Ballard Integrated Managed Services, Inc., Part 2 QNT/351 Version 4 1 Ballard Integrated Managed Services, Inc., Part 2 The initial survey effort led by Debbie Horner, HR manager of Ballard Integrated Managed Services, Inc. (BIMS), did not produce useful findings. The survey had several flaws that made the majority of the results questionable. Some items were biased. A few questions were worded awkwardly, likely affecting the response. Some of the information needed was not asked, further reducing the value of the effort. Additionally, the data entry typist and general office support person made a number of errors when keying the data into the spreadsheet, compounding the poor results. In hindsight, Debbie suggested that she should have pretested the sample instrument before issuing it to the workforce. Such a step would have likely revealed many of these problems. Further, to improve the 17.3% response rate, she should have taken different steps to encourage employee participation. Just inserting it into the payroll process did not inform employees sufficiently about the purpose and sponsor of the survey. Advance information to explain the need for gathering their views, as well as reassurances about confidentiality and anonymity, plus descriptions of how the information would be used are among the many steps that Debbie might have taken to increase the response rate. Knowing that Barbara Tucker, general manager of the BIMS operation at the Douglas Medical Center, and the rest of the top management team were disappointed in the findings, Debbie proposed that she create a second, improved survey effort that was better planned and marketed. Although somewhat reluctant to authorize the effort for fear of creating more damage, Barbara approved the request. She felt the need to understand the current employee dissatisfaction and increased turnover rate was urgent and thus merited the continued effort. Learning from the initial effort, Debbie designed another survey instrument. This time she circulated it among the senior management team, inviting each person to complete the survey, reading for comprehension and flow of the actual wording, as well as for completeness. A number of suggestions were made in terms of question phrasing as well as about adding new items. These ideas were incorporated into the survey design. The revised instrument was again circulated among the same group of senior managers. The group's consensus was that the revised instrument was complete and ready to administer. To ensure the instrument was easily understood from the employee perspective, Debbie solicited five craft workers to voluntarily pretest it as well. These five were all on noncritical medical leave, so they were able to comfortably conduct the review. Additionally, as they were currently on leave, none would be in the actual surveyed population when the study instrument was issued later that month. Each of the five had minor phrasing suggestions that Debbie incorporated. Finally, Debbie sent this last version to the senior management team for final review. It was approved unanimously (see Exhibit C for this second data collection instrument). Then, Debbie had a sudden thought. Why interview current employees about why they might quit and about their level of satisfaction? Perhaps she should be surveying those that had already left the organization. By asking them, \"Why?\" she might learn more about who would quit in the future. She might be able to develop a model for predicting voluntary terminations. This indeed would be an important contribution to the company. With this in mind, Debbie decided that her next study population would be those who voluntarily left their employment with BIMS. Given the higher than normal, and unfortunate, turnover rate, Debbie was certain that she would be able to collect the data over the next 2 to 3 months. She would ask those departing to complete the survey during their exit interview with her office. Usually the exit interview was conducted by the immediate supervisor, but given the nature of this effort, Debbie felt that her staff should assume that responsibility on a temporary basisjust for Ballard Integrated Managed Services, Inc., Part 2 QNT/351 Version 4 2 the few months that were