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
Data Collection
Maria Castro, Jose Collado, Joyce Esquilin,
Josean Quintana, and Ephraim Torres
Quantitative Analysis for Business - QNT / 351
May 21, 2015
University of Phoenix
Overview-problem, Purpose, Research Question, and Hypothesis
As consultants to Ballard Integrated Managed Services Inc. (BIMS) we are focused on the overview-problem of the employees’ morale and the effect on the company’s operation. BIMS is a company that is committed to providing food and hospitality services while also providing housekeeping and food services to other corporations and institutions. The three division within the company have a significant function and represent the company’s goals and interests. The General Manager, Barbara Tucker, is responsible for the three divisions and the staff management. Ms. Tucker has noticed there is a serious situation of an increase in employee turnover within the last four months. There has been an increase of 4% up to 9% in the annual turnover rate. The department heads also noticed there was a situation with the turnover rate and morale of the employees. Still the department heads were unable to tell the general manager the “why” of the situation.
Purpose – As General Manager Ms. Tucker must find the answer as to why her employee’s motivation has been deteriorating and the amount of complaints is on the rise. The general manager has chosen to meet with her department heads and look for a possible solution to the situation.
Research questions – The Human Resources Manager suggested to the General Manager on surveying the employees in order to identify the decrease in the employees’ morale. The survey included questions about the employee’s feelings working for the company, and other issues that affected their morale.
Hypothesis – With only 17% of the company’s employees completing the survey to the Human Resources Manager, which is a common rate of return, there has to be additional efforts made to encourage the employees to generate more useable information.
Data Collection Instruments
The survey is based on quantitative evaluations that will help to generate an evaluation hypothesis; strengthening the design of survey questionnaires and expand or clarify the quantitative evaluations. The survey is the data collection instrument that will assist in identifying the feedback of the level of satisfaction of the BIMS employees.
Identify types of data collected
The data collection is an important aspect of any research study and ultimately leads to invalid results; the method used was the quantitative data collection. The data gathered was used with linkers scaling that is a one-dimensional scaling process. This method plays an important role in impacting the evaluation by providing information useful to understand the processes that were used to identify the reason for the increase in employee’s turnovers.
How data is collected
Recording and organizing data may take many different forms, de.
Data Collection
Team C
QNT/351
July 14, 2015
Professor Hon Tachia
| 1
| 9
Data Collection
Ballard Integrated Managed Service (BIMS) is a highly competitive company that offers service to 22 Fortune 100 businesses, over 100 midsized firms, 16 major universities, 14 medical centers, and 3 larger regional airports. Altogether, BIMS employs 452 workers including Barbara Tucker. In this paper the team will present the problem that BIMS has, identify the different types of data collected, describe how the data is coded, and draw a conclusion of the data to meet the purpose of the study.
Barbara is faced with the challenge of trying to figure out why the retention of her employees has risen to 64% in the past 6 months. Barbara has also noticed the use of sick time has increased; workers appear to waste more time throughout the day, the employees performance has decreased, resulting in an increase in complaints from their clients. Due to all these factors, BIMS has given Debbie permission to develop an employee survey. This survey is anonymous and voluntary. Every employee will receive this survey with their checks, except upper management. It will be a series of question that will allow the employees to express their views regarding their working environment, shift hours, how they feel they are being treated by the company, as well as their compensation. By doing this, it will allow Debbie to draw a better conclusion as to why the retention is higher and the moral is down.
Types of data collected
From the Ballard Integrated Managed Services (BIMS) survey, there are both qualitative, and quantitative types of data collected. Qualitative data deals with the description; data can be observed but not measured example being: colors, textures, smells tastes, appearance beauty, etc. On the other hand, quantitative deals with the quantitative type of data, data that can be measured, examples are length, height, area, volume, weight, speed, etc., (McClave, Benson, & Sincich, ).
Despite the data collected being both qualitative and quantitative, the qualitative just covers a small part of the research of the company. Barbara looks the activities happening on the sprawling campus through her 6th-floor office window. She notices the morale of her staff has changed negatively, but she doesn’t get the reason. The data collected major concentrates on the quantitative type of data, which clearly indicates the exact number of different results acquired. BIMS being a support service company has 22 Fortune 100 businesses, over 100 midsize firms, 16 major universities, 14 medical centers and three larger regional airports. The survey indicates 5300 staff members who are provided with daily meals. The company employs 409 full and part time workers and 27 managers.
The Human Resource Manager, Debbie Horner who just completed her MBA applies it to research on the problems facing the company. It took her only two years carrying her survey after he.
Ballard Integrated Managed Services, Inc., Part 2QNT351 Versi.docxikirkton
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 ...
Review Ballard Integrated Managed Services, Inc. (BIMS), Part 1 c.docxjoellemurphey
Review: Ballard Integrated Managed Services, Inc. (BIMS), Part 1 case study overview. (Attached)
Prepare a word written report along with a Microsoft
® PowerPoint
® slide for each bullet for the senior management team to present your findings (see Exhibit B for the data set of the second survey).
Address the following: (word count for each bullet 100-125)
· Identify the level of measurement for each of the variables involved in the study
· Code the data if you have not done so. Describe how the data is coded and evaluate the procedure used.
Note. As consultants to BIMS, your Learning Team is expected to prepare and deliver a professional product addressing the client's needs.
Ballard Integrated Managed Services, Inc., Part 1
2
Ballard Integrated Managed Services, Inc., Part 1
Barbara Tucker looked out her 6th floor office window to view the sprawling campus of the Douglas Medical Center (DMC). Her employer, Ballard Integrated Managed Services, Inc. (BIMS), provided food and hospitality services on a contractual basis for all patient and staff needs. As general manager of this site for BIMS, Barbara was concerned about her staff’s morale. She felt that it had been weakening over the past several months, but she could not figure out why. The turnover rate seemed somewhat higher than usual, but no new information was emerging from exit interviews. Her department heads and supervisors agreed that something was happening to morale, but they could not tell her why either.
Headquartered in New York City, BIMS is a support services company that specializes in providing housekeeping and foodservice to corporations and institutions. A nationwide company, BIMS contracts with large organizations that prefer to focus on their own core competencies and lease support functions to outside vendors. BIMS distinguishes itself in this highly competitive industry by combining several services: housekeeping, foodservice, general cleaning, and physical plant maintenance. The BIMS list of clientele includes 22 Fortune 100 businesses, over 100 midsized firms, 16 major universities, 14 medical centers, and 3 larger regional airports.
Located in a major metropolitan area, the contract for this 510-bed regional medical trauma center includes the full range of BIMS services. Four months ago, the two firms had completed negotiations to renew their contract, extending the initial 3-year, just-ended arrangement for 5 more years. The Douglas Medical Center had been very pleased with BIMS’s work to date and had been willing to renew under the same terms and conditions. The BIMS corporate headquarters had also been satisfied with Barbara Tucker’s management of this site and her successful efforts to renew the DMC contract.
As general manager, Barbara 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 da ...
Data AnalysisTeam A performed a series of analysis on behalf o.docxtheodorelove43763
Data Analysis
Team A performed a series of analysis on behalf of the management of Ballard Integrated Managed Services, Inc. (BIMS). These tasks were the result of an emerging trend of attrition and employee dissatisfaction within their organization. The initial actions taken involved data collection that were presented in the form of an internal employee survey. The data collection analysis revealed our hypothesis and we set out to prove that the increase in employee turnover was due to low employee morale and poor employee performance. The initial survey leads us to a very low response rate of 17.3%—we did not achieve our goal of obtaining the feedback of the vast majority of BIMS employees. By utilizing our initial findings we analyzed, displayed, and interpreted, the outcome shows that BIMS was experiencing high turnover due to lack of proper pay and poor communication within the business. This information provided seemed promising from the perspective that we were narrowing down the core issues within the company; it is never enough for management to determine an effective course of action or forecasting. The inferences made through our descriptive analysis approach made use of all three levels of measurement and dispersion and helped us rank the limited feedback on scale of one through five, changing the ordinal and ratio feedback into a numerical value, when necessary. The demographic based questions were significant collected data based on years of service, division, gender and role and facilitated in our manipulation of the survey data. In combination, we were able to scratch the surface on a pattern of data that ranked very negatively and that also met the condition of our hypothesis—so all was not lost in our initial attempt.
The research that was done for Ballard was to determine if the employees were satisfied with their work conditions and was there fair treatment from the company. The survey sent out would ask workers about working conditions, shifts, training, pay, fair treatment and the company itself. The survey was attached to their bi weekly paychecks asking them to return by a certain date. A reminder was sent out as well to encourage participation. The response to this survey was very low only 17.3 % took the time to even respond. However the data collected did provide was quantitative it provided numerical information to possibly give insight on correcting the current employment issues.
The survey sent out was a measurement on a scale from 1 to 5; five being positive and 1 negative rate the following questions. The questions consisted of do you enjoy working for the company? Do you like your shift? How was your training? Are you being paid fairly? Then basic questions to pinpoint your gender, department and position in the company.
The survey was given to determine the decrease in morale in the company and the increase of turnover of employees. Out of the 449 employees given the survey only 78 were returne.
Resource University of Phoenix Material Ballard Integrated.docxdaynamckernon
Resource:
University of Phoenix Material: Ballard Integrated Managed Services, Inc., Part 2. (Down here)
Read
the University of Phoenix Material: Ballard Integrated Managed Services, Inc., Part 2. Your team acts as a consultant group that analyzes and interprets this second set of data. The intent is to increase senior management’s understanding of the sources of employee dissatisfaction and to create a model that predicts employee resignation.
Write 300-350 words On how you will increase senior management's understanding of the sources of employee dissatisfaction .
