BIMS is experiencing high employee turnover, low morale, and more hospital complaints. To address this, they conducted an anonymous survey of employees to understand satisfaction levels with areas like compensation, training, management, and job security. The 17.3% response rate indicates low morale. The survey included qualitative and quantitative questions to understand employee perceptions and behaviors. BIMS used different measurement levels like nominal, ordinal, and interval to code and analyze the data. However, the data needs scrubbing to address inaccuracies before presenting findings to management.

1. BALLARD INTEGRATED MANAGED SERVICES, INC. PART
2
TEAM C
INSTRUCTOR:
BIM IS STILL HAVING THE SAME ISSUES AS DESCRIBED
IN PART 1
BIMS IS EXPERIENCING A HIGHER THAN AVERAGE
TURN OVER RATE FOR EMPLOYEES IN THE LAST FOUR
MONTHS
THIS TURN-OVER IS ADDING TO THE COST OF
BUSINESS.
STAFFING HAS DECREASED MORAL, IS USING MORE
SICK DAYS, AND A LARGE NUMBER OF WORKERS SEEM
TO BE WASTING MORE TIME ON DUTY.
MORE COMPLAINTS ARE BEING FILED FROM THE
HOSPITAL ADMINISTRATION DUE TO THE GENERAPOOR
WORK THAT COULD AFFECT FUTURE CONTRACTS.
THERE DOES NOT SEEM TO BE A DETERMINING SET OF
FACTORS THAT CAN BE ATTRIBUTED TO THE GENERAL
DOWN-TURN OF THE STAFF SATISFACTION.

2. POOR DATA SETS CAUSED POOR OUTCOMES FROM
SURVEY ONE
SURVEY 1 HAD SEVERAL FLAWS
ISSUED WITHOUT BETA TESTING AND EVALUATION.
THE SATURATION RATE WAS 100%, BUT RESPONSE WAS
17.3% THAT COULD BE ATTRIBUTED TO LACK OF
PARTICIPATION ENCOURAGEMENT BY LEADERSHIP.
LEADERSHIP NEEDED TO MAKE IT KNOW TO ALL
PARTICIPATING WHY THE SURVEY WAS NEEDED AND
THAT ALL CONIFIDENTIALITY, AND ANONYMITY
WOULD BE SAFEGUARDED TO MAKE THE ANSWERS
USABLE AND UNBIAS.
Quality survey methodology
QA CHECKS BY SEVERAL SENIOR MANAGEMENT
CHECKS FOR COMPREHENSION AND FLOW
CHECKS FOR WORDING AND COMPLETENESS
SURVEY ITEMS AND QUESTIONS RE-DESIGN WERE
IMPLIMENTED IN ORDER TO HAVE THE CLEANEST
DATA
FINAL ROLLOUT WAS AFTER A SAMPLE SURVEY WAS
COMPLETED BY FIVE OF THE TARGET GROUP PEERS
THAT WOULD NOT BE SURVEYED WHEN ROLL OUT
HAPPENED AND THEIR SUGGESTIONS WERE
IMPLIEMENTED WITH FINAL APPROVAL BY SENIOR
MANAGEMENT GROUP CONSENSUS.

3. Change in target population
TARGET POPULATION WOULD CHANGE FROM CURRENT
EMPLOYEED STAFF TO STAFF THAT ARE LEAVING THE
COMPANY TO BETTER UNDERSTAND WHY THEY ARE
TAKING EMPLOYMENT ELSEWHERE.
SURVEY WOULD BE USED AS AN EXIT EVALUATION
TOOL
EMPLOYEES WOULD BE MORE HONEST SINCE THEY DO
NOT FEAR RETRIBUTION FOR THEIR ANSWERS.
FINDING THE DATA POINTS IN ORDER TO CREATE A
REGRESSION MODLE TO PREDICT FUTURE
RESIGNATIONS WOULD KEY IN ON AREAS THAT
NEEDED THE MOST ATTENTION FOR FUTURE
IMPROVEMENT THROUGHT THE HUMAN RESOURCES
DEPARTMENT.
SAME IDEA WITH ACTIONABLE DATA
IN ORDER TO CHANGE THE EXISTING TREND WITH
CURRENT WORKERS A SURVEY HAS BEEN AUTHORIZED
BY BIMS TO FIND THE ROOT CAUSE OF THE DECREASE
IN MORAL/INCREASE IN TURN-OVER RATE WITH THE
POPULATION SURVEYED.
THE SURVEY WILL CONSIST OF TEN QUESTIONS ON A
LIKERT SCALE OF 1 – 5 WITH ONE BEING VERY
NEGATIVE AND 5 VERY POSITIVE. FOUR QUESTIONS

