About The NES™
This report of The National Employee Survey™ (The NES™) for Johnson City presents the opinions of employees regarding their job satisfaction, engagement and key characteristics of their work environment. The survey was developed by the experts from National Research Center at Polco. A periodic sounding of employee opinion on critical workplace issues offers management, staff and elected officials an opportunity to identify challenges, plan for and evaluate improvements and sustain organizational effectiveness for long-term success.
The NES report is about the work environment of Johnson City. A quality work environment is a workplace that is not simply acceptable, but that is desirable. It is not only where people do work, but where they want to work.
Great workplaces are partnerships of employees, management and the residents they serve. The NES captures employees’ opinions within the aspects of organizational climate as well as community quality and city governance:
-Quality of Community
-Quality of Governance
-Employee Engagement
-Workplace essentials
-Organizational Climate
-Employee Development
-Equity and Inclusion
A total of 417 completed surveys were obtained, providing an overall response rate of 37%. Because the survey was intended to be taken by all employees, no traditional margin of error was calculated. However, because not all employees responded, NRC recommends using plus or minus five percentage points as the “range of uncertainty” around any given percent reported for the organization as a whole. The full description of methods used to garner these opinions can be found in the Methods tab.
How the results are reported
For the most part, the percentages presented in the following tabs represent the “percent positive.” The percent positive is the combination of the top two most positive response options (i.e., “excellent” and “good,” “strongly agree” and “somewhat agree,” etc.). On many of the questions in the survey respondents may answer “don’t know.” The proportion of respondents giving this reply is shown in the full set of responses included in the tab “Complete data.” However, these responses have been removed from the analyses presented in most of the tabs. In other words, the tables and graphs display the responses from respondents who had an opinion about a specific item. When a table for a question that only permitted a single response does not total to exactly 100%, it is due to the customary practice of rounding percentages to the nearest whole number.
Comparisons to the benchmarks
NRC’s database of comparative employee opinion comprises the perspectives of more than 60,000 employees gathered from employee surveys from local governments across the U.S. Those employees evaluated the organization in which they work and gave their opinion about job satisfaction, supervisor relationships and other aspects of the employee experience. Johnson City was compared to the entire database. A benchmark comparison (the average percent positive from all the comparison organizations where a question was asked, excluding Johnson City's) has been provided when there were at least five organizations in which the question was asked. The percent positive response was created by combining the most favorable response options (i.e., “strongly agree” and “somewhat agree” or “excellent” and “good”).
Methods
Survey Background
Johnson City partnered with National Research Center (NRC) at Polco to conduct a City-wide employee survey. Employees were asked questions about their job satisfaction, work environment, compensation, supervisory relationships, organizational climate and communication. This was the 4th survey of Johnson City employees. The results can be used by the City to better understand employee experiences, address employee concerns and monitor perspectives over time.
The survey consisted of thematically similar statements grouped into question sets and all were asked on a four-point scale (e.g., strongly agree, somewhat agree, somewhat disagree, strongly disagree or excellent, good, fair, poor).
Selecting Survey Recipients
All Johnson City employees were eligible to complete the survey. The City provided NRC with a list of email addresses for all employees with City emails.
Survey Administration and Response
The survey was administered on the Polco platform. Beginning October 20, 2025, employees with email addresses received an email message with a URL link to the survey.
The survey was available in English only. Data collection continued through December 6, 2025. Of the 1,116 employees receiving an invitation to complete the survey, a total of 417 employees returned completed surveys, providing a response rate of 37%. The response rate was calculated using the American Association of Public Opinion Research (AAPOR) response rate #2 for Internet surveys of named persons.¹
Because the survey was intended to be taken by all employees, no traditional margin of error was calculated. However, because not all employees responded, NRC recommends using plus or minus five percentage points as the “range of uncertainty” around any given percent reported for the organization as a whole. Additionally, no statistical weighting was performed.
Since the surveys were completed online, the data were automatically saved electronically. The survey dataset was analyzed through a combination of software programs including the Statistical Package for the Social Sciences (SPSS), R, Python, and Tableau. The anonymity of all employees was fully maintained as no names or other unique identifiers have been recorded.
Contact
Johnson City funded this research. Please contact Sarah Nobles of Johnson City at snobles@johnsoncitytn.org if you have any questions about the survey.
1.See AAPOR's Standard Definitions for more information at https://aapor.org/standards-and-ethics/standard-definitions/ 2.Pasek, J. (2014). ANES Weighting Algorithm. Retrieved from https://surveyinsights.org/wp-content/uploads/2014/07/Full-anesrake-paper.pdf
Highest-Performing Areas
Employee engagement and intent to stay with the organization are strong
•Nearly all employees indicated they plan to continue working for the organization one year from now.
•Seeing a career path for themselves at the City (82%) scored above the national average.
Safe, stable, and supportive working conditions are organizational strengths
•Maintaining a work environment that is free of drug or alcohol abuse (94%), free of violence or harassment (86%), and protecting employees from health and safety hazards on the job (87%) were among the highest-rated work essentials.
Supervisory communication and support for innovation and development are viewed positively
•About 8 in 10 employees positively rated their supervisor’s performance in encouraging employees to come up with innovative solutions to problems and communicating information in a timely manner, both exceeding the national average.
•Communication among all staff in employees’ work groups improved from 66% in 2023 to 71% in 2025.
•About 8 in 10 employees also positively rated their supervisor’s performance in providing specific, constructive feedback that helps improve employee performance, communicating expectations of employees, and working together with employees to set goals, all exceeding national benchmarks.
Respect, inclusion, and positive working relationships are key strengths
•Demonstrating respect for employees of different cultures and belief systems (85%) and respecting individual cultural beliefs and values (84%) were the highest-rated equity and inclusion items at the organizational level.
•Fostering a respectful atmosphere (76%) exceeded the national average.
•At the supervisory level, fostering an atmosphere of mutual trust and confidence (78%) and promoting a positive working relationship among work group members (84%) scored above comparison communities.
Focus Areas
Compensation perceptions declined but remain benchmark-aligned
•Compensation (salary, benefits, and incentives/bonuses) compared with similar opportunities declined from 61% to 55%, though results remain on par with the national average.
Organizational communication and adaptability show opportunities for improvement
•About half of employees rated the organization less positively on:
○Communicating information that helps employees understand the problems and issues facing the City,
○Speed of response to important issues or change,
○Collaboration between departments, and
○Openness to new ideas and initiatives.
•Openness to new ideas and initiatives declined from 63% in the prior survey to 53% in 2025.
Some aspects of employee development declined
•The connection between compensation and performance (47%), while exceeding the national benchmark, was the lowest-rated item within employee development.
•Showing employee appreciation declined from 61% to 56% since the 2023 survey.
•Managing low-performing employees (57%) was the lowest-rated supervisory item in this section, though still above the national average.
Other Notable Results
•About 8 in 10 employees expressed interest in working remotely.
•About 7 in 10 employees indicated they see themselves working for Johnson City for more than five years.
•Conferences and professional development (41%) was the most frequently selected training opportunity that would help employees grow in their job.
•Health and wellness (32%) and flexible schedules (25%) were the most frequently selected additional benefits employees would like the City to consider offering.
Quality of Community
The quality of a government is often revealed through the quality of the community served.
How likely or unlikely are you to recommend LIVING in Johnson City to someone who asks?³ (% excellent or good)
How likely or unlikely are you to recommend LIVING in Johnson City to someone who asks?
Please rate each of the following aspects of quality of life in Johnson City. (% excellent or good)
2019202120232025
Johnson City as a place to live Johnson City as a place to work
The overall quality of life in Johnson City
3.The percentage of positive responses is shown. Positive responses may differ by question (e.g. "excellent" or "good", "very likely" or "somewhat likely").
4.Comparison to the national benchmark is shown. If no comparison is available, this is left blank.
Quality of Governance
Employees want to be a part of a team that does high quality work that is well received by their community and well supported by the organization.
