Assignment #7 Bella’s Case Answer Sheet

Question 1. Review the case carefully – what are some potential issues and/or contributing factors that
are affecting employee performance, morale, and turnover at Bella’s. Identify at least 3
issues/contributing factors and evidence to support them. As you prepare your list, consider what
evidence from the case makes you believe these issues exist? Evidence can be statistics, descriptions of
behavior, reasonable assumptions, etc.. Why are these the most important to focus on?
For example:
Issue 1: Employees at Bella’s are experiencing issues with low job satisfaction.
Evidence:
 Survey Results: The employee survey reveals dissatisfaction, particularly with promotional
opportunities (with scores around 2) and with relationships with the owner, Illa (scoring at a low
1 across all groups). Overall job satisfaction scored an average of 3 for most employee
categories.
 Lack of Recognition and Praise: Low scores (mostly 2) indicate that employees rarely feel
acknowledged or rewarded for their work. This lack of recognition often correlates with reduced
motivation and morale.
 Limited Growth Opportunities: With consistently low satisfaction around promotional prospects
and developmental encouragement (both averaging scores of 2), employees likely feel there is
little room for advancement, making it difficult to stay motivated in their current roles.
Importance: Low job satisfaction directly impacts employee engagement, productivity, and
retention. Addressing this issue is critical for boosting morale and reducing turnover, especially since
turnover and absenteeism have already increased.
Issue 2: Strained Relationship and Disconnect between Employees and Ownership
Evidence:
 Survey Evidence: The relationship with the owner, Illa, received an average satisfaction score of
only 1 across employee groups, reflecting a significant disconnect between staff and leadership.
 Inconsistent Leadership and Interference: Lynne’s assessment reveals Illa’s habit of interfering
with operations without a full understanding of issues, as well as monopolizing managerial time.
Such behaviour from ownership can create an environment of frustration and demotivation.
 Lack of Autonomy for Managers: Managers feel limited in their capacity to make decisions,
which hinders their ability to manage effectively and impacts their satisfaction and relationship
with Illa.
Importance: Ownership’s involvement in day-to-day matters without sufficient insight can damage
workplace morale and discourage initiative. This strained relationship likely contributes to both low
job satisfaction and turnover.
Issue 3: Insufficient Communication and Role Clarity
Evidence:
 Survey Feedback: Salon managers scored a low 2 on knowing what is expected of them at work,
suggesting that roles and responsibilities may not be clearly communicated. Employees
generally scored low on feeling their opinions count (scores of 1 or 2), indicating limited
communication and feedback loops.
 Lack of Regular Performance Feedback: Employees scored an average of 2 on being talked to
regularly about their progress, which suggests minimal performance reviews or development
 conversations. Without clear communication, employees may feel unsupported and uncertain
about their roles.
 High Turnover and Absenteeism: Lynne highlighted increasing absenteeism and turnover, which
can often be exacerbated by unclear expectations and inconsistent communication.
Importance: Clear communication is essential for employees to feel engaged and secure in their roles.
By improving clarity in job roles and expectations, Bella's could reduce confusion and stress, positively
impacting morale and productivity.

Question 2. Examine the survey results for job satisfaction across the three job positions (Salon
Managers, Hair Stylists, Spa Service Employees). Then answer the following questions:

2.1.Are the employees in each job category satisfied with their jobs? Why or why not?
Overview of Job Satisfaction Scores:
 Salon Managers:
o Overall job satisfaction score: 3
Key dissatisfaction points:
 Promotional opportunities: 2
 Relationship with the owner: 1
 Relationship with supervisor: 2
 Recognition and praise for good work: 2
 Hair Stylists:
o Overall job satisfaction score: 3
Key dissatisfaction points:
 Relationship with the owner: 1
 Relationship with supervisor: 3
 Recognition and praise for good work: 2
 Promotional opportunities: 3
 Spa Service Employees:
o Overall job satisfaction score: 3
Key dissatisfaction points:
 Relationship with the owner: 1
 Relationship with supervisor: 2
 Recognition and praise for good work: 2
 Promotional opportunities: 2
Analysis:
All three job categories (Salon Managers, Hair Stylists, and Spa Service Employees) report low overall job
satisfaction, each averaging a score of 3. The primary reasons for this dissatisfaction across the
categories include:
1. Poor Relationship with the Owner: All groups scored this aspect a 1, indicating that employees
feel a significant disconnect with Illa Fitzgerald, the owner.
2. Limited Recognition and Praise: Recognition scores hover around 2 for all groups,
demonstrating that employees do not feel appreciated for their contributions, leading to
reduced motivation.
 3. Insufficient Promotional Opportunities: Scores for promotional opportunities range from 2 to 3,
indicating a widespread perception that there is little chance for advancement within the
company.
4. Weak Relationships with Supervisors: Salon Managers and Spa Service Employees rate their
relationship with their supervisors as 2, which suggests a lack of support and guidance from
management.
Employees across all job categories are dissatisfied with their jobs due to a lack of recognition, poor
relationships with ownership, limited career advancement opportunities, and insufficient support from
supervisors.

