Ballard Integrated Managed Services, Inc. (BIMS) has created a study to gain better understanding of the high turnover rate at the Douglas Medical Center (DMC). This report will provide recommendations for Barbara Tucker, general manager, and will help with workplace improvement. This report was created by Team C consultants and includes data and recommendations to further understand and reduce the causes of the high turnover rate. The turnover rate for DMC has been at the industry standards of 55 to 60%. However, in the last four months it has risen to over 64%. Use of sick time has increased and a large number of workers waste their time every day. Debbie Horner, HR manager, has created a survey for workers to express their opinion about the work environment. This survey asked morale and demographic questions to help with the coding and analysis of the data. The survey will help find the reason for the high turnover rate.
The instrument used for data collection.
The instrument that was used within Ballard Integrated Managed Services (BIMS) to find out why their moral was down was the sample method. According to "Sampling" (2012), “The sample method is a process used in statistical analysis in which a predetermined number of observations will be taken from a larger population”. The way this method was used was that the Human Resource Manager Debbie Horner handed out surveys to 449 employees asking fourteen questions. Debbie Horner decided that the upper management did not have to take the survey. Out of the 449 employees that got the survey only 78 of them filled them out and returned them. This is a 17.3% response rate. Within this survey Debbie Horner asked question that ranged from one to five. In the sample method Debbie Horner wanted a response from the employees where she could find the range of moral within the company.

Data Collected
Within this data both quantitative and qualitative data was asked within the questionnaire. With quantitative data the Human Resource Manager Debbie Horner asked questions that ranged from one to five with one being very negative to five being very positive with their answers. With all of this data that was gathered Human Resource Manager Debbie Horner is able to measure how people feel about their moral within this company. With the qualitative data she is looking to find out if they are male and female, a supervisor or employee, and how long they have been working for the company so that she can see the overall view of the people that answered the questions. The way the data was collected was through a questionnaire that was handed out to 449 employees.
Level of measurement for each of the variables
The BIMS survey involved ten specific questions from appendix A, and then 5 subsequent questions to help divide the demographics of the answers of the first ten questions. The variables and levels of measurement used for these variables are being used to help find why the level of employee morale is so low. The first ten questions have an answer scale of 1-5. This scale is an ordinal level of measurement. The numbers are not answers, but rather used as levels of importance. Since this variable can be measured by this scale the level of measurement used is ordinal. Different levels of measurement call for different statistical techniques.
Questions A., C., and D., are the nominal level of measurement. These questions can be asked in any order, and are qualitative data. They simply ask the employees to categorize themselves as male, female, manager, supervisor, and which department they work in. Question B. uses the ratio level of measurement. This is a question that involves a zero value. It asks how long someone has worked for BIMS. Since they cannot have worked there a negative amount of time it would be the ratio level.
Coding the data The data from the BIMS Employee Survey is coded numerically on the nominal, ordinal, and ratio levels. Column one of the data set represents the 78 participants who have been numbered from 1 to 78. Columns 2 through 11 of the data set represent questions 1 through 10 of the survey. Participants were asked to answer each question with a rating of one to five with one equaling very positive and five equaling very negative. The responses were recorded into appropriate columns and rows of the data set. A zero was recorded if the participant did not answer the question. The final four questions were ordered alphabetically. Questions A, C, and D are nominal questions with the responses coded as a one or two. Question B asks the participants how long they have worked for BIMS. This is a ratio level question because the response is classified by the amount of characteristics and zero is equal to the absence of the characteristic (Lind, Marchal, & Wathen, 2011). For example, responses range from 1 month to 328 months. Zero cannot be an answer. Six data input errors were corrected. The ordinal value six was input instead of five in response to questions 1 through 10. According to the case study and careful review of the data, this appears to be the only data input error.

Conclusions about the data
Some conclusions can be made about appropriateness of this data. The study/survey was intended to find out why the morale level of employees has dipped so low. The idea of the survey is good and useful, but the results might not help much. The quantitative date taken by the first ten questions can be very appropriately used by finding how what questions are the most highly answered. However, the conclusion drawn is that the questions asked will most likely not be specific enough to come to a conclusion about the low morale. The data does include both qualitative and quantitative data, but two kinds of data do not come together to help Debbie truly reach a conclusion to understand the problem, fix it, or make the correct changes.

References
Lind, D. A., Marchal, W. G., & Wathen, S. A. (2011). Basic statistics for business and economics (7th ed.). New York, NY: McGraw-Hill/Irwin.
Sampling. (2012). Retrieved from http://www.investopedia.com/terms/s/sampling.asp#axzz2BI6qllpG