Ballard Integrated Managed Services, Inc.
,
Part
2
QNT/351 Version
4
1
University of Phoenix Material
Ballard Integrated Managed Services, Inc.
,
Part
2
The initial survey effort led by Debbie Horner, HR
m
anager 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.
S
ome 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,
plu
s 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,
g
eneral
m
anager 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 sur.
Running head: REFLECTION
1
REFLECTION
3Reflection – Research Hypothesis QNT 351
10/23/14
The steps in testing a research hypothesis
There are various steps that are involved in testing a research hypothesis. The first step is usually to make assumptions about the research one is going to conduct. Making assumptions is usually very important in the process of testing a research hypothesis. This is because once you make an assumption, it is very easy to derive hypotheses whether null or true hypothesis. Without the assumptions, it is very difficult to test the hypothesis in a research appropriately. The assumptions are usually made concerning the level of measurement of the variable (Martin, & Bridgmon, 2012).
Secondly, statement of the research and the null hypothesis is what follows the making of the assumptions. In this step, the research hypothesis is usually the one that is in support of the research while the null hypothesis is the hypothesis that is usually in contrast to the topic of research. It is usually stated in negative terms. It is always null unless tested otherwise at the end of the research.
Selection of the distribution of sampling is what follows. It is important to select the sampling distribution because the hypothesis has to be applied on some statistics for them to be tested (Martin, & Bridgmon, 2012).
After the selection, computation of the statistics in order to test the hypothesis deduced is what follows. In this step, the sampling distribution is used. Finally, the decision is made on whether the hypothesis was true of false. In this step, interpretations of the sampling distribution are done.
Comparing the means of two or more groups
There are two steps involved in the process of comparing the means of two or more groups. To begin with, the comparison means that there must have been two or more groups that were selected as the samples for distribution. This could have been may be a control group and the actual group.
The first step is to carry out an ANOVA analysis. This is referred to as the analysis of variance. Once the variance is analyzed, it is possible to tell whether all the means to the groups are equal or whether they vary and if they do, by how much (Koop, 2000).
Secondly, if the means of the groups are different, the test is done to show the significance of the difference that exists between the means of the groups. In comparing the means of the two groups, the honest significance difference is found to show the spread of the means of the two groups.
Calculating the correlation between two variables
In calculating the correlation between two variables, the first step is to label the variables as either independent on the x axis and the depended on the y-axis. After labelling the variables, one creates a table on which the values of the two variables are filled (Koop, 2000).
The total values of each variable are taken for instance; values for x are fille.
This document discusses how pulse surveys, which are shorter surveys conducted more frequently than annual employee surveys, are becoming popular but are often not used effectively. It argues that for pulse surveys to be truly transformational, organizations need to do more than just conduct more frequent surveys. They must transform the survey process into a leadership tool by developing a strong metrics strategy, communicating and educating employees, taking meaningful actions in response to survey results, and creating a continuous learning process. When done correctly with these elements, pulse surveys can engage employees, drive improvement, and help leaders and managers improve - but technology alone is not enough without properly transforming the survey and feedback process.
1
Data Collection
Maria Castro, Jose Collado, Joyce Esquilin,
Josean Quintana, and Ephraim Torres
Quantitative Analysis for Business - QNT / 351
May 21, 2015
University of Phoenix
Overview-problem, Purpose, Research Question, and Hypothesis
As consultants to Ballard Integrated Managed Services Inc. (BIMS) we are focused on the overview-problem of the employees’ morale and the effect on the company’s operation. BIMS is a company that is committed to providing food and hospitality services while also providing housekeeping and food services to other corporations and institutions. The three division within the company have a significant function and represent the company’s goals and interests. The General Manager, Barbara Tucker, is responsible for the three divisions and the staff management. Ms. Tucker has noticed there is a serious situation of an increase in employee turnover within the last four months. There has been an increase of 4% up to 9% in the annual turnover rate. The department heads also noticed there was a situation with the turnover rate and morale of the employees. Still the department heads were unable to tell the general manager the “why” of the situation.
Purpose – As General Manager Ms. Tucker must find the answer as to why her employee’s motivation has been deteriorating and the amount of complaints is on the rise. The general manager has chosen to meet with her department heads and look for a possible solution to the situation.
Research questions – The Human Resources Manager suggested to the General Manager on surveying the employees in order to identify the decrease in the employees’ morale. The survey included questions about the employee’s feelings working for the company, and other issues that affected their morale.
Hypothesis – With only 17% of the company’s employees completing the survey to the Human Resources Manager, which is a common rate of return, there has to be additional efforts made to encourage the employees to generate more useable information.
Data Collection Instruments
The survey is based on quantitative evaluations that will help to generate an evaluation hypothesis; strengthening the design of survey questionnaires and expand or clarify the quantitative evaluations. The survey is the data collection instrument that will assist in identifying the feedback of the level of satisfaction of the BIMS employees.
Identify types of data collected
The data collection is an important aspect of any research study and ultimately leads to invalid results; the method used was the quantitative data collection. The data gathered was used with linkers scaling that is a one-dimensional scaling process. This method plays an important role in impacting the evaluation by providing information useful to understand the processes that were used to identify the reason for the increase in employee’s turnovers.
How data is collected
Recording and organizing data may take many different forms, de.
Data Collection
Team C
QNT/351
July 14, 2015
Professor Hon Tachia
| 1
| 9
Data Collection
Ballard Integrated Managed Service (BIMS) is a highly competitive company that offers service to 22 Fortune 100 businesses, over 100 midsized firms, 16 major universities, 14 medical centers, and 3 larger regional airports. Altogether, BIMS employs 452 workers including Barbara Tucker. In this paper the team will present the problem that BIMS has, identify the different types of data collected, describe how the data is coded, and draw a conclusion of the data to meet the purpose of the study.
Barbara is faced with the challenge of trying to figure out why the retention of her employees has risen to 64% in the past 6 months. Barbara has also noticed the use of sick time has increased; workers appear to waste more time throughout the day, the employees performance has decreased, resulting in an increase in complaints from their clients. Due to all these factors, BIMS has given Debbie permission to develop an employee survey. This survey is anonymous and voluntary. Every employee will receive this survey with their checks, except upper management. It will be a series of question that will allow the employees to express their views regarding their working environment, shift hours, how they feel they are being treated by the company, as well as their compensation. By doing this, it will allow Debbie to draw a better conclusion as to why the retention is higher and the moral is down.
Types of data collected
From the Ballard Integrated Managed Services (BIMS) survey, there are both qualitative, and quantitative types of data collected. Qualitative data deals with the description; data can be observed but not measured example being: colors, textures, smells tastes, appearance beauty, etc. On the other hand, quantitative deals with the quantitative type of data, data that can be measured, examples are length, height, area, volume, weight, speed, etc., (McClave, Benson, & Sincich, ).
Despite the data collected being both qualitative and quantitative, the qualitative just covers a small part of the research of the company. Barbara looks the activities happening on the sprawling campus through her 6th-floor office window. She notices the morale of her staff has changed negatively, but she doesn’t get the reason. The data collected major concentrates on the quantitative type of data, which clearly indicates the exact number of different results acquired. BIMS being a support service company has 22 Fortune 100 businesses, over 100 midsize firms, 16 major universities, 14 medical centers and three larger regional airports. The survey indicates 5300 staff members who are provided with daily meals. The company employs 409 full and part time workers and 27 managers.
The Human Resource Manager, Debbie Horner who just completed her MBA applies it to research on the problems facing the company. It took her only two years carrying her survey after he.
Ballard Integrated Managed Services, Inc., Part 2QNT351 Versi.docxikirkton
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 ...
Review Ballard Integrated Managed Services, Inc. (BIMS), Part 1 c.docxjoellemurphey
Review: Ballard Integrated Managed Services, Inc. (BIMS), Part 1 case study overview. (Attached)
Prepare a word written report along with a Microsoft
® PowerPoint
® slide for each bullet for the senior management team to present your findings (see Exhibit B for the data set of the second survey).
Address the following: (word count for each bullet 100-125)
· Identify the level of measurement for each of the variables involved in the study
· Code the data if you have not done so. Describe how the data is coded and evaluate the procedure used.
Note. As consultants to BIMS, your Learning Team is expected to prepare and deliver a professional product addressing the client's needs.
Ballard Integrated Managed Services, Inc., Part 1
2
Ballard Integrated Managed Services, Inc., Part 1
Barbara Tucker looked out her 6th floor office window to view the sprawling campus of the Douglas Medical Center (DMC). Her employer, Ballard Integrated Managed Services, Inc. (BIMS), provided food and hospitality services on a contractual basis for all patient and staff needs. As general manager of this site for BIMS, Barbara was concerned about her staff’s morale. She felt that it had been weakening over the past several months, but she could not figure out why. The turnover rate seemed somewhat higher than usual, but no new information was emerging from exit interviews. Her department heads and supervisors agreed that something was happening to morale, but they could not tell her why either.
Headquartered in New York City, BIMS is a support services company that specializes in providing housekeeping and foodservice to corporations and institutions. A nationwide company, BIMS contracts with large organizations that prefer to focus on their own core competencies and lease support functions to outside vendors. BIMS distinguishes itself in this highly competitive industry by combining several services: housekeeping, foodservice, general cleaning, and physical plant maintenance. The BIMS list of clientele includes 22 Fortune 100 businesses, over 100 midsized firms, 16 major universities, 14 medical centers, and 3 larger regional airports.
Located in a major metropolitan area, the contract for this 510-bed regional medical trauma center includes the full range of BIMS services. Four months ago, the two firms had completed negotiations to renew their contract, extending the initial 3-year, just-ended arrangement for 5 more years. The Douglas Medical Center had been very pleased with BIMS’s work to date and had been willing to renew under the same terms and conditions. The BIMS corporate headquarters had also been satisfied with Barbara Tucker’s management of this site and her successful efforts to renew the DMC contract.
