Survey Analysis and Interpretation for BIMS

Survey Analysis and Interpretation for BIMSQNT/351

AbstractIn this report, we review the issue facing BIMS, the research questions and hypotheses that will be tested. Team C will use measures of central tendencies to understand the spread of the data and analyze the variances in the data to test the hypotheses. From there Team C will determine if the data can be used to create a regression statement that will predict employee departures, and we will present recommendations based on these activities.

SURVEY ANALYSIS AND INTERPRETATION FOR BIMS 1

SURVEY ANALYSIS AND INTERPRETATION FOR BIMS 17

Survey Analysis and Interpretation for BIMSThe management dilemma facing BIMS, Inc. is a morale problem and unusually high turnover at the Douglas Medical Center (DMC) operation. BIMS senior management seeks to identify the root cause of this problem so they may take corrective action and decrease the rate of employee resignations. Research QuestionsThe research questions for this study are What issues at Douglas Medical Center are causing an increase in employee turnover? Are these issues widespread, or concentrated to one division at DMC? Is it possible to create a model for predicting future resignations?We will use these questions to formulate the hypotheses, which are theories used for statistical testing of the data collected. The hypothesis (or hypotheses) will be discussed later in this report.Survey InstrumentThe instrument used was a survey (Appendix A), given to resigning employees as part of the exit interview process. This survey was administered by Human Resources with neither supervisors nor management present. Our view is that this method is sound, because in this environment, exiting employees will tend to be most candid about their reason for leaving. The questions appear to be free of bias, and the key question (primary reason for severing from BIMS) has an open-ended selection, which ensures capture of unexpected issues. A total of 78 responses were collected over a two to three month period; this appears to be a sufficient sample for accurate testing.Data Analysis and TestingQuestion one measured how well the employees feel they are trained. From the 78 surveys submitted, 78 responses were collected. The mean for question one was 2.82 with a mode of two (Table 1). Standard deviation for this sample was 1.21 indicating that most responses were a two, three, or four (Figure 1). The mode of two indicates that the most frequent response in question one of the survey was two on a five-point scale. The data indicates that the employees are not confident with the level of training for their job.Table 1

Figure 1

Question two measures if the employees felt that the company provided needed training. From the 78 surveys that submitted, 78 responses were collected. The mean for question two was 2.86 with a mode of three (Table 2). Standard deviation for this sample was 1.20, which indicates that most responses to this question were two, three, or four (Figure 2). The mode of three indicates that the most frequent response in question two of the survey was three on a five-point scale. The data indicates that the employees do not feel that the company provides needed training.Table 2

Figure 2

Question three asks the employee if they are fairly paid for their shift. From the 78 surveys submitted, 78 responses were collected. The mean for question three is 2.94 with a mode of two (Table 3). Standard deviation for this sample was 1.37, which that most responses to this question were two, three, or four (Figure 3). The mode of two indicates that the most frequent response in question three of the survey was two on a five-point scale. The data indicates that the employees do not feel they are compensated fairly for their work.Table 3 Figure 3

Question four asks employees if they were given as many hours that they desired. It is measured with the numbers one through five with five indicating the meaning of five or more. From the 78 surveys submitted, 78 responses were collected. The mean for question four is 3.01 with a mode of two (Table 4). Standard deviation for this sample was 1.31, which that most responses to this question were two, three, or four (Figure 4). The mode of two indicates that the most frequent response in question four of the survey was two. The data indicates that the employees do not feel they are given as many hours as desired.Table 4 Figure 4

Question five asks employees if they believe their supervisor treated them fairly. From the 78 surveys submitted, 78 responses were collected. The mean for question five is 3.12 with a mode of five (Table 5). Standard deviation for this sample was 1.40, which that most responses to this question were two, three, or four (Figure 5). The mode of two indicates that the most frequent response in question five of the survey was five on a five-point scale. The data indicates that the employees are not satisfied with how they are treated by management.Table 5 Figure 5

Question six asks employees if they feel that their managers treated the division fairly. From the 78 surveys submitted, 78 responses were collected. The mean for question six is 3.09 with a mode of two (Table 6). Standard deviation for this sample was 1.34, which that most responses to this question were two, three, of four (Figure 6). The mode of two indicates that the most frequent response in question five of the survey was two on a five-point scale. The data indicates that the employees are dissatisfied with how management treated the division.Table 6 Figure 6

Question seven asks employees if they feel that the company communicated well. From the 78 surveys submitted, 78 responses were collected. The mean for question seven is 2.85 with a mode of four (Table 7). Standard deviation for this sample was 1.37, which that most responses to this question were two, three, or four (Figure 7). The mode of four indicates that the most frequent response in question seven of the survey was four on a five-point scale. The data indicates that the employees are dissatisfied with company communication.Table 7 Figure 7

Question eight asks employees if they feel that their job was secure. From the 78 surveys submitted, 78 responses were collected. The mean for question eight is 2.94 with a mode of two (Table 8). Standard deviation for this sample was 1.43, which that most responses to this question were two, three, or four (Figure 8). The mode of two indicates that the most frequent response in question eight of the survey was two on a five-point scale. The data indicates that they did not feel that their job was secure.Table 8 Figure 8

Question nine asks employees if they liked working at their location. From the 78 surveys submitted, 78 responses were collected. The mean for question nine is 2.59 with a mode of two (Table 9). Standard deviation for this sample was 1.16, which that most responses to this question were two or three (Figure 9). The mode of two indicates that the most frequent response in question nine of the survey was two on a five-point scale. The data indicates that employees were not satisfied with the location.Table 9 Figure 9

Question 10 asks employees if getting back and forth from work was easy. From the 78 surveys submitted, 78 responses were collected. The mean for question nine is 2.85 with a mode of two (Table 10). Standard deviation for this sample was 1.36, which that most responses to this question were two, three, or four (Figure 10). The mode of two indicates that the most frequent response in question 10 of the survey was two on a five-point scale. The data indicates that employees had a difficult commute.Table 10

Figure 10

Question 11 asks employees about their primary reason for quitting the company. From the 78 surveys submitted, 78 responses were collected (Table 11). The highest percentages of employees answered that their supervisor and pay were the two primary reasons for leaving the company (Figure 11). The type of work was also indicated as a strong motivator for quitting. The number of employees indicating shift or other reasons as primary reason is minimal.

Table 11

Figure 11

Question A asks employees about their division. From the 78 surveys submitted, 78 responses were collected. There are 32 respondents from the food division, 36 respondents from the housekeeping division, and ten respondents from the maintenance division (Table 12). This shows that the survey represents 41% employees from the food division, 46% from the housekeeping division, and 13% from the maintenance division (Figure 12).Table 12

Figure 12

Question B asks how long the employee has worked for the company. From the 78 surveys submitted, 78 responses were collected. The mean for question nine is 16.88 months with a mode of 5 months (Table 13). Standard deviation for this sample was 38.03, which indicates that 68% of respondents have worked for the company less than 3.59 years. The mode of 5 indicates that there were several respondents that have worked for the company just five months. The data indicates that there were responses from employees from mostly new employees (Figure 13).Table 13

Figure 13

Question C asks the gender of the employee. From the 78 surveys submitted, 78 responses were collected. Of the respondents, 23 were female and 55 male (Table 13). This data indicates that 37% of the sample is female and 63% are male (Figure 13).Table 14

Figure 14

HypothesisA hypothesis test is a procedure used in statistics to test an existing claim about the population, using sample data (Rumsey, 2009). Each hypothesis has a null statement that describes the status quo, and an alternate statement that is the question being tested. Our hypothesis is as follows:H0: The primary reason for quitting is equal among divisions (1= 2= 3)Ha: The issue is different for one or more divisionsFor testing, we will use one-way analysis of variance (ANOVA) test, which tests the means () of three or more groups.Hypothesis Testing and ResultsThe analysis of variance test, commonly known as ANOVA, is appropriate for testing data with multiple means (). ANOVA is built around the F-test, which compares how much two or more groups differ from each other compared to the variability within the group (Rumsey, 2009). As our groups are independent (the answers from Housekeeping employees have no bearing on the answers on the answers from employees at other divisions) and our populations have normal distributions, we can safely run this test on the data collected for question 11.Two key values in ANOVA testing are the F-statistic, which determines if the means are significantly different, and the p-value, which is the probability that the null hypothesis is correct (McClave, Benson, & Sincich, 2011). From the ANOVA results (Table 3.1), we see that the F-statistic for this data set is 1.23. Using the degrees of freedom (df), which are 2 and 75, we can find on a F-distribution table with our selected confidence factor of 95% (or = 0.05) the F value, which is 3.12. If calculated F-statistic is greater than the F-value, we cannot reject the null hypothesis (Rumsey, 2009). Referring again to Table 3.1, we find our F-statistic is 1.23, indicating there is not sufficient evidence for rejecting the null hypothesis. To test the probability that the null hypothesis is correct our calculated the p-value must be greater than the of 0.05 (Rumsey, 2009). As our p-value is .2976, there is not enough evidence in the data to say that the population means have any differences (Appendix B). While we cannot make a strong correlation from this data, it is statistically probable ( 30%) that the main cause of turnover at the DMC operation is relationship issues between supervisors and the staff.Prediction ModelTo create a model that predicts employee turnover, a regression analysis is required. Regression analysis is used as a statistic tool to examine the relation between variables. Regression analysis requires an independent and dependent variable to predict an outcome. A simple example is demand (independent) and price (dependent): when demand for an item increases, prices rise; there is a correlation between one and the other.Although the data collected in the exit surveys includes reasons for quitting (independent variables), we have no dependent variable, as all the employees surveyed have quit. Therefore, any attempt to show correlation results in a horizontal straight line when graphed, clearly indicating that all reasons given in the survey are reasons for leaving the company. For this reason, we can provide no model to show prediction of employee resignation. Should BIMS implement new programs on a trial basis, such as new hire training sessions for incoming employees, data should be collected that shows if the additional training leads to an increase in employee retention.RecommendationsWe suggest that BIMS focus its attention on the relationship between its team of supervisors and its staff as a significant cause of morale issues and the recent increase in employee turnover. Additionally, the organization may want to delve further into the concerns regarding employee satisfaction with work. We suggest revisiting the original survey of existing employees to understand and prevent any other hot spots that may rise to the surface. Additionally, we recommend that BIMS continues to survey exiting employees for the same reason.ConclusionThe results of our analysis point to there being a problem in all divisions at the Douglas Medical Center, as the null hypothesis cannot be rejected. The survey instrument created by BIMS appears to be unbiased and the data collected was complete and sufficient for testing. Central tendency analysis revealed there were negative responses across the board, that the issue that rises to the surface most is employee dissatisfaction with direct supervision. ANOVA testing confirmed that the issue was not concentrated to one or two divisions. The survey data collected was not sufficient for a regression statement, and a predictor model cannot be created. Our recommendation for a reduction in turnover rate is to focus on training or team-building programs to improve employee-supervisor relationships.

ReferencesMcClave, J., Benson, P., & Sincich, T. (2011) Statistics for business and economics (11th ed.). Boston, MA: Pearson-Prentice Hall.Rumsey, D. (2009) Statistics II for dummies. Hoboken, NJ: Wiley Publishing.University of Phoenix (2013). Ballard Integrated Management Systems, Inc., Part 1. Phoenix, AZ: Author.

Appendix A BIMS Employee SurveyBIMS 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 Agree1. 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

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: _____

Appendix B Analysis of Variance ResultsTable 3.1ANOVA results Question 11

SourceSS dfMSF p-value

Treatment2.31 21.156 1.23.2976

Error70.41 750.939

Total72.72 77