2.2 In examining the job satisfaction scores across the 3 positions, what common themes appear to
emerge? What appears to be different? (Hint: Pay attention to the survey items and mean scores
across the different job categories. Are employees satisfied or unsatisfied by the SAME/DIFFERENT
aspects of their jobs?).
Common Themes:
1. Low Satisfaction with Ownership: All job categories scored a 1 for satisfaction with the owner,
highlighting a systemic issue within the leadership structure that negatively impacts employee
morale across the board.
2. Limited Recognition: Each category scored low on recognition and praise for good work
(averaging around 2). This suggests that a culture of acknowledgment and appreciation is lacking
in all areas of the business.
3. Unfulfilled Promotional Opportunities: All employees expressed dissatisfaction regarding
promotional opportunities, scoring between 2 and 3. This indicates a general sentiment that
employees feel stuck in their current roles without clear pathways for advancement.
4. Poor Supervisor Relationships: The scores reflect a shared experience of low satisfaction with
relationships with supervisors, particularly for Salon Managers and Spa Service Employees,
suggesting that employees feel unsupported in their roles.
Differences:
1. Job Satisfaction Scores: While all categories average a score of 3, Spa Service Employees are
somewhat more satisfied with aspects of their work compared to Salon Managers and Hair
Stylists. For instance, Spa Service Employees have higher scores in relationships with coworkers
and overall job satisfaction.
2. Clarity on Job Expectations: The feedback indicates that Hair Stylists report clearer expectations
than Salon Managers, as they rated knowing what is expected of them as 6. This contrasts with
Salon Managers who rated this aspect as 2. This discrepancy might lead to differences in how
these groups perceive their roles.
3. Coworker Relationships: Hair Stylists have a slightly higher score for their relationship with
coworkers (5) compared to the other groups (both at 5 for Salon Managers and Spa Service
Employees). This indicates that Stylists might feel more connected and supported by their peers.
Conclusion
In conclusion, employees in all job categories at Bella’s report dissatisfaction, primarily due to poor
relationships with ownership, a lack of recognition, limited advancement opportunities, and inadequate
support from supervisors. However, minor variations exist, particularly in how each group perceives
their relationships with coworkers and clarity of job expectations. Addressing these common themes
and differences will be critical for improving employee satisfaction and overall morale at Bella's.

Question 3. Examine the survey results for employee engagement across the three job positions. Then
answer the following questions:

3.1.What is your assessment of employee engagement across each of the three job categories? Are
they engaged or not?