As general manager, Barbara 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 da ...
Data AnalysisTeam A performed a series of analysis on behalf o.docxtheodorelove43763
Data Analysis
Team A performed a series of analysis on behalf of the management of Ballard Integrated Managed Services, Inc. (BIMS). These tasks were the result of an emerging trend of attrition and employee dissatisfaction within their organization. The initial actions taken involved data collection that were presented in the form of an internal employee survey. The data collection analysis revealed our hypothesis and we set out to prove that the increase in employee turnover was due to low employee morale and poor employee performance. The initial survey leads us to a very low response rate of 17.3%—we did not achieve our goal of obtaining the feedback of the vast majority of BIMS employees. By utilizing our initial findings we analyzed, displayed, and interpreted, the outcome shows that BIMS was experiencing high turnover due to lack of proper pay and poor communication within the business. This information provided seemed promising from the perspective that we were narrowing down the core issues within the company; it is never enough for management to determine an effective course of action or forecasting. The inferences made through our descriptive analysis approach made use of all three levels of measurement and dispersion and helped us rank the limited feedback on scale of one through five, changing the ordinal and ratio feedback into a numerical value, when necessary. The demographic based questions were significant collected data based on years of service, division, gender and role and facilitated in our manipulation of the survey data. In combination, we were able to scratch the surface on a pattern of data that ranked very negatively and that also met the condition of our hypothesis—so all was not lost in our initial attempt.
The research that was done for Ballard was to determine if the employees were satisfied with their work conditions and was there fair treatment from the company. The survey sent out would ask workers about working conditions, shifts, training, pay, fair treatment and the company itself. The survey was attached to their bi weekly paychecks asking them to return by a certain date. A reminder was sent out as well to encourage participation. The response to this survey was very low only 17.3 % took the time to even respond. However the data collected did provide was quantitative it provided numerical information to possibly give insight on correcting the current employment issues.
The survey sent out was a measurement on a scale from 1 to 5; five being positive and 1 negative rate the following questions. The questions consisted of do you enjoy working for the company? Do you like your shift? How was your training? Are you being paid fairly? Then basic questions to pinpoint your gender, department and position in the company.
The survey was given to determine the decrease in morale in the company and the increase of turnover of employees. Out of the 449 employees given the survey only 78 were returne.
Resource University of Phoenix Material Ballard Integrated.docxdaynamckernon
Resource:
University of Phoenix Material: Ballard Integrated Managed Services, Inc., Part 2. (Down here)
Read
the University of Phoenix Material: Ballard Integrated Managed Services, Inc., Part 2. Your team acts as a consultant group that analyzes and interprets this second set of data. The intent is to increase senior management’s understanding of the sources of employee dissatisfaction and to create a model that predicts employee resignation.
Write 300-350 words On how you will increase senior management's understanding of the sources of employee dissatisfaction .
Ballard Integrated Managed Services, Inc.
,
Part
2
QNT/351 Version
4
1
University of Phoenix Material
Ballard Integrated Managed Services, Inc.
,
Part
2
The initial survey effort led by Debbie Horner, HR
m
anager 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.
S
ome 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,
plu
s 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,
g
eneral
m
anager 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 sur.
Running head: REFLECTION
1
REFLECTION
3Reflection – Research Hypothesis QNT 351
10/23/14
The steps in testing a research hypothesis
There are various steps that are involved in testing a research hypothesis. The first step is usually to make assumptions about the research one is going to conduct. Making assumptions is usually very important in the process of testing a research hypothesis. This is because once you make an assumption, it is very easy to derive hypotheses whether null or true hypothesis. Without the assumptions, it is very difficult to test the hypothesis in a research appropriately. The assumptions are usually made concerning the level of measurement of the variable (Martin, & Bridgmon, 2012).
Secondly, statement of the research and the null hypothesis is what follows the making of the assumptions. In this step, the research hypothesis is usually the one that is in support of the research while the null hypothesis is the hypothesis that is usually in contrast to the topic of research. It is usually stated in negative terms. It is always null unless tested otherwise at the end of the research.
Selection of the distribution of sampling is what follows. It is important to select the sampling distribution because the hypothesis has to be applied on some statistics for them to be tested (Martin, & Bridgmon, 2012).
After the selection, computation of the statistics in order to test the hypothesis deduced is what follows. In this step, the sampling distribution is used. Finally, the decision is made on whether the hypothesis was true of false. In this step, interpretations of the sampling distribution are done.
Comparing the means of two or more groups
There are two steps involved in the process of comparing the means of two or more groups. To begin with, the comparison means that there must have been two or more groups that were selected as the samples for distribution. This could have been may be a control group and the actual group.
The first step is to carry out an ANOVA analysis. This is referred to as the analysis of variance. Once the variance is analyzed, it is possible to tell whether all the means to the groups are equal or whether they vary and if they do, by how much (Koop, 2000).
Secondly, if the means of the groups are different, the test is done to show the significance of the difference that exists between the means of the groups. In comparing the means of the two groups, the honest significance difference is found to show the spread of the means of the two groups.
Calculating the correlation between two variables
In calculating the correlation between two variables, the first step is to label the variables as either independent on the x axis and the depended on the y-axis. After labelling the variables, one creates a table on which the values of the two variables are filled (Koop, 2000).
The total values of each variable are taken for instance; values for x are fille.
This document discusses how pulse surveys, which are shorter surveys conducted more frequently than annual employee surveys, are becoming popular but are often not used effectively. It argues that for pulse surveys to be truly transformational, organizations need to do more than just conduct more frequent surveys. They must transform the survey process into a leadership tool by developing a strong metrics strategy, communicating and educating employees, taking meaningful actions in response to survey results, and creating a continuous learning process. When done correctly with these elements, pulse surveys can engage employees, drive improvement, and help leaders and managers improve - but technology alone is not enough without properly transforming the survey and feedback process.
Workforce Planning: A Forward-Looking Approach to Getting the Right People in...ClearCompany
(1) The document discusses the results of a survey on workforce planning challenges. It found that many organizations struggle with unreliable or lacking workforce data and technologies that do not effectively share data. Additionally, skills gaps exist in areas like communication, problem-solving, and management competencies.
(2) The survey revealed that while many organizations track current workforce metrics, very few use templates to plan for their future workforce needs. Developing a future state template was recommended to help organizations strategically prepare for challenges like replacing retiring baby boomers.
(3) The key talent needed for future success was identified as managers. Developing managerial skills was seen as important to fill future leadership roles and replace retiring knowledge workers. Succession
Employee VoiceBeau Nelson posted Apr 19, 2020 752 PM1. Wha.docxgidmanmary
Employee Voice
Beau Nelson posted Apr 19, 2020 7:52 PM
1. What data would you gather about your organization (or large department or division) to accurately evaluate its organizational climate?
To accurately assess the climate of my organization, I would assess the corporate culture, the commitment of employees, evaluate communication, and asses the perception of ethics within the division (CHRM, n.d). I would also like to gauge if there is a potential turnover problem, find ways to improve the organization, and attempt to determine if employees are happy.
2. How would you collect that data?
Anonymously through an online survey. I have seen many surveys throughout my career and most of them are flooded with redundant, but mandatory questions. These questions must be answered to progress or submit the survey. I believe this lowers participation giving less data to analyze.
3. How often would you collect data and analyze it?
Frequency is another factor that could deter someone from taking a survey. If it offered too frequently, the employee could question if their input matters and become fatigued. Surveys should be conducted when a senior leader changes in the organization or a merger. According to Marritt (2017) employees may be asked the same question every quarter. I believe it depends on the number of questions in a survey and what data is trying to be obtained. If the survey is short, quarterly should be fine. If the survey takes forty minutes to complete, quarterly may be too frequently.
4. How would you analyze it?
I believe analyzing the commitment would be one of the best factors to understand the climate of an organization. According to Meyer, Stanley, & Parfyonova (2012), there are three types of commitment to an organization. The first is affective commitment or the emotional desire to remain attached to the company. The second is normative commitment or sense of obligation to stay. The last is continuance commitment; the cost of leaving. I believe pulling data in this manner could really shed light on how committed employees are.
5. What is an example of an HRM action that might result based on data gathered?
The first thing that comes to mind during a survey is the potential removal or change in leadership. However, there are other actions we can track through survey data. Surveys can ask employees how long they plan on remaining with the organization also allow employees to be heard and positively influenced. (Miller, 2018).
6. What are your experiences with evaluating organizational climate as an administrator or as part of a work group?
As a previous acting First Sergeant, I assisted the commander with administering the DEOMI Equal Opportunity Climate Survey (DEOCS). The objective of this survey is to enhance commander accountability, address issues of equal opportunity, improve effectiveness in the organization, and provide a uniform assessment across all Services & DoD compone ...
Employee VoiceBeau Nelson posted Apr 19, 2020 752 PM1. Wha.docxchristinemaritza
Employee Voice
Beau Nelson posted Apr 19, 2020 7:52 PM
1. What data would you gather about your organization (or large department or division) to accurately evaluate its organizational climate?
To accurately assess the climate of my organization, I would assess the corporate culture, the commitment of employees, evaluate communication, and asses the perception of ethics within the division (CHRM, n.d). I would also like to gauge if there is a potential turnover problem, find ways to improve the organization, and attempt to determine if employees are happy.
2. How would you collect that data?
Anonymously through an online survey. I have seen many surveys throughout my career and most of them are flooded with redundant, but mandatory questions. These questions must be answered to progress or submit the survey. I believe this lowers participation giving less data to analyze.