4. WILL BE DEMOGRAPHICAL IN NATURE.
HYPOTHOSES: AN ELAVUATION OF SURVEYS WILL
PROVIDE ROOT CAUSE FOR HIGH TURN-OVER AND
EMPLOYEE DISSATISFACTION FOR ACTIONABLE
CHANGES.
Ballard International Services survey questions
Likert scale 1,2,3,4,5
You are well trained for your work.
The company provided the needed training.
You were fairly paid for the work you did.
You were given as many hours that you desired.
Your supervisor treated you fairly.
Your manager treated your division fairly.
5 is a very positive response 1 is a very negative choice
The company is good at communicating.
Your job was secure.
You liked working at this location.
Getting to and from work was easy.
What was the PRIMARY reason that led you to decide to quit?

5. (Select only one.) 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: ____________________
Ballard International Services survey questions
In which division did you work?
Food: _ Housekeeping: _ Maintenance: _
How long have you worked for BIMS?
Years: _____ Months: _____
What is your gender?
Female: _____ Male: _____
Running head: SUMMARIZING AND PRESENTING DATA 1
SUMMARIZING AND PRESENTING DATA 6

6. Ballard Integrated Managed Services: Summarizing and
Presenting Data
Team C
Ballard Integrated Managed Services: Summarizing and
Presenting Data
Ballard Integrated Managed Services, Inc. (BIMS) is a highly
successful company specializing in the provision of food
services, housekeeping services, and physical plant maintenance
to large businesses and institutions. The company currently has
a workforce of 452 employees, which includes full-time and
part-time employees as well as the top-level management
employees. Despite its high level of success, the company is
currently facing a myriad of challenges, mainly related to high

7. turnover among employees. Over the past four months, the
employees seem to be wasting time, complaining a lot, applying
for sick leave, leaving the company, and a general malaise
seems to have settled over them. The turnover rate at the
company, which usually averages between 55 percent and 60
percent, has risen to 64 percent, which is alarming according to
the management. While it is generally easy to fill the vacant
positions, the management does not seem to understand the
reason for such an increase in turnover as the employees do not
reveal their main reasons for leaving the organization. Besides,
hiring new staff at such a high rate is costly for the company.
Considering that labor forms a significant aspect of any
organization’s expenses, there is need to establish the main
reason for the dissatisfaction among the employees at BIMS.
Data Collection Instrument
In a bid to find a solution to the problem, BIMS has authorized
an anonymous survey involving all the 449 employees of the
company except for the top-level management officials.
Through the survey, the employees would have an opportunity
to express their views and opinions regarding their jobs,
management, and the company in general. Debbie Horner, the
HR manager would give the survey to the employees with their
biweekly payroll checks to ensure that all of them receive it.
Mrs. Horner aims to establish employee satisfaction levels in
key areas such as job security, fair treatment, shift hours, level
of compensation, working conditions, quality of training, and
internal communications, as she strongly believes that there is a
correlation between these factors and the main reason for the
dissatisfaction among employees.
Types of Data
The survey will address both qualitative and quantitative
aspects of the company involving employee dissatisfaction. The
first ten questions in the survey aim to focus on addressing
quantitative aspects as they provide measurable data. In this
case, each of the response to the questions was put on a scale of
1 to 5, where one represented the lowest score and 5 the

