qnt 351 week 5 team bims

8/11/2019 Qnt 351 Week 5 Team Bims

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SURVEY ANALYSIS AND INTERPRETATION FOR BIMS 1

Survey Analysis and Interpretation for BIMS

QNT/351


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Abstract

In 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.


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Survey Analysis and Interpretation for BIMS

The 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 Questions

The 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 Instrument

The 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.


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Data Analysis and Testing

Question 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


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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


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Figure 3

Question four asks employees if they were given as many hours that they desired. It is

measuredwith the numbers one through five with five indicatingthe 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 believetheir 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


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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 dissatisfiedwith how management treated the division.

Table 6


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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 dissatisfiedwith 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


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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


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


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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



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


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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).


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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).


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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


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Hypothesis

A 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 divisions

For testing, we will use one-way analysis of variance (ANOVA) test, which tests the means ()

of three or more groups.

Hypothesis Testing and Results

The 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.


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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 Model

To 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.

Recommendations

We 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


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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.

Conclusion

The 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.


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References

McClave, 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.


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Appendix ABIMS Employee Survey

BIMS Exit Interview Survey

Using the scale provided, record your answer by circling the number that is closest to your view where 5is a very positive response (you strongly agree with the statement) and 1 is a very negative choice (youdo not agree at all with the statement).

Do Not Agree Neutral Strongly Agree

1. You are well trained for your work.

2. The company provided the neededtraining.

3. You were fairly paid for the work youdid.

4. You were given as many hours that

you desired.

5. Your supervisor treated you fairly.

6. Your manager treated your divisionfairly.

7. The company is good atcommunicating.

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 thatled you to decide to quit? (Select onlyone.)

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: _____


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Appendix BAnalysis of Variance Results

Table 3.1

ANOVA results

Question 11

Source SS df MS F p-valueTreatment 2.31 2 1.156 1.23 .2976

Error 70.41 75 0.939

Total 72.72 77

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