3. How often would you collect data and analyze it?
Frequency is another factor that could deter someone from taking a survey. If it offered too frequently, the employee could question if their input matters and become fatigued. Surveys should be conducted when a senior leader changes in the organization or a merger. According to Marritt (2017) employees may be asked the same question every quarter. I believe it depends on the number of questions in a survey and what data is trying to be obtained. If the survey is short, quarterly should be fine. If the survey takes forty minutes to complete, quarterly may be too frequently.
4. How would you analyze it?
I believe analyzing the commitment would be one of the best factors to understand the climate of an organization. According to Meyer, Stanley, & Parfyonova (2012), there are three types of commitment to an organization. The first is affective commitment or the emotional desire to remain attached to the company. The second is normative commitment or sense of obligation to stay. The last is continuance commitment; the cost of leaving. I believe pulling data in this manner could really shed light on how committed employees are.
5. What is an example of an HRM action that might result based on data gathered?
The first thing that comes to mind during a survey is the potential removal or change in leadership. However, there are other actions we can track through survey data. Surveys can ask employees how long they plan on remaining with the organization also allow employees to be heard and positively influenced. (Miller, 2018).
6. What are your experiences with evaluating organizational climate as an administrator or as part of a work group?
As a previous acting First Sergeant, I assisted the commander with administering the DEOMI Equal Opportunity Climate Survey (DEOCS). The objective of this survey is to enhance commander accountability, address issues of equal opportunity, improve effectiveness in the organization, and provide a uniform assessment across all Services & DoD compone.
1) The document discusses how internal communication can drive employee engagement through three key areas: the employee's relationship with their line manager, providing employees with line of sight within the organization, and creating two-way communication channels.
2) Examples are provided of companies that have successfully implemented strategies in these areas, such as defining communication competencies for managers, educating managers to improve communication skills, and using new technologies to facilitate two-way dialogue.
3) Research is cited showing that higher employee engagement leads to improved business outcomes like increased revenue and profits. Internal communication can influence engagement drivers and act as an early warning system for companies.
Descriptive StatsDescriptive statistics# 1 count26 mean0.4131 sample standard deviation0.1292 sample variance0.0167 minimum0.17maximum0.63range0.45999999999999996population variance0.0160 population standard deviation0.1267 confidence interval 95.% lower0.3634 confidence interval 95.% upper0.4627 margin of error0.0497 z1.96 1st quartile0.3300 median0.3800 3rd quartile0.5300 interquartile range0.2000 mode0.5300 low extremes0 low outliers0 high outliers0 high extremes0 normal curve GOFp-value.3158 chi-square(df=3)3.538 E4.333 O(-0.97)5 O(-0.43)5 O(+0.00)4 O(+0.43)1 O(+0.97)6 O(inf.)5
95% ConfidenceConfidence interval - mean95%confidence level0.4130769231mean0.1291748963std. dev.26n1.960z0.0497 half-width0.4627 upper confidence limit0.3634 lower confidence limit
HistogramFrequency Distribution - QuantitativeDatacumulative loweruppermidpointwidth frequencypercent frequencypercent0.10 <0.20 0.15 0.10 1 3.8 1 3.8 0.20 <0.30 0.25 0.10 4 15.4 5 19.2 0.30 <0.40 0.35 0.10 9 34.6 14 53.8 0.40 <0.50 0.45 0.10 3 11.5 17 65.4 0.50 <0.60 0.55 0.10 7 26.9 24 92.3 0.60 <0.70 0.65 0.10 2 7.7 26 100.0 0.699926 100.0
Histogram
0.1 0.2 0.3 0.4 0.5 0.6 0.69989999999999997 3.8461538461538463 15.384615384615385 34.615384615384613 11.538461538461538 26. 923076923076923 7.6923076923076925
Data
Percent
Data SetAspects of Job Satisfaction% as DecimelOrganizational green workplace0.17Organizational diversity workforce0.22Paid training tuition reimbursement0.24Networking0.26Organizations social responsibility0.28Variety of Work0.32Job specific training0.33Contribution to business goals0.33Career development opportunities0.33Meaningfulness of job0.35Career Advancement Ops0.36Organizations commitment to development0.36Flexibility to balance work/life0.38Relationship with co-workers0.38Over corporate culture0.46Feeling Safe0.48Management Recognition0.49Autonomy/Independence0.52Communication between employees0.53Benefits0.53The work0.53Compensation0.54Organizations financial stability0.55Relationship with supervisor0.55Opportunities to use skills0.62Job Security0.63
BUSINESS RESEARCH PROJECT PART 3: SAMPLING AND DATA 2
BUSINESS RESEARCH PROJECT PART 3: SAMPLING AND DATA 7
Running head: 1
Business Research Project Part 3: Sampling and Data Collection Plan
Team C discussed the organization QuickMart Inc. and how employee satisfaction affects employee turnover rates specific to South Florida. Team C is narrowing the search to determine whether or not employee compensation is the most important component of job satisfaction. In order to determine the correlation that employee satisfaction has on employee turnover rates, Team C needs to collect and analyze data from current employees of QuickMart Inc.
For the past few decades, employee retention has been of interest to researchers and employers in various fields. Therefore, one may ask if there is a correlation in employee satisfaction based on turnover rate.
How To Help Leaders Effectively Manage Today’s Human CapitalClearCompany
What are today’s key human capital management challenges and how will they be addressed in the future? To answer these questions, ClearCompany partnered with HR.com to conduct a survey of nearly 400 Human Resource Professionals.
One of the areas explored was leadership. We wanted to know if responding HR experts believed that leaders are effectively managing human capital in their companies. And, we asked if they saw a connection between leadership and other critical areas such as engagement and employee performance.
Another important area of the investigation was employee productivity. Not only did our research investigate whether productivity is rising or falling in today’s workplace but, we also explored how long it takes for a new hire to reach full productivity.
The research also covered the issue of employee retention. We were looking to discover if there were any indications that present themselves when an employee is disengaged and looking to leave. Based on responses, we created a list of the top ten signs that workers could be looking to leave.
If employees do leave, what is the best way of attracting and locating new talent? This has become an issue of growing importance as unemployment rates have declined and labor markets have tightened. We explored whether companies tend to look internally or externally for top talent.
Finally, the survey asked HR professionals to look to the future. We wanted to know if they thought it’s possible to accurately forecast workforce needs. And if we can model the workforce in ways that optimize costs, productivity and profits. After all, these issues are crucial to the long-term survival of most organizations.
Here’s a quick look at some of the key findings:
The Future: Most respondents not only believe it’s possible to accurately forecast workforce needs, they think it’s possible to model the workforce in a way that optimizes costs, productivity and profits.
Leadership: Only 37% of participants say that their leaders effectively manage human capital, and only about a third report that leadership actions are correlated to engagement, retention and performance.
Recruitment: Referrals are the most widely cited source for finding top talent as well as employees who are a good cultural fit.
Talent: Respondents are split as to whether the best talent comes from internal or external sources.
Productivity: Just 44% say productivity is on the rise.
Business Decision MakingRay DalereQNT275(PD17BSB05).docxRAHUL126667
The document discusses a problem at Bob's Construction company regarding high employee turnover. The company experiences an average turnover rate of 6 months to 1 year, with employees regularly leaving for other construction jobs. This negatively impacts employee morale and relationships. The research variable identified to investigate the problem is job satisfaction and its relationship to turnover. Data collection methods will include questionnaires, interviews, observations, and focus groups to understand employee feelings about their work and management and determine the root causes of turnover. The data collected needs to be high quality, consistent, and relevant to draw valid conclusions about the problem.
One of the fastest ways to derail employee engagement and satisfaction is to make a mistake with payroll. Late salary payments, inaccurate holiday pay and miscalculated benefits can undermine morale and reduce
productivity.
So why do so many business leaders still regard payroll as a routine administrative procedure that is a cost centre? A typical company spends between 50 and 80 percent of its expenditure on payroll, and the costs of
preparing and administering these payments are significant. Despite this, a recent survey found that less
than half of businesses measure the efficiency of their payroll function, and three quarters said that they had no plans to investigate implementing a payroll strategy to reduce costs and add value to their business during the downturn.
In the UK today, relatively few organisations see payroll as a strategic function, with half of companies handing over full responsibility for payroll to the finance function, with one in five opting to outsource the function completely.
It is about time that the payroll department is recognised as having a vital role to play in helping businesses to survive and thrive in a tough economic climate.
Contact us on 01582 714 810 to find out more about the payroll technology available to help your payroll department become the value driver of the organisation.
The 2014/2015 HRM Recruit – Employee Engagement Report brings insight into the primary engagement drivers of over 13,000 professionals in Ireland across 12 functional areas. In the report we look at and weight the factors that have most impact and highlight those, that for some functions, do not give the engagement advantage one might expect.
The document discusses Insightlink's approach to conducting employee surveys using their 4Cs framework of Commitment, Culture, Communications, and Compensation. Some key points:
- The 4Cs model provides a proven, actionable framework for understanding employee engagement.
- Surveying employees can provide feedback to identify issues, improve organizational performance, and compare results to benchmarks.
- Insightlink's surveys measure engagement, loyalty, motivations and drivers to help organizations target action planning.
- The process typically involves drafting a survey, collecting responses, analyzing data, and providing a report to guide action planning to improve satisfaction.
This document summarizes a research paper on measuring the impact of effective onboarding practices. It discusses several key measures for determining onboarding effectiveness, including employee feedback through surveys and interviews, retention rates and reductions in turnover, and time to proficiency for new hires. Additional lesser-used measures mentioned include HR efficiency, pre- and post-onboarding videos or tests, emoticon surveys, and positive employment differentiation. The conclusion emphasizes the importance of continuously gathering data on these various measures to evaluate and improve onboarding practices over time.
