QNT 351 Week 5 Learning Team Analyzing and Interpreting Data Set 2
QNT 351 Week 5 Learning Team Analyzing and Interpreting Data Set 2
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Date Created: 11/06/15
Week 5 – Analyzing and Interpreting Data Name QNT/351 Date Instructor Name Analyzing and Interpreting Data Analyzing and interpreting data is crucial for organizational success and helps ensure a competitive advantage in the market. This paper will examine the findings of the BIMS research survey. The paper will present a descriptive analysis of the data gathered by the research survey as well as suggestions for the BIMS management team to help reduce their high employee turnover rate and increase employee morale. Division, Gender and Length of Service The analysis of the divisions surveyed shows that the majority of workers questioned were employed in the Food and Housekeeping departments. Only 10 of the employees surveyed worked for the maintenance department (outlined in the stem and leaf plot below). Frequency Stem Leaf 32 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 36 2 0 0 10 3 0 0 0 0 0 0 0 0 0 0 78 Of these 78 employees, 55 were male and 23 were female. The mean length of service was 16.88 months, with a sample standard deviation of 38.03. However, the sample ranged from a minimum of 1 month to a maximum of 271 months. The median for the sample was 8 months, with a mode of 5 months. Due to the extreme high outliers, the median is the most accurate indication of central tendency, indicating that majority of employees surveyed have been working for BIMS for less than 1 year of service. Training The analysis of Question 1 of the exit interview, you are well trained for your work, reveals a mean of 2.82, a median of 3 and a mode of 2. The sample standard deviation is 1.21 with a sample variance of 1.47. Similarly, the same question asked in the employee survey indicated a mean of 2.88, a mean of 3, and a mode of 2. The sample standard deviation is 1.40 with a sample variance of 1.97. The data indicates that most employees responded with a response of 2, which indicated employees’ did not believe they received adequate training for the work they provided. A recommendation for BIMS management team is to institute a training program and a more flexible shift assignment protocol. By instituting a training program this will allow all new employee to receive training on current procedures are and allow current employees to update their skills and gain new ones. Instituting a yearly performance review will allow the BIMS to evaluate each employee. Fair Pay Rate and Hours Question three of the second BIMS survey asked, “You were fairly paid for the work you did”. The people surveyed were asked to select a response from very negative to very positive on a scale of one to five. The pie chart below illustrates the responses. The median response is 3, the mean is 2.94, and the mode is 2. These figures represent a negative to neutral responses, indicating discontent with the rate of pay. Based on this and the negative response to this question in the original survey, BIMS should reevaluate their pay scales. BIMS should also perform a salary survey of companies in the same industry in the same geographical area and possibly raise wages across the company. Question four of the new BIMS survey asks, “You were given as many hours that you desired” the employees were asked to respond according to the same scale of one to five depending upon their feelings from very negative to very positive. The responses are shown on the pie chart below. The median response is 3, the mode is 2, and the mean is 3.01. This data shows that most employees who are leaving the company feel negatively or ambivalent about the number of hours they worked. Those having negative or no feelings about the number of hours make up 66% of respondents. BIMS should implement a program of communication between employees and managers where employees are given a chance to say how many hours they would like to work and BIMS should communicate how many hours will be expected out of each position as a part of the hiring process. Fair Treatment and Communication The surveys that were conducted by Debbie Horner, the HR manager of BIMS has made many changes from her first attempt. Since the data collected was faulty, in that the transcriptionist made her own assumptions with the data and made typographical errors, as well as the poor wording without the oversight of upper management. Debbie Horner has asked to give it another try with multiple changes, starting with a more detailed transcriber, a similar set of questions but with a more comprehensive word structure to better ask the question. When changing one word in question five from “fairly” to “well” made a significant difference in the responses. The responses changed in the ‘Do not agree” of 19.23% to 15.38% and the “Strongly agree” side from 17.95% to 23.08%. In question six we saw similar changes with a more significant variation. The confusion in the first question was asking if your supervisor’s boss treated the division well and was simply changed to “your manager treated your division