'Ballard Integrated Managed Services Essay\r'

'Ballard corporate Managed Services, Inc. (BIMS) is an organization that provides diet service and housekeeping go to corpoproportionns and institutions on a contractual basis. Ballard unified Managed Services, Inc. (BIMS) has a contract with Douglas medical examination Center (DMC). As general manager of the Douglas Medical Center site for Ballard combine Managed Services, Inc. (BIMS), Barbara Tucker is responsible for three divisions at this site, to each iodin with its own management lag. The food service division, take by Flora Torres, is responsible for providing daily meals for the 5,300 staff members, nurses, and doctors as come up as the public in the six cafeterias. In addition, they prep atomic number 18 specialized meals for patient care.The hospitality division, managed by Henry Dumas, is responsible for novel each hospital room, including changing the linens on empty beds, replacing towels, and sanitizing bathrooms, which includes maintaining the public ar eas: hallways, lobbies, and elevators. The Physical Plant aid division, led by Matt Lee, is responsible for the nonmedical equipment and physical aspects of the medical center (University of Phoenix).\r\nOverview\r\nThe problem is that in recent months, the general manager, Barbara Tucker, noniced a decline in staff morale, a higher turnover rate, an augment in the amount of sick time used, and distressing work ethics. Exit interviews did not provide new teaching on employees’ sudden changes. Even though replacing staff is not difficult to accomplish, it is costly. Barbara concur to have the human resources manager, Debbie Horner, conduct a examine foc utilize on what would motivate employees. Debbie asked questions that pertained to work conditions, transubstantiation hours, quality of training, and take aim of compensation, fair treatment, internal federation communications, and concern security. Demographic questions were also asked so Debbiecould sort respon ses by division. Debbie hypothesized that the variables would correlate high employee turnover ratio to low employee morale.\r\nData Collected\r\nQuantitative has 2 kinds of variables, reported numerically. Discrete is one of the variables, which loafer hardly assume certain values, containing gaps between the values. Quantitative information put in based on numbers;the information collected can be analyzed using various statistical techniques. The analysis helps the researcher hold nubful patterns and take a deeper look into the data. The approximately important use of valued data is in hypothesis testing and can support researchers in reaching conclusions. The main methods used to collect quantitative information are using questionnaires that require commentary of the user’s response. Ballard Integrated Managed Services, Inc. (BIMS) placed questionnaires in the payroll checks for 2 pay periods, and employees were asked to return them to the forgiving Resources Manager.\r\nTypes and Methods of Data Collected\r\nThe type of data collected in the BIMS Employee Survey is quantitative. According to â€Å"Problem romp fetch of Ontario” (2013),”Quantitative data is information that is careful and expressed as numbers. Scores on threadbare tests like the SOGS, scores on scaled questions (e.g., a five-point scale), and records of sessions attended, are examples of quantitative data.” The Ballard Integrated Managed Services, Inc. (BIMS) Employee Survey consisted of 10 questions that required the employees to rate his or her level of job satisfaction on a scale from one to five,one meaning rattling negative and five meaning real positive. Quantitative methods of collecting data are c tolerate because it is relatively easy to collect, score, and analysis data from a large group (Problem gambling Institute of Ontario, 2013).\r\nLevel of Measurement\r\nIt is important to recognize that in that respect is a hierarchy implem ented in the level of measurement concept. At each level of the hierarchy, the occurrent level includes all of the attributes of the previous level as well as adding something new(Trochim, 2006).The ordinallevel of measurement used in the Ballard Integrated Managed Services, Inc. (BIMS) Employee Survey classified as discrete. The attributes in the ordinal level can be rank-ordered in this level of measurement, but the distances between the attributes are not the same.