White paper detailing the link between an employee's perception that he or she is making progress at work and that employee's level of engagement. Progress at Work is a valuable new metric that builds on existing engagement measures.
This document summarizes a study conducted on employees of Infosys Ltd. to understand the relationship between job satisfaction, intent to quit, and other organizational behavior factors. A survey was administered to 26 Infosys employees, measuring variables like procedural justice, distributive justice, leader-member exchange, trust in organization, conscientiousness, organizational citizenship behavior, and ethical leadership. Regression analysis and hypothesis testing were used to analyze the data. The analysis found job satisfaction was positively related to the other factors, and up to 72% of variation in job satisfaction could be explained by these factors. Intent to quit was also positively related to the factors but up to 50% of its variation was explained. The study aims to help Inf
Whitepaper | The Impact of Valuing Employee Effort | Sapience AnalyticsSapience Analytics
Most organizations will agree that employees are working harder than ever before while also agreeing that employees are less engaged than ever before. What’s wrong with this picture? In this insightful whitepaper you can find an answer.
This whitepaper addresses 3 basic issues:
--Identifying if the employee’s efforts are in line with the value the organization desires
--Can knowing one’s productivity contribute to greater employee engagement?
--How can effort and value be measured?
Bus 335 staffing organizations week 10 quizMaryTurner2017
This document provides a quiz with 69 multiple choice questions about staffing processes, policies, metrics, and legal compliance. Some key topics covered include the centralization of staffing functions, integration of HRIS systems, outsourcing of HR activities, evaluation of staffing processes, and legal record keeping/reporting requirements.
Bus 335 staffing organizations week 10 quizMaryLouis2018
This document provides a quiz with 69 multiple choice questions about staffing processes, policies, metrics, and legal compliance. Some key topics covered include the centralization of staffing functions, use of HRIS systems, outsourcing of HR activities, evaluation of staffing processes, and compliance with EEOC reporting requirements.
This document provides a quiz with 69 multiple choice questions about staffing processes, policies, metrics, and legal compliance. Some key topics covered include the centralization of staffing functions, integration of HRIS systems, outsourcing of HR activities, evaluation of staffing processes, and legal record keeping/reporting requirements.
This document summarizes a study on the relationship between employee satisfaction with compensation and work motivation. The study examined how fixed pay, flexible pay, and benefits relate to compensation satisfaction and impact work motivation dimensions of effort and performance. The study found that satisfaction with compensation can be a factor in work motivation. However, flexible pay does not significantly motivate employees in the jobs studied, and benefits did not have a large impact on work motivation. The study used surveys and statistical analysis to examine these relationships between compensation satisfaction and work motivation.
Analyze MVPIThe motives, values, and preferences inventory (MV.docxikirkton
Analyze MVPI
The motives, values, and preferences inventory (MVPI) is used to identify the motives and values most important to an individual. Understanding the personal values of the individuals who make up a team can be useful in understanding the team dynamics and help a manager build and sustain teamwork within the organization.
Refer to the 10 core values (listed below) evaluated on the MVPI.
Rank order the traits according to the value you assign to them, with 1 being the trait you value the most in a team member and 10 being the trait you value the least.
Explain the rationale for your ranking. Give an example of each trait drawn from your experience or observations.
MVPI Values
Recognition:
Desire for attention, approval, and praise
Power:
Desire for success, accomplishment, status, competition, and control
Hedonism:
Desire for fun, pleasure, and recreation
Altruism:
Concern about the welfare of others and contribution to a better society
Affiliation:
Desire for enjoyment of social interaction
Tradition:
Concern for established values of conduct
Security:
Desire for certainty, order, and predictability in employment and finance
Science:
quest for knowledge, research, technology, and data
Aesthetics:
need for self-expression, concern over look, feel, and design of work products
Commerce:
interest in money, profits, investment, and business opportunities
.
Analyze and interpret the following quotation The confrontation of.docxikirkton
Analyze and interpret the following quotation: “The confrontation of Western civilization with other peoples whose values were often dramatically opposed to the West’s…suggests that by the dawn of the twentieth century, the tradition and sense of centeredness that had defined indigenous cultures for hundreds, even thousands, of years was either threatened or in the process of being destroyed. Worldwide, non-Western cultures suddenly found that they were defined as outposts of new colonial empires developed by Europeans, resulting in the weakening of traditional cultural practices, political leadership, and social systems that had been in place for centuries.” (Sayre, 2013, pp. 410-411).
In the later nineteenth and early twentieth century, what would this “loss of centeredness” of culture have meant for a given cultural group? Select from among the non-Western cultural groups noted in the text (Native American, Chinese, Indian, Japanese, or African) and research the impact of Western or European cultures on that group.
What was the selected non-Western culture like prior to the late nineteenth century? How did it change as a result of European expansion? How is this change representative of what Sayre calls a “loss of centeredness?” Be sure to use specific examples and details.
Submit your findings in a 4-page essay in APA format.
.
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Workforce Planning: A Forward-Looking Approach to Getting the Right People in...ClearCompany
(1) The document discusses the results of a survey on workforce planning challenges. It found that many organizations struggle with unreliable or lacking workforce data and technologies that do not effectively share data. Additionally, skills gaps exist in areas like communication, problem-solving, and management competencies.
(2) The survey revealed that while many organizations track current workforce metrics, very few use templates to plan for their future workforce needs. Developing a future state template was recommended to help organizations strategically prepare for challenges like replacing retiring baby boomers.
(3) The key talent needed for future success was identified as managers. Developing managerial skills was seen as important to fill future leadership roles and replace retiring knowledge workers. Succession
Employee VoiceBeau Nelson posted Apr 19, 2020 752 PM1. Wha.docxgidmanmary
Employee Voice
Beau Nelson posted Apr 19, 2020 7:52 PM
1. What data would you gather about your organization (or large department or division) to accurately evaluate its organizational climate?
To accurately assess the climate of my organization, I would assess the corporate culture, the commitment of employees, evaluate communication, and asses the perception of ethics within the division (CHRM, n.d). I would also like to gauge if there is a potential turnover problem, find ways to improve the organization, and attempt to determine if employees are happy.
2. How would you collect that data?
Anonymously through an online survey. I have seen many surveys throughout my career and most of them are flooded with redundant, but mandatory questions. These questions must be answered to progress or submit the survey. I believe this lowers participation giving less data to analyze.
3. How often would you collect data and analyze it?
Frequency is another factor that could deter someone from taking a survey. If it offered too frequently, the employee could question if their input matters and become fatigued. Surveys should be conducted when a senior leader changes in the organization or a merger. According to Marritt (2017) employees may be asked the same question every quarter. I believe it depends on the number of questions in a survey and what data is trying to be obtained. If the survey is short, quarterly should be fine. If the survey takes forty minutes to complete, quarterly may be too frequently.
4. How would you analyze it?
I believe analyzing the commitment would be one of the best factors to understand the climate of an organization. According to Meyer, Stanley, & Parfyonova (2012), there are three types of commitment to an organization. The first is affective commitment or the emotional desire to remain attached to the company. The second is normative commitment or sense of obligation to stay. The last is continuance commitment; the cost of leaving. I believe pulling data in this manner could really shed light on how committed employees are.
5. What is an example of an HRM action that might result based on data gathered?
The first thing that comes to mind during a survey is the potential removal or change in leadership. However, there are other actions we can track through survey data. Surveys can ask employees how long they plan on remaining with the organization also allow employees to be heard and positively influenced. (Miller, 2018).
6. What are your experiences with evaluating organizational climate as an administrator or as part of a work group?
As a previous acting First Sergeant, I assisted the commander with administering the DEOMI Equal Opportunity Climate Survey (DEOCS). The objective of this survey is to enhance commander accountability, address issues of equal opportunity, improve effectiveness in the organization, and provide a uniform assessment across all Services & DoD compone ...
Employee VoiceBeau Nelson posted Apr 19, 2020 752 PM1. Wha.docxchristinemaritza
Employee Voice
Beau Nelson posted Apr 19, 2020 7:52 PM
1. What data would you gather about your organization (or large department or division) to accurately evaluate its organizational climate?
To accurately assess the climate of my organization, I would assess the corporate culture, the commitment of employees, evaluate communication, and asses the perception of ethics within the division (CHRM, n.d). I would also like to gauge if there is a potential turnover problem, find ways to improve the organization, and attempt to determine if employees are happy.
2. How would you collect that data?
Anonymously through an online survey. I have seen many surveys throughout my career and most of them are flooded with redundant, but mandatory questions. These questions must be answered to progress or submit the survey. I believe this lowers participation giving less data to analyze.
3. How often would you collect data and analyze it?
Frequency is another factor that could deter someone from taking a survey. If it offered too frequently, the employee could question if their input matters and become fatigued. Surveys should be conducted when a senior leader changes in the organization or a merger. According to Marritt (2017) employees may be asked the same question every quarter. I believe it depends on the number of questions in a survey and what data is trying to be obtained. If the survey is short, quarterly should be fine. If the survey takes forty minutes to complete, quarterly may be too frequently.
4. How would you analyze it?
I believe analyzing the commitment would be one of the best factors to understand the climate of an organization. According to Meyer, Stanley, & Parfyonova (2012), there are three types of commitment to an organization. The first is affective commitment or the emotional desire to remain attached to the company. The second is normative commitment or sense of obligation to stay. The last is continuance commitment; the cost of leaving. I believe pulling data in this manner could really shed light on how committed employees are.