8. highest. Using the results, the management could scale the data
and categorize the feedback of the employees as being positive
or negative. Questions A, C, and D provides qualitative data,
which help to determine the perceptions of the employees in
relation to the organization. In this survey, Mrs. Horner hoped
that she would have a higher response rate by including the
surveys in the biweekly paychecks. The response rate was only
17.3 percent, which shows a significantly high level of
dissatisfaction among employees. However, that response rate
will serve well for inferential statistics considering that most
surveys achieve 11 percent voluntary return rate (Powers,
2015).
Levels of Measurement
BIMS used levels and variables of measurement to
determine why there was a low morale level among employees.
BIMS used nominal, ordinal, and interval levels of measurement
during the exit interview, data collection process, and the initial
employee survey. At the nominal level BIMS tallied and
categorized the amount of observations for the measurements.
Primarily, BIMS used ordinal levels of measurement to catalog
the residual information by groups of labels that have been
given relative values. An ordinal scale of measurement
represents an ordered series of relationships of rank order
("Introduction to Measurement and Statistics", n.d). A
measurement that was used to calculate the employee’s length
of service with the company was the interval level of
measurement. BIMS converted each employee’s complete time
of services from years and months into months (University of
Phoenix, 2016).
Data Coding
BIMS used descriptive statistics to present a profile of the data,
which contained means, mode, and median to determine the
average in the group’s rating. The company staff used numeric
codes to describe the nominal, ordinal, and interval data. The
staff then organized and assessed the data to evaluate the
procedures that were used. The BIMS staff can use ordinal

9. measurements to determine central tendency by using the mode,
which is the most common value in a data set, or the median,
which is the middle ranking value. Appendix A shows how the
company staff coded the survey data numerically. In this
survey, the employee responses obtained used descriptive
statistics to reveal the findings (Lind, Marchal & Wathen,
2011).
Data Scrub
Data scrubbing is a critical aspect of any research work. In this
case, it is important to review and scrub the data because it will
help to ensure the accuracy of the data presented to the BIMS
management. The BIMS staff decided to place zeroes in all the
survey questions that the respondents failed to answer. The
results presented pertaining to this survey contain a number of
inaccuracies. For example, the data contains 5 zeros in the
demographic questions and 18 zeros in the questions that run
from 1 to 10. The correct responses for the survey for questions
one through 10 should provide 1, 2, 3, 4, and 5 as options, with
‘1’ indicating ‘Very Negative’ and ‘5’ indicating ‘Very
Positive.’ The other inaccuracy involves a keystroke error in
which Sally, the office support staff charged with the data entry
work may have typed 6 instead of 5 on six entries (University of
Phoenix, 2016).
Conclusion and Recommendation
Mrs. Horner, the BIMS HR manager proposed the use of an
employee survey to determine the possible cause for the high
turnover at the company. The survey that targeted 449
employees of the company aimed at determining employees’
views on key areas such as job security, fair treatment, shift
hours, level of compensation, working conditions, quality of
training, and internal communications. Using charts and graphs
and different statistical measures such as mean, mode, median,
and standard deviation, helped to interpret the data collected
and explain the results to upper management. The survey mainly
aimed to provide management with valuable information to
determine the cause (s) for employee dissatisfaction at the

10. company. However, only 78 employees out of the targeted 449
employees responded in the survey, representing 17.3 percent of
the population. The low turnout or response rate is a clear
indication that the morale of the employees at the company is
quite low. The measure of central tendency (a median of 2)
indicates that the morale among employees is quite low. There
is need for management to find and implement ways of
motivating the employees to contain the high turnover rate
(University of Phoenix, 2016).
References
Introduction to Measurement and Statistics. (n.d). Retrieved
from http://faculty.webster.edu/woolflm/statwhatis.html
Lind, D. A., Marchal, W. G., & Wathen, S. A. (2011). Basic
statistics for business and economics (7th ed.). New York, NY:
McGraw-Hill/Irwin.
Powers, D. (2015). Integrated services data collection.
Unpublished manuscript, University of Phoenix.
University of Phoenix. (2016). Ballard Integrated Managed
Services, Inc., Part 1. Retrieved from University of Phoenix,
QNT/351 website.
Ballard Integrated Managed Services Data Collection
Team C