How would you rate the job the organization does at each of the following? (% excellent or good)
2019202120232025
The work being done at Johnson City overall
Please rate each of the following aspects of your WORK GROUP. (% very or somewhat likely)
2019202120232025
The quality of work being done in my work group
Please rate the following categories of Johnson City government performance. (% excellent or good)
2019202120232025
The overall direction that Johnson City is taking
Generally acting in the best interest of the community
Overall confidence in Johnson City government
The overall quality of the services provided by Johnson City
Please rate your overall level of confidence in the leadership of: (% excellent or good)
2019202120232025
Your supervisor
Senior staff/Leadership
Council/elected officials
5.Comparison to the national benchmark is shown. If no comparison is available, this is left blank.
Employee Engagement
An organization of engaged employees is one where employees feel motivated to do their best possible work and where they hope to continue working in years to come. To impact employee engagement, an organization typically will want to see which of the other aspects of organizational climate were most influential on their engagement ratings. For employees of Johnson City, the key organizational characteristics found to be most closely correlated with employee ratings of engagement were:⁶
-Opportunities to develop a career path
-Helping new employees feel connected and integrated
-Work schedule flexibility
-Openness to new ideas and initiatives
All of these were similar to the benchmark comparison. To impact employee engagement, an organization typically will want to consider improvements to any key features that were not higher than the benchmark.
How likely or unlikely are you to recommend WORKING FOR Johnson City to someone who asks? (% excellent or good)
2019202120232025
How likely or unlikely are you to recommend WORKING FOR Johnson City to someone who asks?
Please rate the extent to which you agree or disagree with the following statements about your job working for Johnson City.
(% excellent or good)
Overall, I am satisfied with my job
I plan on working for this organization a year from now
I see a career path for me at Johnson City
I gain satisfaction from my current job responsibilities
I feel positively challenged in my current job
I have the opportunity to do what I do best every day at work
My values match or fit with the values of this organization
I have good friends at work
Overall,IfeelpositiveaboutworkingforJohnsonCity
2019202120232025
Overall, I feel positive about working for Johnson City
The mission and vision of Johnson City make me feel my job is important
6.A statistical technique called Key Driver Analysis was used to identify the key organizational characteristics most closely associated with employee ratings of job satisfaction and engagement. This technique is used widely in the private sector to help organizations prioritize which aspects of a service are more likely to influence loyalty and overall satisfaction. The Key Driver Analysis was based on both linear and multivariate modeling techniques using an index of employee engagement.
7.Comparison to the national benchmark is shown. If no comparison is available, this is left blank.
Essentials
Foundational to employee engagement are having a safe work environment, the resources needed to do a good job, and receiving compensation commensurate with work accomplished.
As an employee of Johnson City, how would you rate the job the organization does at each of the following?
(% excellent or good)
Availability of necessary materials, resources and equipment to do the job effectively
Providing individual and group work spaces to do the job effectively
Access to technology that helps employees do their job effectively
Compensation (salary, benefits and incentives/bonuses) compared with similar opportunities
Benefits overall (vacation, sick leave, health care, retirement plan, etc.)
Work-life balance
Work schedule flexibility
Maintaining a work environment that is free of violence or harassment
Maintaining a work environment that is free of drug or alcohol abuse
Protecting employees from health and safety hazards on the job
8.Comparison to the national benchmark is shown. If no comparison is available, this is left blank. 2019202120232025
Organizational Climate
Organizational climate is a set of policies, strategies, and behaviors that form the primary colors that paint the everyday experience of employees in the workplace. From providing clear communications to encouraging innovation, the quality of these practices directly affects staff morale and engagement.
As an employee of Johnson City, how would you rate the job the organization does at each of the following?
(% excellent or good)
Providing a clear vision for our organization
Communicating information that helps employees understand the problems and issues facing the City
Speed of response to important issues or change
Collaboration between departments (e.g., transportation, planning, etc.)