\r\nDescription of Coded Data\r\nThe surveygiven to employees at Ballard Integrated Managed Services, Inc. (BIMS) attempt to identify the root cause for the decrease in morale. The survey consisted ofquestions that focused on the relationships between employees, management, and the company. Ballard Integrated Managed Services, Inc.(BIMS) employs more than 400 people at the Douglas Medical Center site, but unaccompanied 17.3% participated in the survey. The data from the survey coded as follows:\r\nQ1.How well do you enchant working for BIMS?\r\n break through of the 78 employees surveyed, 15 answered real negative, 21 answered negative, 15 answered neutral, 13 answered positive, 13 answered rattling positive, and one didn’t answer.\r\nQ2. You enjoy your assigned shift.\r\n issue of the 78 employees surveyed, 14 answered real negative, 22 answered negative, 13 answered neutral, 14 answered positive, 12 answered very(prenominal) positive, and three didn’t answer.\r\nQ3. Your request for your desired shift was fulfilled.\r\nOut of the 78 employees surveyed, 15 answered very negative, 21 answered negative, 15 answered neutral, 13 answered positive, 13 answered very positive, and one didn’t answer. Q4. How umpteen times have you called in sick in the last month? Out of the 78 employees surveyed, 15 answered very negative, 21 answered negative, 12 answered neutral, 12 answered positive, 15 answered very positive, and three didn’t answer.\r\nQ5. You are well trained f or work.\r\nOut of the 78 employees surveyed, 13 answered very negative, 22 answered negative, 14 answered neutral, 14 answered positive, 14 answered very positive, and one didn’t answer.\r\nQ6. You are paid reasonably for the work you do?\r\nOut of the 78 surveyed, 20 answered very negative, 30 answered negative, 19 answered neutral, six answered positive, nought answered very positive, and three didn’t answer.\r\nQ7. Your supervisor treats you fairly.\r\nOut of the 78 surveyed, 15 answered very negative, 21 answered negative, 15 answered neutral, 13 answered positive, 14 answered very positive.\r\nQ8. Your supervisor’s boss treats your division fairly.\r\nOut of the 78 surveyed, 15 answered very negative, 22 answered negative, 12 answered neutral, 13 answered positive, 12 answered very positive, and four didn’t answer. Q9. The company is good at communicating.\r\nOut of the 78 surveyed, 17 answered very negative, 32 answered negative, 24 answered neut ral, five answered positive, zero answered very positive. Q10. You do not fear that you will lose your job.\r\nOut of the 78 surveyed, 17 answered very negative, 22 answered negative, 12 answered neutral, 15 answered positive, 10 answered very positive, and cardinal didn’t answer. Out of the employees who took the survey, 12 were supervisors, 32 worked in the food division, 36worked in the housekeeping division, and nine worked in the maintenance division of the company. According to the survey of 17.3% the second-rate length of employment with Ballard Integrated Managed Services, Inc. (BIMS) is three days and five months.\r\nConclusion\r\nThe conclusion drawn from the questionnaire is that the majority of participants in the Ballard Integrated Managed Services, Inc.(BIMS) survey are dissatisfied with the company. Out of the 17.3% of employees who participated answered all 10questions one or two being very negative. Dissecting the questionnaire by discussion section show ed that only nine out of 78 worked in maintenance. This could exhibit satisfaction by maintenance department or that the employees elected not to participate.\r\nThe other two departments, food and housekeeping participated equally in the survey. Barbara Tucker can use theoutcome of the survey to support her management aggroup motivate their employees. The objective to discuss immediate changes to implement without affecting the budget, such as shift changes, department changes, and opencommunication. Once the employees notice a change in the company, it will boost employee morale resulting in a decrease in turnover (University of Phoenix).\r\nReferences\r\nProblem Gambling Institute of Ontario. (2013). Retrieved from http://www.problemgambling.ca/EN/ResourcesForProfessionals/Pages/DataCollecti\r\non.as px\r\nTrochim, W. M. K. (2006). Levels of Measurement, Research Methods association Base, Retrieved May 12, 2008 fromhttp://www.socialresearchmethods.net/kb/measlevl.php Universit y of Phoenix. (). Ballard Integrated Managed Services, Inc., Part I. Retrieved from University of Phoenix, QNT351-Quantitative compend for Business website.\r\n'