Wallace 1
Descriptive Statistics Analysis Report for Federal Employees
Jamal R. Wallace
PADM810: Quantitative Methods for Public Administration
February 2, 2025
Wallace 2
Abstract
The federal agencies of the United States government have constantly lost talented
employees who bring extreme value to rival firms currently in the private sector. Government
institutions are behind in working conditions compared to private sector organizations. The 2018
Federal Employee Viewpoint survey provided data on perceptions from government workers and
how they feel about their work environments. The quantitative data that had been collected from
using the surveys had been created using Likert Scales. Data analyzed using the SPSS found that
several federal employees feel that government agencies provide a positive working
environment. Federal agencies have been successful in retaining high-quality staff and talent by
making working conditions better for the better.
This report will investigate how the working conditions are impacted by government
agencies and to what extent success is based on the employees' perceptions. However, agencies
in the federal government will also continue to lose quality employees who are talented due to
the issues related to workplace conditions. In regards to the public sector and in general, there is
no immunization for workplace issues that directly impact employees' well-being. Federal
agencies that support large government institutions and agencies that support smaller initiatives
will face unique human-related challenges, which are different from the challenges compared to
the private sector organizations. Recent labor reports show that private sector businesses provide
typical standards or improve conditions in the workplace while increasing other benefits. These
benefits typically range from implementing flexible work schedules to remunerations. The
Federal Employee Viewpoint Survey from the Office of Personnel Management is published
annually, and findings on the nationwide climate work environment for organizations are
presented. OPM analyzes how workers feel equally about the guidelines, measures, and practices
Wallace 3
the senior management and federal agencies implement. The FEVS examines workplace
conditions during investigations of organizations that are performing well. This characterizes
federal institutions and the information required to succeed with developments and change. The
dataset that the survey provided contains employees' perceptions about critical topics related to
their workplaces, as well as their experiences, leadership, and agencies. According to Ravid et al.
(2017), economic growth improves the material well-being of all workers (p.1).
Literature Review/Theory
Theoretical Framework
Job Embeddedness Theory: The job embeddedness theory explains why employees
decide to stay in the workplace in which they currently work. According to this theory, the
workers who feel more connected to the organization help determine how long they will serve.
Some factors that determine embeddedness include a positive working environment, personal
skills, knowledge of the job roles, and connection to the workplace (Shah et al., 2020).
Employees are more inclined to stay in an organization for several years when there is a
connection to the organization that satisfies the employee with the working conditions.
Herzberg’s Theory or Motivator-hygiene model: According to Herzberg’s model, the
constructs that predict employee turnover or retention rate are categorized as motivators and/or
hygiene (Hassan et al., 2021). A motivator can promote a positive perception of the work
environment, resulting in workers wanting to stay long-term. This theory identified numerous
motivational factors, including advancement, achievement, growth, and recognition. Herzberg's
theory dives into the impact on the relationship between senior management and staff. Hygiene
factors determine retention rates based on the relationship between leaders and senior staff
(Hassan et al., 2021). These factors from the hygiene model include working conditions,
Wallace 4
relationships with supervisors, benefits and salary, other relationships with employees, and
practices and policies in the organization.
Literature Review
Employees have and report different experiences working in the public sector, especially when it
comes to factors that indirectly or directly impact the employees' performance. Feeney and
Stritch (2017) identified family-friendly policies and culture as critical features of the work
environment of a successful organization. Administrative aspects such as leadership, culture, and
policies significantly impact the outcomes of work and the level of success that government
agencies will have with their staff. Surveys that are conducted with federal employees are used to
indicate job satisfaction from a government worker standpoint. Federal employee surveys
indicate that job satisfaction by government workers relates to numerous mechanisms, including
gender equality, leave policies, alternative job planning, childcare support from the employer,
and rules that balance work, family, and life (Feeney & Stritch, 2017). Many people working in
the public sector, mainly women, would describe experiences in a workplace that are healthier
and more supportive when the management is implementing more family-oriented and friendly
guidelines. This is also because of the impact on employees' growth and careers in the event of
public service. Wang & Brower (2013) reported that United States federal agencies find
strategies to retain talented staff and concurrently hire new employees. Researchers investigate
the effects of the person-environment fit theory by measuring which individuals who are federal
workers are compatible with work conditions and to what extent.
This study will use the 2015 Federal Employee Viewpoint Survey test data. That would
affect three key factors that impact the compatibility and satisfaction of the job as a whole. The
three factors were leadership, work and its entirety, and the workgroup itself. Findings indicated
Wallace 5
that the perceived affinity between government workers and their work group, job, and senior
management were significant predictors of job satisfaction (Wang & Brower, 2013). The
perceptions of employee working conditions impact their abilities to be effective in the job,
eventually affecting their productivity.
According to Ciobanu et al. (2019), managerial practices implemented by private
organizations are seemingly not viable solutions to challenges facing federal agencies. The
researchers who were a part of the investigation argued that scholars should pay more attention
to creating definitions for characteristics that deal with public agencies. This will help impact
performances instead of creating a focus on the connection between prosperous performances
from private organizations and human resource management. The article suggested that federal
agencies could emulate successful organizations by developing comprehensive HR policies and
practices (Ciobanu et al., 2019). These strategies will seek to make and promote a positive work
environment while also creating conditions that will support the employees' career growth,
innovation, proactive attitudes, communication, and equality. Liu et al. (2022) stated that "In the
past, different researchers have conducted studies on incentives and how they are linked to
employee motivation, influencing emerging economies (p.1).
