* “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.” (BIMS Case Study Pt2)
Originally the first case study led to some conclusions that may or not have been true. Because the data was found to be inappropriate, un-reliable and not representative, any conclusions found based upon the data were diluted. To come to meaningful solutions the BIMS team has decided to take further action. “ Barbara Tucker has asked [your 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.” (BIMS Case Study pt2).
While proving extremely difficult to predict when an individual may voluntarily resign the new data has been deemed appropriate and can assist in identifying the factors that promote high turnover. A finding of lack of appropriate management is found in the data as three major areas (enjoyment of assigned shift, request for desired shift was fulfilled, and you are well trained well for work) all report an average of 22% satisfaction. As a result, BIMS should attempt to make its employees feel more valuable by giving them appropriate training and trying to cater more to the development of the employee that represents them.
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