required to accumulate 75 to 80 completed surveys. After that time, the task of conducting the exit interview would revert to the immediate supervisor. Debbie's goal was to use the data to create a regression statement that could be used to predict future resignations. She also intended to use the information to identify the areas of greatest concern to the resigning employees; therefore, both descriptive statistics and frequencies were to be calculated. As the goal was to reduce employee turnover and improve morale, these key areas would become the center of attention for future internal HR development programs. Once again, Barbara Tucker has asked your Learning Team to act as consultants who analyze and interpret this second set of data. As described by Debbie, the intent is to increase senior management's understanding of the sources of employee dissatisfaction and to possibly create a model that predicts employee resignation. As before, Barbara asks that your team prepare a 1,050- to 1,750-word written report along with a 7- to 9-slide Microsoft PowerPoint presentation for the senior management team that presents your findings (see Exhibit D for the data set of this second survey). Ballard Integrated Managed Services, Inc., Part 2 QNT/351 Version 4 3 Exhibit C BIMS Exit Interview Survey Using the scale provided, record your answer by circling the number that is closest to your view where 5 is a very positive response (you strongly agree with the statement) and 1 is a very negative choice (you do not agree at all with the statement). Do Not Agree Neutral 1. You are well trained for your work. 1 2 3 4 5 2. The company provided the needed training. 1 2 3 4 5 3. You were fairly paid for the work you did. 1 2 3 4 5 4. You were given as many hours that you desired. 1 2 3 4 5 5. Your supervisor treated you fairly. 1 2 3 4 5 6. Your manager treated your division fairly. 1 2 3 4 5 7. The company is good at communicating. 1 2 3 4 5 8. Your job was secure. 1 2 3 4 5 9. You liked working at this location. 1 2 3 4 5 10. Getting to and from work was easy. Strongly Agree 1 2 3 4 5 11. What was the PRIMARY reason that led you to decide to quit? (Select only one.) A. B. C. D. E. I do not like the work. I do not like my supervisor. I am not satisfied with the pay. I am not satisfied with my shift. Other: ____________________ A. In which division did you work? Food: _ Housekeeping: _ Maintenance: _ B. How long have you worked for BIMS? Years: _____ Months: _____ C. What is your gender? Female: _____ Male: _____ Ballard Integrated Managed Services, Inc., Part 2 QNT/351 Version 4 Exhibit D Survey B Data Set No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 Q1 3 2 2 4 3 3 5 4 2 1 3 3 1 4 5 2 4 2 3 4 2 2 5 4 2 3 2 1 4 2 3 3 2 2 3 2 2 3 5 4 4 2 2 3 1 1 2 5 Q2 3 3 2 2 3 2 3 3 3 2 3 1 1 2 3 1 3 2 3 2 5 4 2 1 3 4 3 3 2 2 3 3 3 5 5 2 4 3 3 5 4 2 1 3 3 1 4 5 Q3 5 4 2 1 3 3 1 4 5 2 4 2 3 3 5 5 3 3 1 2 5 1 1 2 5 5 4 4 2 3 2 5 4 5 4 4 2 2 3 1 1 2 5 4 2 3 2 3 Q4 5 3 2 3 2 3 3 3 2 3 1 1 2 3 1 4 5 4 2 5 3 2 4 2 3 5 3 4 4 2 2 5 3 1 5 5 2 4 3 3 5 4 2 1 3 4 3 4 Q5 1 5 1 3 3 1 4 5 2 4 2 3 3 5 5 4 2 5 4 2 3 2 2 5 4 1 5 5 1 4 2 1 5 2 3 5 4 4 2 2 3 1 1 2 5 5 4 5 Q6 3 2 3 5 4 2 5 4 2 3 2 5 2 4 5 5 4 2 1 3 4 3 4 2 3 2 5 5 2 4 3 3 2 4 2 1 3 3 1 4 5 2 4 2 3 5 3 3 Q7 4 4 1 5 3 4 2 1 3 4 3 3 1 4 5 2 1 1 2 5 5 4 4 1 1 2 5 1 4 2 3 4 4 3 5 4 4 2 2 3 1 1 2 5 4 1 5 5 Q8 3 4 1 1 5 1 1 2 5 5 4 4 2 1 3 3 2 4 2 3 5 3 5 2 4 3 3 5 4 2 1 3 4 1 4 5 2 4 2 3 4 2 5 4 1 3 2 5 Q9 2 2 1 3 2 2 4 2 3 5 3 3 3 2 3 4 1 2 5 4 1 5 2 2 4 2 3 3 2 1 4 2 2 2 3 1 3 2 3 2 2 3 2 4 2 4 4 3 Q10 2 5 1 4 4 1 2 5 4 1 5 4 3 3 5 4 2 2 3 3 1 4 5 2 4 2 3 4 2 5 4 1 1 2 5 1 4 2 3 2 3 1 1 2 5 3 4 1 Q11 2 1 2 3 4 3 2 1 5 4 2 2 1 3 2 1 2 3 2 2 1 1 2 1 1 2 3 3 2 2 3 2 2 2 1 3 2 1 2 3 3 2 1 2 3 2 2 2 A 3 1 2 2 2 1 1 2 3 1 2 1 1 2 3 2 1 2 1 2 1 3 2 2 3 1 2 2 1 1 2 1 3 2 1 1 2 1 2 1 2 2 1 1 2 2 1 2 B 14 6 22 18 3 5 7 3 1 5 6 2 14 101 15 45 4 8 1 2 4 4 6 25 8 6 7 9 187 11 5 9 7 8 10 13 5 2 15 5 13 8 61 8 12 271 13 12 C 2 1 2 2 2 1 2 2 2 1 2 2 1 1 2 2 1 2 2 2 2 1 2 2 1 1 2 2 1 2 2 2 1 2 2 1 2 1 2 2 2 1 2 2 2 1 2 2 4 Ballard Integrated Managed Services, Inc., Part 2 QNT/351 Version 4 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 4 2 1 5 3 2 1 4 3 2 5 3 3 2 4 4 1 2 5 2 3 3 2 3 2 1 4 5 2 1 2 4 2 3 4 2 5 4 1 2 5 4 2 3 2 3 3 2 1 4 5 2 1 5 2 3 4 5 1 2 2 1 1 5 5 3 2 1 4 4 2 1 3 4 3 3 3 2 3 2 1 4 5 2 1 4 5 2 1 3 5 2 3 2 5 1 4 2 3 1 1 2 5 5 4 2 3 1 5 2 3 2 5 4 2 3 2 1 2 5 3 1 5 5 3 2 1 4 3 2 4 2 3 5 3 1 4 5 2 2 3 4 2 1 3 4 3 4 5 2 4 3 2 5 1 4 2 3 4 1 2 5 4 1 5 3 4 5 1 1 3 1 1 2 5 5 4 2 4 1 3 4 4 3 1 1 2 3 2 3 1 1 2 3 2 3 2 1 4 3 2 2 4 2 3 5 3 5 2 1 1 4 2 3 4 1 2 5 2 1 4 5 1 2 1 3 2 3 3 5 2 1 2 5 4 1 5 5 1 2 1 1 2 3 2 2 1 3 3 2 1 1 2 2 5 3 2 1 4 3 2 5 3 2 1 4 4 1 2 5 3 3 2 1 4 3 2 5 3 2 1 4 4 2 3 4 2 5 4 1 1 2 5 1 4 2 3 3 2 1 1 3 2 5 2 3 1 1 2 3 2 3 2 2 3 1 2 3 2 1 2 3 4 3 2 1 5 2 1 2 1 2 3 1 2 1 1 2 2 1 2 3 2 1 2 1 2 1 1 2 2 3 2 2 1 1 2 3 1 2 16 9 8 6 11 51 5 6 3 4 7 10 11 8 4 5 5 7 5 9 10 18 12 13 7 2 9 11 9 10 2 1 1 2 2 1 2 2 2 2 2 1 2 2 2 2 1 2 2 1 1 2 2 2 2 2 1 2 2 2 5 1 Survey Report QNT/351 1/18/2016 2 Survey Report The Ballard Integrated Managed Service is located in New York City, and is a dedicated service that supports large corporations by providing services such as housekeeping and food services on a contractual basis. BIMS clients consist of 22 fortune 100 companies, 100 midsized firms, 16 major universities, 14 medical centers, and 3 large airports (University of Phoenix, n.d). The focus of our research is to determine causes of decreased worker productivity, increased turnover, and low morale for the Douglas Medical Center (DMC) staff. Overview BIMS has identified a problem with employees' low morale but have not been able to decipher what is causing turnover to increase from 5560% to a fourmonth average of 64%. BIMS employees are taking more sick days than usual. In addition, employees are wasting more time during the workday and management is getting more complaints from the Douglas Medical Center about employees' quality of work (University of Phoenix, n.d.). BIM's management hypothesizes that the decrease in morale is due to recent contract negotiations. The contract was extended for five years with same terms and conditions. BIMS surveyed employees to find the root cause of employees' morale decrease. The survey results are expected to identify possible correlations using information about employees' views on working conditions, shift hours, quality of training, level of compensation, fair treatment, internal company communications, and job security. The demographic questions will help to separate responses by divisions, management, and gender (University of Phoenix, n,d). The survey was distributed to all 449 employees, excluding top management. 3 The Survey Instrument There are several methods or instruments that can collect data for surveys such as, oneon-one interviews, focus groups, observation, etc. However, in this research, the qualitative survey is the best appropriate instrument to gather data to solve the problem of decrease in employee productivity, turnover of jobs, and more importantly the source of the decline in morale amongst the staff at Douglas Medical Center (DMC) (University of Phoenix, 2016). Type of Data Collected and Level of Measurement The survey focused primarily on qualitative data, or data that is categorical in nature and is not measured on a naturally occurring scale (Lind, Marchal, & Wathen, 2011). While it includes two questions that collect quantitative data for length of service and sick days taken, those should be generated from company records for a full population analysis and a more accurate result. Most of the questions used a scale of 1-5 with one representing 'Very Negative' and five representing 'Very Positive,' with no explicit definition for values 2 through four. Example 1 (Table 1) below summarizes the type and level of data collected by each question. 4 Example 1. Table Table 1 Coding, Questions, Responses, Data Type, and Level of Measurement Coded Question Q1 How well do you enjoy working for BIMS? Q2 You enjoy your assigned shift. Q3 Your request for your desired shift was fulfilled. Q4 How many times have you called in sick in the last month? Q5 You are well trained for your work. Q6 You are paid fairly for the work you do. Q7 Your supervisor treats you fairly. Q8 Your supervisor's boss treats your division fairly. Q9 The company is good at communicating. Q10 You do not fear that you will lose your job. A In which division do you work? B C D How long have you worked for BIMS? What is your gender? Are you a manager or supervisor? Response 1-5 Type Qualitative Level Ordinal 1 - 5 Qualitative Ordinal 1-5 Qualitative Ordinal 1-5 Quantitative Ratio 1 - 5 Qualitative Ordinal 1 - 5 Qualitative Ordinal 1 - 5 Qualitative Ordinal 1 - 5 Qualitative Ordinal 1 - 5 Qualitative Ordinal 1 - 5 Qualitative Ordinal Food, Housekeeping , Maintenance Years and Months Female / Male Yes / No Qualitative Nominal Quantitative Ratio Qualitative Qualitative Nominal Nominal Note. Question and response information taken from Ballard Integrated Managed Services, Inc., Part 1, Exhibit A. 5 Coding and Cleaning the Data As reflected in the prior example (Table 1), questions were coded and associated with the survey questions. Data entered as a six was changed to five to adjust for Sally's data entry issue, excluding length of service that was previously deemed accurate. Zeros were also removed so that nonresponses did not distort mean calculations in our analysis. Example 2 (Figure 1) shows the demographic breakdown of responses. 6 Example 2. Figure Figure 1. Responses by Division, Management Status, and Gender. Adapted from Ballard Integrated Managed Services, Inc., Part 1, Exhibit A. The data description and graphs are for Week 3's Paper. 7 Universally negative survey results exist for fair pay and company communication as reflected in Example 3 (Figure 2), potentially reflecting the belief that recent contract negotiations to renew at existing terms will negatively impact pay, and a general climate of employee disengagement with senior management. Example 3. Figure Figure 2. Mean Responses by Division. Adapted from Ballard Integrated Managed Services, Inc., Part 1, Exhibit A. Ou have gotten a little ahead of yourselve. Please do not forget to include graphs and tables in Week 3's Paper. Other noteworthy divisionspecific survey results that stand out include dissatisfaction with shifts (2.3), perceived unfair treatment (2.4), and fear of job loss (2.5) in the Food division as well as dissatisfaction with shift requests in Housekeeping (2.5) and Maintenance (2.4). Conclusion The Survey conducted for the BIMS volunteer associate's was utilized as a consensus to capture a true perception of what the working conditions were really like while being employed 8 with BIMS. Information such as fair compensation, fair treatment, job security, and communication are just a few examples of data that were collected in the survey. The focus and overall intention of this research was to present to company leadership an invaluable statistical analysis that could help provide a reliable source of information that could narrow down a solution for improving morale, and productivity for the company. Unfortunately, the survey was not very successful due to the underwhelming response rate of 17.3%, or 78 employees out of a possible 449. 9 References Lind, D. A., Marchal, W. G., & Wathen, S. A. (2011). Basic statistics for business and economics (7th ed.). New York, NY: McGraw-Hill/Irwin. University of Phoenix. (n.d.). Ballard Integrated Managed Services, Inc., Part 1. Retrieved from University of Phoenix, QNT351 website. Content Points Points Additional Comments: Available Earned 60 Percent 5 All key elements of the assignment are covered in a substantive way. o Presents the chosen situation as an overviewproblem, purpose, research questions, and hypotheses. o Describes the instrument used for data collection. o Describes how the data is collected. o Describes how the data is coded and evaluates the procedure used. o Cleans the data by eliminating the data input errors made. o Draws conclusions about appropriateness of the data to meet the purpose of study. o Includes a 5 to 7slide Microsoft PowerPoint presentation Organization / Development 30 Percent X/5 Your paper had most of the elements of the assignment. Great job covering all elements. You did a great job beginning to describe the data but there was no conclusions drawn about the appropriateness of 4.75/5 the data. Points Points Additional Comments: Available Earned 2 X/2 10 The paper is no more than 700 to 1,050 words in length. Paragraph transitions are present, logical, and maintain the flow throughout the paper. Good The tone is appropriate to the content and assignment. Sentences are complete, clear, and concise. Sentences are well constructed, strong, and varied. 