Methods
The quantitative research study design analyzes and obtains data on federal employees'
work environment conditions and perceptions. The 2018 Federal Employee Viewpoint Survey
analysis is based on a dataset with observations of 518903 that are considered valid. The
population of these valid observation samples consisted of 293,014, 56.6% men, and 225,889,
43.5% women. The analysis was conducted using the SPSS software from IBM, which helped
discover the findings discussed in the results section. However, because this study did involve
Wallace 6
human participants, there had to be ethical considerations such as anonymity and confidentiality.
These would be addressed to ensure the quantitative approach can keep the ethical guideline
research standards. This will also ensure that the data analysis can focus on the ten questions
between Q1 and Q71. It will show how the variables that were selected have an impact on
organizational success and perceptions of federal employees.
Results
The frequency titles and tables show the eight demographic variables selected from the dataset
below.
Table 1
Agency
Frequency Percent Valid Percent
Cumulative
Percent
Valid United States Department
of the Air Force
33351 5.6 5.6 5.6
Department of Agriculture 43352 7.2 7.2 12.8
U.S. Agency for
International Development
1837 .3 .3 13.1
United States Department
of the Army
70005 11.7 11.7 24.8
Pension Benefit Guaranty
Corporation
526 .1 .1 24.9
Office of Management and
Budget
338 .1 .1 25.0
Wallace 7
Department of Commerce 20725 3.5 3.5 28.5
Commodity Futures
Trading Commission
476 .1 .1 28.5
National Credit Union
Administration
633 .1 .1 28.6
OSD, Joint Staff, Defense
Agencies, and Field
Activities
30877 5.2 5.2 33.8
Department of Justice 30978 5.2 5.2 39.0
Department of Labor 8075 1.4 1.4 40.3
Department of Energy 8624 1.4 1.4 41.8
Federal Energy Regulatory
Commission
1115 .2 .2 42.0
Department of Education 2592 .4 .4 42.4
Equal Employment
Opportunity Commission
1379 .2 .2 42.6
Environmental Protection
Agency
7972 1.3 1.3 44.0
Federal Communications
Commission
594 .1 .1 44.1
Wallace 8
Court Services and
Offender Supervision
Agency
470 .1 .1 44.1
Federal Trade Commission 638 .1 .1 44.2
General Services
Administration
7157 1.2 1.2 45.4
Department of Health and
Human Services
43029 7.2 7.2 52.6
Federal Housing Finance
Agency
412 .1 .1 52.7
Department of Homeland
Security
73899 12.4 12.4 65.1
Department of Housing
and Urban Development
4628 .8 .8 65.8
Broadcasting Board of
Governors
829 .1 .1 66.0
Department of the Interior 28290 4.7 4.7 70.7
Corporation for National
and Community Service
326 .1 .1 70.8
National Science
Foundation
940 .2 .2 70.9
National Labor Relations
Board
859 .1 .1 71.1
Wallace 9
National Aeronautics and
Space Administration
11568 1.9 1.9 73.0
National Archives and
Records Administration
1743 .3 .3 73.3
Nuclear Regulatory
Commission
2308 .4 .4 73.7
United States Department
of the Navy
47882 8.0 8.0 81.7
Office of Personnel
Management
3069 .5 .5 82.2
Railroad Retirement Board 413 .1 .1 82.3
Small Business
Administration
1543 .3 .3 82.5
Securities and Exchange
Commission
3394 .6 .6 83.1
Consumer Product Safety
Commission
355 .1 .1 83.1
National Gallery of Art 520 .1 .1 83.2
Department of State 7228 1.2 1.2 84.4
Social Security
Administration
26318 4.4 4.4 88.8
Wallace 10
Department of
Transportation
21552 3.6 3.6 92.4
Department of the
Treasury
42027 7.0 7.0 99.5
All Other Agencies 3157 .5 .5 100.0
Total 598003 100.0 100.0
First Level Below Agency
Frequency Percent Valid Percent
Cumulative
Percent
Valid AET - AIR EDUCATION
& TRAINING
COMMAND
3183 .5 .5 .5
AFR - HQ AIR FORCE
RESERVE COMMAND
2395 .4 .4 .9
PAF - PACIFIC AIR
FORCES
800 .1 .1 1.1
SOC - AIR FORCE
SPECIAL OPERATIONS
COMMAND
512 .1 .1 1.2
Wallace 11
IMS - AF
INSTALLATION AND
MISSION SUPPORT
688 .1 .1 1.3
ACC - AIR COMBAT
COMMAND
2900 .5 .5 1.8
AMC - AIR MOBILITY
COMMAND
1959 .3 .3 2.1
MTC - AIR FORCE
MATERIEL COMMAND
12656 2.1 2.1 4.2
SPC - HQ AIR FORCE
SPACE COMMAND
1730 .3 .3 4.5
SAJ - AFELM US
STRATEGIC COMMAND
489 .1 .1 4.6
GBS - GLOBAL STRIKE
COMMAND
1098 .2 .2 4.8
AHQ - HQ USAF AND
SUPPORT ELEMENTS
624 .1 .1 4.9
CCT - AIR FORCE
CIVILIAN CAREER
TRAINING
829 .1 .1 5.0
United States Department
of the Air Force, All Other
3488 .6 .6 5.6
Food Safety 4226 .7 .7 6.3
Wallace 12
Natural Resources and
Environment
9857 1.6 1.6 7.9
Food, Nutrition, and
Consumer Services
943 .2 .2 8.1
Rural Development 2602 .4 .4 8.5
Research, Education, and
Economics
4367 .7 .7 9.3
Marketing & Regulatory
Programs
4357 .7 .7 10.0
Departmental
Administration - ASA
779 .1 .1 10.1
HQ Office 1375 .2 .2 10.3
Farm Production and
Conservation
14557 2.4 2.4 12.8
Department of Agriculture,
All Other
289 .0 .0 12.8
Washington 1098 .2 .2 13.0
Overseas 732 .1 .1 13.1
U.S. Agency for
International Development,
All Other
7 .0 .0 13.1
Army Cyber Command 1408 .2 .2 13.4
Wallace 13
US Army Acquisition
Support Center
1401 .2 .2 13.6
Military Entrance
Processing Command
479 .1 .1 13.7
Army Test & Evaluation
Command
1396 .2 .2 13.9
Army Installation
Management Command
5827 1.0 1.0 14.9
United States Army Corps
of Engineers
18696 3.1 3.1 18.0
Army Europe and Seventh
Army
403 .1 .1 18.1
Army Forces Command 923 .2 .2 18.2
Headquarters, Department
of the Army
2735 .5 .5 18.7
Army Reserve Command 1932 .3 .3 19.0
Joint Activities 569 .1 .1 19.1
Army Civilian Human
Resources Agency
1123 .2 .2 19.3
Army Medical Command 8704 1.5 1.5 20.8
Army Pacific 523 .1 .1 20.8
Wallace 14
Army Human Resources
Command
723 .1 .1 21.0
Army Special Operations
Command
604 .1 .1 21.1
Army Training and
Doctrine Command
4354 .7 .7 21.8
Army Materiel Command 15614 2.6 2.6 24.4
United States Department
of the Army, All Other
2591 .4 .4 24.8
Pension Benefit Guaranty
Corporation, All Other
526 .1 .1 24.9
Office of Management and
Budget, All Other
338 .1 .1 25.0
Census Bureau 3602 .6 .6 25.6
International Trade
Administration
696 .1 .1 25.7
National Institute of
Standards and Technology
1186 .2 .2 25.9
National Oceanic and
Atmospheric
Administration
5448 .9 .9 26.8
U.S. Patent & Trademark
Office
8483 1.4 1.4 28.2
Wallace 15
Department of Commerce,
All Other
1310 .2 .2 28.5
Commodity Futures
Trading Commission, All
Other
476 .1 .1 28.5
National Credit Union
Administration, All Other
633 .1 .1 28.6
Washington Headquarters
Services
1621 .3 .3 28.9
Defense Information
Systems Agency
1857 .3 .3 29.2
Defense Logistics Agency 4970 .8 .8 30.0
Defense Contract Audit
Agency
3185 .5 .5 30.6
Defense Security Service 553 .1 .1 30.7
Department of Defense
Education Activity
644 .1 .1 30.8
Office of the Inspector
General
1027 .2 .2 31.0
Missile Defense Agency 1203 .2 .2 31.2
Defense Commissary
Agency
2358 .4 .4 31.5
Wallace 16
Defense Finance and
Accounting Service
4905 .8 .8 32.4
Defense Human Resources
Activity
617 .1 .1 32.5
Defense Health Agency 1777 .3 .3 32.8
Defense Threat Reduction
Agency
579 .1 .1 32.9
Defense Contract
Management Agency
4410 .7 .7 33.6
OSD, Joint Staff, Defense
Agencies, and Field
Activities, All Other
1171 .2 .2 33.8
Bureau of Alcohol,
Tobacco, First, and
Explosives
1630 .3 .3 34.1
Bureau of Prisons 8804 1.5 1.5 35.5
Criminal Division 394 .1 .1 35.6
Civil Division 540 .1 .1 35.7
Drug Enforcement
Administration
2646 .4 .4 36.1
Environment and Natural
Resources Division
350 .1 .1 36.2
Wallace 17
Federal Bureau of
Investigation
4918 .8 .8 37.0
Office of the Inspector
General
369 .1 .1 37.1
Executive Office for
Immigration Review
558 .1 .1 37.2
Office of Justice Programs 475 .1 .1 37.3
U.S. Marshals Service 2883 .5 .5 37.7
Office of the U.S. Attorneys 5134 .9 .9 38.6
U.S. Trustee Program 503 .1 .1 38.7
Department of Justice, All
Other
1774 .3 .3 39.0
Employment and Training
Administration
551 .1 .1 39.1
Bureau of Labor Statistics 1585 .3 .3 39.3
Mine Safety and Health
Administration
871 .1 .1 39.5
Employee Benefits Security
Administration
463 .1 .1 39.6
Occupational Safety and
Health Administration
1161 .2 .2 39.8
Wallace 18
Office of Workers'
Compensation Programs
609 .1 .1 39.9
Wage & Hour Division 885 .1 .1 40.0
Office of the Solicitor 341 .1 .1 40.1
Department of Labor, All
Other
1609 .3 .3 40.3
Under Secretary For
Nuclear Security
1721 .3 .3 40.6
Power Marketing
Administrations
2884 .5 .5 41.1
Office Of The Secretary
And Departmental Offices
1178 .2 .2 41.3
Office Of The Under
Secretary Of Energy
1511 .3 .3 41.5
Office Of The Under
Secretary For Science
1329 .2 .2 41.8
Department of Energy, All
Other
1 .0 .0 41.8
Federal Energy Regulatory
Commission, All Other
1115 .2 .2 42.0
OFFICE FOR CIVIL
RIGHTS
354 .1 .1 42.0
Wallace 19
FEDERAL STUDENT AID892 .1 .1 42.2
Department of Education,
All Other
1346 .2 .2 42.4
HEADQUARTERS 441 .1 .1 42.5
FIELD 938 .2 .2 42.6
Office of Air and Radiation 527 .1 .1 42.7
Office of Chemical, Safety,
and Pollution Prevention
490 .1 .1 42.8
Office of Research and
Development
869 .1 .1 42.9
Office of Water 341 .1 .1 43.0
Region 2 443 .1 .1 43.1
Region 3 483 .1 .1 43.1
Region 4 401 .1 .1 43.2
Region 5 629 .1 .1 43.3
Region 8 325 .1 .1 43.4
Region 9 445 .1 .1 43.5
Region 10 335 .1 .1 43.5
Environmental Protection
Agency, All Other
2684 .4 .4 44.0
Federal Communications
Commission, All Other
594 .1 .1 44.1
Wallace 20
Court Services and
Offender Supervision
Agency, All Other
470 .1 .1 44.1
Federal Trade
Commission, All Other
638 .1 .1 44.2
Public Buildings Service
(PBS)
3369 .6 .6 44.8
Federal Acquisition Service
(FAS)
2111 .4 .4 45.2
General Services
Administration, All Other
1677 .3 .3 45.4
ADMINISTRATION FOR
CHILDREN AND
FAMILIES
735 .1 .1 45.6
CENTERS FOR DISEASE
CONTROL &
PREVENTION
7082 1.2 1.2 46.7
CENTERS FOR
MEDICARE AND
MEDICAID SERVICES
3720 .6 .6 47.4
FOOD AND DRUG
ADMINISTRATION
10063 1.7 1.7 49.0
Wallace 21
HEALTH RESOURCES
AND SERVICES
ADMINISTRATION
1709 .3 .3 49.3
INDIAN HEALTH
SERVICE
5001 .8 .8 50.2
NATIONAL INSTITUTES
OF HEALTH (NIH)
10805 1.8 1.8 52.0
OFFICE OF THE
SECRETARY
2073 .3 .3 52.3
OFFICE OF INSPECTOR
GENERAL
1194 .2 .2 52.5
Department of Health and
Human Services, All Other
647 .1 .1 52.6
Federal Housing Finance
Agency, All Other
412 .1 .1 52.7
Citizenship and
Immigration Services (CIS)
10607 1.8 1.8 54.5
U.S. Customs and Border
Protection (CBP)
18626 3.1 3.1 57.6
United States Coast Guard
(USCG)
3191 .5 .5 58.1
Wallace 22
Federal Emergency
Management Agency
(FEMA)
2395 .4 .4 58.5
Federal Law Enforcement
Training Center (FLETC)
674 .1 .1 58.6
Immigration and Customs
Enforcement (ICE)
8686 1.5 1.5 60.1
Under Secretary for
Management (MGMT)
1058 .2 .2 60.3
Ofc of the Under Sec for
Natl Protection &
Programs Dir (NPPD)
1843 .3 .3 60.6
U.S. Secret Service (USSS) 2372 .4 .4 61.0
Transportation Security
Administration (TSA)
22888 3.8 3.8 64.8
Department of Homeland
Security, All Other
1559 .3 .3 65.1
Office of General Counsel 357 .1 .1 65.1
Assistant Secretary for
Housing - FHA
1373 .2 .2 65.3
Assistant Secretary for
Public & Indian Housing
828 .1 .1 65.5
Wallace 23
Department of Housing
and Urban Development,
All Other
2070 .3 .3 65.8
VOICE OF AMERICA 596 .1 .1 65.9
Broadcasting Board of
Governors, All Other
233 .0 .0 66.0
Bureau of Land
Management
4350 .7 .7 66.7
Bureau of Reclamation 3195 .5 .5 67.2
Bureau of Indian Affairs 1942 .3 .3 67.6
United States Geological
Survey
3661 .6 .6 68.2
National Park Service 6805 1.1 1.1 69.3
Fish and Wildlife Service 4766 .8 .8 70.1
Office of the Secretary of
the Interior
1820 .3 .3 70.4
Bureau of Safety and
Environmental
Enforcement
730 .1 .1 70.5
Bureau of Ocean Energy
Management
373 .1 .1 70.6
Wallace 24
Department of the Interior,
All Other
648 .1 .1 70.7
Corporation for National
and Community Service,
All Other
326 .1 .1 70.8
National Science
Foundation, All Other
940 .2 .2 70.9
Office of the General
Counsel Staff
707 .1 .1 71.0
National Labor Relations
Board, All Other
152 .0 .0 71.1
Headquarters NASA 892 .1 .1 71.2
Ames Research Center 718 .1 .1 71.3
John Glenn Research
Center at Lewis Field
1039 .2 .2 71.5
Langley Research Center 990 .2 .2 71.7
Armstrong Flight Research
Center
394 .1 .1 71.7
Goddard Space Flight
Center
1983 .3 .3 72.1
George C. Marshall Space
Flight Center
1702 .3 .3 72.3
Wallace 25
Lyndon B. Johnson Space
Center
2084 .3 .3 72.7
John F. Kennedy Space
Center
1520 .3 .3 73.0
National Aeronautics and
Space Administration, All
Other
246 .0 .0 73.0
AGENCY SERVICES 688 .1 .1 73.1
RESEARCH SERVICES 392 .1 .1 73.2
National Archives and
Records Administration,
All Other
663 .1 .1 73.3
Office of Nuclear Reactor
Regulation
370 .1 .1 73.3
Nuclear Regulatory
Commission, All Other
1938 .3 .3 73.7
DON, ASSISTANT FOR
ADMINISTRATION
1114 .2 .2 73.9
OFFICE OF NAVAL
RESEARCH
811 .1 .1 74.0
BUREAU OF MEDICINE
AND SURGERY
1832 .3 .3 74.3
Wallace 26
NAVAL AIR SYSTEMS
COMMAND
7122 1.2 1.2 75.5
CHIEF OF BUREAU OF
NAVAL PERSONNEL
962 .2 .2 75.6
NAVAL SUPPLY
SYSTEMS COMMAND
1222 .2 .2 75.9
NAVAL SEA SYSTEMS
COMMAND
8462 1.4 1.4 77.3
NAVAL FACILITIES
ENGINEERING
COMMAND
4647 .8 .8 78.0
United States Marine
Corps
5270 .9 .9 78.9
SPACE AND NAVAL
WARFARE SYSTEMS
COMMAND
3427 .6 .6 79.5
COMMANDER, NAVY
INSTALLATIONS
2191 .4 .4 79.9
U.S. FLEET FORCES
COMMAND
3791 .6 .6 80.5
U.S. PACIFIC FLEET
COMMAND
4189 .7 .7 81.2
Wallace 27
NAVAL EDUCATION
AND TRAINING
COMMAND
1070 .2 .2 81.4
United States Department
of the Navy, All Other
1772 .3 .3 81.7
Retirement Services 379 .1 .1 81.7
National Background
Investigations Bureau
1652 .3 .3 82.0
Office of Personnel
Management, All Other
1038 .2 .2 82.2
Railroad Retirement
Board, All Other
413 .1 .1 82.3
Small Business
Administration, All Other
1543 .3 .3 82.5
National Examination
Program
771 .1 .1 82.6
National Enforcement
Program
986 .2 .2 82.8
Securities and Exchange
Commission, All Other
1637 .3 .3 83.1
Consumer Product Safety
Commission, All Other
355 .1 .1 83.1
Wallace 28
National Gallery of Art, All
Other
520 .1 .1 83.2
Bureau of Consular Affairs
(CA)
1015 .2 .2 83.4
Bureau of Diplomatic
Security (DS)
671 .1 .1 83.5
Bureau of East Asian and
Pacific Affairs (EAP)
385 .1 .1 83.6
Bureau of European and
Eurasian Affairs (EUR)
576 .1 .1 83.7
Bureau of Western
Hemisphere Affairs (WHA)
488 .1 .1 83.8
Department of State, All
Other
4093 .7 .7 84.4
Deputy Commissioner for
Budget, Finance, &
Management
513 .1 .1 84.5
Deputy Commissioner for
Operations
17264 2.9 2.9 87.4
Deputy Commissioner for
Systems
2052 .3 .3 87.8
Office of the General
Counsel
435 .1 .1 87.8
Wallace 29
Deputy Commissioner for
Hearing Operations
3679 .6 .6 88.4
Deputy Commissioner for
Retirement & Disability
Policy
393 .1 .1 88.5
Deputy Commissioner for
Analytics, Review, and
Oversight
1209 .2 .2 88.7
Social Security
Administration, All Other
773 .1 .1 88.8
Office of the Secretary of
Transportation (OST)
698 .1 .1 89.0
Federal Aviation
Administration (FAA)
16056 2.7 2.7 91.6
Federal Highway
Administration (FHWA)
1645 .3 .3 91.9
Federal Railroad
Administration (FRA)
577 .1 .1 92.0
Federal Motor Carrier
Safety Administration
(FMCSA)
853 .1 .1 92.2
Department of
Transportation, All Other
1723 .3 .3 92.4
Wallace 30
Departmental Offices (DO) 953 .2 .2 92.6
Internal Revenue Service
(IRS)
31031 5.2 5.2 97.8
United States Mint (MINT) 947 .2 .2 98.0
Bureau of Engraving and
Printing (BEP)
906 .2 .2 98.1
Office of the Comptroller
of the Currency (OCC)
2943 .5 .5 98.6
IRS Chief Counsel
(IRSCC)
1301 .2 .2 98.8
Bureau of the Fiscal
Service (FS)
2752 .5 .5 99.3
Inspector General for Tax
Administration (TIGTA)
506 .1 .1 99.4
Department of the
Treasury, All Other
688 .1 .1 99.5
All Other Agencies, All
Other
3157 .5 .5 100.0
Total 598003 100.0 100.0
Are you:
Frequency Percent Valid Percent
Cumulative
Percent
Wallace 31
Valid Male 293014 49.0 56.5 56.5
Female 225889 37.8 43.5 100.0
Total 518903 86.8 100.0
Missing 99 79100 13.2
Total 598003 100.0
What is the highest degree or level of education you have completed?
