Resource: University of Phoenix Material: Ballard Integrated Managed Services, Inc., Part 2.
Read the University of Phoenix Material: Ballard Integrated Managed Services, Inc., Part 2. Your team acts as a consultant group that analyzes and interprets this second set of data. The intent is to increase senior management’s understanding of the sources of employee dissatisfaction and to create a model that predicts employee resignation.
Combine your Week Two Learning Team assignment and Week Three findings with Week Five findings and make a recommendation to BIMS.
Use the statistical tables given in the appendices of the textbook and Microsoft® Excel® spreadsheet Prepare a 1,050- to 1,750-word written report for the senior management team presenting your findings (see Exhibit D for the data set of the second survey).

Click the Assignment Files tab to submit your assignment.
Note. As consultants to BIMS, your Learning Team is expected to prepare and deliver a professional product addressing the client’s needs.

I will prepare an analysis on this weeks data and prepare 500 words describing the new findings.
You take the lead and assign the other parts. One paragraph reviewing the findings of the original survey and the reason for retesting. The rest is a recommendation that is half the paper which two people can do. Then you put the paper together

Analysis and Recommendations
An initial survey was completed to gain better insight into the turnover rates of BIMS. Unfortunately, the information did not provide BIMS with the exact information they were looking for. The cause of this was the survey questions, limited survey return, and entry errors. An effort to gain a better insight was completed with the completion of a new survey. The new survey was conducted as an exit interview. Much of the same information was obtained such as gender, length of service, work division, training, pay, and organizational communication but question wording and response wording changed. Appendix C shows the initial results of the BIMS survey which correlated responses 1=Very Negative-5=Very Positive. Appendix D shows BIMS changed the survey format for 1=Strongly Do Not Agree-5=Strongly Agree.
Original data presented in Appendix C shows that there are a few conclusions from tables
From the survey questions asked, the majority of the responses were very negative (1) and negative (2). This means BIMS employees are not happy with the working condition they are experiencing. In response to this feedback, management would need to get a larger survey pool to try and get an accurate assessment of the way employees are feeling. This can be accomplished by making the survey required and heading members of management in charge of accumulating the surveys from the employees they directly supervise. Once the surveys were gathered, and another look into the data was done, similar to the ones already compiled, necessary adjustments were made in the organization.
BIMS was already experiencing high turnover rates, and this pattern will continue if there is no change. The highest areas of negativity were in regards to paying and organizational communication. The best way to address these two issues was by comparing industry pay with BIMS pay scales and finding better strategies of communication with employees. Once these two issues are addressed it will be easier to address the other issues in the survey that posed concern for the management of BIMS.
Unfortunately, the second survey had a return rate equally as low as the first with 78 responses. All of the questions asked had responses where the percentages were higher in the 1 and two sections which were “strongly do not agree” and “do not agree”. These questions were too similar to the initial BIMS survey and were not helpful in analyzing a different trend for the new information. The most valuable information obtained by the exit interview was question 11: What was the PRIMARY reason that led you to