Openness to new ideas and initiatives
Valuing creativity
2019202120232025
Please rate each of the following aspects of your SUPERVISOR'S performance. (% excellent or good)
2019202120232025
Communicating information in a timely manner
Welcoming employee involvement in decision-making
Encouraging an environment where employees feel comfortable to raise issues and concerns that are im..
Encouraging employees to come up with innovative solutions to problems
Encouraging employees to use their own judgment to get the job done
Please rate each of the following aspects of your WORK GROUP. (% excellent or good)
2019202120232025
Communication among all staff in my work group
The working relationships in my work group
Collaborationamongallstaffinmyworkgroup
Collaboration among all staff in my work group
Overall staff morale in my work group Effectiveness of meetings in my work group
9.Comparison to the national benchmark is shown. If no comparison is available, this is left blank.
Employee Development
The development of human capital requires investment in performance evaluation and professional development as well as supporting employees as they seek to meet new challenges and career opportunities.
How would you rate the job the organization does at each of the following? (% excellent or good)
2019202120232025
Clarity of staff roles and responsibilities
Accuracy of performance evaluations
Connection between compensation and performance
Showing employee appreciation
Supporting continual learning and development
Availability of opportunities for employees to develop knowledge and skills
Opportunities to develop a career path
The overall skill set of staff
Please rate each of the following aspects of your SUPERVISOR'S performance. (% excellent or good)
2019202120232025
Providing specific, constructive feedback that helps improve employee performance
Communicating expectations of employees
Working together with employees to set goals
Recognizing high-performing employees
Providing recognition for doing good work
Applying discipline fairly and consistently
Managing low-performing employees
Providing opportunities for employees to learn and grow
Coaching or mentoring employees
10.Comparison to the national benchmark is shown. If no comparison is available, this is left blank.
Equity and Inclusion
Inclusion and equity are a priority for local government organizations. Strategically building a more diverse workforce fosters relevance, innovation, and organizational effectiveness.
As an employee of Johnson City, how would you rate the job the organization does at each of the following?
(% excellent or good)
Making all employees feel welcome
Helping new employees feel connected and integrated
2019202120232025
How would you rate the job the organization does at each of the following?
(% excellent or good)
Demonstrating respect for employees of different cultures and belief systems
Respecting individual cultural beliefs and values
Attracting employees from diverse backgrounds
Recruiting diverse people into positions of organizational leadership
Promoting workplace diversity
Applying policies and procedures equally to all employees
Providing equal employment opportunities to employees of all backgrounds
Providing a safe and secure environment for employees of all backgrounds
2019202120232025
Please rate eachofthe followingaspects ofyour SUPERVISOR’S performance.
Please rate each of the following aspects of your SUPERVISOR'S performance. (% excellent or good)
2019202120232025
Promoting a positive working relationship among work group members
Fostering an atmosphere of mutual trust and confidence
Treating employees with respect
Valuing employees from diverse backgrounds
11.Comparison to the national benchmark is shown. If no comparison is available, this is left blank.
Remote Work
Remote work explores the extent to which employees currently work remotely, whether their job could be performed remotely, and their interest in working remotely at least part time. These results help identify opportunities and limitations related to flexible work arrangements.
What is your current work status?
What is your current work status?
I do not work remotely
I work remotely full-time
I work remotely part-time
Could your job be done remotely? (% yes)
Could your job be done remotely?
Towhatextent,ifatall,wouldyoubeinterestedinworkingremotely,atleastparttime? (%veryormoderately)
To what extent, if at all, would you be interested in working remotely, at least part time?
4.Comparison to the national benchmark is shown. If no comparison is available, this is left blank.
Custom questions
Below are the complete set of responses to each custom question on the survey. By default, “don’t know” responses are excluded, but may be added to the table using the response filter below.
Do you see yourself working for the COJC for more than five years?
What training opportunities would help you grow in your job?
Yes
No
Maybe
Online courses
Mentorships
Job rotation or shadowing
Conferences and professional development
Other
Are there additional benefits you would like the City to consider offering?
Networking opportunities
Flexible schedules
Childcare
Health and wellness benefits Other