Essay on Analyzing and Interpreting Data – BIMS, Inc.

The Roanoke branch of Phoenix Advertising has been one of the company’s most successful branches in previous years, handling the company’s largest accounts and maintaining a strong human resource pool. However, recent observable difficulties have brought the branches’ current human resource practices into question, as reports of key personnel leaving or threatening to leave their jobs, sharp declines in productivity, and loss of employee morale reach the company’s headquarters. Under my capacity as Vice President of Human Resources Management for Phoenix Adverting, I have conducted an investigation into the causes of difficulties in the Roanoke branch and have identified one critical problem as employees’ loss of morale

In order to compare employee satisfaction by division (independent variable) and examine employee attitudes, we compared the mean differences between the following dependent variables: the Minnesota Satisfaction Questionnaire (MSQ), the pay satisfaction questionnaire (PSQ), Job Descriptive Index (JDI), the work itself (JDIW), supervisors (JDIS), Job Descriptive Index of Co-Workers (JDIC) and promotions (JDIPRO). Additional dependent variables regarding employees sentiments towards performance appraisal

BIMS, Ballard Integrated Managed Services, Inc. is a corporation specializes in the services of food and housekeeping to corporations and institutions. The general manager, Barbara Tucker, has noticed that over the last four months the turnover rate has shot up to 64%. Not only is the turnover rate higher than usual, but also employees seemed unmotivated to do their job. There are more employees walking around doing nothing and more employees not doing their job well enough, resulting in complaints from the hospital administration in which they are working. Debbie Homer, HR manage, has developed an employee survey instrument to try to identify why employees are leaving and why each employee is no longer motivated.

Researchers in the past have made valuable discovery about employee relations what is the cause of dissatisfaction and satisfaction at work. Companies that want to

To obtain the reason behind the lowered morale, a ten-question survey was conducted of existing employees to understand company strengths as well as areas for needed improvement. Employees were asked questions such as, do your enjoy working at BIMS, are you paid fairly, does management treat you well, and do you enjoy your assigned shift (University of Phoenix Material, 2013) . As a 24-hour operation hypothesis range from employees not working the times they need, to addressing employee pride in their work that comes along with fair treatment by managerial staff members and fair compensation for services provided. Debbie Horner, the HR manager responsible for this survey felt the problem was concentrated in employee motivation and felt that this was the area that needed most improvement. Possible solutions to this are incentive competitions, shift changes, and change in managerial approach to individual needs to raise employee self-worth and satisfaction.

Due to these studies, it is now emphasised that good communications are vital for good management. With a standard of

As a consultant, Team A has analyzed and interpreted the second set of data. The intent is to increase senior management’s understanding of the sources of employee dissatisfaction and too create a model that predicts employee resignation. The process will be to combine the week two learning team assignment and week three findings with week five findings and make recommendations to BIMS by using the statistical tables given in the appendices of the textbook and a statistical analysis application.

In an effort to gain a better insight a new survey was compiled, issued, completed and received. 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.

The authors of this article give the misconceptions of employee turnover by systematically breaking down myths that organizations tend to believe cause employees to leave the workplace. The misconceptions are replaced with evidence based strategies that show the underlying factors beyond pay compensation that drive turnover in addition the employee morale. One of the meta-analytical relationships that

Employee retention has always been an important focus for human resource managers. Once a company has invested time and money to recruit and train a good employee, it is in their own best interest to retain that employee, to further develop and motivate him so that he continues to provide value to the organization. But, employers must also recognize and tend to what is in the best interest of their employees, if they intend to keep them. When a company overlooks the needs of its employees and focuses only on the needs of the organization, turnover often results. Excessive turnover in an organization is a prime indicator that something is not right in the employee environment. We will look at

The behavior was observed from a large sample of people. This included twenty people shopping alone and twenty people shopping in a group, for a total of forty subjects, each ranging in ages from approximately 19 to 40 years old. The subjects were observed from the time they entered the store until the time they left. The reasoning behind this was to see the buying behavior differences for the whole experience and figure out which areas of the store could be improved in order to appeal to groups of people shopping. The behaviors observed included the amount of time spent inside the store, the amount of money spent, the interactions with associates, and the areas of the stores that were navigated.

Employee retention has always been an important focus for human resource managers. Once a company has invested time and money to recruit and train a good employee, it is in their own best interest to retain that employee, to further develop and motivate him so that he continues to provide value to the organization. But, employers must also recognize and tend to what is in the best interest of their employees, if they intend to keep them. When a company overlooks the needs of its employees and focuses only on the needs of the organization, turnover often results. Excessive turnover in an organization is a prime indicator that something is not right in the employee environment. We will look at

pooled data. Splunk central receiver receives variety of data from many different ports and displays them as events on a single server. From one place, one can be able to access the log files in any of the web servers of the business, all the databases, routers, load balancers, and firewalls from all the companies’ operating systems. All the logs and configuration files can be accessed and analyzed, as well all from one device.

The objective of this chapter is to describe the procedures used in the analysis of the data and present the main findings. It also presents the different tests performed to help choose the appropriate model for the study. The chapter concludes by providing thorough statistical interpretation of the findings.

The business impact of good and bad attrition can be felt in both tangible and intangible ways. According to few researchers the tangible aspects are: