Ballard Integrated Managed Services Case Study

Ballard Case StudyTawana Johnson, Michael Norris, Tatyana Trapp, Amanda Trujillo, Lynn Staples, Cara WeeksQNT 351July 8th, 2013Olivia Scott Introduction and Problem SituationBallard Integrated Managed Services, Inc. (BIMS) provides food, hospitality, housekeeping and physical plant services for the staff and patients at the Douglas Medical Center. Barbara Tucker, the general manager for this site, has noticed that the morale of her employees has been declining for the past several months. The expected turnover rate is 55-60% annually in this industry. This rate has increased to 64% over the last four months (BIMS Part 1). The use of sick time has increased, overall performance is poor and complaints from the hospital staff are on the rise. Barbara and her management team have not been able to determine why morale is down. The exit interviews that are currently used are not pinpointing the reasons why employees are leaving. Research Question and HypothesisOur Learning Team has been hired by BIMS as a consulting group to Barbara Tucker and her top management. Our responsibility is to analyze the current job