Team b is providing an overview of the company’s history. Ballard Integrated Managed Services, Inc. (BIMS) is a nationwide company that provides housekeeping and foodservices to not only businesses but also large corporations. BIMS is competitive and the clientele list includes Fortune 100 businesses, numerous midsized firms, many major universities, over a dozen medical centers, and three larger airports. BIMS employs 452 employees, who include full- and part-time workers along with upper management. Even though the annual turnover rate is 55% to 60%, lately the rate has risen over 64% in four months time. Management has not been able to determine the root of the employee discontent, increased sick time, and poor work habits. The lower performance has caused clients to complain.
Data Collection Instrument:
The data collection tool to let workers express their views about their experiences at BIMS is an employee survey instrument. The survey collects information on attitudes, opinions, and levels of satisfaction from the 449 employees because the upper management is excluded. To figure out the root of the high turnover and the lowered morale, a ten-question survey was conducted. Our consultant firm will just be focusing on for right now on the high turnover. The survey includes questions on demographics that identifies the division the employee is assigned to, how long the employee has been employed, gender, and if the employee is management or not. Some questions include the company’s communications, the quality of training, and the level of compensation.
Types of Data Collected
The types of data being collected are quantitative only because the data deals with numbers, categories, and the information is measurable. Ballard Integrated Managed Services is surveying all 449 employees to gather information as to why the high turnover has gone too high in such a short period of time in the past four months, we believe that there are several reasoning’s for this turnover but we are going to focus on three out of the many that are there. The three we will focus on will be the quality of training, communication, and level of compensation. Over time, these three reasons could be the cause of the increased turnover and poor performance of the workers based a few issues we are going to tap into. The questions of communication, communication and the level of compensation are all measurable data based on answers from employees. Level of measurements/ variables
Team b is going to identify the level of measurement for each variable that we have chosen including quality of training, level of compensation, and internal company communication. Quality of training includes the four steps of training evaluation: Reaction is how someone feels about training experience
Learning is the measurement for increasing knowledge before and after Behavior is the extent of applied learning (implementation)
Results the effect of the businesses environment
The level of compensation has five step plan that works for employees and employers: Set proper business goals
Determine target compensation level
Establish a base
Add performance incentives
Internal company communication has an impact on three important areas: Decision making
BIMS staff used numeric codes to describe the nominal, ordinal, and interval data. The data is prearranged and measured to estimate the processes that were executed. Appendix A describes the routine in which BIMS staff coded the worker survey data numerically. Descriptive statistics were used to current a profile of the data, containing averages, mean, median, and mode, to describe the mid of collection scores or ratings. With the use of ordinal measurements, BIMS staff can use mode, the most mutual value, or median, the middle ranking, to define the central inclination. The study attained within the workers survey used descriptive statistics to expose the results (Lind, Marchal & Wathen, 2011). Coding is the process of combining data for themes, ideas, and categories. It is easier to search and make comparisons. Data Scrub
To present the BIMS management with exact outcomes; it is required that a data scrub be achieved to remove of input errors in the sample data. A known error within the data are for those who failed to provide a reply to a survey question—an internal decision was made to enter a zero for any question left blank. There are several of these specific errors present in the sample data—5 zeros are present in the demographic questions and 17 zeros are present question one through 10. Furthermore, there is additional identified error within the data, the result of a keystroke error, which resulted in invalid value of ‘6’ present in inquiries one through 10. The suitable survey answer for inquiries one through 10 should imitate a value of 1,2,3,4,5 with ‘1’ demonstrating ‘Very Negative’ and ‘5’ representing ‘Very Positive’—there are six incidences of this mistake (University of Phoenix, 2011, BIMS, Inc. Part I).
The BIMS survey was presented on a voluntary basis to all 449 employees in an effort to capture a consensus of employee perception on work conditions, shifts, training, compensation, fair treatment, company communications, and job security. In addition, there were a small amount of demographics incorporated for filtering. The intention of the survey team was to present their leadership with a reliable statistical analysis that exposes the key components within the raw data that would resolve their concerns over the high turnover. The descriptive and frequency techniques used during the statistical computation will be further manipulated to identify correlation within the data set at a later date. Overall, the survey method was not as effective and yielded below average result with just 78 responses out of the 449 employee population—17.3% overall response rate (University of Phoenix, 2011, BIMS, Inc. Part I).
Lind, D. A., Marchal, W. G., &Wathen, S. A. (2011). Basic statistics for business and economics (7th ed.). New York, NY: McGraw-Hill/Irwin.
McClave, J. T., Benson, P. G.,& Sincich, T. (2011). Statistics for business
and economics (11th ed.).Boston, MA: Pearson-Prentice Hall www.onlinestatisticsbook.com
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