3.1. Assessment of Employee Engagement Across Job Categories

Overview of Employee Engagement Scores:
 Salon Managers:
o Engagement Score Summary:
 Know what is expected: 2
 Have the materials and equipment: 4
 Opportunity to do best work: 4
 Regular recognition and praise: 2
 Supervisor cares about them: 4
 Owner cares about them: 2
 Encouragement for development: 2
 Opinions count at work: 2
 Feel job mission is important: 4
 Coworkers doing quality work: 5
 Have a best friend at work: 3
 Discuss progress regularly: 1
 Opportunities to learn and grow: 2
 Hair Stylists:
o Engagement Score Summary:
 Know what is expected: 6
 Have the materials and equipment: 6
 Opportunity to do best work: 6
 Regular recognition and praise: 2
 Supervisor cares about them: 4
 Owner cares about them: 2
 Encouragement for development: 2
 Opinions count at work: 1
 Feel job mission is important: 4
 Coworkers doing quality work: 5
 Have a best friend at work: 4
 Discuss progress regularly: 2
 Opportunities to learn and grow: 4
 Spa Service Employees:
o Engagement Score Summary:
  Know what is expected: 6
 Have the materials and equipment: 5
 Opportunity to do best work: 5
 Regular recognition and praise: 2
 Supervisor cares about them: 5
 Owner cares about them: 2
 Encouragement for development: 2
 Opinions count at work: 1
 Feel job mission is important: 5
 Coworkers doing quality work: 6
 Have a best friend at work: 5
 Discuss progress regularly: 2
 Opportunities to learn and grow: 4
Analysis of Employee Engagement:
1. Salon Managers:
o Overall engagement is low.
o The low score of 2 for knowing what is expected indicates a lack of clarity in roles and
responsibilities, contributing to disengagement.
o While they feel they have the materials they need (4) and the opportunity to do their
best work (4), they experience very little recognition and have a poor sense of their
opinions counting at work (2).
o The lack of meaningful discussions about progress (score of 1) further suggests
disengagement.
o Overall, their engagement seems hampered by unclear expectations, insufficient
recognition, and lack of autonomy.
2. Hair Stylists:
o Engagement levels appear to be moderate to high compared to the other groups.
o They report high clarity regarding expectations (6) and feel equipped to do their work
(6), indicating they understand their roles and have the tools necessary for success.
o However, like the other groups, they struggle with recognition (2) and feel their opinions
don’t count (1), suggesting that despite being engaged in their tasks, they may feel
undervalued in the workplace.
o Overall, while they are engaged with their work, they may be disheartened by a lack of
feedback and opportunities for growth.
3. Spa Service Employees:
o Employee engagement for this group is moderate overall.
o They report feeling they know what is expected of them (6) and have adequate
materials and equipment (5), similar to Hair Stylists.
o They feel they have opportunities to do their best work (5) and generally feel a sense of
importance in their mission (5).
o However, they also face challenges similar to other groups regarding recognition and
the perception that their opinions matter (both score 1).
 o Their engagement is buoyed by good relationships with coworkers (6) and strong peer
support, suggesting a sense of camaraderie.
Summary of Employee Engagement Assessment
 Salon Managers show low engagement due to unclear expectations, lack of recognition, and
inadequate feedback regarding their progress.
 Hair Stylists have moderate to high engagement levels, largely due to clarity in roles and the
opportunity to do their best work, although they feel undervalued and unrecognized.
 Spa Service Employees exhibit moderate engagement, with good relationships and a clear
understanding of their roles, but also share concerns over recognition and feedback.
Conclusion
Although the three job categories exhibit differing degrees of engagement, low recognition and little
feedback are prevalent themes. Bella's management must concentrate on enhancing communication,
giving frequent acknowledgment, and establishing development chances in order to create a more
encouraging and supportive work environment and raise employee engagement.

3.2.In examining the engagement scores across the 3 positions, what common themes appear to
emerge? What appears to be different? (Hint: Pay attention to the survey items and mean scores
across the different job categories. Are there aspects of employees’ jobs – across the 3 positions –
that seem to boost engagement scores versus others? What appears to be different?)