2 Sentence transitions are present and maintain the flow of thought. Mechanics 10 Percent Points Points Additional Comments: Available Earned 1 X/1 Good The paperincluding tables and graphs, headings, title page, and reference pageis consistent with APA formatting guidelines and meets courselevel requirements. Intellectual property is recognized with intext citations and a reference page. Rules of grammar, usage, and punctuation are followed. Spelling is correct. 1/1 11 Total Total Available Earned 8 7.75 1 Survey Report QNT/351 1/25/2016 2 Survey Report Ballard Integrated Managed Service is a dedicated service that supports large corporations by providing services such as housekeeping and food services on a contractual basis based in New York City. BIMS clients consist of 22 fortune 100 companies, 100 midsized firms, 16 major universities, 14 medical centers, and three large airports (University of Phoenix, n.d). The focus of our research is to determine causes of decreased worker productivity, increased turnover, and low morale for the Douglas Medical Center (DMC) staff. Overview BIMS has identified a problem with employees' low morale but have not been able to decipher what is causing turnover to increase from 5560% to a fourmonth average of 64%. BIMS employees are taking more sick days than usual. Also, employees are wasting more time during the workday and management is getting more complaints from the Douglas Medical Center about employees' quality of work (University of Phoenix, n.d.). BIMS' management hypothesizes that the decrease in morale is due to recent contract negotiations. The contract was extended for five years with same terms and conditions. BIMS surveyed employees to find the cause of employees' morale decrease. The survey results are expected to identify possible correlations using information about views on working conditions, shift hours, quality of training, level of compensation, fair treatment, internal company communications, and job security (University of Phoenix, n.d.). The Survey Instrument There are several methods or instruments for collecting survey data like one-on-one interviews, focus groups, and observation. In this research, the qualitative survey is an appropriate instrument to gather data to solve the problem of lower employee productivity, higher turnover, and the decline in staff morale at Douglas Medical Center (University of Phoenix, n.d.). Type of Data Collected and Level of Measurement 3 The survey focused primarily on qualitative data, or data that is categorical in nature and not measured on a naturally occurring scale (Lind, Marchal, & Wathen, 2011). While it includes two questions that collect quantitative data for length of service and sick days taken, those should be generated from company records for a full population analysis and a more accurate result. Most of the questions used a scale of 1-5 with one representing 'Very Negative' and five representing 'Very Positive,' with no explicit definition for values 2 through four. Example 1 (Table 1) below summarizes the type and level of data collected by each question. 4 Example 1. Table Table 1 BIMS Survey Instrument Analysis Coded Question Q1 How well do you enjoy working for BIMS? Q2 You enjoy your assigned shift. Q3 Your request for your desired shift was fulfilled. Q4 How many times have you called in sick in the last month? Q5 You are well trained for your work. Q6 You are paid fairly for the work you do. Q7 Your supervisor treats you fairly. Q8 Your supervisor's boss treats your division fairly. Q9 The company is good at communicating. Q10 You do not fear that you will lose your job. A In which division do you work? B C D How long have you worked for BIMS? What is your gender? Are you a manager or supervisor? Response 1-5 Type Qualitative Level Ordinal 1 - 5 Qualitative Ordinal 1-5 Qualitative Ordinal 1-5 Quantitative Ratio 1 - 5 Qualitative Ordinal 1 - 5 Qualitative Ordinal 1 - 5 Qualitative Ordinal 1 - 5 Qualitative Ordinal 1 - 5 Qualitative Ordinal 1 - 5 Qualitative Ordinal Food, Housekeeping , Maintenance Years and Months Female / Male Yes / No Qualitative Nominal Quantitative Ratio Qualitative Qualitative Nominal Nominal Note. Taken from Ballard Integrated Managed Services, Inc., Part 1, Exhibit A. 5 Coding and Cleaning the Data As reflected in the prior example (Table 1), we coded questions associated with survey questions. We changed sixes to fives to adjust for Sally's data entry problem, excluding length of service because it was deemed accurate. We removed the zeros previously used to indicate non response to prevent calculation distortions. Years and months for length of employment were converted to years by dividing by 12 in some analysis, while left as total months in others. Example 2 (Table 2) includes the descriptive statistics results for each question in the survey, and Example 3 (Figure 1) shows the demographic breakdown of responses. Example 2. Table Table 2 Descriptive Statistics: BIMS Survey Cod e Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q10 A B C N 7 7 7 5 7 7 7 5 7 7 7 5 7 8 7 4 7 8 7 6 7 7 7 8 7 N * Mean SE Mean Mi n Media n Ma x StDev 1 2.844 0.157 1.377 1 3 5 3 2.84 0.158 1.366 1 3 5 1 2.844 0.157 1.377 1 3 5 3 2.88 0.165 1.433 1 3 5 1 2.922 0.157 1.374 1 3 Skewnes s 5 Mode 2 0.23 2 0.23 2 0.23 2 0.22 2 0.17 2 3 2.147 0.105 0.911 1 2 4 0.36 2 0 2.872 0.157 1.39 1 3 5 0.21 2 4 0 2.797 2.217 9 0.161 0.097 7 1.385 0.862 6 1 2.5 5 0.28 2 1 2 4 0.18 2 2 0.156 0.076 4 1.362 0.670 1 1 1 2.724 1.701 3 2 5 1 2 3 0 2 53.99 1.631 7.36 0.055 65 0.485 2 1 27.5 2 328 2 0.29 Housekeepin g 14 Male 0.43 2.28 -0.56 6 D 6 7 6 2 6 1.842 1 7 0.042 1 6 0.367 1 Not Mgr/Sup 1 2 2 -1.91 Example 3. Figure Figure 1. Demographics. From Ballard Integrated Managed Services, Inc., Part 1, Exhibit A. Negative results stand out around fair pay and company communication as reflected in Example 4 (Figure 2). Lower standard deviation for those questions indicates consistency amongst staff responses. This may reflect the belief that recent contract negotiations to renew at existing terms will stifle pay increases while keeping the same contract terms represents a general climate senior management disengagement with staff. Example 4. Figure Figure 2. Mean Responses by Division. From Ballard Integrated Managed Services, Inc., Part 1, Exhibit A. Other divisionspecific results that stand out include dissatisfaction with shifts (2.3), perceived unfair treatment (2.4), and fear of job loss (2.5) in the Food Division as well as dissatisfaction with shift requests in Housekeeping (2.5) and Maintenance (2.4). Detailed Survey Results, Frequency Distribution, and Dot Plots Examples 5 through 14 (Figures) below represent responses broken out by division with corresponding frequency distribution and analysis. Example 5. Figure BIMS Survey Analysis In which division do you work? No response Maintenance Housekeeping Food 1 2 3 4 5 How well do you enjoy working for BIMS? Figure 3. Q1: How well do you enjoy working for BIMS? The results from Q1 indicate elevated employee dissatisfaction. Example 6. Figure BIMS Survey Analysis In which division do you work? No response Maintenance Housekeeping Food 1 2 3 4 5 You enjoy your assigned shift. Figure 4. Q2: You enjoy your assigned shift. The results from Q2 indicate elevated negative feelings about assigned shifts, driven primarily by increased dissatisfaction in this area for the Food Division. Example 7. Figure BIMS Survey Analysis In which division do you work? No response Maintenance Housekeeping Food 1 2 3 4 5 Your request for your desired shift was fulfilled. Figure 5. Q3: Your request for your desired shift was fulfilled. The results for Q3 are similar to Q1 and Q2 with elevated dissatisfaction around the fulfillment of requested shifts. Example 8. Figure BIMS Survey Analysis In which division do you work? No response Maintenance Housekeeping Food 1 2 3 4 5 How many times have you called in sick in the last month? Figure 6. Q4: How many times have you called in sick in the last month? Although the results of Q4 appear similar to the previous questions' results, the mean and standard deviation are slightly higher. These results align with management's observations of increased absenteeism and employees with less than 2 years of service report an average of 3 sick days compared with 2.5 for employees with more than 2 years of service. Example 9. Figure BIMS Survey Analysis In which division do you work? No response Maintenance Housekeeping Food 1 2 3 4 5 You are well trained for your work. Figure 7. Q5: You are well trained for your work. The analysis shows that employees with less than 2 years of service respond feel less well trained on average (2.5) than those with over 2 years of service (3.2). Example 10. Figure BIMS Survey Analysis In which division do you work? No response Maintenance Housekeeping Food 1 2 3 4 You are paid fairly for the work you do. Figure 8. Q6: You are paid fairly for the work you do. Employees do not feel they are paid fairly for their work. The low standard deviation tells us that most employees scored the question very close to the median (2) of the data set. Example 11. Figure BIMS Survey Analysis In which division do you work? No response Maintenance Housekeeping Food 1 2 3 4 5 Your supervisor treats you fairly. Figure 9. Q7: Your supervisor treats you fairly. The middle of the data set for this question is a three. The result tells us that some employees scored above this number and some below. The average score is 2.87 indicating that employees who responded to the survey were about the midpoint of the score scale. Example 12. Figure BIMS Survey Analysis In which division do you work? No response Maintenance Housekeeping Food 1 2 3 4 5 Your supervisor's boss treats your division fairly. Figure 10. Q8: Your supervisor's boss treats your division fairly. The results of this question indicate the middle of the data set is at 2.50. However, the mean is at 2.80 showing that employees are slightly more than satisfied the way the division boss treats them. The exception to this is the Food division who represent a disproportionately negative sentiment in their response. Example 13. Figure BIMS Survey Analysis In which division do you work? No response Maintenance Housekeeping Food 1 2 3 4 The company is good at communicating. Figure 11. Q9: The company is good at communicating, The company can do a better job of communicating. The median at 2 is lower than the midpoint of the scoring scale, and the standard deviation tells us that we can rely on the information because the scoring results are all close to the mean of 2.22. Example 14. Figure BIMS Survey Analysis In which division do you work? No response Maintenance Housekeeping Food 1 2 3 4 5 You do not fear that you will lose your job. Figure 12. Q10: You do not fear that you will lose your job. The low score results for mode and median indicate that many employees are in fear of losing their jobs. The higher standard deviation of 1.35 tells us there are a few employees that feel different. Conclusion The data collected in this survey is appropriate for our analysis, but it is worth noting the underwhelming response rate of 17.3% is low for an internal employee survey. The survey data matches our hypothesis that the decrease in morale was likely due to recent contract negotiations. Overall, the results indicate that BIMS staff are not very happy working for the company. With Q9 (communication), and Q6 (fair pay) reflecting substantially lower ratings, management should plan to address these areas first. Negative perceptions about adequate training and higher fear of job loss are other areas of concerns, especially for newer employees. The sick day distribution is fairly even which seems unusual given that taking five sick days in the last month should be an uncommon event. The results obtained from this survey can be used as a guide for management to improve employee satisfaction, performance, and retention. References Lind, D. A., Marchal, W. G., & Wathen, S. A. (2011). Basic statistics for business and economics (7th ed.). New York, NY: McGraw-Hill/Irwin. University of Phoenix. (n.d.). Ballard Integrated Managed Services, Inc., Part 1. Retrieved from University of Phoenix, QNT351 website. 1 Analyzing and Interpreting Data QNT/351 2/8/2016 2 Analyzing and Interpreting Data Ballard Integrated Managed Service is a dedicated service that supports large corporations by providing services such as housekeeping and food services on a contractual basis based in New York City. BIMS clients consist of 22 fortune 100 companies, 100 midsized firms, 16 major universities, 14 medical centers, and three large airports (University of Phoenix, n.d). The focus of our research is to determine causes of decreased worker productivity, increased turnover, and low morale for the Douglas Medical Center (DMC) staff. Overview BIMS has identified a problem with employees' low morale but have not been able to decipher what is causing turnover to increase from 5560% to a fourmonth average of 64%. BIMS employees are taking more sick days than usual. Also, employees are wasting more time during the workday and management is getting more complaints from the Douglas Medical Center about employees' quality of work (University of Phoenix, n.d.). BIMS' original survey was deemed ineffective because of bias, awkward question wording, missing information, and data entry problems. As a result, a new survey was constructed to collect information from employees during exit interviews. The Survey Instrument There are several methods or instruments for collecting survey data like one-on-one interviews, focus groups, and observation. In the second effort to analyze the BIMS issues, the qualitative survey is still an appropriate instrument to gather data to solve the problem of lower employee productivity, higher turnover, and the decline in staff morale at Douglas Medical Center (University of Phoenix, n.d.). Type of Data Collected and Level of Measurement The survey focuses primarily on qualitative data, or data that is categorical in nature and not measured on a naturally occurring scale (Lind, Marchal, & Wathen, 2011). It also includes 3 quantitative data for length of service, although that should be generated from company records for a full population analysis and a more accurate result. Most of the questions used a scale of 1-5 with one representing 'Very Negative' and five representing 'Very Positive,' and a general instruction to use the scale based on how a respondent agrees or disagrees with a statement. Example 1 (Table 1) below summarizes the type and level of data collected by each question. 4 Example 1. Table Table 1 BIMS Survey Instrument Analysis Coded Question Q1 You are well trained for your work Q2 The company provided the needed training Q3 You were fairly paid for the work you did Q4 You were given as many hours as desired Q5 Your supervisor treated you fairly Q6 Your manager treated your division fairly Q7 The company is good at communicating Q8 Your job was secure Q9 You liked working at this location Q10 Getting to and from work was easy Q10 What was the PRIMARY reason that led you to decide to quit? (Select only one) A B C In which division do you work? How long have you worked for BIMS? What is your gender? Response 1-5 Type Qualitative Level Ordinal 1 - 5 Qualitative Ordinal 1-5 Qualitative Ordinal 1-5 Qualitative Ordinal 1 - 5 Qualitative Ordinal 1 - 5 Qualitative Ordinal 1 - 5 Qualitative Ordinal 1 - 5 1 - 5 Qualitative Qualitative Ordinal Ordinal 1 - 5 Qualitative Ordinal A. Do not like the work Qualitative Nominal B. Do not like my supervisor C. Not satisfied with the pay D. Not satisfied with my shift E. Other Food, Housekeeping, Qualitative Nominal Maintenance Years and Months Quantitative Ratio Female / Male Qualitative Note. Taken from Ballard Integrated Managed Services, Inc., Part 2, Exhibit C. Nominal 5 Coding and Cleaning the Data Unlike the prior version of the survey, there were no noted data entry issues with Survey B so there was no need to work around missing values or data entry errors. For purposes of the demographic pie charts, the numeric answers for gender and division were converted to labels. Example 2 (Table 2) includes the descriptive statistics results for each question in the survey, and Example 3 (Figure 1) shows the demographic breakdown of responses. Example 2. Table Table 2 Descriptive Statistics: BIMS Survey Example 3. Figure Detailed Survey Results, Frequency Distribution, and Dot Plots Text goes here. Conclusion New conclusion goes here. References Lind, D. A., Marchal, W. G., & Wathen, S. A. (2011). Basic statistics for business and economics (7th ed.). New York, NY: McGraw-Hill/Irwin. University of Phoenix. (n.d.). Ballard Integrated Managed Services, Inc., Part 2. Retrieved from University of Phoenix, QNT351 website