Ballard Integrated Managed Services Essay

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Ballard Integrated Managed Services

Ballard Integrated Managed Services, Inc. (BIMS) is an organization that provides food service and housekeeping services to corporations and institutions on a contractual basis. Ballard Integrated Managed Services, Inc. (BIMS) has a contract with Douglas Medical Center (DMC). As general manager of the Douglas Medical Center site for Ballard Integrated Managed Services, Inc. (BIMS), Barbara Tucker is responsible for three divisions at this site, each with its own management staff. The food service division, led by Flora Torres, is responsible for providing daily meals for the 5,300 staff members, nurses, and doctors as well as the public in the six cafeterias. In addition, they prepare specialized meals for patient care.The hospitality division, managed by Henry Dumas, is responsible for refreshing each hospital room, including changing the linens on empty beds, replacing towels, and sanitizing bathrooms, which includes maintaining the public areas: hallways, lobbies, and elevators. The Physical Plant Maintenance division, led by Matt Lee, is responsible for the nonmedical equipment and physical aspects of the medical center (University of Phoenix).

Overview

The problem is that in recent months, the general manager, Barbara Tucker, noticed a decline in staff morale, a higher turnover rate, an increase in the amount of sick time used, and poor work ethics. Exit interviews did not provide new information on employees’ sudden changes. Even though replacing staff is not difficult to accomplish, it is costly. Barbara agreed to have the human resources manager, Debbie Horner, conduct a survey focusing on what would motivate employees. Debbie asked questions that pertained to work conditions, shift hours, quality of training, and level of compensation, fair treatment, internal company communications, and job security. Demographic questions were also asked so Debbiecould separate responses by division. Debbie hypothesized that the variables would correlate high employee turnover ratio to low employee morale.

Data Collected

Quantitative has two kinds of variables, reported numerically. Discrete is one of the variables, which can only assume certain values, containing gaps between the values. Quantitative data collected based on numbers;the information collected can be analyzed using various statistical techniques. The analysis helps the researcher create meaningful patterns and take a deeper look into the data. The most important use of quantitative data is in hypothesis testing and can support researchers in reaching conclusions. The main methods used to collect quantitative information are using questionnaires that require input of the user’s response. Ballard Integrated Managed Services, Inc. (BIMS) placed questionnaires in the payroll checks for two pay periods, and employees were asked to return them to the Human Resources Manager.

Types and Methods of Data Collected

The type of data collected in the BIMS Employee Survey is quantitative. According to “Problem Gambling Institute of Ontario” (2013),”Quantitative data is information that is measured and expressed as numbers. Scores on standard tests like the SOGS, scores on scaled questions (e.g., a five-point scale), and records of sessions attended, are examples of quantitative data.” The Ballard Integrated Managed Services, Inc. (BIMS) Employee Survey consisted of 10 questions that required the employees to rate his or her level of job satisfaction on a scale from one to five,one meaning very negative and five meaning very positive. Quantitative methods of collecting data are good because it is relatively easy to collect, score, and analysis data from a large group (Problem Gambling Institute of Ontario, 2013).

Level of Measurement

It is important to recognize that there is a hierarchy implemented in the level of measurement concept. At each level of the hierarchy, the current level includes all of the attributes of the previous level as well as adding something new(Trochim, 2006).The ordinallevel of measurement used in the Ballard Integrated Managed Services, Inc. (BIMS) Employee Survey classified as discrete. The attributes in the ordinal level can be rank-ordered in this level of measurement, but the distances between the attributes are not the same.

Description of Coded Data

The surveygiven to employees at Ballard Integrated Managed Services, Inc. (BIMS) attempted to identify the root cause for the decrease in morale. The survey consisted ofquestions that focused on the relationships between employees, management, and the company. Ballard Integrated Managed Services, Inc.(BIMS) employs more than 400 people at the Douglas Medical Center site, but only 17.3% participated in the survey. The data from the survey coded as follows:

Q1.How well do you enjoy working for BIMS?

Out of the 78 employees surveyed, 15 answered very negative, 21 answered negative, 15 answered neutral, 13 answered positive, 13 answered very positive, and one didn’t answer.

Q2. You enjoy your assigned shift.

Out of the 78 employees surveyed, 14 answered very negative, 22 answered negative, 13 answered neutral, 14 answered positive, 12 answered very positive, and three didn’t answer.

Q3. Your request for your desired shift was fulfilled.

Out of the 78 employees surveyed, 15 answered very negative, 21 answered negative, 15 answered neutral, 13 answered positive, 13 answered very positive, and one didn’t answer. Q4. How many times have you called in sick in the last month? Out of the 78 employees surveyed, 15 answered very negative, 21 answered negative, 12 answered neutral, 12 answered positive, 15 answered very positive, and three didn’t answer.

Q5. You are well trained for work.

Out of the 78 employees surveyed, 13 answered very negative, 22 answered negative, 14 answered neutral, 14 answered positive, 14 answered very positive, and one didn’t answer.

Q6. You are paid fairly for the work you do?

Out of the 78 surveyed, 20 answered very negative, 30 answered negative, 19 answered neutral, six answered positive, Zero answered very positive, and three didn’t answer.

Q7. Your supervisor treats you fairly.

Out of the 78 surveyed, 15 answered very negative, 21 answered negative, 15 answered neutral, 13 answered positive, 14 answered very positive.
Q8. Your supervisor’s boss treats your division fairly.
Out of the 78 surveyed, 15 answered very negative, 22 answered negative, 12 answered neutral, 13 answered positive, 12 answered very positive, and four didn’t answer. Q9. The company is good at communicating.

Out of the 78 surveyed, 17 answered very negative, 32 answered negative, 24 answered neutral, five answered positive, zero answered very positive. Q10. You do not fear that you will lose your job.

Out of the 78 surveyed, 17 answered very negative, 22 answered negative, 12 answered neutral, 15 answered positive, 10 answered very positive, and two didn’t answer. Out of the employees who took the survey, 12 were supervisors, 32 worked in the food division, 36worked in the housekeeping division, and nine worked in the maintenance division of the company. According to the survey of 17.3% the average length of employment with Ballard Integrated Managed Services, Inc. (BIMS) is three years and five months.

Conclusion

The conclusion drawn from the questionnaire is that the majority of participants in the Ballard Integrated Managed Services, Inc.(BIMS) survey are dissatisfied with the company. Out of the 17.3% of employees who participated answered all 10questions one or two being very negative. Dissecting the questionnaire by department showed that only nine out of 78 worked in maintenance. This could indicate satisfaction by maintenance department or that the employees elected not to participate.

The other two departments, food and housekeeping participated equally in the survey. Barbara Tucker can use theoutcome of the survey to support her management team motivate their employees. The objective to discuss immediate changes to implement without affecting the budget, such as shift changes, department changes, and opencommunication. Once the employees notice a change in the company, it will boost employee morale resulting in a decrease in turnover (University of Phoenix).

References

Problem Gambling Institute of Ontario. (2013). Retrieved from http://www.problemgambling.ca/EN/ResourcesForProfessionals/Pages/DataCollecti
on.as px
Trochim, W. M. K. (2006). Levels of Measurement, Research Methods Knowledge Base, Retrieved May 12, 2008 fromhttp://www.socialresearchmethods.net/kb/measlevl.php University of Phoenix. (). Ballard Integrated Managed Services, Inc., Part I. Retrieved from University of Phoenix, QNT351-Quantitative Analysis for Business website.

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