fairly”. This made it easier to understand who they were referring to and the results proved a better understanding of the question. “Do not agree” 24.36% to 14.10% and “strongly agree” from 15.38% to 19.23%. Question seven was not changed but the overall survey was only given at the exit interviews hence only asking exemployees to see why they left. The results of questions seven showed the “Do not agree” at 21.79% changed and was evenly spread out up to “Strongly agree” from 0.0% to 14.10%. With all of the changes that were made to the survey as well as the exiting employees being the target population, Mrs. Horner was able to focus in on some concerns. Overall the new data showed that the exiting employees didn’t have much confidence in the communication of the company but was comfortable with how well they were treated by the supervisors and management. My recommendation for BIMS would be to create a better communication network for all of the employees. This may be done by creating email accounts for all the employees to receive regular updates of the company and their individual departments. Job Security In this section of the survey the job security was discussed. The question posed was whether the employee felt their job was secure. This question was new from the original survey and was posed to determine when the employee held their position if they felt it was secure or in jeopardy. The results revealed that while there was no huge majority thought, 43.59% of the exiting employees did not feel they were secure in their positions with the company, versus 38.46% that did feel secure. Although this margin is slight, leaving 17.95% staying neutral, any feeling of nonsecurity within the company is not good for overall morale and as such should be addressed. That said, the suggestion would be to hold periodic division meetings letting the employees know where the company stands financially and as a division how they are performing, which in turn lets the employees know that their division is performing well or not and should feel safe and secure in their job. Primary Reason for Leaving This survey question was new from the last employee survey preformed. Question number eleven asked the exiting employees’ to specify from the list of responses which response was most applicable to their reasoning for leaving the company. The response options were as follows: I do not like the work; I do not like my supervisor; I am not satisfied with the pay; I am not satisfied with the shift; and other. Based on the survey 44.87% did not like their supervisor. If compared to the first survey of current employees there were 28.21% that felt their supervisor did not treat them fairly. This data should allow BIMS to conclude that an investigation of supervisors needs to happen. This dissatisfaction of the supervisors could be a large contributor to the high turnover rates. The pay rate and job satisfaction responses came in relatively close with 23.08% not liking the work and 24.36% not liking their pay. This too tells BIMS that an evaluation of the conditions, duties, and pay rates need further evaluation. This best course of action BIMS should take is making several changes to see if employee morale changes. For example, a secret evaluation of each supervisor could be performed, changing supervisors for employees randomly to check satisfaction status could be done or a meeting with all supervisors requiring each supervisor to make a concerted effort to build team morale with a set period of time, each set with a goal to accomplish. The next possibility for improvement could be to research current pay rates of other companies within the same industry to determine if BIMS wages and raises are aligned properly and if not make changes to improve this issue. Last the duties of the jobs performed can be evaluated to determine if the job functions could be more enjoyable for the employees. Conclusion To conclude this interpretation of data from the surveys performed, Team B consultants offer the following recommendations. In regards to training, we recommend implementing a new training program that engages are employees to further educate both new and current employees, offering a flexible shift assignment protocol within that educational process. As far as pay rates are concerned a salary survey of industry standards should be performed with salary increases to follow as necessary. To ensure fair treatment and proper communication the company should have periodic emails, posting, and flyers to discuss major company business with its employees. Ultimately, the company should show respect to its employee’s hard work and dedication and in return the result should be a boosting of employee morale and a reduction in turnover rates. References Lind, D.A., Marchal, W.G., & Watchen, S.A. (2011). Basic statistics for business and economics (7 ed.). New York, NY: McGrawHill/Irwin University of Phoenix. (2012). Week Two supplement: Ballard Integrated Managed Services, Inc. Part 1. Retrieved from https://portal.phoenix.edu/classroom/coursematerials/qnt_351/20121127/OSIRIS:43517012
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