done a good job creating an environment where all employees have the 

opportunity to participate in developmental activities (e.g., details, training, task forces, 

special assignments)? --------------------------------------------------------------------------------------------- 

33. has the FAA done a good job creating an environment where all employees get the chance 

to contribute fully to meeting their organization's mission? ----------------------------------------------- 

34. has the FAA done a good job creating an environment where discrimination is not tolerated?-- 

35. has the FAA done a good job creating an environment where sexual harassment is not 

tolerated?-------------------------------------------------------------------------------------------------------------- 

36. do you believe the FAA uses mediation as an effective method to resolve issues related to 

allegations of discrimination or harassment?----------------------------------------------------------------- 

37. do you support FAA goals or principles related to Affirmative Employment? [Remedying underrepresentation due to past discrimination.] ------------------------------------------------------------------------- 

38. do you support FAA goals or principles related to Equal Employment Opportunity? [Protecting 

employees and applicants against discrimination.]---------------------------------------------------------------- 

39. do you support FAA goals or principles related to Prevention of Sexual Harassment? [Zero

tolerance for sexually motivated, unwelcome acts that interfere with work performance.]-------------------- 

40. do you support FAA goals or principles related to Non-Discrimination? [Zero tolerance for 

discrimination based on political affiliation, race, color, religion, national origin, gender, sexual 

orientation, marital status, age, disability, or parental status.]---------------------------------------------------- 

SEXUAL HARASSMENT consists of "words or actions of a clear or potentially SEXUALLY MOTIVATED NATURE

that: (1) are unwelcome to the recipient, (2) are directly or by implication linked to employment decisions, (3) form the

basis of employment decisions, or (4) create an offensive work environment which intimidates or otherwise interferes

with the performance of employees."

42. According to the description above, have you experienced sexual harassment in your workplace in the past 12

months?

41. In the past 12 months, have you been unfairly denied a career opportunity because of factors not related to job

performance?

NO, I have not been unfairly denied a career opportunity.

YES, I have been unfairly denied a career opportunity based on: [Mark all that apply.]

national origin age sexual orientation who you know ("buddy system")

race marital status religion

color parental status political affiliation

other characteristics not related to

job performance (specify:)

gender disability union affiliation

 To a great extent

 To a considerable extent

 To a moderate extent

 To a limited extent

 Not at all To what extent 

Definitely not Probably not Uncertain Probably yes Definitely yes

2003 Employee Attitude Survey 

63712
A3

HARASSMENT may consist of incidents of verbal, written, graphic, or physical harassment and other misconduct

that create or may create an intimidating, hostile, or offensive work environment based on race, color, religion,

gender, sexual orientation, national origin, age, or disability.

43. According to the description above, have you experienced harassment in your workplace in the past 12

months?

62. Have you had a formal feedback discussion or received a final performance rating during

the past 12 months?

44. Complaints about discrimination and harassment are taken seriously by management

where I work. ------------------------------------------------------------------------------------------------------

45. When allegations or complaints about discrimination or harassment are raised where I

work, management is likely to try mediation to resolve the issue.------------------------------------

46. Sexual harassment is a problem in my workplace. ------------------------------------------------------

47. Jokes about women, people of color, etc. are common in my workplace. -------------------------

48. To be a "part of the crowd" in my workplace, I have to go along with jokes about people of

color, women, etc.------------------------------------------------------------------------------------------------

49. I bring it to the attention of my supervisor when I feel that conversations or actions in the

workplace are offensive, harassing, or discriminating. --------------------------------------------------

50. People in my workplace believe that employees with a disability can perform their required

job functions when given the opportunity. ------------------------------------------------------------------

51. I am aware that the scope of the Accountability Board was expanded beyond sexual

harassment and misconduct to include harassment and misconduct based on race, color,

religion, gender, sexual orientation, national origin, age and disability.-----------------------------

52. I am aware that I may report allegations that fall within the scope of the Accountability

Board to my manager or supervisor, an EEO counselor, the FAA Hotline, or directly to the

Accountability Board. --------------------------------------------------------------------------------------------

53. I am aware that using an office or a personal computer to access sexually explicit materials

in the workplace is misconduct that falls within the scope of the Accountability Board and

may be subject to disciplinary action. -----------------------------------------------------------------------

54. Since the expansion of the Accountability Board in July 2000, I have seen improvements in

how my workplace addresses misconduct that falls within the Accountability Board's

expanded scope. -------------------------------------------------------------------------------------------------

55. My immediate supervisor is fair with subordinates. ------------------------------------------------------

56. My immediate supervisor keeps informed about the way subordinates think and feel about

things. ---------------------------------------------------------------------------------------------------------------

57. My immediate supervisor has the respect of subordinates.--------------------------------------------

58. My immediate supervisor interacts well with subordinates. --------------------------------------------

59. My immediate supervisor tends to play favorites. --------------------------------------------------------

60. My immediate supervisor possesses the knowledge and skills to be effective.-------------------

61. My immediate supervisor is an effective communicator. -----------------------------------------------

Please indicate your level of agreement.