Frequency Percent Valid Percent
Cumulative
Percent
Valid Less than a Bachelor's
Degree
149163 24.9 28.7 28.7
Bachelor's Degree 182979 30.6 35.1 63.8
Beyond a Bachelor's
Degree
188481 31.5 36.2 100.0
Total 520623 87.1 100.0
Missing 99 77380 12.9
Total 598003 100.0
How long have you been with the Federal Government (excluding military service)?
Frequency Percent Valid Percent
Cumulative
Percent
Valid Ten years or fewer 221712 37.1 42.2 42.2
Wallace 32
Between 10 and 20 years 162634 27.2 31.0 73.2
More than 20 years 140581 23.5 26.8 100.0
Total 524927 87.8 100.0
Missing 99 73076 12.2
Total 598003 100.0
What is your supervisory status?
Frequency Percent Valid Percent
Cumulative
Percent
Valid Non-Supervisor/Team
Leader
432781 72.4 81.0 81.0
Supervisor/Manager/
Senior Leader
101260 16.9 19.0 100.0
Total 534041 89.3 100.0
Missing 99 63962 10.7
Total 598003 100.0
Minority status (coded from DRNO and DHISP)
Frequency Percent Valid Percent
Cumulative
Percent
Valid Minority 168099 28.1 32.9 32.9
Non-Minority342587 57.3 67.1 100.0
Wallace 33
Total 510686 85.4 100.0
Missing 99 87317 14.6
Total 598003 100.0
Are you considering leaving your organization within the next year, and if so, why?
Frequency Percent Valid Percent
Cumulative
Percent
Valid No 382646 64.0 67.4 67.4
Yes, to take another
Federal job
100354 16.8 17.7 85.1
Yes, to take a job outside
the Federal Gov
22298 3.7 3.9 89.0
Other reason 62540 10.5 11.0 100.0
Total 567838 95.0 100.0
Missing 99 30165 5.0
Total 598003 100.0
(Q1)
Question 1 frequency analysis: Employees have the opportunity to improve their skills in
the
organization.
Table 1:
1. I am allowed to improve my skills in my organization.
Wallace 34
Frequency Percent Valid Percent
Cumulative
Percent
Valid Strongly Disagree 31944 5.3 5.4 5.4
Disagree 72680 12.2 12.2 17.6
Neither Agree nor Disagree89450 15.0 15.1 32.7
Agree 255535 42.7 43.1 75.8
Strongly Agree 143843 24.1 24.2 100.0
Total 593452 99.2 100.0
Missing 99 4551 .8
Total 598003 100.0
Table 2:
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
1. I am allowed to improve
my skills in my
organization.
593452 1 5 3.69 1.126
Valid N (listwise) 593452
(Q2)
Question 2 frequency analysis: Employees have enough information to do their job well
Table 1:
2. I have enough information to do my job well.
Wallace 35
Frequency Percent Valid Percent
Cumulative
Percent
Valid Strongly Disagree 19991 3.3 3.4 3.4
Disagree 63323 10.6 10.6 14.0
Neither Agree nor Disagree83470 14.0 14.0 28.0
Agree 301786 50.5 50.8 78.8
Strongly Agree 126048 21.1 21.2 100.0
Total 594618 99.4 100.0
Missing 99 3385 .6
Total 598003 100.0
Table 2:
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
2. I have enough
information to do my job
well.
594618 1 5 3.76 1.011
Valid N (listwise) 594618
Q3
Question 3: I am encouraged to develop new and better ways of doing things.
Table 1:
3. I feel encouraged to develop new and better ways of doing things.
Wallace 36
Frequency Percent Valid Percent
Cumulative
Percent
Valid Strongly Disagree 42502 7.1 7.2 7.2
Disagree 80623 13.5 13.6 20.8
Neither Agree nor Disagree101389 17.0 17.1 37.9
Agree 219801 36.8 37.1 75.0
Strongly Agree 147986 24.7 25.0 100.0
Total 592301 99.0 100.0
Missing 99 5702 1.0
Total 598003 100.0
Table 2:
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
3. I feel encouraged to
develop new and better
ways of doing things.
592301 1 5 3.59 1.202
Valid N (listwise) 592301
Q4
Question 4: My work gives me a feeling of personal accomplishment.
Table 1:
4. My work gives me a feeling of personal accomplishment.
Wallace 37
Frequency Percent Valid Percent
Cumulative
Percent
Valid Strongly Disagree 27686 4.6 4.7 4.7
Disagree 48288 8.1 8.1 12.8
Neither Agree nor Disagree83780 14.0 14.1 26.8
Agree 250532 41.9 42.1 68.9
Strongly Agree 185075 30.9 31.1 100.0
Total 595361 99.6 100.0
Missing 99 2642 .4
Total 598003 100.0
Table 2:
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
4. My work gives me a
feeling of personal
accomplishment.
595361 1 5 3.87 1.085
Valid N (listwise) 595361
Q7
Question 7: When needed, I am willing to put in the extra effort to get a job done
Table 1:
7. When needed, I am willing to put in the extra effort to get a job done.
Wallace 38
Frequency Percent Valid Percent
Cumulative
Percent
Valid Strongly Disagree 4095 .7 .7 .7
Disagree 4134 .7 .7 1.4
Neither Agree nor Disagree15333 2.6 2.6 4.0
Agree 188042 31.4 31.6 35.5
Strongly Agree 384185 64.2 64.5 100.0
Total 595789 99.6 100.0
Missing 99 2214 .4
Total 598003 100.0
Table 2:
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
7. When needed, I am
willing to put in the extra
effort to get a job done.
595789 1 5 4.58 .647
Valid N (listwise) 595789
Q8
Question 8: I am constantly looking for better ways to do my job.
Table 1:
8. I am constantly looking for ways to do my job better.
Wallace 39
Frequency Percent Valid Percent
Cumulative
Percent
Valid Strongly Disagree 3610 .6 .6 .6
Disagree 6203 1.0 1.0 1.6
Neither Agree nor Disagree42654 7.1 7.2 8.8
Agree 243630 40.7 40.9 49.7
Strongly Agree 300082 50.2 50.3 100.0
Total 596179 99.7 100.0
Missing 99 1824 .3
Total 598003 100.0
Table 2:
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
8. I am constantly looking
for ways to do my job
better.
596179 1 5 4.39 .719
Valid N (listwise) 596179
Q10
Question 10: My workload is reasonable.
Table 1:
10. My workload is reasonable.
Wallace 40
Frequency Percent Valid Percent
Cumulative
Percent
Valid Strongly Disagree 57476 9.6 9.7 9.7
Disagree 95237 15.9 16.1 25.8
Neither Agree nor Disagree93928 15.7 15.8 41.6
Agree 267949 44.8 45.2 86.8
Strongly Agree 78370 13.1 13.2 100.0
Total 592960 99.2 100.0
Missing 99 5043 .8
Total 598003 100.0
Table 2:
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
10. My workload is
reasonable.
592960 1 5 3.36 1.182
Valid N (listwise) 592960
Q11
Question 11: My talents are used well in the workplace
Table 1:
11. My talents are used well in the workplace.
Frequency Percent Valid Percent
Cumulative
Percent
Wallace 41
Valid Strongly Disagree 52665 8.8 9.0 9.0
Disagree 78803 13.2 13.4 22.4
Neither Agree nor Disagree95965 16.0 16.3 38.7
Agree 248772 41.6 42.3 81.0
Strongly Agree 111838 18.7 19.0 100.0
Total 588043 98.3 100.0
Missing 99 9960 1.7
Total 598003 100.0
Table 2:
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
11. My talents are used well
in the workplace.
588043 1 5 3.49 1.198
Valid N (listwise) 588043
Q12
Question 12: I know how my work relates to the agency’s goals
Table 1
12. I know how my work relates to the agency's goals.
Frequency Percent Valid Percent
Cumulative
Percent
Wallace 42
Valid Strongly Disagree 13287 2.2 2.2 2.2
Disagree 20745 3.5 3.5 5.7
Neither Agree nor Disagree51655 8.6 8.7 14.4
Agree 301458 50.4 50.8 65.3
Strongly Agree 206070 34.5 34.7 100.0
Total 593215 99.2 100.0
Missing 99 4788 .8
Total 598003 100.0
Table 2:
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
12. I know how my work
relates to the agency's
goals.
593215 1 5 4.12 .872
Valid N (listwise) 593215
Q14
Question 14: Physical conditions (for example, noise level, temperature, lighting, and
cleanliness in the workplace) allow employees to perform their jobs well.
Table 1:
14. Physical conditions (for example, noise level, temperature, lighting, and cleanliness in
the workplace) allow employees to perform their jobs well.
Wallace 43
Frequency Percent Valid Percent
Cumulative
Percent
Valid Strongly Disagree 41701 7.0 7.0 7.0
Disagree 66706 11.2 11.2 18.3
Neither Agree nor Disagree81077 13.6 13.7 31.9
Agree 252910 42.3 42.6 74.5
Strongly Agree 151090 25.3 25.5 100.0
Total 593484 99.2 100.0
Missing 99 4519 .8
Total 598003 100.0
Table 2:
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation
14. Physical conditions (for
example, noise level,
temperature, lighting, and
cleanliness in the
workplace) allow
employees to perform their
jobs well.
593484 1 5 3.68 1.171
Valid N (listwise) 593484
Wallace 44
Discussions
According to the Federal Employee Survey, the working conditions that characterize the
success of government institutions will directly affect the staff's productivity. Federal employee
perceptions show crucial factors that can impact performance significantly. The results analyzed
from the ten variables in the private sector provide suggestions to federal agencies to emulate
success as an organization. This can happen in the private and public sectors to create a positive
and healthy work environment. For example, Q1 frequency analysis showed that 42.7% of
government employees were interviewed for the survey. This percentage agreed that the working
conditions provided them with opportunities to improve their skill set. The 24.1% of participants
strongly agreed when asked the same question during the interview. Based on the results from
Q2, about 50.5% of the participants agreed that enough information was given to perform their
job duties well. However, 21.1% strongly agreed with the same question during their interviews.
These findings are consistent with studies indicating that a work environment that
provides access to enough information, resources, and support to help employees execute their
duties fosters empowerment and job satisfaction (de Almeida & Orgambidez, 2019). The
characteristics of the workplace environment for federal agencies revolve around the methods for
best leadership practices. Also, some findings revealed what perceptions affect job satisfaction
within the work environment. Based on Q3, some workers will enjoy the job more and decide to
remain with the government if there is consistent encouragement from managers. This level of
encouragement consists of ways to improve their skills. Around 36.8% agree that management
encouraged them, but 24.7% strongly agreed with the same question. The Q4 results revealed
that about 41.9% of the participants who responded to the survey felt like the federal government
provided them with a feeling of personal achievement, while 30.9% strongly agreed. However,
Wallace 45
4.6% strongly disagreed with the same question from the survey. Q7 results showed that most
employees who worked for government agencies strongly agreed that they would put in more
effort to complete a job if the need presented itself. About 64.2% and 31.4% of the individuals
agreed, but only 0.7% disagreed with Q7 when asked.
The employees who worked for the federal government sought opportunities to perfect
their jobs and grow their skills, which could impact their job satisfaction and increase their
motivation. Q8 results showed that 50.2% of employees strongly agreed they seek consistent
ways to improve their jobs, while 40.7% only just agreed that they take this approach. Regarding
analyzing Q10 results, it was revealed that there are many individuals; about 44.8% agreed to
find their workload reasonable. However, 41.6% agreed, and 18.7% strongly agreed that their
workplace skills and talents were being unutilized. The survey did show that 16% did not agree
or disagree after being asked the same question. The results from Q12 showed that 50.4% of
federal employees agreed, while 34.5% strongly agreed with the question about their work
relating to the federal agencies' goals. 42.3% of participants agreed, yet 25.3% strongly agreed
regarding the physical conditions of the work environment, such as temperature, cleanliness,
lighting, and noise, impacting their job performance.
Conclusion
Federal government agencies' missions to implement and copy characterizing aspects
from private sector organizations will have future impacts on the successful performance of
federal employees. The Federal Employee Viewpoint Survey gave various perceptions of
working conditions within government organizations. The results of the analysis reveal that
numerous employees who work for the federal government have confidence in a positive and
healthy workplace within the public sector. Various factors crucial to employee satisfaction and
Wallace 46
impact employee performance are based on several variables. These variables are access to
information, resources, opportunities, availability, work conditions, and support for employees to
conduct their job duties efficiently and effectively.
Wallace 47
References
Berman, E. M., & West, J. P. (2011). Public Values in Special Districts: A Survey of Managerial
Commitment.HWiley Online Library,H72(1), 43-54. https://doi.org/10.1111/j.1540-
6210.2011.02477.x
Ciobanu, A., Androniceanu, A., & Lazaroiu, G. (2019). An integrated psycho-sociological
Perspective on public employees' motivation and performance. Frontiers in Psychology,
10(36), 1–7. https://doi.org/10.3389/fpsyg.2019.00036
de Almeida, H., & Orgambídez, A. (2019). Workplace empowerment and job satisfaction in
Portuguese nurses. The Health Care Manager, 38(3), 220–227.
https://doi.org/10.1097/hcm.0000000000000265
Feeney, M. K., & Stritch, J. M. (2017). Family-friendly policies, gender, and Work-Life Balance
In the public sector. Review of Public Personnel Administration, 39(3), 422–448.
https://doi.org/10.1177/0734371x17733789
Hassan, M. M., Jambulingam, M., Narayan, E. A. L., Islam, S. N., & Zaman, A. U. (2021).
Retention approaches of millennial in the private sector: Mediating role of job
embeddedness. Global Business Review, 097215092093228.
https://doi.org/10.1177/0972150920932288
International City/County Management Association. (2014). Economic development 2014 survey
results - ICMA. ICMA.org. https://icma.org/sites/default/files/306723_Economic
Development 2014 Survey Results for website.pdf
Liu, W., & Liu, Y. (2022). The Impact of Incentives on Job Performance, Business Cycle, and
Population Health in Emerging Economies.HFrontiers in public health,H9, 778101.
https://doi.org/10.3389/fpubh.2021.778101
Wallace 48
Ravid, O., Malul, M., & Zultan, R. (2017). The effect of economic cycles on job satisfaction in a
two-sector economy.HJournal of Economic Behavior & Organization,H138, 1-9.
https://doi.org/10.1016/j.jebo.2017.03.028
Shah, I. A., Csordas, T., Akram, U., Yadav, A., & Rasool, H. (2020). Multifaceted role of job
Embeddedness within organizations: Development of a sustainable approach to reducing
turnover intention. SAGE Open, 10(2), 215824402093487.
https://doi.org/10.1177/2158244020934876
Wang, T. K., & Brower, R. (2018). Job satisfaction among federal employees: The role of
Employee interaction with the work environment. Public Personnel Management, 48(1),
3–26. https://doi.org/10.1177/0091026018782999