5. What is an example of an HRM action that might result based on data gathered?
The first thing that comes to mind during a survey is the potential removal or change in leadership. However, there are other actions we can track through survey data. Surveys can ask employees how long they plan on remaining with the organization also allow employees to be heard and positively influenced. (Miller, 2018).
6. What are your experiences with evaluating organizational climate as an administrator or as part of a work group?
As a previous acting First Sergeant, I assisted the commander with administering the DEOMI Equal Opportunity Climate Survey (DEOCS). The objective of this survey is to enhance commander accountability, address issues of equal opportunity, improve effectiveness in the organization, and provide a uniform assessment across all Services & DoD compone.
1) The document discusses how internal communication can drive employee engagement through three key areas: the employee's relationship with their line manager, providing employees with line of sight within the organization, and creating two-way communication channels.
2) Examples are provided of companies that have successfully implemented strategies in these areas, such as defining communication competencies for managers, educating managers to improve communication skills, and using new technologies to facilitate two-way dialogue.
3) Research is cited showing that higher employee engagement leads to improved business outcomes like increased revenue and profits. Internal communication can influence engagement drivers and act as an early warning system for companies.
Descriptive StatsDescriptive statistics# 1 count26 mean0.4131 sample standard deviation0.1292 sample variance0.0167 minimum0.17maximum0.63range0.45999999999999996population variance0.0160 population standard deviation0.1267 confidence interval 95.% lower0.3634 confidence interval 95.% upper0.4627 margin of error0.0497 z1.96 1st quartile0.3300 median0.3800 3rd quartile0.5300 interquartile range0.2000 mode0.5300 low extremes0 low outliers0 high outliers0 high extremes0 normal curve GOFp-value.3158 chi-square(df=3)3.538 E4.333 O(-0.97)5 O(-0.43)5 O(+0.00)4 O(+0.43)1 O(+0.97)6 O(inf.)5
95% ConfidenceConfidence interval - mean95%confidence level0.4130769231mean0.1291748963std. dev.26n1.960z0.0497 half-width0.4627 upper confidence limit0.3634 lower confidence limit
HistogramFrequency Distribution - QuantitativeDatacumulative loweruppermidpointwidth frequencypercent frequencypercent0.10 <0.20 0.15 0.10 1 3.8 1 3.8 0.20 <0.30 0.25 0.10 4 15.4 5 19.2 0.30 <0.40 0.35 0.10 9 34.6 14 53.8 0.40 <0.50 0.45 0.10 3 11.5 17 65.4 0.50 <0.60 0.55 0.10 7 26.9 24 92.3 0.60 <0.70 0.65 0.10 2 7.7 26 100.0 0.699926 100.0
Histogram
0.1 0.2 0.3 0.4 0.5 0.6 0.69989999999999997 3.8461538461538463 15.384615384615385 34.615384615384613 11.538461538461538 26. 923076923076923 7.6923076923076925
Data
Percent
Data SetAspects of Job Satisfaction% as DecimelOrganizational green workplace0.17Organizational diversity workforce0.22Paid training tuition reimbursement0.24Networking0.26Organizations social responsibility0.28Variety of Work0.32Job specific training0.33Contribution to business goals0.33Career development opportunities0.33Meaningfulness of job0.35Career Advancement Ops0.36Organizations commitment to development0.36Flexibility to balance work/life0.38Relationship with co-workers0.38Over corporate culture0.46Feeling Safe0.48Management Recognition0.49Autonomy/Independence0.52Communication between employees0.53Benefits0.53The work0.53Compensation0.54Organizations financial stability0.55Relationship with supervisor0.55Opportunities to use skills0.62Job Security0.63
BUSINESS RESEARCH PROJECT PART 3: SAMPLING AND DATA 2
BUSINESS RESEARCH PROJECT PART 3: SAMPLING AND DATA 7
Running head: 1
Business Research Project Part 3: Sampling and Data Collection Plan
Team C discussed the organization QuickMart Inc. and how employee satisfaction affects employee turnover rates specific to South Florida. Team C is narrowing the search to determine whether or not employee compensation is the most important component of job satisfaction. In order to determine the correlation that employee satisfaction has on employee turnover rates, Team C needs to collect and analyze data from current employees of QuickMart Inc.
For the past few decades, employee retention has been of interest to researchers and employers in various fields. Therefore, one may ask if there is a correlation in employee satisfaction based on turnover rate.
How To Help Leaders Effectively Manage Today’s Human CapitalClearCompany
What are today’s key human capital management challenges and how will they be addressed in the future? To answer these questions, ClearCompany partnered with HR.com to conduct a survey of nearly 400 Human Resource Professionals.
One of the areas explored was leadership. We wanted to know if responding HR experts believed that leaders are effectively managing human capital in their companies. And, we asked if they saw a connection between leadership and other critical areas such as engagement and employee performance.
Another important area of the investigation was employee productivity. Not only did our research investigate whether productivity is rising or falling in today’s workplace but, we also explored how long it takes for a new hire to reach full productivity.
The research also covered the issue of employee retention. We were looking to discover if there were any indications that present themselves when an employee is disengaged and looking to leave. Based on responses, we created a list of the top ten signs that workers could be looking to leave.
If employees do leave, what is the best way of attracting and locating new talent? This has become an issue of growing importance as unemployment rates have declined and labor markets have tightened. We explored whether companies tend to look internally or externally for top talent.
Finally, the survey asked HR professionals to look to the future. We wanted to know if they thought it’s possible to accurately forecast workforce needs. And if we can model the workforce in ways that optimize costs, productivity and profits. After all, these issues are crucial to the long-term survival of most organizations.
Here’s a quick look at some of the key findings:
The Future: Most respondents not only believe it’s possible to accurately forecast workforce needs, they think it’s possible to model the workforce in a way that optimizes costs, productivity and profits.
Leadership: Only 37% of participants say that their leaders effectively manage human capital, and only about a third report that leadership actions are correlated to engagement, retention and performance.
Recruitment: Referrals are the most widely cited source for finding top talent as well as employees who are a good cultural fit.
Talent: Respondents are split as to whether the best talent comes from internal or external sources.
Productivity: Just 44% say productivity is on the rise.
Business Decision MakingRay DalereQNT275(PD17BSB05).docxRAHUL126667
The document discusses a problem at Bob's Construction company regarding high employee turnover. The company experiences an average turnover rate of 6 months to 1 year, with employees regularly leaving for other construction jobs. This negatively impacts employee morale and relationships. The research variable identified to investigate the problem is job satisfaction and its relationship to turnover. Data collection methods will include questionnaires, interviews, observations, and focus groups to understand employee feelings about their work and management and determine the root causes of turnover. The data collected needs to be high quality, consistent, and relevant to draw valid conclusions about the problem.
One of the fastest ways to derail employee engagement and satisfaction is to make a mistake with payroll. Late salary payments, inaccurate holiday pay and miscalculated benefits can undermine morale and reduce
productivity.
So why do so many business leaders still regard payroll as a routine administrative procedure that is a cost centre? A typical company spends between 50 and 80 percent of its expenditure on payroll, and the costs of
preparing and administering these payments are significant. Despite this, a recent survey found that less
than half of businesses measure the efficiency of their payroll function, and three quarters said that they had no plans to investigate implementing a payroll strategy to reduce costs and add value to their business during the downturn.
In the UK today, relatively few organisations see payroll as a strategic function, with half of companies handing over full responsibility for payroll to the finance function, with one in five opting to outsource the function completely.
It is about time that the payroll department is recognised as having a vital role to play in helping businesses to survive and thrive in a tough economic climate.
Contact us on 01582 714 810 to find out more about the payroll technology available to help your payroll department become the value driver of the organisation.
The 2014/2015 HRM Recruit – Employee Engagement Report brings insight into the primary engagement drivers of over 13,000 professionals in Ireland across 12 functional areas. In the report we look at and weight the factors that have most impact and highlight those, that for some functions, do not give the engagement advantage one might expect.
The document discusses Insightlink's approach to conducting employee surveys using their 4Cs framework of Commitment, Culture, Communications, and Compensation. Some key points:
- The 4Cs model provides a proven, actionable framework for understanding employee engagement.
- Surveying employees can provide feedback to identify issues, improve organizational performance, and compare results to benchmarks.
- Insightlink's surveys measure engagement, loyalty, motivations and drivers to help organizations target action planning.
- The process typically involves drafting a survey, collecting responses, analyzing data, and providing a report to guide action planning to improve satisfaction.
This document summarizes a research paper on measuring the impact of effective onboarding practices. It discusses several key measures for determining onboarding effectiveness, including employee feedback through surveys and interviews, retention rates and reductions in turnover, and time to proficiency for new hires. Additional lesser-used measures mentioned include HR efficiency, pre- and post-onboarding videos or tests, emoticon surveys, and positive employment differentiation. The conclusion emphasizes the importance of continuously gathering data on these various measures to evaluate and improve onboarding practices over time.
White paper detailing the link between an employee's perception that he or she is making progress at work and that employee's level of engagement. Progress at Work is a valuable new metric that builds on existing engagement measures.
This document summarizes a study conducted on employees of Infosys Ltd. to understand the relationship between job satisfaction, intent to quit, and other organizational behavior factors. A survey was administered to 26 Infosys employees, measuring variables like procedural justice, distributive justice, leader-member exchange, trust in organization, conscientiousness, organizational citizenship behavior, and ethical leadership. Regression analysis and hypothesis testing were used to analyze the data. The analysis found job satisfaction was positively related to the other factors, and up to 72% of variation in job satisfaction could be explained by these factors. Intent to quit was also positively related to the factors but up to 50% of its variation was explained. The study aims to help Inf
Whitepaper | The Impact of Valuing Employee Effort | Sapience AnalyticsSapience Analytics
Most organizations will agree that employees are working harder than ever before while also agreeing that employees are less engaged than ever before. What’s wrong with this picture? In this insightful whitepaper you can find an answer.
