ML18032A285
| ML18032A285 | |
| Person / Time | |
|---|---|
| Site: | Browns Ferry  |
| Issue date: | 05/15/1987 |
| From: | Brown W, Ensworth F, Robertson T TENNESSEE VALLEY AUTHORITY |
| To: | |
| Shared Package | |
| ML18032A274 | List: |
| References | |
| 70800, 70800-R03, 70800-R3, NUDOCS 8706040269 | |
| Download: ML18032A285 (70) | |
Text
TVA EMPLOYEE CONCERNS SPECIAL PROGRAM REPORT NUMBERS 70800 REPORT TYPE:
Management and Personnel Subcategory TITLE:
Morale REVISION NUMBER:
3 PAGE 1
OF 13 REASON FOR REVISION:
Incorporation of final TAS editorial comments.
PREPARED BY:
PREPARATION SIGNATURE REVIEWS DATE SIGNATURE DATE TAS:
SIGNATURE ATE CONCURRENCES SIGNATURE APPROVED BY:
DATE CEG-H:
SRP:
SIGNATUR"/'ATE EC MANAGER AZE MANAGER OF NUCLEAR POWER CONCURRENCE (FINAL REPORT ONLY)
DATE
~SRP Secretary's signature denotes SRP concurrences are in files.
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TVA EMPLOYEE CONCERNS SPECIAL PROGRAM REPORT NUMBER:
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2 PAGE i OF viii Preface This subcategory report is one of a series of reports prepared for the Employee Concerns Special Program (ECSP) of the Tennessee Valley Authority (TVA).
The ECSP and the organization which carried out the program, the Employee Concerns Task Group (ECTG), were established by TVA's Manager of Nuclear Power to evaluate and report on those Office of Nuclear Power (ONP) employee concerns filed before February 1, 1986.
Concerns filed after that date are handled by the ongoing ONP Employee Concerns Program (ECP).
The ECSP addressed over 5800 employee
- concerns, Each of the concerns was a
formal, written description of a circumstance or circumstances that an employee thought was unsafe, unjust, inefficient, or inappropriate.
The mission of the Employee Concerns Special Program was to thoroughly investigate all issues presented in the concerns and to report the results of those investigations in a form accessible to ONP employees, the
- NRC, and the general public.
The results of these investigations are communicated by four levels of ECSP reports;
- element, subcategory,
- category, and final.
Element reports, the lowest reporting level, will be published only for those concerns directly affecting the restart of Sequoyah Nuclear Plant's reactor unit 2.
An element consists of one or more closely related issues.
An issue is a potential problem identified by ECTG during the
'valuation process as having been raised in one or more concerns.
For efficient handling, what appeared to be similar concerns were grouped into elements early in the program, but issue definitions emerged from the evaluation process itself.
Consequently, some elements did include only one issue, but often the ECTG evaluation found more than one issue per element.
Subcategory reports summarize the evaluation of a number of elements.
- However, the subcategory report does more than collect element level evaluations.
The subcategory level overview of element findings leads to an integration of information that cannot take place at the element level.
This integration of information reveals the extent to which problems overlap more than one element and will therefore require corrective action for underlying causes not fully apparent at the element level.
To make the subcategory reports easier to understand, three items have been placed at the front of each report:
a preface, a glossary of the terminology unique to ECSP reports, and a list of acronyms (terms formed from the first letters of a series of words).
Additionally, at the end of each subcategory report the reader will find at least two attachments.
The first is a Subcategory Summary Table that includes the following information:
the concern
- number, a brief statement of the concern, and a designation of nuclear safety-related concerns.
The second attachment is a listing of the-concerns included in each issue evaluated in the subcategory.
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2 PAGE ii OF viii h t I
The subcategories are themselves summarized in a series of eight category reports.
Each category report reviews the major findings and collective significance of the subcategory reports in one of the following areas:
management and personnel relations industrial safety construction material control operations gua1ity assurance/guality control welding engineering A separate report on employee concerns dealing with specific contentions of intimidation, harassment, and wrongdoing will be released by the TVA Office of the Inspector General.
Just as -the subcategory reports integrate the information collected at the element level, the category reports integrate the information assembled in all the subcategory reports within the category, addressing particularly the underlying causes of those problems that run across more than one subcategory.
A final report will integrate and assess the information collected by all of the lower level reports prepared for the
- ECSP, including the Inspector General's report.
For more detail on the methods by which ECTG employee concerns were evaluated and reported, consult the Tennessee Valley Authority Employee Concerns Task Group Program Manual.
The Manual spells out the program's objectives,
- scope, organization, and responsibilities.
It also specifies the procedures that were followed in the investigation, reporting, and closeout of the issues raised by employee concerns.
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2 PAGE iii OF viii ECSP GLOSSARY OF REPORT TERMS~
classification of evaluated issues the evaluation of an issue leads to one of the following determinations:
Class A:
Issue cannot be verified as factual Class B:
Issue is factually accurate, but what is described is not a
problem (i.e., not a condition requiring corrective action)
Class C:
Issue is factual and identifies a problem, but corrective action for the problem was initiated before the evaluation of the issue was undertaken Class D:
Issue is factual and presents a problem for which corrective action has
- been, or is being, taken as a result of an evaluation Class E;
A problem, requiring corrective action, which was not identified by an employee
- concern, but was revealed during the ECTG evaluation of an issue raised by an employee concern.
t collective si nificance an analysis which determines the importance and consequences of the findings in a particular ECSP report by putting those findings in the proper perspective.
concern (eee "employee concern")
corrective action steps taken to fix specific deficiencies or discrepancies revealed by a negative finding and, when necessary, to correct causes in order to prevent recurrence.
criterion lurai:
criteria a basis for defining a performance,
- behavior, or quality which ONP imposes on itself (see also "requirement").
element or element re ort an optional level of ECSP report, below the subcategory level, that deals with one or more issues.
em 1o ee concern a formal, written description of a circumstance or circumstances that an employee thinks unsafe, unjust, inefficient or inappropriate; usually documented on a K-form or a form equivalent to the K-form.
8)
0 TVA EMPLOYEE CONCERNS SPECIAL PROGRAM REPORT NUMBER:
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2 PAGE iv OF viii evaluator(s) the individual(s) assigned the responsibility to assess a specific grouping of employee concerns.
~findin s includes both statements of fact and the judgments made about those facts during the evaluation process; negative findings require corrective action.
issue a potential problem, as interpreted by the ECTG during the evaluation
- process, raised in one or more concerns.
K-form (see "employee concern")
evaluation judgment or decision may be based, root cause the underlying reason for a problem.
"-Term essential to the program but which require detailed definition have been defined in the ECTG Procedure Manual (e.gee generic, specific, nuclear safety-related, unreviewed safety-significant question).
TVA EMPLOYEE CONCERNS SPECIAL PROGRAM REPORT NUMBER:
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2 PAGE v OF viii Acronyms AI AISC ALARA ANS ANSI ASME ASTM Administrative Instruction American Institute of Steel Construction As Low As Reasonably Achievable American Nuclear Society American National Standards Institute American Society of Mechanical Engineers American Society for Testing and Materials AWS BFN CAQ CATD CCTS CEG-H CFR CI COC DCR DNC American Welding Society Browns Ferry Nuclear Plant Bellefonte Nuclear Plant Condition Adverse to Quality Corrective Action Report Corrective Action Tracking Document
.Corporate Commitment Tracking System Category Evaluation Group Head Code of Federal Regulations Concerned Individual Certified Material Test Report Certificate of Conformance/Compliance Design Change Reguest Division of Nuclear Construction (see also NU CON)
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2 PAGE vi OF viii DNE DNQA DNT DOE DPO DR ECN ECP ECP-SR ECSP ECTG EEOC EQ EMRT EN DES ERT FCR FSAR FY HCI HVAC INPO Division of Nuclear Engineering Division of Nuclear Quality Assurance Division of Nuclear Training Department of Energy Division Personnel Officer Discrepancy Report or Deviation Report Engineering Change Notice Employee Concerns Program Employee Concerns Program-Site Representative Employee Concerns Special Program Employee Concerns Task Group Equal Employment Opportunity Commission Environmental Qualification Emergency Medicai Response Team Engineering Design Employee
Response
Team or Emergency
Response
Team Field Change Request Final Safety Analysis Report Fiscal Year General Employee Training Hazard Control Instruction Heating, Ventilating, Air Conditioning Installation Instruction Institute of Nuclear Power Operations Inspection Rejection Notice
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2 PAGE vii OF viii L/R MAI MI MSPB NCR NDE NPP NPS NQAM NRC NSRS NU CON NUMARC OSHA ONP OWCP PHR PT QA QAP QC Qcr Labor Relations Staff Modifications and Additions Instruction Maintenance Instruction Merit Systems Protection Board Magnetic Particle Testing Nonconforming Condition Report Nondestructive Examination Nuclear Performance Plan Non-plant Specific or Nuclear Procedures System Nuclear Quality Assurance Manual Nuclear Regulatory Commission Nuclear Services Branch Nuclear Safety Review Staff Division =-of Nuclear Construction (obsolete abbreviation, see DNC)
Nuclear Utility Management and Resources Committee Occupational Safety and Health Administration (or Act)
Office of Nuclear Power Office of Workers Compensation Program Personal History Record Liguid Penetrant
- Testing, Quality Assurance Quality Assurance Procedures Quality Control Quality Control Instruction
"K C
TVA EMPLOYEE CONCERNS SPECIAL PROGRAM REPORT NUMBER:
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2 PAGE viii OF viii QCP QTC RIF RT SQN SI SOP SRP Quality Control Procedure Quality Technology Company Reduction in Force Radiographic Testing Seguoyah Nuclear Plant Surveillance Instruction Standard Operating Procedure Senior Review Panel SWEC TAS T6L TVA TVTLC Stone and Webster Engineering Corporation Technical Assistance Staff Trades and Labor Tennessee Valley Authority Tennessee Valley Trades and Labor Council Ultrasonic Testing Visual Testing WBECSP Watts Bar Employee Concern Special Program WBN WP Watts Bar Nuclear Plant Work Reguest or Work Ru1es Workplans
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3 PAGE 2
OF 13 1.0 CHARACTERIZATION OF ISSUES There are 68 concerns about poor morale and its causes, The majority of these concerns point to management as the cause of the problem, Basically, these concerns constitute two major issues described below.
1.1 Issue 70801 - Dissatisfaction with Some Part of the Work Environment (Thirteen Concerns)
There were 13 concerns addressing problems in the work environment.
Each of these concerns was a request for a service to be added or a
change to be made in work surroundings.
Examples are requests for a shuttle bus for field employees and a request that vending prices be the same at all plant vending areas.
1.2 Issue 70802 General Ex ressions of Concern about Low Morale (Fifty-Five Concerns)
The remaining 55 concerns were in the form of general opinions.
The individuals would make flat statements regarding morale, such as "There is a morale problem at Watts Bar" or "Morale has declined."
Some offered opinions on the cause of poor morale.
Because the concerns in issue two are so general, the evaluation of them also must be general.
It will be an attempt to trace the background of the problem of low morale and to establish criteria by which the problem can be put into perspective.
Only then can the collective significance and possible causes be discussed or corrective action be taken.
To locate the issue in which a particular concern is evaluated, consult the following attachments:
Attachment A, Subcategory Summary Table Attachment B, List of Concerns by Issue All Management and Personnel Category concerns having a technical component (including all concerns designated Nuclear Safety-related) are shared with the appropriate technical category for investigation and resolution of that technical component.
Report(s) sharing a concern with this report are identified in the entry for that concern on Attachment A, 2.0
SUMMARY
The issue in section 1.1 addresses the work environment.
The issue regarding morale in section 1.2 is a very general concern about low morale or poor attitudes.
Concerns mentioning specific causes for morale problems were included in other subcategory reports such as -Management Techniques, Work Rules, or Overtime.
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OF 13 The evaluator has reviewed all the information available on the concerns in this subcategory, The information pertinent to the evaluation of the issues has been considered and incorporated in this report.
Examining the concerns revealed that a variety of factors affect an individual s morale on the job.
To find the factors identified previously, past surveys and reports were reviewed.
The findings of earlier examinations on morale were compared with the findings revealed in the surveys and interviews conducted during the investigation.
A comparison of the findings shows that factors affecting morale do not change much over a period of time.
Employees are concerned with petty harassment, work rules, and the work environment.
The findings also reveal that employees feel morale is improving at Watts Bar Nuclear Plant (WBN) and for the Office of Nuclear Power (ONP) as a whole because positive changes are being made, There is no clear standard or dividing line between poor morale and good morale. It is an impossible task to please all employees, There are also many causes for morale problems.
As the MacDonald Re ort (described in section 3.0) pointed out, employees at different grade levels have different concerns about their jobs.
The one common problem brought out in the employee interviews was poor management/employee communications.
However, it was also found that improvements in employee morale have taken place within the past year.
During the past year steps taken to improve morale are showing positive
- results, as noted by managers and employees.
- However, employees remain skeptical that the improvements may be merely guick fixes and that underlying problems will remain unresolved.
Management, both line managers and top management, must demonstrate that the improvements are permanent by taking visible, direct action on employee concerns.
Only then will employees
- regain, lasting trust and confidence in the Office of Nuclear Power.
Until confidence is fully restored, there is a need for a regular survey to measure attitude changes and thereby help managers identify,the effects of specific programs on employee attitudes, 3.0 EVALUATION PROCESS 3.1 Back round An examination of the problem of poor morale must establish why so many employees became disillusioned with working conditions and the environment at WBN.
Some more specific issues will be mentioned or briefly discussed;
- however, these specific issues will be examined closely in other Management and Personnel subcategory reports.
Low morale can be caused by several factors, so it is necessary to determine which factors played key roles in creating the problems at WBN,
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OF 13 Nevertheless, morale is also a matter of perceptions.
It is crucial that ONP.employees have reason to perceive that ONP managers, starting with the Hanager of Nuclear Power, care about the well-being of their employees.
This perception can be fostered by deeds (direct action on employee concerns),
but it can also be fostered by management
- style, Those managers who seldom have morale problems publicly acknowledge what their employees do well and provide consistent, regular feedback on how their employees can do
- better, Upper management realized several years ago that there was an attitude problem and wanted to determine the cause.
In 1981, Dr. Patricia C. Smith and Dr. Robert E. Dunbar from the HacDonald Motivational Research Center were commissioned to determine the cause of this problem and to offer suggestions which might improve the situation.
The MacDonald Re ort, interviews, and other surveys done by TVA are being used as the basis for information in this report.
Recent interviews with 33 employees and managers and 13 survey responses are used to gauge changes in attitudes since the timeframe of the concerns.
Other information has been obtained from management surveys and from employee programs onsite.
3.2 Source Documents The following were documents reviewed and interviews conducted in order to determine the causes of poor morale, 1.
Dia nostic Evaluation of Morale and Productivit at Watts Bar, by MacDonald Hotivation, 1981.
2.
"Attitude Surveys for M-1/M-5 grade employees for 1983,
- 1984, and 1985."
3.
Data from Employee Involvement Program on quality of the work environment, June 1986.
4.
Interview with Project Manager, Guenter Wadewitz, on positive changes and future goals, May 1986.
5.
Interviews with a range of general employees regarding the work environment and the recent changes in ONP..
There were 46 interviews, conducted both individually and in group sessions.
Of this total, 13 were individual, formal interviews done for the, Employee Concerns Program in May/June 1986, 6.
Data obtained from minutes of the Communications Committee Meeting, January June
- 1986,
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OF 13 7
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"Standard Operating Procedure 46," Employee Involvement
- Program, February
- 1986, 8.
"Watts Bar Nuclear Plant - Current Status, Future Directions,"
memorandum from Project Manager, Guenter Wadewitz, September 23, 1985.
9.
Previous responses to individual Quality Technology Company (QTC) concerns, Fall, 1985.
10.
"Nuclear Dispatch,"
November 8, 1985; Volume 1, Number 103, June 25, 1986, "Watts Bar Nuclear Plant - Unit 2 and Balance of Plant,"
memorandum from Willie Brown, November 6, 1985, 12.
ONP's Nuclear Performance
- Plan, Volume 1.
Revised July 31, 1986.
To determine the extent to which the issues identified problems in need of corrective action, several sources were used as primary information.
These primary sources were:
1 ~
Employee surveys and interviews.
Thirteen of the interviews were formal and standardized.
The remaining employees met with the evaluator in groups of 12-15.
The meetings became discussions of morale and how it affected work.
The findings from each group were compared with statements made in the
- concerns, 2.
Statements made'by the Manager of Nuclear Power, Steven White, in the ONP Nuclear Performance Plan.
His objectives for restoring the Nuclear Program included:
(a) Effective Management, (b) Restructuring of Nuclear Program, (c) Restoring Employee Trust, and (d) Improving Control of Nuclear Activities.
3.
Statements made by the WBN Project Manager regarding employee
- morale, 4 ~
Along with the ECTG evaluator's efforts, this subcategory investigation included the review of 13 line management investigative reports on individual concerns.
Information from those reports were used in preparation of this report.
This information was used to determine why morale had deteriorated during the timeframe of these concerns (January 1985 February 1986) and what steps were being taken to improve it,
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3 PAGE 6
OF 13 4.0 FINDINGS Any number of factors may cause an employee to become disillusioned with his workplace.
The issues mentioned most frequently in the discussions with employees conducted for this evaluation were problems with the working environment and problems or dissatisfaction with management.
Often the employee offered just an overall assessment of the state of WBN morale.
Specific concerns about morale have been assigned to other subcategories when the concern contained enough detail to allow it to be associated with a particular organization or activity at WBN.
4.1 Issue 70801 - Dissatisfaction with Some Part of the Work Environment An evaluation of the work environment issue showed that these concerns have been addressed since their submittal to QTC.
The concerns mentioned inadequate office space, inadequate food facilities, excessive vehicles onsite, a request for a third-shift shuttle bus, parking areas, and travel allowances.
The concerns were submitted to other employee programs and resolved.
Work environment changes were initiated because of the QTC reports and similar concerns voiced directly to plant management, Employee concerns dealing with the work environment can be answered by supervisors at the Employee Involvement Program's weekly
- meetings, the Communications Committee monthly meeting, or during craft committee meetings.
These groups were designed to address these areas of concern.
Seventy-one percent of those questioned during the employee interviews have recognized improvement in supervisors'esponses during the past year.
4.2 Issue 70802 General Ex ressions of Concern About Low Morale The HcDonald Re ort--the Earl Sta es of a Morale Problem While morale problems at WBN reached a crisis point in early 1985, the existence of a problem had been recognized years before that period.
In 1981, the HcDonald Motivation Research Center was contracted to do a "Diagnostic Evaluation of Morale and Productivity at Watts Bar."
A major finding of that study was that management at WBN was not trusted by the employees.
The distrust was evident from the clerical schedules up through mid-level managers themselves.
The study also indicated that employees were dissatisfied with their jobs, with the opportunities for advancement, and with methods of 0
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OF 13 job evaluation.
The report found that job dissatisfaction was even prevalent among engineering groups.
This last finding should have set off warning buzzers since, like pilots in the Air Force, engineers form an elite group within TVA from which most of its upper level management is drawn, Engineers were relatively satisfied with pay and promotional opportunities, but they were displeased with their work assignments.
On the other hand, clerical workers were neutral about their work assignments, but were unhappy about pay and promotion.
- Thus, although an across-the-board morale problem was building, it was being caused not by just one problem, but by lack of management attention to a number of employee relations issues.
The McDonald Re ort made suggestions on how to address the problems its study had revealed.
It recommended that WBN develop a Behavior Observation Note Entry (BONE) system for job-related communications between supervisors and employees and Behaviorally Anchored Rating Scales (BARS) for evaluation of those observations, The program combining these two approaches was initiated in early 1982. It was intended to provide immediate and accurate feedback to employees and supervisors about all levels of job behavior.
- However, when follow-up surveys showed no improvement in communications or in employee satisfaction, the BONE/BARS program was discontinued in 1983.
The problem the BONE/BARS program was intended to solve continued to escalate despite TVA efforts to provide channels for the investigation of employee concerns about nuclear safety.
The Nuclear Safety Review Staff (NSRS) was the first such channel.
Later it was superceded by the Nuclear Manager's Review Group.
Both were established to ensure objective investigation of nuclear safety-related concerns.
Low Morale Reaches the Crisis Sta e
In early 1985 the Nuclear Regulatory Commission (NRC) informed TVA that employees were contacting it directly with concerns about WBN's nuclear safety.
The NRC said these concerns would have to be resolved.
TVA responded by hiring the Quality Technology Company (QTC) to interview employees at WBN in order to determine the number and nature of employee concerns.
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OF 13 The media attention given those concerns taken to the NRC and the emergence of the large number of additional concerns collected by QTC galvanized an already growing awareness inside TVA that a major effort was needed to put not just WBN, but the whole of its nuclear program in order, Consequently, on the program-wide level a
reorganization was begun that lead to the placing of all nuclear functions and support groups under a single Manager of Nuclear Power.
On the WBN level, it became ap'parent to TVA that the QTC interview teams were finding such a large number and variety of employee concerns that a programmatic response would be necessary, Therefore, in February
- 1986, an Employee Concerns Program (ECP) was established for the whole of the Office of Nuclear Power and an Employee Concerns Special Program (ECSP) was established to take care of those concerns (generated mostly at WBN) which were filed before February 1, 1986, Res onses to the Crisis in Morale The ONP-wide Employee Concerns Program has a director with access to the Manager of Nuclear Power and representatives at each major ONP facility.
- Posters, handouts, and training sessions keep employees informed on how concerns are handled and on improvements resulting from concerns.
Each ECP concern is investigated, evaluated, and responded to.
Timely, complete replies are a priority of the program.
The ECSP has the responsibility for investigating, evaluating, and responding to over 5,800 concerns generated before February 1986. It is headquartered at WBN, but its investigations have taken it to all the major ONP facilities.
At WBN as a result of concerns expressed to ETC, the Division of Nuclear Construction (DNC) initiated Standard Operating Procedure 46, the Employee Involvement Program.
The procedure mandates a weekly, 30-minute session to be attended by all supervisors and their employees.
Any topics regarding the unit, crew, or workplace may be discussed at the meetings.
All issues are logged and responded to.
If additional information is required, it is obtained through the Employee Involvement Unit.
This program was initiated to facilitate supervisor/employee relations and resolve concerns quickly,
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OF 13 The interviews conducted for this evaluation provided feedback on the effectiveness of ONP's efforts, since the early 1985 low point, to improve the morale of its employees.
Ninety-one percent of the 46 persons interviewed for this evaluation stated that they had noticed positive changes.
"Managers are communicating more frequently and openly," "questions are being answered,"
and "suggestions are being sought" are remarks by employees about the noticeable improvements, Changes in the work environment were also noted by those interviewed.
Items mentioned were the building of the craft lunchroom, adding vending areas and new machines, allowing microwaves and small appliances in office areas, and modifying rules to accommodate employees.
Two of the interviewees had received letters of commendation for the first time.
Twenty people said that they still knew of instances of favoritism or unfair
- actions, but 13 of that 20 admitted that they did not know all the facts of the situations, One change which was often mentioned favorably was the Management Training Program.
This 40-hour training session requires that all WBN supervisory employees attend courses that include training on communications, motivation, human relations, problem solving, leadership, coordinating and directing, and foremanship.
The final session is a two-day affair on Supervisory Skills and Empowerment Training and is held off site.
During the past, it was recognized by top management that undesirable methods were used by some supervisors.
Managers and supervisors have been made aware by new plant managers that these tactics will no longer be accepted.
The new management training is based on the new philosophy and offers the skills for implementing it.
Those who have attended the training have been enthusiastic in their support of the program and its goals.
"Information from the training program has been used to find the causes of morale problems," said then WBN Project Manager Guenter Wadewitz.
On the subject of the hiring of a Manager of Nuclear Power, eight of those interviewed questioned the use of "outsiders" to direct 'the nuclear
- program, but all agreed that strong leadership was necessary for improvement.
Everyone of those interviewed also agreed that while old work practices will not change instantly, improvements must continue.
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3 PAGE 10 OF 13 Communication also seems to be improving, according to those questioned.
The DNC employees at WBN said that the weekly sessions (Employee Involvement Meetings) have helped in opening communications lines.
Nevertheless, four people noted that managers sometimes became defensive or belligerent when questioned closely about specific issues.
Other comments were that managers and employees should be held accountable for their actions, their assignments, and their deadlines.
Another positive aspect mentioned was the "Nuclear Dispatch" sent to all employees by the Nuclear Information Staff.
The "Dispatch" is sent when newsworthy events concerning TVA take place.
Employees appreciated being told of the events before reading of them in the news media.
The group was concerned about the time it takes to deliver these updates to all employees.
Each dispatch is dated with the time of release.
They 'are usually dispatched one day before being aired by the news media.
Often construction employees do not receive the dispatch until a day after the issue date or later if it is released on a Friday.
When asked what could be done to improve employee morale, 23 of the interviewees said that improvements to the work environment are appreciated, but they are not the main issue.
These employees agreed that they wanted to be treated with respect.
When concerns or suggestions are presented, the employees asked that they be taken seriously.
If a request is denied, they would like reasonable explanations and not the "we-don'-want-to" replies sometimes offered by supervisors.
"Too often,"
one person
- claimed, "we are told of changes or new policies out-of-the-blue with no explanation of the cause.
All we ask are reasons for the proposals and some input when the changes concern us."
All agreed that they wanted to be treated fairly and in the same manner a supervisor or manager would want to be treated.
Seven of those questioned brought up the perception of favoritism in job selections as a concern.
Each pointed to selections in which they were familiar with the person chosen and for which they believed other applicants were more qualified.
These people said that it was very demoralizing to have the strong suspicion that friends and relatives of managers were promoted while other more qualified employees were not promoted,
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3 PAGE 11 OF 13 During interviews, many employees indicated a need for a.measurement to be established to determine changes of attitudes.
They saw management needing help in identifying the effects of specific programs on employee attitudes.
They believed regular surveys would provide some of this help.
Such surveys could also identify positive or negative attitudes in specific areas.
Thus, while morale is on the rise, ONP management still has much to do to ensure a long-lasting return of employee confidence, Employees see that a serious effort is being made to improve management's ability to communicate with them.
However, if the recent improvements in morale are to continue, employees must see that the efforts at improved communication are made by managers committed not just to the success of TVA's nuclear
- program, but also committed to treating their employees as valuable members of an ONP team.
5.0 COLLECTIVE SIGNIFICANCE Almost half, or 25, of the concerns in Issue 2 specifically mention management as the cause of poor morale.
(Almost all of the Management and Personnel subcategory reports also evaluate some issue or issues raised about specific management inadequacies.)
This evaluation determined that a perceived lack of management support and inadequate management communications were the major reasons for employee discontent.
The comment heard most often in the interviews conducted for this evaluation was that employees felt more confidence that they could state concerns and would receive responses.
In the past, personnel felt their needs and opinions were not taken seriously.
- Now, 60 percent of those questioned felt that someone would listen to them.
The changes described in the Findings section (4.0) have had positive'ffects on the employee's work environment or (and more importantly) on how managers treat employees.
These accomplishments, if effectively administered, should continue the restoration of employee confidence.
- However, they are just a start.
As employees have pointed out, employee attitudes will not change until the attitude of most managers is perceived to have changed.
Good morale is based on a sense of accomplishment.
However, little can be accomplished by individual employees if their managers do not provide clearly established, attainable objectives together with feedback to the employee on his/her performance.
The employees interviewed asked for such goals and such feedback.
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70800 REVISION NUMBER:
3 PAGE 12 OF 13 Many explanations can be given for poor morale--the woes of nuclear industry as a whole, TVA mismanagement, or a changing society.
The fact remains that ONP must recapture the trust and confidence of its employees before lasting progress can be made in achieving its nuclear mission.
Eliminating the morale problem appears to be not only possible but a work in progress.
6.0 CAUSES In pinpointing a cause for morale problems, poor communications was the factor mentioned most often during the interviews.
Personnel claimed to know little about company policies because information had not been clearly communicated, An example of this lack of communications was employees'ack of understanding of the concern programs.
Half those questioned did not know the location or the procedures to follow if they wanted to present a concern to the Employee Concerns Program.
It is important to note that of the 68 concerns in the subcategory, 75 percent were submitted by construction.
Trades and Labor personnel were especially vocal about their morale problems:
authoritarian management, nit-picking supervision, favoritism in job selections, and retaliatory actions by supervisors.
These topics are being addressed specifically in other reports.
Because they are the issues mentioned most often as the cause of morale problems,
- however, how well they are handled will affect morale.
These causes were mentioned not only to QTC, but also in interviews with various crafts.
One electrician foreman noted that, "There have been positive things happening which have helped, but there are still managers who rely on old, ineffective habits to get the job done."
This evaluation of poor ONP morale points to the perception that TVA management did not care about its employees.
Individuals specifically mentioned programs such as BONES which they believed never received the attention necessary for success.
Too often, managers were seen as not following through on BONES suggestions which would benefit employees.
Many interviewees believed that BONES died of management neglect.
Generally, employees did not see most of their managers taking the direct actions which showed that employees were considered an essential.
part of an ONP team.
I
<<i a
TVA EMPLOYEE CONCERNS SPECIAL PROGRAM 7.0 CORRECTIVE ACTION REPORT NUMBER:
70800 REVISION NUMBER:
3 PAGE 13 OF 13 7.1 Corrective Action Previousl Initiated Because morale is a matter of perception, direct corrective action cannot be taken to improve morale.
- However, ONP management has taken many actions in the last year to correct problems which led to negative employee perceptions.
The master blueprint for such corrective action is the ONP Nuclear Performance
- Plan, Volume I.
Corrective actions reported in the other twenty Management and Personnel subcategory reports should be seen as partial implementation of the Nuclear Performance Plan's blueprint.
The Management and Personnel Category Report sums up those corrective actions taken in the Management and Personnel subcategory reports to alter the management practices which created negative employee perceptions.
An Employee Concern Program survey was conducted for ECP by the Employee Relations and Development Branch.
In September
- 1986, 1,212 ONP employees were surveyed to evaluate the ECP and to monitor progress in employee-management relations, 7.2 Corrective Action as a Result of this Evaluation A procedure for performing a trend analysis of progress in employee management relations will be developed by the Nuclear Personnel Staff and the results of these analyses will be forwarded to the Manager of ONP for review and assessment.
(CATD 708-NPS-01)
Surveys are not a cure for low morale.
They do, however, offer crucial measures of what happens to morale over time.
Because morale is perception, lasting corrective action that will, as a
by-product, raise morale is beyond the scope of this subcategory.
The root causes of the problems.that resulted in low morale among ONP employees will be dealt with first in the Management and Personnel Category Report and comprehensively in the ECSP Final Report.
8.0 ATTACHMENTS Attachment A, Subcategory Summary Table Attachment B, List of Concerns by Issue
h
% 'I
'(
F EREtlC ECPS132 J" ECPS132C EQUEtlCY
- REQUEST ISSS RHM EGORY: llP t)GT.
8 PERS.
ISSUES "A
lENT A TENNESSEE EY AUTHORITY OFFICE OF tlUCLEAR POllER EtlPLOYEE COtlCERN PROGRAM SYSTEM (ECPS)
EtlPLOYEE COtlCERH IHFORMATIOtl BY CATEGORY/SUBCATEGORY SUBCATEGORY< 708 GENERAL EXPRESSIONS OF COtlCERtlS ABOUT LOW MORALE PAO
1 RUtl TIME 10: 06 i39 RUtl DATE 03/10/87 3ttCERtl tlUtlBER SUB CAT 'AT S
H R PLT D
LOC 1
REPORT APPL 2 SAF RELATED BF BL SQ llB HISTORICAL CONCERN REPORT ORIGIN CONCERtl DESCRIPTIOtl REF.
SECTIOtl CAT MP SUBCAT 708 40ttPECOOG Ol t'1P 70802 H
BLH ltl HHN 2 tlA HA WA tlA OECP TVA RIGIDLY APPLIES FEDERAL TRAVEL R EGULATIOWS HITH UNNECESSARILY RESTRI CTIVE INTERPRETATIONS. 007-00101 tlP
~ 70802 tl HBN 1 HW tl W
T50062 2
HA HA HA HA 163-X0101 MP 70802 W klBN 1
H H
W N
T5020<i 2 tlA tlA tlA WA 4-85-001 01 tlP 70801 N
SQN 1
N N
H 2
HA HA HA HA
)6-230-SQW 01 l'1P 70801 tl SQtl 1
N W
N tl 2
HA WA NA WA
-85"018-00201 HP 70802 tl 1'lBN 1
tl W
tl tl T50050 2
HA HA HA tlA EX-85-007-001 QTC QTC OECP NSRS QTC TVA IS UWCOWCERtlED ABOUT THE HELFARE OF COtlSTRUCTIOtl EMPLOYEES.
WO FURT HER DETAILS AVAILABLE.
BLAME FOR llBtlP PROBLEMS ARE BEItlG PL ACED Otl THE CRAFT UtlFAIRLY.
QC ACCE PTED ALL OF THE llORK, SO HOlt CAW THE PROBLEtlS BE PLACED Otl THE CRAFT?
C OtlSTRUCTIOtl DEPT.
COtlCERtl.
CI DECLI NED TO PROVIDE FURTHER IttFORtlATIOtl.
EMPLOYEE EXPRESSED A CONCERN THAT SE QUOYAH'S PRACTICE OF PROVIDItlG ASSIG tlED PARKING SPACES TO INDIVIDUAL EMP LOYEES HAS DISCRIMIWATIOW.
Atl AWOtlYMOUS ItlDIVIDUALthAILED It( A EMPLOYEE COtlCERtl DETAILItlG THE EFFOR TS OF THE COOP COMMITTEE tlEMBERS TO CLEAN UP AWD PLANT GRASS Otl THE GRAV EYARD SITE tlEAR THE COOLItlG TOllERS.
SUBSEQUEtlTLYp IW THE PROCESS OF DIGG ItlG UP THE PARKItlG LOT OUTSIDE THE tl AItl EttTRAtlCEp TVA EtlPLOYEES PILED DE BRI AWD TRASH IH FRONT OF AWD OW THE SIDE OF THE GRAVE SITE.
THE CI IS QUESTIOtlIHG TVA AtlD THE llORKERS RESP ECT FOR THE DEAD AtlD FOR THE TIME Atl D EFFORTS OF THE PEOPLE WHO CLEANED UP THE GRAVE SITE.
LOH EMPLOYEE (ELECTRICAL CRAFT)
MORA LE AtlD DISCOttTEtlTt1EtlT CAUSED BY COtlS TANT PRESSURE TO PRODUCE BEING APPLI ED TO THE ELECTRICAL CRAFT SUPERVISI Otl (HAtlES GIVEtl).
CI COULD WOT PROV IDE AWY FURTHER IttFORthATIOtt.
COtlCERHS ARE GROUPED BY FIRST 3 DIGITS OF SUBCATEGORY tlUMBER.
"I C
4
<<J
~%
4 0
'EREtlCE ECPS132J "fCPS132C
- QUEtlCY REQUEST ISSS - RttM
- GORY:
MP MGT. 8 PERS.
ISSUES TENNESSEE EY AUTHORITY OFFICE OF NUCLEAR POllER EMPLOYEE COtlCERH PROGRAM SYSTEM (ECPS)
EMPLOYEE COHCERtl INFORMATIOtl BY CATEGORY/SUBCATEGORY SUBCATEGORY'08 DISSATISFACTIOH WITH l'lORK EtlVIRONMEHT PAG
2 RUtl TIME 10: 06: 39 RUtl DATE 03/10/87 IttC ERtl tlUt1 B ER 065-00101 T50114 CAT S
H SUB R PLT CAT D LOC MP 70801 W llBW 1
REPORT APPL 2
SAF RELATED BF BL SQ llB 1 tl tl H
tl 2 tlA tlA tlA tlA IN-85-065"001 QTC HISTORICAL CONCERN REPORT ORIGIN COWCERtl DESCRIPTIOtl POOR HORKIWG COtlDITIOHSp UtlSAtlITARY AtlD OVER-CROllDED OFFICES AtlD LACK OF STORAGE SPACE FOR PAYROLL RECORDS I H THE TVA PAYROLL OFFICE.
CI HAS tl0 FURTHER IHFORtlATIOtl.
REF.
SECTION CAT tlP
'UBCAT
- 708 097-00501 MP 70802 N HBH 1
W tl H
t3 T50226 2
HA tlA HA HA QTC TVA MAtlAGEMEt<T HAS CREATED At( ATMOSP HERE OF BAD MORALE: CRAFT llORK IS RE PEATEDLY TURtlED DOlltl AtlD SYSTEMS ARE ItlSTALLEDp THEtt TORt)
BACK OUT DUE T 0
WO FAULT OF THE CRAFTS (E.G.p FIRE PROTECTIOtl);
EtlPLOYEES HARDLY=CAPE ABOUT DOIt<G THE l<ORK.
THIS IS COtlPO UWDED BY THE AtlIMOSITY CREATED BY OW E
MANAGER (Ktl0lltl) llHO EtlCOURAGES CER TAItl Et1PLOYEES TO FORM CLIQUESp AHD TO GO OUTSIDE OF tlORtlAL CHAWtlELS TO "ItlFORtl" Otl OTHER EtlPLOYEES.
CI HAS tlO MORE INFORMATION.
COtlSTRUCTIOtl DEPARTMENT CONCERN. 131"00101 T50113 MP 70801 tl llBH 1
H H
H H
2 HA tlA tlA WA IH-85-131"001 QTC OVERCROl'lDIWG OF HORKERS IH OFFICE SP ACESp DUE TO IWSUFFICIEtlT AflOUtlT OF OFFICE SPACE AVAILABLETO WO!it1AttUAL llORKERS AT llBtlP.
CI FEELS THE SITE HEEDS A CAFETERIA OR SOtlEPLACE ltHERE HOT FOOD AtlD A BALANCED MEAL CAtl BE SERVED TO ALL Et'lPLOYEES.
CI FEELS THESE ITEMS ADVERSELY AFFECT HEALTH AtlD llELL BEING OF INDIVIDUALS IlORKIH G
OH SITE.
CI COULD tIOT PROVIDE AHY ADDITIONAL IWFORMATIOtl.
t<0 FOLLON UP REQUIRED.
CONCERt]S ARE GROUPED BY FIRST 3 DIGITS OF SUBCATEGORY tlUMBER.
P eg JI Jc,w
),:i C '
kt y
FEREtlCE ECPS132J-ECPS132C
<<QUEtlCY REQUEST ISSS Rtlf1 EGORY:
thP MGT.
8 PERS.
ISSUES TEtltlESSEE LEY AUTHORITY OFFICE OF tlUCLEAR POllER EMPLOYEE COtlCERN PROGRAM SYSTEH (ECPS)
EHPLOYEE COtlCERtl IHFORHATIOH BY CATEGORY/SUBCATEGORY SUBCATEGORY: 708
'ISSATISFACTION llITH WORK EHVIROWHEtlT PA 3
RUtl TINE 10: 06: 39 RUH DATE 03/10/87 OWCERtl tlUHBER CAT S
H SUB R PLT CAT D
LOC 1
REPORT APPL 2 SAF RELATED
- BF BL SQ llB HISTORICAL REPORT CONCERtl ORIGIN COHCERtl DESCRIPT IOtl REF.
SECTION CAT
- tip SUBCAT 708 132-00101 T50116 HP 70801 N HBtl 1 tl H
H tl 2
WA tlA WA WA IN-85-152-001 QTC OFFICE SPACE AtlD FOODiEATIttG FACILIT IES.ARE tlOT ADEQUATE.
EXAHPLE: ItlTE RIH OFFICE BUILDItlGp UNIT lp DOES tl0 T ADEQUATELY PROVIDE ANPLE llORKItlG S PACE TO l<ORKERS ASSIGtlED TO JOB.
HO RKIHG SPACE IS TOO CRAHPED.
ALSOp tl 0 CAFETERIA EXIST OW-SITE TO PROVIDE NUTRITIONAL FOOD OR LUNCH ROOtl FACI LITIES.
THIS llORKItlG EtlVIRONttENT DO ES WOT CONTRIBUTE TO GOOD DECISIOtl t1 AKItlG PROCESSES AtlD GEtlERAL HOTIVATI OH.
CI HAS WO ADDITIOtlAL ItlFORtlATIO H. 203-00201 T50 156 209-00101 T50017 HP 70802 N IlBtl thP 70802 H HBN 1H W
tl N
2 HA tlA tlA NA 1 tl H
tl W
2 HA tlA HA HA IN"85-203-002 IW-85-209-001 QTC QTC ENGINEERS OW-SITE DO WOT ALHAYS KWON AtlSHERS TO QUESTIONS ASKED tlOR HILL THEY GET BACK TO At( ItlDIVIDUALGRAF TSthAtt llHO ASKED THE QUESTION. CI NOU LD WOT PROVIDE AWY ADDITIONAL DETAIL Sp'SPECFICS.
COtlSTRUCTIOH DEPT.
CONC ERtl.
tl0 FOLLOH UP REQUIRED.
SUGGEST GEtlERAL ENPLOYEE ORI EtlTATIOtl OF NOH PLAtlT OPERATES. 320-00101 T50226 NP 70802 N HBtl 1
N H
tl tl IH-85-320-001 2
HA HA WA tlA QTC HORALE IS BAD PROJECT-llIDE.
SUPERItl TEHDEtlTS AtlD GEHERAL FOREHEN VIOLATE THE CHAIN OF COtht1AttD BY WOT ItlFORtlI HG THE FOREHAW PRIOR TO DISCIPLIWIWG THE )10RKERS.
(tl0 SPECIFIC tlAttES PR OVIDED.)
CI HAS WO ADDITIONAL IWFOR HATIOtt.
CONSTRUCTION CONCERN.
UNIT 2.
tl0 FOLLOH UP REQUIRED.
CONCERNS ARE GROUPED BY FIRST 3 DIGITS, OF SUBCATEGORY NUHBER.
kg 4s T
r-C N
'FEREtlCE ECPS132 J-ECPS132C
!EQUEtlCY
- REQUEST IP ISSS Rl tM GREGORY:
ttP MGT, 8 PERS.
ISSUES TEtltlESSE LEY AUTHORITY OFFICE OF NUCLEAR POllER Et1PLOYEE COtlCERN PROGRAM SYSTEM (ECPS)
EMPLOYEE COHCERtl INFORMATION BY CATEGORY/SUBCATEGORY SUBCATEGORY'08 GEtlERAL EXPRESSIOtlS OF COtlCERHS ABOUT LOW MORALE PA RUW TIME 10: 06: 39
'UW DATE 03/10/87 S
H
- SUB, R PLT
- OWCERH NUMBER CAT CAT D
LOC 1
REPORT APPL 2 SAF RELATED BF BL SQ WB HISTORICAL COtlCERtl REPORT ORIGItl CONCERN DESCRIPTIOW REF.
SECT IOtl CAT MP SUBCAT 708 I 327-00101 tlP 70802 N
WBH T50030 1
H W
H W
2 tlA NA tlA HA
.QTC MAtlAGE11EtlT TECHtlIQUE AtlD POLICY AT W
BtlP IS RESULTItlG Itl EMPLOYEE MORALE "AS LOW AS IT HAS EVER BEEtl" p AtlD A JOB ATtlOSPHERE IH WHICH QUALITY WORK IS WOT ENCOURAGED.
IT WAS STATED T HAT THIS TREND BEGAtl WHEtl PERSOtltlEL FROM SEQUOYAH ARRIVED OW SITEp AtlD B EGAtl "tlIT PICKItlG" EWFORCEMEtlT OF JO B RULES WITHOUT REGARD TO AWY EXTEWU ATING CIRCUt1STAtlCES
'l 376-00201 MP 70802 H
WBN 1
W W
W H
T50019 2
tlA HA HA tlA QTC TVA HAS GOOD POLICIES BUT tlEVER FULL Y COt1PLIES WITH AtlY OF THEth.
W 380-00201 MP 70802 H
WBN 1
N H
tl tl T50016 2
WA HA tlA HA tl <i53-00301 MP 70802 N
WBH 1 tl N
H H
T50033 2 tlA tlA WA HA tl "85-691-00201 MP 70802 H
WBH 1 tl tl W
H T50029 2
HA HA NA HA tl -85"533-00701 MP 70802 tl WBH 1
tl H
H H
T50170 2
NA WA NA WA QTC QTC QTC QTC QUALITY OF WORK AtlD MORALE DECLINED WHEW SUPERVISORS ktERE TRAHSFERRED TO WATTS BAR FROM SEQUOYAH.
EMPLOYEES OFTEtl TURtl DOWN A FOREt1Etl' POSITIOH BECAUSE OF tlOT GETTItlG UP PER t1AtlAGE11ENT'S SUPPORT.
LOI'1 MORALE DUE TO PEOPLE WAttTIttG ADV AWCEMEWT AWD POINTING FINGERS AT OTH ERS CRAFT PERSONNEL ARE MOVED ARBITRARIL Y AtlD FREQUENTLY (EXAMPLE-OtlE EMPLO YEE HAS BEEN tlOVED ABOUT OtlCE EVERY tl 539-00601 T50062 MP 70802 H
WBH 1
N tl tl N
IN-85-539-006 2
HA WA HA HA QTC TWO MOtlTHS FOR OVER TWO YEARS)
SOME FOREt1Etl (KtlOWtl) HAVE MORE THAt( A 000
/ TURNOVER.
THIS IS HEEDLESS AWD DI SRUPTIVEp AHD HURTS 110RALE OF BOTH F
OREMEH AtlD CRAFTSMEN.
COtlSTRUCTIOtl DEPARTMENT CONCERN.
CI HAS HO FURTH ER I/lFORMATIOtt.
WBWP IS COSTING TOO MUCH.
CONSTRUCT IOW IS TAKING T00 LONG 8 SO COSTS AR E ESCALATING.
COtlCERtlS ARE GROUPED BY FIRST 3 DIGITS OF SUBCATEGORY tlUMBER.
~-
,4 t~
p/
EFEREtlCE
- ECPS132J-ECPS132C REQUEHCY REQUEST
>ftP ISSS Rl<N TEGORY:
NP t1GT.
& PERS
~
ISSUES TEtlHESSE ALLEY AUTHORITY OFFICE OF tlUCLEAR POllER EMPLOYEE CONCERN PROGRAM SYSTEM (ECPS)
EflPLOYEE COHCERtl INFORt1ATIOtl BY CATEGORY/SUBCATEGORY SUBCATEGORY'08 DISSATISFACTIOtl WITH NORK ENVIRONMENT PA 5
RUW TIME lo: 04: 39 RUtl DATE 03/10/87 COWCERtl NUMBER CAT S
H SUB R PLT CAT D
LOC 1
REPORT APPL 2 SAF RELATED BF BL SQ NB HISTORICAL COHCERtl REPORT ORIGIN COHCERtl DESCRIPTIOtl REF.
SECTIOtl CAT 11P.
SUBCAT 708 W -85"542-00301 T50045 fl 544-00401 T50045 t1P 70801 tl HBN NP 70802 H NBH 2 tlA NA HA tlA 1
H tl tl tl 2
WA HA tlA tlA IW"85-542-003 QTC QTC THE CAtlTEEH USED BY THE CRAFT OFFERS SOME ITEt1S AT A HIGHER PRICETHAtl TH E
OTHER CAHTEEtlS.
THE LOll MORALE OH SITE IS DUE TO NIS NAWAGEflENT.
~ tl 547 "00101 t1P 70802 S
11Btl 1
H tl tl tl T50049 2 tlA NA tlA HA 02 QA 80113 S NBtl 1
tl tl H
Y 2
NA WA WA SR (ft 549-00601 thP 70802 H NBN 1
tl tl W
tl T50049 2
NA NA tlA tlA QTC QTC THE UPPER LEVEL COtlST.
NAtlAGENEtlT NA S
CHAtlGED 3-4 YEARS AGO (1981)
CAUSI tlG A thORALE PROBLEM fh/EfhPLOYEES AtlD Atl NEGATIVE EFFECT It) THE QCI PROGRA N.
THE t1AWAGENEtlT llAtlTED llORK DOtlE "YESTERDAY".
f1AWAGERS PUSHED THE FO RENEtl.
FOREt1EN PUSHED THE EthPLOYEES AtlD HERE TOLD TO FORGET CERTAItl QA PROCEDURES.
THIS OCCURRED PRIt1ARILY Itl THE REACTOR BUILDItlGp UtlIT l.
NAWAGEMEtlT IS SPEtlDItlG THOUSANDS OF DOLLARS TO TRAItl tlEN EMPLOYEES.
IF THEY 110ULD IMPROVE THE WORKING CotlDI TIOtlS
& KEEP GOOD EthPLOYEES IT llOULD SAVE TVA A CONSIDERABLE Af10UWT OF N
OWEY.
[fI -85"581-0 030 1 T50055 (H 595-00401 T50056 NP 70802 ff llBH 1
tl N
tl W
It)-85-581-003 2
HA NA NA HA NP 70802 H NBtl 1
H H
tl W
It)-85-595-006 2
tkA tlA WA tlA QTC QTC THE MORALE It( GENERAL AT TVA IS LON.
THE COtlSISTEtlT tlEGATIVE ATTITUDE B Y f1AtlAGENEHT TOllARD THE EMPLOYEES IS THE BASIC REASON THIS PLANT HAS TAK Etl SO LOtlG TO BUILD.
IF AWY CONPAtlY OUTSIDE THE TVA JURIS DICTIOtl DID I/10TH THE thISMAtlAGEflEtlT AWD DISCRIMIHATIOW THAT TVA DOES TH E U.S GOVERtlNEtlT 110ULD HAVE THEM CLO SED DOlltl.
IW EXAt1PLE, DOES tlOT TREA T ALL EthPLOYEES EQUALLY'URCHASES M OST I'1ATERIALS/EQUIPf1EHT FROth FOREIGN COUttTRIES>
CREATES EtlORfhOUS llASTE D
UE TO ItlADEQUATE ORDERIWG p RECI EVIHG AWD STORAGE.
COtlCERNS ARE GROUPED BY FIRST 3 DIGITS OF SUBCATEGORY NUMBER.
1% v
~ )I
.e~
t
REFEREt ECPS132 J-ECPS132C FREQUENCY REQUEST ONf' ISSS RHM ATEGORY:
MP t1GT.
8t PERS.
ISSUES TEtlNESS ALLEY AUTHORITY OFFICE OF NUCLEAR POllER EMPLOYEE CONCERN PROGRAM SYSTEM (ECPS)
E11PLOYEE CONCERN ItlFORMATIOtl BY CATEGORY/SUBCATEGORY SUBCATEGORY'08 GENERAL EXPRESSIOtlS OF COWCERtlS ABOUT LOH MORALE 6
RUtl TINE 10 F 04:39 RUtl DATE - 03/10/87 SUB COtlCERtl NUMBER CAT CAT S
H R PLT D LOC 1
REPORT APPL 2 SAF RELATED BF BL SQ HB HISTORICAL CONCERtl REPORT ORIGIN CONCERN DESCRIPTIOW REF.
SECT IOt CAT 11P SUBCAT - 70j IW 596-00101 NP 70802 T50058 Itl 609-00101 11P 70801 T50058 N
HBW N
HBW 1 tl tl N
N 2 tlA tlA tlA tlA 1
W W
W W
2 WA WA WA WA It)-85-596-001 IN"85-609-001 QTC QTC MANAGEMENT PLACED Atl UtlWECESSARY HAR DSHIP OW EMPLOYEES THAT HADE AW EFFO RT TO GET TO ttORK DURING A HItlTER ST ORM HHEtl THEIR VAW POOLS DID tlOT RUtl AWD THEIR HARD HATS AtlD SAFETY GLAS SES HERE IW THE VAtlS.
t1AtlAGEMEtlT 11A DE THEM HALK A LONG DISTANCE AWD STA tlD Itl LItlE DURING BAD HEATHER TO OBT AIN HARD HATS OF THE RIGHT COLORS Atl D HITH THEIR WUtlBERS OW THEM.
A NOR E TEMPORARY AWD LESS INCONVENIENT HA Y HAS POSSIBLE.
(tlAMES/DETAILS KtlOH W TO QTC)
T00 NAtlY SUPERVISORY VEHICLES OW SIT E,
YET TVA OFTEN CLAIt1S THAT THEY DO tlOT HAVE t10NEY TO BUY PROPER TOOLS OR t1ATERIAL TO SUPPORT COWSTRUCTIOtl.
NO SPECIFIC OR OTHER DETAILS PROVI DED.
Itl -85"666-00101 NP 70802 N
HBW 1
W W
tl N
T50063 2
WA NA tlA tlA QTC TVA EMPLOYEES HAVE LOH t10RALE AtlD WO INCENTIVE TO PERFORM QUALITY HORK.
THIS IS DUE TO TVA PERSONNEL POLICI ES HHICH ALLOH RETEtlTIOW AtlD PROt10TI OW OF "DEAD HOOD" EMPLOYEES; LACK OF ADEQUATE FUtlDIWG FOR MERIT RAISE PR OGRAH>
SUCH THAT SOME EMPLOYEES HHO DESERVE A MERIT RAISE DOtl'T GET OtlE)
AtlD MAtlAGENEtiT TOLERANCE OF SUBSTAtl DARD PERFORNAtlCE BY MINORITY E11PLOYE ESp DUE TO FEAR OF IttVOLVEthEttT It( Atl EEO PROCESS IF DISCIPLINARY ACTION IS IMPOSED.
WO FURTHER DETAILS AVAI LABLE.
COWCERtlS ARE GROUPED BY FIRST 3 DIGITS OF SUBCATEGORY NUMBER.
fl, VW
$ t i~
4 y I" C'
4 t
>,.'~4t
REFEREtl ECPS132 J-ECPS132C FREQUENCY REQUEST OtlP - ISSS RllH ATEGORYi tlP HGT.
8 PERS.
ISSUES TENtlESS ALLEY AUTHORITY OFFICE OF NUCLEAR POINTER ENPLOYEE COHCERtl PROGRAM SYSTEM (ECPS)
EHPLOYEE COWCERtl IWFORthATIOtl BY CATEGORY/SUBCATEGORY SUBCATEGORY i 708 DISSATISFACTIOtl HITH WORK EtlVIROtNEHT P
7 RUtl TINE " 10:06:39 RUtl DATE 03/10/87 S
H SUB R PLT CONCERN tlvtlBER CAT CAT D LOC 1
REPORT APPL 2 SAF RELATED BF BL SQ HB HISTORICAL COtlCERN REPORT ORIGIN CONCERN DESCRIPTIOW REF.
SECTIOI CAT NP SUBCAT - 70l Itl 663-01301 HP 70801 tl HBtl
, T50239 1W tl HW 2
HA HA NA WA QTC TVA IS OFTfH IWSEtlSITIVE TO EMPLOYEE tlEEDS.
EXAtlPLE: TVA AUTOHOBILfS AR E OFTEtl USED FOR LOtlG TRIPS AtlD IH I tlCLEtlEtlT tlfATMERp ItlCLUDIWG SLICK RO ADS FROtl SLEET AtlD TORHADOESp BUT TH E TVA CARS DO HOT EVEN HAVE AM RADIO S
TO HELP THE DRIVER REtlAItl ALERT Otl LONG TRIPSp OR BE PREPARED FOR HAZA RDOUS TRAVEL CONDITIONS.
CI HAS HO FURTHER IHFORNATIOH.
CONSTRUCTION D
EPARTHEHT COHCERtl ~
tl0 FOLLOH UP REQ UIRED.
Itl 699-00101 HP 70802 H HBH 1
W tl H
H T50077 2 tlA WA tlA HA QTC HAWAGEHEHT SHOULD TAKE POSITIVE STEP S
TO IHPROVE EtlPLOYEE NORALE.
NO FU RTHER DETAILS AVAILABLE.
Itl 718-00101 T50079 Itl 700-00701 T50199 tlP 70802 N llBH 1
H tl tl H
IN-85-718"001 2
NA HA HA HA HP 70802 H HBtl 1
H H
H H
IH"85-760-007 2
HA HA HA HA QTC QTC CI STRESSES A COHPLETE LACK OF TRUST
/'COtlFIDEtlCE It) THE ABILITY OF UPPER-LEVEL COtlSTRUCTIOtl HAtlAGEHfttT.
THIS POOR HAtlAGEt)fttT CAUSfS A LACK OF IW TEREST IW THE CRAFT TO DO A GOOD JOB COtltlUHICATIOH/ COOPERATIOtl BETHEE W CRAFTS AHD HSB IS Holi-EXISTENT.
T HE 'LITTLE HAPOLEAtl'OtlCEPT IS PREV ALEWT.
(WO ADDITIONAL ItlFORHATIOH A VAILABLE/HAtlf S
ARE Ktl011tl)
HAtlAGftlftlTTRIES TO FORCE llORKERS TO PERFORtlp RATHER THAtl TRYItlG TO HAKE THE llORK ATllOSPHERE EtlJ OYAB LE EtlOUG H
SO THAT PEOPLE llAtlT TO DO A GOOD J
OB.
IF CRAFT l'lAtlTED TO SABOTAGE THE PLAt3T BECAUSE OF BAD tlORALEp HO OtlE COULD STOP
CotlCERH.
CI DECLINED TO PROVID E
FURTHER IHFORMATIOH.
CONCERNS ARE GROUPED BY FIRST 3 DIGITS (F SUBCATEGORY NUMBER.
Xg
'1 l
~ I 4,
e
REFEREtlC -
ECPS132J-ECPS132C FREQUENCY REQUEST 0tIP ISSS RHH ATEGORYi ttP HGT.
& PERS.
ISSUES TEWHESS ALLEY AUTHORITY OFFICE OF tlUCLEAR POllER EHPLOYEE CONCERN PROGRAH SYSTEH (ECPS)
EHPLOYEE CONCERN IHFORHATION BY CATEGORY/SUBCATEGORY SUBCATEGORY'08 GENERAL EXPRESSIOtlS OF COtlCERWS ABOUT LOH HORALE P
8 RUtl TIt1E - 10'.OG~M RUtl DATE 03/10/87 S
H SUB R PLT COHCERtl tlUtlBER CAT CAT D LOC IW 768-00101 HP 70802 H HBN T50116 1
REPORT APPL 2 SAF RELATED BF BL SQ l<B 1WH tl N
2 HA HA NA NA HISTORICAL COHCERtl REPORT ORIGIN'H-85-768-001 QTC CONCERN DESCRIPTION THIS PROJECT'S RED TAPE IS SO OVER-B URDEtlItlG THAT EVERYONE'S HAtlDS ARE T IEDp ATTITUDES ARE HURT BECAUSE tlO 0 tlE CAtl GET AtlYTHItlG DONE AtlD QUALITY OF llORK SUFFERS.
THIS IS A GEtlERIC COtlCERtl.
CI HAS tl0 FURTHER ItlFORtlA TIOW.
CONSTRUCTION DEPT.
CONCERN REF.
SECTIOt CAT t lP SUBCAT 70t Itl 780-00101 tiP 70801 N ttBH 1
tl tl H
N T50081 2
HA NA HA NA QTC POOR HORKIttG CONDITIONS IH THE HOTOR TRAtlSPORT GARAGE AREA Tll0 ATTEHDA HTS PRESENTLY DOING THE JOB THAT ORI GIWALLY REQUIRED SIX ATTENDANTS.
tlo ADDITIOtlAL IttFORthATIOtl AVAILABLE.
Itl 835-X0601 MP 70802 W HBtl 1 tl W
tl H
T50095 2 tlA HA HA HA QTC DURING THE ItlTERVIEtl THE CI t1EtlTIOtlE D THAT THE POTEtlTIAL EXISTS Itl THE F
IELD (PLANT)
FOR A DISGRUNTLED EHPLO YEE TO DAHAGE A QC ACCEPTED ITEN.
T HIS IS DUE TO LOW HORALE ANOHG CRAFT IH 895-00101 HP 70802 N llBN 1 tl W
H tl T50091 2 tlA tlA HA HA Itl 896-00101 HP 70802 N llBH 1
tl tl H
N T50091 2
HA HA HA HA QTC t1AttAGENEtlT (CRAFT Kt<ONtl) IS POOR.
FA VORITISt1 IS OBVIOUSp AtlD PERSOtltlEL S
AFETY RULES ARE ROUTINELY COtlPROHISE D TO ACHIEVE PRODUCTION.
NORALE IS LOll DUE TO HAHAGENEtlT.
QTC HAtlAGEHEtlT SEEN TO BE LOST IN TRYING TO BUILD THIS PLANT.
ORGAHIZATIOtl IS IlORSE THAtl THE ARHY.
HO ADDITIOtl AL IttFORHATIOt< AVAILABLE.
COtlCERHS ARE GROUPED BY FIRST 3 DIGITS OF SUBCATEGORY tlUHBER.
J)
I 0'i l
ce
'1 l
REF EREtlC ECPS132 J-ECPS132C FREQUEtlCY
- REQUEST OWP " ISSS RljM ATEGORYt MP MGT. 8 PERS.
ISSUES TEtltlESS LEY AUTHORITY OFFICE 0 tlUCLEAR POHER EMPLOYEE COtlCERtl PROGRAM SYSTEM (ECPS)
EMPLOYEE COtlCERtl INFORMATIOtl BY CATEGORY/SUBCATEGORY SUBCATEGORY'08 GEtlERAL EXPRESSIONS OF COtlCERtlS ABOUT LON MORALE 9
R IME -
10:06:3'UW DATE - 03i'10~8.
S H
SUB R PLT COtlCERtl NUMBER CAT CAT D
LOC 1.REPORT APPL 2
SAF RELATED HISTORICAL CONCERN BF BL SQ l'lB REPORT ORIGIN CONCERN DESCRIPTIOtl REF.
SECTION CAT MP SUBCAT - 70.
It) 899-00101 MP 70802 N llBW T50090 itl WWN 2 tlA WA tlA WA QTC thhttAGER (KtlOHtl) EMPHASIZES SCHEDULE OVER QUALITY.
SCHEDULES ABOUT THICE AS MUCH HOPK (TYPE KtlOtttl) AS GROUP (KtlOHtl) CAtl DO.
EMPHASIZES BEAN COU NT TO THE POINT THAT EtlGItlEERItlG AWD CRAFT SPEtlD THEIR TIME ACCUSItlG EAC H OTHER OF HOLDING UP llORK.
'MOST OV ERT PRESSURE AND FRICTIOtl COt1ES FROM BETllEEtl GROUPS RATHER THAt) FROM UPP ER LEVEL.
MANAGEMENT DOESW'T UtlDERS TAtlD THAT SO FEH UtlITS OR l'lORK (KtlOH tl) ARE ACTUALLY AVAILABLETO BE DONE DUE TO FACTORS BEYOND LONER LEVEL l'RSOtlNEL
'S COtlTROL.
BAD MORALE Itl 91 i)-00101 T50094 MP 70802 N ttBtl
.1 tl W
W W
Itl-85-916-001 2
NA tlA NA tlA QTC HORKItlG COWDITIOtls AT HBWP HERE GOOD Itl THE PAST (1979)
SUBSEQUEtlT MAWAG EMEttT CHANGES (WAtlES KtlOHW) HAVE BRO UGHT COtlDITIOtlS "DOlltlHILL".
UtlLESS At) EtlPLOYEE IS It< THE "CLIQUE". TREA TMEWT OF EMPI.OYEES IS TERRIBLE.
C/I HAS tl0 FURTHER IWFORMATIOtl.
Itl 917-00201 T50090 ltP 70802 W llBN 1
W W
N tl IN-85-917-002 2 tlA NA NA NA IW 938-00601 MP 70802 W HBtt 1 tl tl tl W
T50103 2
WA NA tlA tlA QTC QTC CONTRACT EMPLOYEES ARE HIGHLY PAID (
$25-30+
PER HOUR)
AWD DO tlOT PRODUCE AS MUCH WORK AS DO TVA EMPLOYEES.
C/'I FEELS THAT TVA IS tlOT GETTItlG TH EIR tt0tlEY'S NORTH.
DEPARTMEtlT KWOllW t'lITHELD DUE TO COtlFIDEWTIALITY.
WO FURTHER DETAILS AVAILABLE. tl0 FO LLOH UP REQUIRED.
INDIVIDUAL SUBJECTED TO UtlDUE HARDSH IP BY TVA.
DETAILS KWOHtt TO QTCi IlI THELD DUE TO COWFIDEtlTIALITY. CI HA S
WO FURTHER INFORMATION.
tlO FOLLOll UP REQUIRED.
COtlCERNS ARE GROUPED BY FIRST 3 DIGITS OF SUBCATEGORY tlUMBER.
0 ga,
FEREWCE ECPS132J-ECPS132C EQUEtlCY REQUEST P - ISSS RIIM EGORYi MP MGT.
& PERS.
ISSUES TENtlESSEE LEY AUTHORITY OFFICE OF tlUCLEAR POHER El'1PLOYEE COtlCERN PROGRAM SYSTEM (ECPS)
EMPLOYEE CONCERtl IWFORtlATION BY CATEGORY/SUBCATEGORY SUBCATEGORY) 708 GEtlERAL EXPRESSIONS OF COtlCERtlS ABOUT LON MORALE PAG
11 RUtl TIME 10 - 04: 39 RUW DATE " 03/10/87 OHCERW HUt'IBER CAT S
H SUB R PLT CAT D
LOC 1
REPORT APPL 2 SAF RELATED BF BL SQ IIB HISTORICAL COHCERtl REPORT ORIGIN COWCERtl DESCRIPTIOH REF.
SECTION.t.
CAT MP SUBCAT 708 165-00101 T50128 MP 70802 W
NBW 1
H W
W N
2 NA tlA NA HA QTC TVA MANAGERS (KtlOHW) GO OUT OF THEIR IIAY TO CAUSE BAD t10RALE.
EG: ItlDIV IDUAL HAS tlOT ALLOHED TO CHAtlGE FROt1 THIRD TO DAY SHIFT EVEN THOUGH THER, E IIAS A VALID REASON.
CI HAD tlO I<OR E SPECIFIC INFORMATION.
COWSTRUCTIO tl DEPT COHCERtl. 167-00201 MP 70801 N l'IBH 1
H H
tl tl T50129 2
NA tlA HA HA 177-00201 MP 70802 H HBH 1
N tl N
H T50126 2
WA HA tlA HA 190-00601 MP 70802 N HBN 1
W tl H
N T50188 2
HA tlA HA HA 206-00301 MP 70802 N IIBH 1
W tl tl tl T50130 2 tIA HA WA tlA 267-00301 MP 70802 H IIBH 1
N tl N
N T50150 2
NA HA WA HA QTC QTC QTC QTC QTC.
THE 2tlD SHIFT HAS A SHUTTLE BUS IIHIC H TRANSFERS EMPLOYEES FROM THE PARKI tlG LOT TO THE BRASS ALLEY HHEtl IT RA ItISi THE 3RD SHIFT ALSO HEEDS THIS S
ERVICE.
CI HAS tl0 ADDITIOtlAL ItlFORM ATIOW.
CONST DEPT CONCERN.
LOll MORALE Otl THE JOB IIHIC COULD LEA D TO POOR HORKMAtlSHIP.
CI HAS WO FU RTHER IWFORt1ATIOtl.
CONST.
DEPT.
COtl CERN.
HO SPECIFIC HARDWARE EXAI1PLES IIERE PROVIDED.
FOLLOH UP REQUIRED.
TVA DOES HOT HAVE AW INCENTIVE PROGR AM FOR PERSOtlHEL TO TURtl IN COST SAV IHG IDEAS.
CI HAS WO ADDITIONAL IWF ORMATIOtl.
HUC POHER CONCERN.
UtlIT 1
& 2.
MORALE IS LOH HHICH MAY LEAD TO UtlAC CEPTABLE IIORK.
MORALE PROBLEM IS A
DIRECT PRODUCT OF UPPER 11AtlAGEMEtlT.
CONST.
DEPT.
CONCERN.
CI HAS WO AD DITIOtlAL IWFORMATIOtl.
NO FOLLOII UP REQUIRED.
TVA> AS A IIHOLEp DOES NOT REALLY CAR E ABOUT THEIR EMPLOYEES.
GOOD EMPLO YEES WHO DO THEIR ASSIGNED HORKp ARE ASSIGtlED t10RE IIORK TO MAKE UP FOR T
HE Et1PLOYEES IIHO ARE LAZY.
THIS RES ULTS Itl THE FEH GOOD EMPLOYEES LOOKI WG FOR BETTER JOBS ELSEHHERE.
WUCLE AR POIIER DEPT.
CONCERN.
CI HAS W0 F
URTHER IWFORMATIOW.
WO FOLLOH-UP RE QUIRED.
COtlCERtlS ARE GROUPED BY FIRST 3 DIGITS OF SUBCATEGORY NUMBER.
+g 4
F1 t
~l
FEREtlC
" ECPS132J-ECPS132C EQUEtlCY
- REQUEST P
ISSS RllM EGORY:
tlP tlGT. 8 PERS.
ISSUES TEtlHESSEE EY AUTHORITY OFFICE OF NUCLEAR POllER EMPLOYEE COtlCERH PROGRAM SYSTEM (ECPS)
Et'1PLOYEE COtlCERW IHFORtlATION BY CATEGORY/SUBCATEGORY SUBCATEGORY'08 GENERAL EXPRESSIONS OF COWCERtlS ABOUT LOW MORALE PAG
g2 RUtl TIME 10: 0%: 39 RUtl DATE - 03/10i87 OtlCERN NUMBER CAT S
H SUB R PLT CAT D
LOC 1
REPORT APPL 2 SAF RELATED HISTORICAL COtlCERN BF BL SQ HB REPORT ORIGIN CONCERN DESCRIPTIOtl REF
~
SECTIOtl CAT MP SUBCAT 708 282-00301 T50261 MP 70802 tl HBN 1
W tl tl N
2 HA WA NA NA QTC CRAFT MAttAGEt1EHT RUtlS THE COtlSTRUCTI Otl OF THIS PROJECT.
QC AtlD EtlGIWEER IHG FOLLOll THEIR LEAD.
CI HAS REFER RItlG TO OVERALL t'lAtlAGEMEtlT AS BEING REACTIOtlARY WOT MAWAGIWG UNTIL SOtlET HING HAPPEttS.
CI HAS WO SPECIFIC DE TAILS> AHD WO ADDITIONAL ItlFORMATIOtl CONSTRUCTION DEPARTMEttT CONCERN. 297-00301 MP 70802 H llBN T50152 1
W H
N N
2 tlA WA HA WA IW-86-297-003 QTC MORALE IS VERY BAD AWD NOBODY CARES ABOUT THE JOB.
CONSTR.
DEPT.
CONGER W.
CI HAS WO ADDITIOtlAL INFORMATION tl0 FOLLOllUP REQUIRED. 316-00801 MP 70802 N MBtl 1
H tl H
H T50168 2 tlA tlA WA HA V-86-001 01 MP 70801 tl SQtl 1 tl tl tl H
2 tlA NA tlA tlA 048-00501 MP 70802 N HBH 1
tl tl H
N T50246 2
HA HA HA tlA K-86-002 Ol MP 70801 H
SQH 1
W W
tl N
2 HA WA WA WA QTC OECP QTC OECP TVA MAtlAGEMENT DOEStl'T GIVE A DAMtl A BOUT THE PEOPLE.
NUCLEAR POWER CONC ERtl.
CI HAS NO ADDITIOtlAL INFORMATI OH.
VELLUM PRItlTS ARE T00 HEAVY FOR THE llOMEtl TO LIFT.
THE FILES ARE TOO CR OHDEDp MAKItlG IT EVEN HARDER TO HAtlD LE THE PRINTS.
TVA'S GENERIC MAWAGEMEtlT POLICY IS T 0
HURRY UP AtlD GET THE JOB DOtlEp HIT H
A COMPLETE DISREGARD TO THE HUMAtt ASPECTS AHD HEEDS OF THE EttPLOYEES.
FOR EXAMPLEP MAtlY EMPLOYEES ARE TRA tlSFERRED ttULTIPLE TIMESi AtlD OFTEtl A
tlD UP HORKItlG BACK AT THE SAME LOCAT IOW THEY llERE ORIGIllALLY TRANSFERRED FROtl.
EtlPLOYEES OFTEtl MORK COtlSIDE RABLE OVERTIME (60-70 HOURS A llEEK)
FOR EXTENDED PERIODSp HHICH REDUCES EMPLOYEE fFFECTIVEtlESS AtlD tlORALE.
HUC ~
POHER DEPARTMEttT CONCERN.
CI H
AS tlO FURTHER ItlFORMATIOH.
GEtlE EMPLOYEE CALLED AHD LATER PRESEtlTED A PETITION THAT STATED THE SYSTEM SQ N IS PLAHHIHG FOR ASSIGNED PARKING I S
HOT FAIR AWD IS COUNTER PRODUCTIVE
~
COtlCERNS ARE GROUPED BY FIRST 3 DIGITS OF SUBCATEGORY tlUtlBER.
~ ~
IC" 0
à 0 ~+1 0
4
FERENCE ECPS132J-ECPS132C EQUEtlCY
- REQUEST P
ISSS RH11 EGORY:
MP tlGT.
8 PERS.
ISSUES TEtlNES SEE EY AUTHORITY OFFICE OF NUCLEAR POHER EMPLOYEE CONCERN PROGRAM SYSTEM (ECPS)
EMPLOYEE CotlCERtl INFORMATIOtl BY CATEGORY/'SUBCATEGORY SUBCATEGORY'08 GENERAL EXPRESSIOtlS OF CotlCERtlS ABOUT Lot'1 MORALE PAG g3 RUN Tlt1E 10:09:39 RUW DATE 03/10/87 I
ONCERtl tlUMBER SUB CAT CAT S
H R PLT D LOC 1
REPORT APPL.
2 SAF RELATED BF BL SQ HB HISTORICAL CONCERN REPORT ORIGIN CotlCERtl DESCRIPTI otl REF.
SECTIOtl I
CAT t1P SUBCAT 708 tl-0197 ol tiP 70802 N
HBW 1 tl N
N tl 2 tlA NA NA tlA OECP CI IS CONCERNED HOH THE SUPERVISOR I S GOItlG TO BRItlG MORAL UP HHEtl THER E ARE JAtlITORS HITH THE SAME CLASSIF ICATION SF"1 DOING THE SAME HORK AS THE ONES THAT MAKE Slp685 t10RE A YEA R.
W-0393 tl-700PI Ol MP 70802 tl HBW 1 tl tl tl tl 2
NA NA NA NA ol MP 70802 tl 1'lBtl 1 tl tl tl tl 2 tlA WA NA NA OECP OECP POSSIBLE IMPROVEMEtlT OF EMPLOYEE ATT EtlDAtlCE AtlD GENERAL CONCERtl FOR It1PR OVED PRODUCTIVITY AtlD EMPLOYEE'S HEA LTH.
TRAVEL - MORALE:
TRAVEL ARRANGEMEtlT PRACTICED AT HBWP ARE A
DRAG OW TVA CORPORATE GOALS.
1'IHEtl EMPLOYEES CH OOSE TO DRIVE THEY ARE REI11BURSED Otl LY 1/2 OF THE CHEAPEST CALCULATED AM OUNT DETERMINED BY TRAVEL.
P-86-008-00601 l'1P 70802 N HBN 1
tl tl N
N HBP-6-008-006 T502<i3 NA tlA tlA tlA 00~<-00301 MP 708O2 N HBN 1
N tl W
N T50060 2
WA NA NA NA 008-00101 MP.
70802 W
1'lBN 1
N N
N tl T5ppc>5 2
WA NA WA WA QTC QTC QTC CI FEELS THE "tlEH" TVA MAtlAGEMEtlT (K tloHtl) IS NOT AtlD CAtltlOT BE EFFECTIVE UNTIL TVA GIVES THEM THE AUTHORITY TO "SHAKE TVA DOHW TO ITS ROOTS".
C ONSTRUCTIOtl DEPT.
CotlCERtl.
CI HAS tl 0
FURTHER ItlFORt'1ATIOtl.
tlo FOLLOH UP REQUIRED
~
"PEOPLE/EMPLOYEES HILL DO AtlYTHIWG T 0
KEEP THEIR JOBS" EXAMPLES: l)REHRI TING OF WCRS TO SUIT SUPERVISORS LIK ING (WO SPECIFICS) 2)PAPERHORK THIST REHORDIWG THE DOCUMEtlTATIOW HORK TO TAKE IT LOOK LIKE EVERYTHING IS 0
K (tlo SPECIFICS) 3)
JOBS IW 1-TEtltlES SEE AREA ARE SCARCE (WOT THAT tlAttY)
TVA IS A BIG EMPLOYER HITH A GOOD BE tlEFIT PACKAGE ~
IF THEY LOSE THEIR J OB THEY CAN tlOT GET EQUIVALEtlT JOBS (NO SPECIFICS)
LOll MORALE DUE TO JOB BURNOUT AWD MI SMAtiAGEMEtlT.
COWCERtlS ARE GROUPED BY FIRST 3 DIGITS OF SUBCATEGORY NUMBER.
ac" Y
4
.ef
FEREWCE ECPS132J-ECPS132C EQUENCY REQUEST P
ISSS Rlltl EGORYi MP MGT.
& PERS.
ISSUES TENNESSEE LEY AUTHORITY OFFICE OF NUCLEAR POllER EMPLOYEE CONCERtl PROGRAM SYSTEM (ECPS)
EMPLOYEE COtlCERtl INFORtlATIOtl BY CATEGORY/SUBCATEGORY SUBCATEGORY'08, GENERAL EXPRESSIOtlS OF CONCERNS ABOUT LOM MORALE PAG RUtl TItlE - 10: 0%: 39 RUW DATE 03rlor87 SUB OWCERtl NUMBER CAT CAT S
H R PLT D
LOC 1
REPORT APPL 2 SAF RELATED BF BL SQ llB HISTORICAL CONCERN REPORT ORIGIN COWCERtl DESCRIPTIOW REF.
SECTION t
CAT MP SUBCAT - 708 050-00601 MP 70802 N HBtl T50239 1
tl tl W
N 2
NA NA tlA NA QTC'I FEELS THAT CREATION OF THE "HEAD CHECKER" JOB IS THE HORST THItlG THAT TVA EVER HAS COt'lE UP llITH AT l'1ATTS BAR SITE.
ACCORDING TO CI THE HEAD CHECKER GOES AROUtlD AWD CHECKS AS TO MHO IS WORKING AWD lIHO IS WOT AWD I SSUES LETTERS.
CI HAS ADDITIONAL IN FORtlATIOW.
tlUCLEAR POMER DEPARTMENT COtlCERN.
WO FOLLOM UP REQUIRED. 100-05101 T50213 MP 70802 N
MBN 1 tl N
N W
WI-85-100-051 2
NA WA NA NA QTC COMMITMEWT (ACTION) SYSTEM IW TVA IS WOW-EXISTENT.
THERE IS WO ACTION P ARTY AtlD SCHEDULE.
CI HAS tl0 FURTHE R ItlFORMATION.
ANOtlYMOUS CONCERt) VI A LETTER ~ 053-X0301 MP 70802 N
SQN 1
N tl N
tl T50166 2
WA tlA tlA WA 103-00301 MP 70802 N BLN 1
N tl N
N T50176 2
NA NA NA NA 68 COtlCERNS FOR CATEGORY MP SUBCATEGORY 708 QTC QTC SEQUOYAH-EMPLOYEES DO tlOT TRUST MAtl AGEtlEtlTp BECAUSE MAtlGERS ARE ItlEXPER IEtlCEDp THEY ARE tlOT PROtlOTEDD BECAU SE OF ABILITYp THEY l'lILL DO AtlYTHItlG THEY RE TOLD l'lITHOUT QUESTIOtlltlG llH ETHER IT IS RIGHT OR HROWGp AtlD THEY DO tlOT HORK IW THEIR SUBORDItlATES'EST INTERESTS.
THIS LACK OF TRUST 11EtlT SO FAR AS TO AFFECT QUALITY AT SEQUOYAH.
CI HAS WO t10RE ItlFORMATIO tl.
(ENGIWEERItlG-COWSTRUCTIOtl DEPT COtlCERW)
NO FOLLOW REQUIRED.
BELLEFOtlTE.
CI llOULD tlOT ACCEPT REA SSIGtlMEtlT TO BELLEFOtlTE DUE TO UtlFAI R TREATtlENT BY TVA.
DETAILS Ktl0liti T 0 QTC, llITHHELD DUE TO COtlFIDEtlTIALI TY.
NUCLEAR POHER DEPT.
CONCERN.
C I
HAS WO ADDITIOtlAL ItlFORMATION.
tl0 FOLLOll UP REQUIRED.
CONCERtlS ARE GROUPED BY FIRST 3 DIGITS OF SUBCATEGORY NUMBER.
Pj
ATTACHMENT B MORALE List of Concerns by Element/Issue The Morale Subcategory (70800) is comprised of 6S concerns and are addressed in two major issues'0S01
- Dissatisfaction with some part of the work environment GEA-85-001 I-86-234-SQN XN-85-065-001 IN-85-131-001 IN-85-132-001 IN-85-542-003 IN-85-609-001 IN-85-663-013 XN-85-780-001 XN-85-938-007 XN-86-147-002 JPV-86-001 TDK-86-002 70802 - General expressions of concerns about low morale BLN-ONP-EC-006 EX-85-007-001 EX-85-143-X01 IN-85-018-002 IN-85-097-005 IN-SS-203-002
~ IN-85-209-001 IN-85-320-001 IN-85-327-001 IN-85-376-002 IN-85-380-002 IN-85-453-003 IN-85-491-002 IN-85-533-007 IN-85-539-004 XN-85-544-004 IN-85-547-001 IN-85-549-006 IN-85-581-003 IN-85-595-004 IN-85-596-001 IN-85-644-001 IN-85-699-001 IN-85-718-001 IN-85-740-007 IN-85-768-001 IN-85-835-X04 XN-85-895-001 XN-85-896-001 XN-85-899-001 XN-S5-914-001 XN-85-917-002 IN-85-938-006 XN-86-021-001 XN-86-116-003 IN-86-123-001 IN-86-145-001 XN-86-177-002 XN-86-190-006 IN-86-204-003 XN-86-267-003 XN-86-282-003 XN-86-297-003 IN-86-316-008 PH-85-048-005 WBN-0197 WBN-0393 WBN-700-PX WBP-86-008-006 WI-85-004-003 WI-85-008-001 WI-85-054-006 WI-85-100-051 XX-85-053-X03 XX-85-103-003 Page 1 of 1
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