Survey approach is a popular approach businesses and organization use to collect certain significant information. In this study, survey method was applied to collect data regarding such details as employee job satisfaction. Ballard Integrated Managed Services (BIMS) derived profound information on why the morale of its employees appeared to slip and resulted to high employees’ turnover rate. The concern of the company was to understand why most of its employees were leaving. The departing employees were to give a better insight on the concern rather than the present employees.
The new survey contains minor changes as compared to the first survey. The survey is a cross sectional type of survey as the data collected is used to make inferences of the employee population at a time. The instrument used at the initial study in collecting data is the sample survey where a couple of questions are included from the demographics of the participants. Some of the areas were also included for the rating scale. In the initial survey, bias conclusion was expected to be prevalent. This is because personal information of the participants could have been discovered based on the earlier process of collecting the information. In addition, the type of questions in the scale was directly linked to the expected answers. In the second survey, the biased conclusion has been eliminated as well as conclusion from deficient information given.
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The two surveys were evaluated for varied purposes. Firstly, the analysis was to derive basis for the changes in employee morale and the general job satisfaction. The study argues that the cause of the low morale was attributed by the poor treatment of the workers by the management. This is the reason for the changes of the questions in the new survey, to focus on the employees. As such, the new survey is an employee survey as at least 449 employees voluntarily participate. The premise of the new survey is that with a 17% respondent contribution, limited data will be collected, which will be insufficient in determining the challenges associated with the BIMS at DMC. This limitation will arise from the low number of employees who turned up for the survey. The new method developed was however useful in retrieved the desirable results. The set of first ten questions assist the workers to express themselves regarding the raised concern whereas the last three questions are to guide the researcher in identifying the division of work, length of service rendered and the gender.
The type of data collected was straightforward. In addition, the researcher made certain that the data collected was from a reliable source. This is evidenced in the second survey where a pilot study is done to the few employees and thereafter, the survey floated to the employees leaving the company. Based on the findings of the study, it can be noted that generally few employees enjoy working for BIMS. This is because only 13 participants are happy and dedicated to the services they render as compared to the 21 and the 15 unhappy and very unhappy workers, respectively. Regarding the assigned shifts, majority of them were unhappy, precisely 22 were unhappy and 14 were very unhappy as compared to only 14. The workers were equally unhappy regarding the pay they received as 30 and 20 workers indicated their displeasure as compared to only 6 employees who were satisfied with the pay as well as the communication strategy. These remarks are the same in the three departments.
Conclusively, prevalent issues in the company were related to the high employee turnover encompass employee dissatisfaction, unsupervised shifts, and the long working hours. In addition, the long term problems include lack of training, and communication problems between the employees and the management. From the survey, it is evident that the employees feel they are on their own. In such circumstances, it is usually very difficult for any employee to work as hard and consequently negatively affect the company. It is also evident that the participants wish the management can take care of their grievances and work out better ways of communicating with them. Irrefutably, the model, the researcher applied to predict worker resignation and turnover is effective. The model was developed based on the logistics of regression and analysis. The supposition developed from the previous survey is based on the length of the work the participants have served with the company. The longer the employee may have served the less likely they were to resign. The argument is that the more the tenure of service the more the propensity for the employees to remain in their positions. The second argument is that the higher the position of the worker, the less likely they are to resign from their job as compared to the lower ranking employees. In the set of ten questions, some neutral answers were indicated. For this reason, the researcher is tasked with the role of seeking similar word categories to provide insight to the beliefs and attitude of the employee, which can be useful in clarifying the basis for their quitting.
Based on the conclusions made, it is necessary for the company administration to examine further contributing factors to the lack of good communication among its employees. In connection to this, it is necessary for the management to work on the efforts to create better response rate among the employees and their supervisors ( 7 ways to increase response rates on employee surveys, 2012). Additional contributing factors such as proper training and neutral responses should be explored further. With regards to the indicated dissatisfaction on the departments, the managers are obliged to introduce such appreciation tasks as appreciation picnics for the workers, raffle tickets and prizes. On communication style, it is necessary that the management seek to change the style by introducing as approachable management style and change the company culture for the new hires to fit rightly. These changes should be based on the principle that treating employees like partners for them to behave as partners. Since it was noted that the higher the position, the less likely the employees were to resign, and then the administration is to ensure that they implement a contingent reward system (Ezeanu, 2010).
References
7 ways to increase response rates on employee surveys. (2012). Retrieved from Employment Engagement Surveys: http://www.custominsight.com/emploee-engagemnet-survey/employee-survey-response-rate.asp.
Ezeanu, E. (2010, August 30). How bad management affects employee turnover . Retrieved from Bright Hub:http://www.brighthub.com/office/human-resoruces/articles/85060.aspx.