This whitepaper addresses 3 basic issues:
--Identifying if the employee’s efforts are in line with the value the organization desires
--Can knowing one’s productivity contribute to greater employee engagement?
--How can effort and value be measured?
Bus 335 staffing organizations week 10 quizMaryTurner2017
This document provides a quiz with 69 multiple choice questions about staffing processes, policies, metrics, and legal compliance. Some key topics covered include the centralization of staffing functions, integration of HRIS systems, outsourcing of HR activities, evaluation of staffing processes, and legal record keeping/reporting requirements.
Bus 335 staffing organizations week 10 quizMaryLouis2018
This document provides a quiz with 69 multiple choice questions about staffing processes, policies, metrics, and legal compliance. Some key topics covered include the centralization of staffing functions, use of HRIS systems, outsourcing of HR activities, evaluation of staffing processes, and compliance with EEOC reporting requirements.
This document provides a quiz with 69 multiple choice questions about staffing processes, policies, metrics, and legal compliance. Some key topics covered include the centralization of staffing functions, integration of HRIS systems, outsourcing of HR activities, evaluation of staffing processes, and legal record keeping/reporting requirements.
This document summarizes a study on the relationship between employee satisfaction with compensation and work motivation. The study examined how fixed pay, flexible pay, and benefits relate to compensation satisfaction and impact work motivation dimensions of effort and performance. The study found that satisfaction with compensation can be a factor in work motivation. However, flexible pay does not significantly motivate employees in the jobs studied, and benefits did not have a large impact on work motivation. The study used surveys and statistical analysis to examine these relationships between compensation satisfaction and work motivation.
Similar to BALLARD INTEGRATED MANAGED SERVICES, INC. PART 2TEAM CINST.docx (20)
Analyze MVPIThe motives, values, and preferences inventory (MV.docxikirkton
Analyze MVPI
The motives, values, and preferences inventory (MVPI) is used to identify the motives and values most important to an individual. Understanding the personal values of the individuals who make up a team can be useful in understanding the team dynamics and help a manager build and sustain teamwork within the organization.
Refer to the 10 core values (listed below) evaluated on the MVPI.
Rank order the traits according to the value you assign to them, with 1 being the trait you value the most in a team member and 10 being the trait you value the least.
Explain the rationale for your ranking. Give an example of each trait drawn from your experience or observations.
MVPI Values
Recognition:
Desire for attention, approval, and praise
Power:
Desire for success, accomplishment, status, competition, and control
Hedonism:
Desire for fun, pleasure, and recreation
Altruism:
Concern about the welfare of others and contribution to a better society
Affiliation:
Desire for enjoyment of social interaction
Tradition:
Concern for established values of conduct
Security:
Desire for certainty, order, and predictability in employment and finance
Science:
quest for knowledge, research, technology, and data
Aesthetics:
need for self-expression, concern over look, feel, and design of work products
Commerce:
interest in money, profits, investment, and business opportunities
.
Analyze and interpret the following quotation The confrontation of.docxikirkton
Analyze and interpret the following quotation: “The confrontation of Western civilization with other peoples whose values were often dramatically opposed to the West’s…suggests that by the dawn of the twentieth century, the tradition and sense of centeredness that had defined indigenous cultures for hundreds, even thousands, of years was either threatened or in the process of being destroyed. Worldwide, non-Western cultures suddenly found that they were defined as outposts of new colonial empires developed by Europeans, resulting in the weakening of traditional cultural practices, political leadership, and social systems that had been in place for centuries.” (Sayre, 2013, pp. 410-411).
In the later nineteenth and early twentieth century, what would this “loss of centeredness” of culture have meant for a given cultural group? Select from among the non-Western cultural groups noted in the text (Native American, Chinese, Indian, Japanese, or African) and research the impact of Western or European cultures on that group.
What was the selected non-Western culture like prior to the late nineteenth century? How did it change as a result of European expansion? How is this change representative of what Sayre calls a “loss of centeredness?” Be sure to use specific examples and details.
Submit your findings in a 4-page essay in APA format.
.
Analyze and prepare a critique of the following situationMary h.docxikirkton
Analyze and prepare a critique of the following situation:
Mary has worked for Bob for two years. About 6 months ago, Bob asked Mary out to dinner. They had a good time together and agreed that they had some real interests in common outside of work. The pair dated for two months. Mary initially liked Bob, but he was beginning to get annoying. He called her all the time, was very pushy about her seeing him, and wanted to control all aspects of her life; both at work and at home. Mary decided to call it off. When she told Bob that she did not want to see him personally anymore, he went crazy on her. He told her she would be sorry and that he would see to it that she regretted it. Bob began to make life miserable for Mary at work. She suddenly started to get poor performance evaluations after two years of exemplary reviews. Even the managers above Bob were beginning to make comments about her poor attitude. Mary decided it was time to act. She was worried she would be fired, all because Bob wanted her to continue to date him. She loved her job and knew she did quality work. She made an appointment with the HR manager.
Using the Civil Rights Acts of 1964 and 1991, discuss the type of sexual harassment Mary thinks she is experiencing. What are the obligations of the HR manager once Mary reports this? Discuss the likelihood that Bob would be found guilty of sexually harassing Mary. If the HR manager investigates and finds Mary is telling the truth, what should s/he do to handle the situation so that the company is not found complicit by the EEOC if further complaint is made? If found in Mary's favor, what options does the HR manager have to remedy the situation?
.
Analyze the anthropological film Jero A Balinese Trance Seance made.docxikirkton
The document provides guidance for analyzing the anthropological film "Jero: A Balinese Trance Seance" by discussing key concepts to explore such as cultural relativism and visual imperialism. Students are instructed to choose two or three concepts from readings and lectures to analyze how the film presents culture and ethnicity. They should consider the filmmakers' approach and construction of the presented culture, who Jero is and her significance, what was learned, and any ethical implications. Students are asked to evaluate if the filmmakers employed cultural relativism or privileged their own culture. They should also discuss how anthropology's shift may have impacted the filmmakers' approach and if it could have been more effective.
analyze and synthesize the financial reports of an organization of t.docxikirkton
The document outlines a project requiring students to analyze the financial reports of a chosen organization, synthesize their findings in a PowerPoint presentation with detailed notes, and provide exhibits of the analyzed financial reports. The PowerPoint must include an organization overview, analysis of financial statements, cash flow, stock performance, cost of capital or required return on investment, book and common stock value, and discuss appropriate organizational development options from a management risk and return perspective.
Analyze financial statements using financial ratios.• .docxikirkton
Analyze financial statements using financial ratios.
•
Analyze and evaluate cash flows over time.
•
Use technology and information resources to research issues in financial management.
•
Write clearly and concisely about financial management using proper writing mechanics.
This project requires that you conduct a financial analysis of two, comparable organizations. You
may select any organizations that produce publicly available financial statements employing IFRS
or U.S. GAAP (both companies must follow the same GAAP). Let your professor know which two
companies you plan to study before the end of Week 2, as your selection must be approved. The
professor reserves the right to limit the number of students comparing the same two
organizations.
Assignment:
1. Carefully review the annual reports for both organizations. Comment on what approach
each company has taken in reporting to its shareholders.
(This requirement is purposely
broad to give you the freedom to talk about anything that comes under the broad title of
“reporting to shareholders”).
2. Prepare a ratio analysis for both companies including a trend analysis for three years.
Comment on the significance of the ratios for each company (do they indicate that things
are all right, do they suggest that problems exist, or is it likely that problems will occur in
the future?). Comment specifically on the similarities and differences among the ratios
calculated for both companies and comparison to any benchmark.
3.
Prepare an analysis of the cash flow statements for both companies.
4. List and discuss the importance of the two most significant accounting policies adopted
by the two organizations (you should select the same two policies for both organizations).
Explain the options selected by both companies and comment on any differences that
you see. Explain what other policies the organizations could have selected and state why
you think they selected one policy over another.
5. Provide the URL’s for each company’s Annual Report.
Your assignment should adhere to these guidelines:
•
Write in a logical, well-organized conventional business style. Use Times New Roman
font size 12 or similar, double space, and leave ample white space per page.
•
All references must follow JWMI style guide and works must be cited appropriately.
Check with your professor for any additional instructions on citations.
•
On the first page or in a header, include the title of the assignment, the student’s name,
the professor’s name, the course title, and the date. Reference pages are not included in
the assignment page length.
•
Faculty members have discretion to penalize for assignments that do not follow these
guidelines. Check with your individual professor if you feel the assignment r
much longer or shorter treatment than recommended.
The two companies are: Walm.
Analyze and prepare a critique of the following situationMary has.docxikirkton
Analyze and prepare a critique of the following situation:
Mary has worked for Bob for two years. About 6 months ago, Bob asked Mary out to dinner. They had a good time together and agreed that they had some real interests in common outside of work. The pair dated for two months. Mary initially liked Bob, but he was beginning to get annoying. He called her all the time, was very pushy about her seeing him, and wanted to control all aspects of her life; both at work and at home. Mary decided to call it off. When she told Bob that she did not want to see him personally anymore, he went crazy on her. He told her she would be sorry and that he would see to it that she regretted it. Bob began to make life miserable for Mary at work. She suddenly started to get poor performance evaluations after two years of exemplary reviews. Even the managers above Bob were beginning to make comments about her poor attitude. Mary decided it was time to act. She was worried she would be fired, all because Bob wanted her to continue to date him. She loved her job and knew she did quality work. She made an appointment with the HR manager.
Using the Civil Rights Acts of 1964 and 1991, discuss the type of sexual harassment Mary thinks she is experiencing. What are the obligations of the HR manager once Mary reports this? Discuss the likelihood that Bob would be found guilty of sexually harassing Mary. If the HR manager investigates and finds Mary is telling the truth, what should s/he do to handle the situation so that the company is not found complicit by the EEOC if further complaint is made? If found in Mary's favor, what options does the HR manager have to remedy the situation?
Site references in APA format
.
Analyze Alternative Exchange Rate RegimesThere are several argum.docxikirkton
Analyze Alternative Exchange Rate Regimes
There are several arguments for and against the alternative exchange rate regimes. Prepare a 2- to 4-page paper presenting both sides of the argument. In your paper:
List and explain the advantages of the flexible exchange rate regime.
Criticize the flexible exchange rate regime from the viewpoint of the proponents of the fixed exchange rate regime.
Refute the above criticism from the viewpoint of the proponents of the flexible exchange rate regime.
Discuss the impact the increased volatility in interest and foreign exchange rates has on global institutions.
Assignment 3 Grading Criteria
Maximum Points
Listed and explained the advantages of the flexible exchange rate regime.
24
Criticized the flexible exchange rate regime from the viewpoint of the proponents of the fixed exchange rate regime.
24
Refuted the above criticism from the viewpoint of the proponents of the flexible exchange rate regime.
20
Discussed the impact the increased volatility in interest and foreign exchange rates has on global institutions.
20
Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate representation and attribution of sources; displayed accurate spelling, grammar, and punctuation.
12
Total:
100
.
Analyze and evaluate the different leadership theories and behavior .docxikirkton
Analyze and evaluate the different leadership theories and behavior approaches, including the Tuckman four stages of group development model.
Evaluate the importance of the internal environmental factors that include the cultural, language, political, and technological differences.
Apply the necessary steps to overcome the identified challenges with the different sources of power that must be taken into account.
Deliverable Length:
4-5 Body Pages
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Analytical essay report about polio 1ِ- An introductory paragraph .docxikirkton
Analytical essay report about polio
1ِ- An introductory paragraph
2 - A background paragraph that includes factual and historical information about polio
3 - three body paragraph that explain the epidemic and illustrate its significance
4- A concluding paragraph
5- An end of text reference page with reference for all source referred to as you wrote your report
.
Analysis Essay 1DUE Feb 23, 2014 1155 PMGrade DetailsGrade.docxikirkton
Analysis Essay 1
DUE: Feb 23, 2014 11:55 PM
Grade Details
Grade
N/A
Gradebook Comments
None
Assignment Details
Open Date
Feb 3, 2014 12:05 AM
Graded?
Yes
Points Possible
100.0
Resubmissions Allowed?
No
Attachments checked for originality?
Yes
.
AnalogíasComplete the analogies. Follow the model.Modelomuer.docxikirkton
Este documento presenta dos analogías incompletas que deben completarse siguiendo el modelo dado. También presenta una conversación incompleta que debe completarse haciendo los cambios necesarios, omitiendo las palabras "cambiar" y "edad".
ANA Buenos días, señor González. ¿Cómo (1) (2) SR. GONZÁLEZ .docxikirkton
Ana se encuentra con el Sr. González y le presenta a Antonio. El Sr. González le da la bienvenida a Antonio y le pregunta de dónde es, a lo que Antonio responde que viene de México. Ana y Antonio se despiden del Sr. González.
Analyze symbolism in Jane Eyre from a Feminist point of view. Exa.docxikirkton
Analyze symbolism in Jane Eyre from a Feminist point of view.
Examples:
patriarchy
oppressed women
silence from women
4 pages paper
MLA format
Please include original source citations (Jane Eyre book)
Include in text citations from 3 specific secondary sources (sources attached)
.
An important part of research is finding sources that can be trusted.docxikirkton
An important part of research is finding sources that can be trusted.
(1) Comment on why you think it is important to scrutinize your sources to find out if they are credible or not? This can apply to our personal life as well as our academic and business life?
Can you think of an example, in every day life, where it was very important for you to trust your source? Or if not, what are some general areas of life
where you think it is especially important to trust information?
.
An incomplete Punnett square There are three possible phenotypes fo.docxikirkton
An incomplete Punnett square: There are three possible phenotypes for wing color in the species of Moon moth. Some of these moths have a red wings, others have yellow wings and some have orange wings. What type of inheritance is illustrated by the species of moth? What are the genotypes that coincide with the three phenotypes given? In a cross between two orange winged moths that produced 100 offspring how many of the offspring will be a yellow? ALSO DRAW OUT PUNNETT SQUARE!!
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An expanded version of the accounting equation could be A + .docxikirkton
An expanded version of the accounting equation could be:
A + Rev = L + OE - Exp
A - L = Paid-in Capital - Rev - Exp
A = L + Paid-in Capital + Beginning Retained Earnings + Rev - Exp
A = L + Paid-in Capital - Rev + Exp
In the seller's records, the sale of merchandise on account would:
Increase assets and increase expenses.
Increase assets and decrease liabilities.
Increase assets and increase paid-in capital.
Increase assets and decrease revenues.
In the buyer's records, the purchase of merchandise on account would:
Increase assets and increase expenses.
Increase assets and increase liabilities.
Increase liabilities and increase paid-in capital.
Have no effect on total assets.
A debit entry will:
Decrease an asset account.
Increase a liability account.
Increase paid-in capital.
Increase an expense account.
A credit entry will:
Increase an asset account.
Increase a liability account.
Decrease paid-in capital.
Increase an expense account.
A credit entry to an account will:
Always decrease the account balance.
Always increase the account balance.
Increase the balance of a revenue account.
Increase the balance of an expense account.
A debit entry to an account will:
Always decrease the account balance.
Always increase the account balance.
Increase the balance of a revenue account.
Increase the balance of an expense account.
Sage, Inc. has 20 employees who each earn $100 per day and are paid every Friday. The end of the accounting period is on a Wednesday. How much wages should the firm accrue at the end of the period?
$2,000.
$1,000.
$0.
$6,000.
Which of the following is not one of the 5 questions of transaction analysis?
What's going on?
Which accounts are affected?
Is this an accrual?
Does the balance sheet balance?
Does my analysis make sense?
The effect of an adjustment is:
To correct an entry that was not in balance.
To increase the accuracy of the financial statements.
To record transactions not previously recorded.
To close the books.
A journal entry recording an accrual:
Results in a better matching of revenues and expenses.
Will involve a debit or credit to cash.
Will affect balance sheet accounts only.
Will most likely include a debit to a liability account
Wisdom Co. has a note payable to its bank. An adjustment is likely to be required on Wisdom's books at the end of every month that the loan is outstanding to record the:
Amount of interest paid during the month.
Amount of total interest to be paid when the note is paid off.
Amount of principal payable at the maturity date of the note.
Accrued interest expense for the month.
The accounting concept/principle being applied when an adjustment is made is usually:
matching revenue and expense.
consistency.
original cost.
materia.
An Evolving IndustryHow are the Internet and other technologies cu.docxikirkton
An Evolving Industry
How are the Internet and other technologies currently affecting the ways in which movies are produced, distributed, and exhibited? Are the changes having an impact on the quality or depth of the films? Provide specific examples as you explain your point of view.
Your initial post should be at least 150 words in length. Support your claims with examples from required material(s) and/or other scholarly resources, and properly cite any references
.
An essay addressing the definition or resemblance concerning categor.docxikirkton
An essay addressing the definition or resemblance concerning categorical placement or criteria-match reasoning. The Term is Inner Peace. This is going to be a rough draft only. APA format
3-5 pages;
3-5 scholarly sources. I would like to address inner peace as the state of living in harmoney with the enviroment, restrained from war and living peacefully. I woud like to tie into figures like Mandela and Ghandi as examples of people that have attained it.
.
CapTechTalks Webinar Slides June 2024 Donovan Wright.pptxCapitolTechU
Slides from a Capitol Technology University webinar held June 20, 2024. The webinar featured Dr. Donovan Wright, presenting on the Department of Defense Digital Transformation.
Information and Communication Technology in EducationMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 2)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐈𝐂𝐓 𝐢𝐧 𝐞𝐝𝐮𝐜𝐚𝐭𝐢𝐨𝐧:
Students will be able to explain the role and impact of Information and Communication Technology (ICT) in education. They will understand how ICT tools, such as computers, the internet, and educational software, enhance learning and teaching processes. By exploring various ICT applications, students will recognize how these technologies facilitate access to information, improve communication, support collaboration, and enable personalized learning experiences.
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐫𝐞𝐥𝐢𝐚𝐛𝐥𝐞 𝐬𝐨𝐮𝐫𝐜𝐞𝐬 𝐨𝐧 𝐭𝐡𝐞 𝐢𝐧𝐭𝐞𝐫𝐧𝐞𝐭:
-Students will be able to discuss what constitutes reliable sources on the internet. They will learn to identify key characteristics of trustworthy information, such as credibility, accuracy, and authority. By examining different types of online sources, students will develop skills to evaluate the reliability of websites and content, ensuring they can distinguish between reputable information and misinformation.
A Free 200-Page eBook ~ Brain and Mind Exercise.pptxOH TEIK BIN
(A Free eBook comprising 3 Sets of Presentation of a selection of Puzzles, Brain Teasers and Thinking Problems to exercise both the mind and the Right and Left Brain. To help keep the mind and brain fit and healthy. Good for both the young and old alike.
Answers are given for all the puzzles and problems.)
With Metta,
Bro. Oh Teik Bin 🙏🤓🤔🥰
🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
BALLARD INTEGRATED MANAGED SERVICES, INC. PART 2TEAM CINST.docx
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
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.