11. Running head: BALLARD INTEGRATED MANAGED
SERVICES DATA COLLECTION
1
BALLARD INTEGRATED MANAGED SERVICES DATA
COLLECTION
5
Ballard Integrated Managed Services Data Collection
Data Collection
Ballard Integrated Managed Services, Inc. (BIMS) is facing an
uptick in hospital complaints, low morale and time waste, and
an increasing annual employee turnover in the past four months
above the national average of 55 to 65%. This increase in
turnover has not been a challenge to fill, but increases the
financial impact of all areas required in order to bring a new
hire on board. As manpower is the largest part of any
companies’ expenses, it is imperative to find the root cause of
employee distention and turn it around.
Data Collection Instrument
BIMS has authorized a population wide, voluntary, and
anonymous survey that will be given to employees with their
paychecks to make sure or 100% delivery derived by HR
manager Debbie Horner. Mrs. Horner hypothesizes that by
finding out employee satisfaction levels in key areas such as
working conditions, shift hours, quality of training, level of
compensation, fair treatment, internal communications, and job
security a correlation can be determined to find a root cause for
action. The survey instrument was devised in an effort to
permit the employees to articulate their opinions about their
experiences at BIMS.
Types of Data

12. The survey will have both qualitative and quantitative data as it
will ask how employees feel about certain areas (qualitative),
and how many days they use for sick leave (quantitative). The
surveys were added to pay statements in hopes that the
population responded in its entirety, but since it was voluntary
only 17.3% responded making it a sample representation that we
may use for inferential statistics. This survey return rate is
quite good as most have an 11% return rate for most surveys
that are voluntary (Powers).
Levels of Measurement
BIMS used nominal, ordinal, and interval levels of
measurement during the exit interview data collection process
and the initial employee survey. At the nominal level BIMS
tallied andcategorized the amount of observations for the
measurements. Primarily, BIMS used ordinal levels of
measurement to catalog the residual information by groups of
labels that have been given relative values. An ordinal scale of
measurement represents an ordered series of relationships of
rank order ("Introduction to Measurement and Statistics", n.d).
A measurement that was used to calculate the employee’s length
of service with the company was the interval level of
measurement. BIMS converted each employee’s complete time
of services from years and months into months (University of
Phoenix, 2016).
Data Coding
To describe the nominal, ordinal, and interval data, the BIMS
staff used numeric codes.
The data is organized and assessed to evaluate the procedures
that were implemented. Descriptive statistics were usedto
present a profile of the data, containing means, median, and
mode, to define the average of the group’s ratings. With the use
of ordinal measurements, BIMS staff can use mode, the most
common value, or median, the middle ranking, to determine the
central tendency.
Data Scrub
It is imperative that the information that was obtained be

13. scrubbed and reviewed for accuracy. By overviewing the
information for data that was simply left out (those who failed
to deliver a reply to a survey question) an in-house verdict was
madeto place a zero for any question that was unanswered.
There are many of these particular inaccuracies in the sample
data. There are a total of 5 zeros found in the demographic
questions and 18 zeros located in questions onethrough ten.
Also there seems to be a keystroke error. Throughout the
survey there was a discovery of an invalid value of ‘6’ found
for a total of six times within questions onethrough ten.
(University of Phoenix, 2016).
Conclusion
In an attempt to obtain an overview of the employees
opinion on working conditions, shifts, training, payment, equal
opportunity, etc. The BIMS survey was presentedto all 449
employees. The primary focus of the survey team was to
present their leadership, reliable statistical data that reveals the
primary elements that would settle the continuous rise of
worries over employee morale. Generally, the survey method
was not as effective and produced subpar results, with only 78
employees responding out of the 449. Totaling less than an
18% participation rate (University of Phoenix, 2016).
Reference Page
Introduction to Measurement and Statistics. (n.d). Retrieved
from
http://faculty.webster.edu/woolflm/statwhatis.html
Powers, D. (2015). Integrated Services Data Collection.

