Ballard Integrated Managed Services, Inc., Part 2 QNT/351 Version 2 2 University of Phoenix Material 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 p ...

1. Ballard Integrated Managed Services, Inc., Part 2
QNT/351 Version 2
2
University of Phoenix Material
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

2. 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

3. 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 basis—just for 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).
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

4. negative choice (you do not agree at all with the statement).
Do Not Agree Neutral Strongly Agree
1. You are well trained for your work.
2. The company provided the needed training.
3. You were fairly paid for the work you did.
4. You were given as many hours that you desired.
5. Your supervisor treated you fairly.
6. Your manager treated your division fairly.
7. The company is good at communicating.
8. Your job was secure.
9. You liked working at this location.
10. Getting to and from work was easy.
11. What was the PRIMARY reason that led you to decide to
quit? (Select only one.)
A. In which division did you work?
B. How long have you worked for BIMS?
C. What is your gender?
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5
1 2 3 4 5

5. 1 2 3 4 5
A. I do not like the work.
B. I do not like my supervisor.
C. I am not satisfied with the pay.
D. I am not satisfied with my shift.
E. Other: ____________________
Food: _ Housekeeping: _ Maintenance: _
Years: _____ Months: _____
Female: _____ Male: _____
Exhibit D
Survey B Data Set
No.
Q1
Q2
Q3
Q4
Q5
Q6
Q7
Q8
Q9
Q10
Q11
A
B
C
1
3
3

6. 5
5
1
3
4
3
2
2
2
3
14
2
2
2
3
4
3
5
2
4
4
2
5
1
1
6
1
3
2
2
2
2
1
3
1
1

7. 1
1
2
2
22
2
4
4
2
1
3
3
5
5
1
3
4
3
2
18
2
5
3
3
3
2
3
4
3
5
2
4
4
2

8. 3
2
6
3
2
3
3
1
2
4
1
2
1
3
1
5
1
7
5
3
1
3
4
5
2
1
4
2
2
1
7
2
8

9. 4
3
4
3
5
4
1
2
2
5
1
2
3
2
9
2
3
5
2
2
2
3
5
3
4
5
3
1
2
10
1
2
2
3

10. 4
3
4
5
5
1
4
1
5
1
11
3
3
4
1
2
2
3
4
3
5
2
2
6
2
12
3
1
2
1
3
5
3
4

11. 3
4
2
1
2
2
13
1
1
3
2
3
2
1
2
3
3
1
1
14
1
14
4
2
3
3
5
4
4
1
2
3
3
2

12. 101
1
15
5
3
5
1
5
5
5
3
3
5
2
3
15
2
16
2
1
5
4
4
5
2
3
4
4
1
2
45
2
17

13. 4
3
3
5
2
4
1
2
1
2
2
1
4
1
18
2
2
3
4
5
2
1
4
2
2
3
2
8
2
19
3
3
1
2

14. 4
1
2
2
5
3
2
1
1
2
20
4
2
2
5
2
3
5
3
4
3
2
2
2
2
21
2
5
5
3
3
4
5
5

15. 1
1
1
1
4
2
22
2
4
1
2
2
3
4
3
5
4
1
3
4
1
23
5
2
1
4
2
4
4
5
2
5
2
2
6

16. 2
24
4
1
2
2
5
2
1
2
2
2
1
2
25
2
25
2
3
5
3
4
3
1
4
4
4
1
3
8
1
26
3

17. 4
5
5
1
2
2
3
2
2
2
1
6
1
27
2
3
4
3
5
5
5
3
3
3
3
2
7
2
28
1
3
4
4
5

18. 5
1
5
3
4
3
2
9
2
29
4
2
2
4
1
2
4
4
2
2
2
1
187
1
30
2
2
3
2
4
4
2
2
1

19. 5
2
1
11
2
31
3
3
2
2
2
3
3
1
4
4
3
2
5
2
32
3
3
5
5
1
3
4
3
2
1
2
1
9
2

20. 33
2
3
4
3
5
2
4
4
2
1
2
3
7
1
34
2
5
5
1
2
4
3
1
2
2
2
2
8
2
35
3
5
4

21. 5
3
2
5
4
3
5
1
1
10
2
36
2
2
4
5
5
1
4
5
1
1
3
1
13
1
37
2
4
2
2
4
3
4
2

22. 3
4
2
2
5
2
38
3
3
2
4
4
3
2
4
2
2
1
1
2
1
39
5
3
3
3
2
1
2
2
3
3
2
2

23. 15
2
40
4
5
1
3
2
4
3
3
2
2
3
1
5
2
41
4
4
1
5
3
5
1
4
2
3
3
2
13
2
42

24. 2
2
2
4
1
2
1
2
3
1
2
2
8
1
43
2
1
5
2
1
4
2
5
2
1
1
1
61
2
44
3
3
4
1

25. 2
2
5
4
4
2
2
1
8
2
45
1
3
2
3
5
3
4
1
2
5
3
2
12
2
46
1
1
3
4
5
5
1
3

26. 4
3
2
2
271
1
47
2
4
2
3
4
3
5
2
4
4
2
1
13
2
48
5
5
3
4
5
3
5
5
3
1
2
2
12

27. 2
49
4
2
2
5
3
4
3
1
1
3
1
1
16
2
50
2
4
1
2
1
3
4
4
1
3
3
2
9
1
51
1

28. 2
1
3
5
2
4
2
2
2
2
3
8
1
52
5
3
5
2
5
5
3
3
3
1
5
1
6
2
53
3
4
5
5
3
1

29. 1
4
2
4
2
2
11
2
54
2
2
3
1
2
4
1
1
2
3
3
1
51
1
55
1
5
2
4
1
2
2
2
1
2

30. 1
1
5
2
56
4
4
1
2
4
3
3
5
3
5
1
2
6
2
57
3
1
4
3
3
4
2
2
3
3
2
2
3
2

31. 58
2
2
4
1
2
1
3
1
2
2
3
1
4
2
59
5
5
2
1
4
2
1
4
1
1
2
2
7
2
60
3
4

32. 1
2
2
5
1
5
1
4
3
3
10
1
61
3
2
3
5
3
4
2
1
2
4
2
2
11
2
62
2
3
4
5
5
1
3

33. 2
2
2
2
1
8
2
63
4
2
3
4
3
5
2
1
5
3
3
2
4
2
64
4
3
3
2
1
3
3
3
3
4
1

34. 1
5
2
65
1
3
3
3
4
4
2
2
2
2
2
2
5
1
66
2
2
2
1
5
5
1
3
1
5
3
1
7
2
67

35. 5
1
3
5
2
1
4
3
4
4
2
1
5
2
68
2
4
2
2
2
1
3
5
3
1
1
2
9
1
69
3
5
1
3

36. 3
3
2
2
2
1
2
2
10
1
70
3
2
4
2
4
1
2
1
5
2
3
3
18
2
71
2
1
5
5
2
1
4
2

37. 3
5
4
2
12
2
72
3
5
2
4
1
2
2
5
2
1
3
2
13
2
73
2
2
1
2
3
5
3
4
1
4
2
1
7
2

38. 74
1
3
4
3
4
5
5
1
4
2
1
1
2
2
75
4
4
5
2
3
4
3
5
4
3
5
2
9
1
76
5
5

39. 2
1
4
2
5
5
1
3
2
3
11
2
77
2
1
1
2
5
4
2
1
2
2
1
1
9
2
78
1
2
3
5
2
1

40. 1
2
5
1
2
2
10
2