Friday, May 17, 2019

Ballard Integrated Managed Services Essay

Ballard merged Managed Services, Inc. (BIMS) is an organization that provides intellectual nourishment service and housekeeping service to corpo balancens and institutions on a contractual basis. Ballard Integrated Managed Services, Inc. (BIMS) has a contract with Douglas Medical Center (DMC). As oecumenic manager of the Douglas Medical Center site for Ballard Integrated Managed Services, Inc. (BIMS), Barbara Tucker is responsible for three divisions at this site, for each one with its own management lag. The food service division, led by Flora Torres, is responsible for providing daily meals for the 5,300 staff members, nurses, and doctors as well as the public in the six cafeterias. In addition, they prepare specialized meals for unhurried care.The hospitality division, managed by Henry Dumas, is responsible for refreshing each hospital room, including changing the linens on clear beds, replacing towels, and sanitizing bathrooms, which includes maintaining the public areas h allways, lobbies, and elevators. The Physical Plant Maintenance division, led by Matt Lee, is responsible for the nonmedical equipment and fleshly aspects of the medical center (University of Phoenix).OverviewThe problem is that in recent months, the general manager, Barbara Tucker, noticed a decline in staff morale, a higher turnover rate, an increase in the amount of sick time used, and poor 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 agreed to have the human resources manager, Debbie Horner, conduct a measure focusing on what would motivate employees. Debbie asked questions that pertained to work conditions, shift hours, quality of training, and level of compensation, fair treatment, internal phoner communications, and farm out security. Demographic questions were also asked so Debbiecould separate responses by division. Debbie hypothesized that the v ariables would correlate high employee turnover ratio to low employee morale.Data CollectedQuantitative has deuce kinds of variables, reported numerically. Discrete isone of the variables, which can plainly assume certain values, containing gaps between the values. Quantitative information self-contained based on numbersthe information collected can be analyzed using various statistical techniques. The analysis helps the researcher shit meaningful patterns and take a deeper look into the data. The most important use of three-figure 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 input of the users response. Ballard Integrated Managed Services, Inc. (BIMS) placed questionnaires in the payroll checks for two pay periods, and employees were asked to return them to the Human Resources Manager.Types and Methods of Data CollectedThe type of data collect ed in the BIMS Employee Survey is quantitative. According to Problem Gambling Institute of Ontario (2013),Quantitative data is information that is deliberate and expressed as numbers. Scores on standard 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 genuinely positive. Quantitative methods of collecting data are cheeseparing because it is relatively easy to collect, score, and analysis data from a large group (Problem Gambling Institute of Ontario, 2013).Level of MeasurementIt is important to recognize that in that location is a hierarchy implemented in the level of measurement concept. At each level of the hierarchy, the catamenia level incl udes 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.Description of Coded DataThe surveygiven to employees at Ballard Integrated Managed Services, Inc.(BIMS) try 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 only 17.3% participated in the survey. The data from the survey coded as followsQ1.How well do you enjoy working for BIMS? break through of the 78 employees surveyed, 15 answered really negative, 21 answered negative, 15 answer ed neutral, 13 answered positive, 13 answered very positive, and one didnt answer.Q2. You enjoy your assigned shift.Out of the 78 employees surveyed, 14 answered very negative, 22 answered negative, 13 answered neutral, 14 answered positive, 12 answered very positive, and three didnt answer.Q3. Your request for your desired shift was fulfilled.Out of the 78 employees surveyed, 15 answered very negative, 21 answered negative, 15 answered neutral, 13 answered positive, 13 answered very positive, and one didnt answer. Q4. How many 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 didnt answer.Q5. You are well trained for work.Out of the 78 employees surveyed, 13 answered very negative, 22 answered negative, 14 answered neutral, 14 answered positive, 14 answered very positive, and one didnt answer.Q6. You are paid more or less for the work you do?Out of the 78 surveyed, 20 answered very negative, 30 answered negative, 19 answered neutral, six answered positive, zero(a) answered very positive, and three didnt answer.Q7. Your supervisor treats you fairly.Out of the 78 surveyed, 15 answered very negative, 21 answered negative, 15 answered neutral, 13 answered positive, 14 answered very positive.Q8. Your supervisors boss treats your division fairly.Out of the 78 surveyed, 15 answered very negative, 22 answered negative, 12 answered neutral, 13 answered positive, 12 answered very positive, and four didnt answer. Q9. The company is good at communicating.Out of the 78 surveyed, 17 answered very negative, 32 answered negative, 24 answered neutral, five answered positive, zero answered very positive. Q10. You do not fear that you will lose your job.Out of the 78 surveyed, 17 answered very negative, 22 answered negative, 12 answered neutral, 15 answered positive, 10 answered very positive, and two didnt answer. O ut 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 reasonable length of employment with Ballard Integrated Managed Services, Inc. (BIMS) is three years and five months.ConclusionThe conclusion drawn from the questionnaire is that the legal age 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 showed that only nine out of 78 worked in maintenance. This could signalize satisfaction by maintenance department or that the employees elected not to participate.The other two departments, food and housekeeping participated equally in the survey. Barbara Tucker can use theoutcome of the survey to su pport her management police squad 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).ReferencesProblem Gambling Institute of Ontario. (2013). Retrieved from http//www.problemgambling.ca/EN/ResourcesForProfessionals/Pages/DataCollection.as pxTrochim, W. M. K. (2006). Levels of Measurement, Research Methods experience Base, Retrieved May 12, 2008 fromhttp//www.socialresearchmethods.net/kb/measlevl.php University of Phoenix. (). Ballard Integrated Managed Services, Inc., Part I. Retrieved from University of Phoenix, QNT351-Quantitative Analysis for Business website.

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