 Strongly agree

 Agree

 Neither disagree nor agree

 Disagree

 Strongly disagree

Definitely not Probably not Uncertain Probably yes Definitely yes

Yes No N/A - employed fewer than 12 months

2003 Employee Attitude Survey 

63712
A4 

63. The FAA is committed to employee concerns. ------------------------------------------------------------

64. Within the past 2 years, I have seen a positive change in the emphasis that the FAA places 

on managing people. -------------------------------------------------------------------------------------------- 

65. The FAA takes into account the impact of organizational changes on employees. -------------- 

66. My organization has a real interest in the welfare and satisfaction of those who work here. -- 

67. I feel safe from external, physical threats while at work. ------------------------------------------------ 

68. Personal initiative counts for a lot in my organization. --------------------------------------------------- 

69. People in my organization get the credit they deserve for the work they do. ---------------------- 

70. Supervisors where I work trust employees. ---------------------------------------------------------------- 

71. I trust FAA management. --------------------------------------------------------------------------------------- 

72. I trust my immediate supervisor. ------------------------------------------------------------------------------ 

73. I trust my coworkers. --------------------------------------------------------------------------------------------- 

74. Corrective actions are taken to deal with nonsupervisory employees who perform poorly. ---- 

75. Corrective actions are taken to deal with supervisors or managers who perform poorly. ------ 

76. Communications with my supervisor about my performance have helped clarify what is 

expected from me in my job. ----------------------------------------------------------------------------------- 

77. My most recent performance rating/feedback discussion was an accurate reflection of my 

performance. ------------------------------------------------------------------------------------------------------- 

78. I am clear about how "good performance" is defined in my organization. -------------------------- 

79. My organization has clearly communicated the connection between my individual 

performance goals and my organization's performance goals. --------------------------------------- 

80. Information collected on my workgroup's performance is used to improve my workgroup's 

performance. ------------------------------------------------------------------------------------------------------- 

81. My supervisor is effective in providing periodic coaching to improve my performance. --------- 

82. My supervisor takes effective action to counsel or discipline employees whose behavior 

might be seen as harassing or discriminating. ------------------------------------------------------------ 

83. I feel free to discuss with my immediate supervisor the problems and difficulties I have in 

my job without jeopardizing my position or having it "held against" me later. ---------------------- 

84. My supervisor facilitates my ability to solve problems myself. ----------------------------------------- 

85. When I talk with my supervisor about an issue, he/she really listens to my concerns. ---------- 

86. My supervisor actively fosters a productive and hospitable work environment. ------------------- 

87. The organizational culture where I work fosters a productive and hospitable work 

environment. ------------------------------------------------------------------------------------------------------- 

88. Managers and supervisors in my organization are held accountable for achieving important 

agency goals. ------------------------------------------------------------------------------------------------------ 

89. Nonsupervisory employees in my organization are held accountable for achieving important 

agency goals. ------------------------------------------------------------------------------------------------------ 

Please indicate your level of agreement.

 Strongly agree

 Agree

 Neither disagree nor agree

 Disagree

 Strongly disagree

2003 Employee Attitude Survey 

63712
A5

90. Policies affecting my work are communicated adequately. -------------------------------------------- 

91. Guidance on procedures for doing my work is communicated adequately. ------------------------

92. Management in my organization ensures that the information I need to do my job is readily 

available. ------------------------------------------------------------------------------------------------------------ 

93. Information about my pay is communicated adequately. ----------------------------------------------- 

94. Information about my benefits is communicated adequately. ----------------------------------------- 

95. Information about employment opportunities is communicated adequately. ----------------------- 

96. Staffing shortages adversely affect my ability to perform my job effectively. ---------------------- 

97. My workgroup has the knowledge and skills to be effective in their jobs. -------------------------- 

98. I have enough time to get my job done. --------------------------------------------------------------------- 

100. When I have work-related conflicts or disagreements, they are primarily with: [Mark no more than TWO.] 

NA - not applicable supervisor contractor 

coworker(s) upper-level management other (specify:) 

team lead subordinate(s) 

99. When I have work-related conflicts or disagreements, the primary reasons are: [Mark no more than TWO.]

NA - not applicable work procedures professional disagreements

personality establishment of priorities knowledge, skills, and abilities

performance standards task assignment other (specify:)

101. do you experience work-related conflicts or disagreements? ------------------------------------------

102. are there things about working in the organization (such as policies, practices, or

conditions) that encourage you to work hard? -------------------------------------------------------------

103. have you had an opportunity to participate in FAA-funded training programs? -------------------

104. have you been able to apply what you have learned from FAA training to your job? ------------

105. have you received the training you need to perform effectively in your job? -----------------------

106. do you receive sufficient information from the FAA to understand how major innovations

and changes might affect you? --------------------------------------------------------------------------------

107. are you proud to work for the FAA? --------------------------------------------------------------------------

108. are you willing to put in additional effort beyond that normally expected to help the FAA

succeed? -----------------------------------------------------------------------------------------------------------

Please indicate your level of agreement.