14. Unpublished manuscript, University of
Phoenix.
University of Phoenix. (2016). Ballard Integrated Managed
Services, Inc., Part 1. Retrieved from
University of Phoenix, QNT/351 website.
Ballard Integrated Managed Services, Inc., Part 2
QNT/351 Version 4
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

15. 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

16. 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 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

17. 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
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

18. 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
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

19. Q11
A
B
C
1
3
3
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

20. 2
2
2
1
3
1
1
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

21. 4
3
5
2
4
4
2
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

22. 2
2
1
7
2
8
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

23. 2
10
1
2
2
3
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

24. 1
2
1
3
5
3
4
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

25. 4
4
1
2
3
3
2
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

26. 4
1
2
45
2
17
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

27. 2
19
3
3
1
2
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

28. 5
5
3
3
4
5
5
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

29. 4
5
2
5
2
2
6
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

30. 1
3
8
1
26
3
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

31. 28
1
3
4
4
5
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

32. 3
2
4
4
2
2
1
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

33. 3
2
1
2
1
9
2
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

34. 8
2
35
3
5
4
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

35. 4
2
2
4
3
4
2
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

36. 1
2
2
3
3
2
2
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

37. 3
3
2
13
2
42
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

38. 2
44
3
3
4
1
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

39. 1
3
4
5
5
1
3
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

40. 5
5
3
1
2
2
12
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

41. 3
2
9
1
51
1
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

42. 53
3
4
5
5
3
1
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

43. 4
1
2
2
2
1
2
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

44. 2
3
3
2
2
3
2
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

45. 2
7
2
60
3
4
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

46. 2
3
4
5
5
1
3
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

47. 1
3
3
3
3
4
1
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

48. 5
3
1
7
2
67
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

49. 1
69
3
5
1
3
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

50. 1
5
5
2
1
4
2
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

51. 4
1
4
2
1
7
2
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

52. 2
9
1
76
5
5
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

53. 78
1
2
3
5
2
1
1
2
5
1
2
2
10
2
Ballard Integrated Managed Services Data Collection Part II
Feb 15, 2016
Running head: BALLARD INTEGRATED MANAGED
SERVICES DATA COLLECTION
1
BALLARD INTEGRATED MANAGED SERVICES DATA
COLLECTION
3

54. Ballard Integrated Managed Services Data Collection
Data Collection
Ballard Integrated Managed Services, Inc. (BIMS) is facing an
uptick in hospital complaints, low morale and time waste, and
an increasing annual employee turnover in the past four months
above the national average of 55 to 65%. This increase in
turnover has not been a challenge to fill but increases the
financial impact of all areas required to bring a new hire on
board. As manpower is the largest part of any companies'
expenses, it is imperative to find the cause of employee
distention and turn it around.
BIMS had authorized a population-wide, voluntary, and
anonymous survey that will be given to employees with their
paychecks to make sure or 100% delivery derived by HR
manager Debbie Horner. Mrs. Horner hypothesizes that by
finding out employee satisfaction levels in critical areas such as
working conditions, shift hours, quality of training, the level of
compensation, fair treatment, internal communications, and job
security a correlation can be determined to find a cause for
action.
The survey was a complete waste. It had biased questions,
questions that were unstructured with outcomes that were likely
to affect responses. In sorting the data, several data mistakes
were produced by incorrect input by the entry typist. BMIS still
needs to get to the cause of the recent trend and is willing to
give Debbie another shot at producing a viable product in the
form of a survey.
In response to the poor survey instrument used in the first
study, Debbie has decided that this iteration was to be beta
tested and thoroughly evaluated before release. First leadership
would need to make it known to all participants why the survey
was needed, how it would be used, and provide assurances that
confidentiality will be maintained. On the Human Resources
side, quality assurance checks would be the cornerstone of
building a reliable survey instrument.
Senior management would be involved by providing QA on

55. comprehension and flow, wording and completeness, survey
questions and item designs were correct to get the cleanest data
possible. To make sure it was understood by the target audience
a sample survey was given to a target group that would not be
surveyed when the final output was provided. Senior
management would only then roll out the survey after the
feedback and corrections of the sample group were put in place.
In a break from the original guidance of the survey, Debbie
though that using the survey instrument on employees that were
leaving the company would revile more usable information than
employees that may or may not leave in the future. With this
data from the exiting employees, Debbie hoped to a regression
model that could predict future resignations and would key in
on areas that needed the most attention from Human Resources
for improvement and thus increase retention.
Powers, D. (2015). Integrated Services Data Collection.
Unpublished manuscript, University of Phoenix.