 Strongly agree

 Agree

 Neither disagree nor agree

 Disagree

 Strongly disagree

 To a great extent

 To a considerable extent

 To a moderate extent

 To a limited extent

 Not at all To what extent 

2003 Employee Attitude Survey 

63712
A6 

118. If you are planning to leave the FAA within the next 5 years, please indicate the ONE most important factor 

that influenced your decision to leave. [Mark only ONE] 

Not planning to leave the FAA Importance of the program I support 

Voluntary retirement Adequate staff to do the job 

Mandatory retirement rules Quality of supervisors 

Health Quality of management 

Pay Harassment/discrimination 

Job benefits Organizational changes 

Job security Satisfaction with the agency 

Career/promotional opportunities Family considerations 

Level of responsibility Geographical location 

Type of work I do Other (specify:) 

N/A - employed after 2000

No

Yes

119. Did you have an opportunity to examine the 2000 Employee Attitude Survey results for the FAA? --

120. Did you have an opportunity to examine the 2000 Employee Attitude Survey results for your

organization? ---------------------------------------------------------------------------------------------------------------

121. Did you have an opportunity to examine the 2000 Employee Attitude Survey results for your

division/facility? ------------------------------------------------------------------------------------------------------------

109. do you feel loyalty to the FAA? --------------------------------------------------------------------------------

110. does the FAA inspire the very best in you? ----------------------------------------------------------------

111. do you care about the fate of the FAA? ---------------------------------------------------------------------

112. do you have the tools needed to do your job efficiently (computers, test equipment,

communication devices, etc.)? --------------------------------------------------------------------------------

113. has the FAA kept you informed about the compensation system changes? -----------------------

 To a great extent

 To a considerable extent

 To a moderate extent

 To a limited extent

 Not at all To what extent 

2003 Employee Attitude Survey 

114. What type of pay system are you under? 116.

Air Traffic Pay Plan 

Executive Pay 

Core Compensation 

General Schedule 

Other 

It is likely that I will leave the FAA in the next: 

Not planning to leave the FAA (skip to item 119.) 

1 year 

2 years 

3 years 

4 years 

5 years 

115. Overall, how satisfied are you with your current 

pay system? 

Very dissatisfied 

Somewhat dissatisfied 

Neither dissatisfied nor satisfied 

Somewhat satisfied 

Very satisfied

 117. If you are planning to leave the FAA within the next 5 

years, are you going to: 

Not planning to leave the FAA 

Retire 

Seek employment in another government 

organization 

Seek employment outside the government 

Other (specify:) 

63712
A7

122. How many years have you worked for the FAA? 126. In which region or center are you physically located?

Less than 1 year

1 through 3 years

4 through 9 years

10 through 15 years

16 through 20 years

More than 20 years

123. How many years have you worked in your

present job (even though your pay or grade

may have changed)?

Less than 1 year

1 through 3 years

4 through 9 years

10 through 15 years

Alaskan (AAL)

Central (ACE)

Eastern (AEA)

Great Lakes (AGL)

New England (ANE)

Northwest Mountain (ANM)

Southern (ASO)

Southwest (ASW)

Western-Pacific (AWP)

William J. Hughes Technical Center (ACT)

Mike Monroney Aeronautical Center (AMC)

Washington Headquarters

International

16 through 20 years 127. How old are you?

More than 20 years 25 or under

26 to 35

124. Please select the category that is most 36 to 45

representative of your job role. 46 to 55

Nonsupervisor 56 to 65

Nonsupervisory team leader 66 or older

First-level supervisor

Second-level supervisor 128. Educational level:

Manager No high school diploma

Executive High school diploma

Some technical or trade school

125. Are you: Some college

Male Bachelors degree

Female Some graduate work

Graduate degree

The following is presented in accordance with the guidance published by the Office of Management and Budget (OMB)

for Federal organizations collecting or presenting data on race and ethnicity for statistical purposes and program

administrative reporting.

129. Please indicate your race and ethnicity. (Mark one or more)

American Indian or Alaska Native. A person having origins in any of the original peoples of North and

South America (including Central America), and who maintains tribal affiliation or community

attachment.

Asian. A person having origins in any of the original peoples of the Far East, Southeast Asia, or the Indian

subcontinent including, for example, Cambodia, China, India, Japan, Korea, Malaysia, Pakistan, the

Philippine Islands, Thailand, and Vietnam.

Black or African American. A person having origins in any of the black racial groups of Africa.

Hispanic, Latino, or of Spanish Origin. A person of Cuban, Mexican, Puerto Rican, South or Central

American, or other Spanish culture or origin, regardless of race.

Native Hawaiian or Other Pacific Islander. A person having origins in any of the original peoples of

Hawaii, Guam, Samoa, or other Pacific Islands.

White. A person having origins in any of the original peoples of Europe, the Middle East, or North Africa.

Demographics

2003 Employee Attitude Survey 

63712
A8 

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2003 Employee Attitude Survey 

63712
A9

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