Common Themes Across All Positions

1. Lack of Recognition:
o All groups reported low scores regarding recognition and praise for their work.
 Salon Managers: 2
 Hair Stylists: 2
 Spa Service Employees: 2
o This suggests a significant area of concern, as recognition is a critical factor in employee
engagement. Employees across all positions feel their contributions are not sufficiently
acknowledged.
2. Importance of Clarity:
o The engagement scores related to understanding job expectations highlight the
importance of clarity in roles:
 Salon Managers: 2 (low)
 Hair Stylists: 6 (high)
 Spa Service Employees: 6 (high)
o The stark contrast indicates that while Hair Stylists and Spa Service Employees feel clear
about their roles, Salon Managers do not. This lack of clarity negatively impacts
engagement levels among managers.
3. Relationships with Coworkers:
o Relationships with coworkers received relatively high scores across all groups, indicating
that social connections play a vital role in employee engagement:
 Salon Managers: 5
 Hair Stylists: 5
  Spa Service Employees: 6
o Positive coworker relationships can enhance engagement, providing social support in
the workplace.
4. Perceived Importance of the Job Mission:
o Employees generally feel that the mission of the firm makes their jobs important:
 Salon Managers: 4
 Hair Stylists: 4
 Spa Service Employees: 5
o This common perception contributes positively to engagement by fostering a sense of
purpose.
Differences Across Positions
1. Engagement Scores on Clarity and Resources:
o Hair Stylists and Spa Service Employees report high scores for knowing what is
expected of them and having the materials and equipment needed:
 Hair Stylists: 6 (expectations), 6 (resources)
 Spa Service Employees: 6 (expectations), 5 (resources)
o In contrast, Salon Managers scored low on knowing what is expected (2) and average
for having the materials they need (4). This disparity indicates that managers may feel
less equipped and informed, leading to lower engagement.
2. Overall Engagement Levels:
o Hair Stylists exhibit the highest overall engagement, driven by their clarity of
expectations and opportunities to do their best work:
 Scores:
 Opportunity to do best work: 6
 Engagement Overall: Moderate to high.
o Spa Service Employees have moderate engagement, primarily due to their strong
relationships with coworkers and feelings of importance.
o Salon Managers have low engagement, primarily affected by unclear expectations and
insufficient recognition.
3. Feedback and Development Opportunities:
o The need for feedback and development support is highlighted by the low scores across
all groups regarding discussions about progress:
 Salon Managers: 1
 Hair Stylists: 2
 Spa Service Employees: 2
o This indicates a collective need for better performance management and personal
development opportunities, which could particularly benefit Salon Managers who
reported the lowest engagement.
Low recognition, the value of having clear job requirements, good connections with coworkers, and the
perceived significance of the professional mission across all roles are common themes found in the
investigation. However, there are noticeable variations in the degree of commitment, especially with
relation to resources and clarity, with the highest level of engagement being displayed by hair stylists.
According to the results, Bella's employee engagement might be greatly increased by strengthening
expectations, giving feedback, and improving recognition.

Question 4. Based on your assessment of the issues facing Bella’s (and your responses to Q1, Q2, and
Q3), provide actionable and realistic solutions to the issues that you have listed above. Be specific
about the actions you would take to address these issues.
assessment of issues facing Bella’s, identified through the employee satisfaction and engagement
surveys, the following actionable and realistic solutions can be implemented to address these concerns:
1. Enhancing Employee Recognition and Feedback
 Action: Implement a Recognition Program
o Develop a structured employee recognition program to celebrate achievements and
contributions. This could include monthly awards (e.g., “Employee of the Month”),
shout-outs in team meetings, and social media features.
o Encourage peer-to-peer recognition where employees can acknowledge each other's
contributions, fostering a supportive workplace culture.
 Action: Establish Regular Feedback Mechanisms
o Introduce quarterly performance reviews that focus on positive reinforcement and
constructive feedback.
o Implement a system where employees receive consistent feedback, including a formal
check-in every month to discuss progress and goals, fostering a culture of open
communication.
2. Improving Clarity of Expectations and Roles
 Action: Develop Clear Job Descriptions and Performance Metrics
o Revise job descriptions for all positions to clearly outline responsibilities and
performance expectations. Include key performance indicators (KPIs) that employees
are accountable for, ensuring they understand what is expected of them.
o Share these job descriptions with employees during onboarding and periodically review
them to ensure they remain relevant.
 Action: Regular Training and Development Sessions
o Schedule regular training sessions to ensure all employees understand their roles and
how they contribute to the business's success. This can include both operational training
and soft skills development (communication, teamwork, etc.).
o Create mentorship programs pairing experienced employees with newer hires to
enhance knowledge transfer and support.
3. Increasing Employee Engagement
 Action: Enhance Communication Channels
o Foster open communication between management and employees. Implement regular
town hall meetings where employees can voice concerns and share ideas directly with
leadership.
o Use surveys to gather employee feedback on specific initiatives, ensuring employees
feel their opinions are valued and considered.
 Action: Encourage Team-Building Activities
 o Organize team-building events or social gatherings to strengthen relationships among
employees. This can enhance coworker connections and create a supportive
atmosphere.
o Encourage participation in community service or charity events, which can foster
teamwork and enhance engagement.
4. Strengthening Leadership and Management Practices
 Action: Leadership Development for Managers
o Invest in leadership training for all managers, focusing on skills like emotional
intelligence, conflict resolution, and effective communication. This training should
emphasize the importance of supporting employees and being approachable.
o Encourage managers to adopt a coaching approach to management, guiding employees
toward their goals and providing the necessary resources for their development.
 Action: Clarify Roles for Management Structure
o Redefine the management structure to clearly delineate responsibilities between the
general manager, salon managers, and service managers. This can help reduce overlaps
and ensure that each manager can focus on their areas of responsibility.
o Establish a reporting structure where salon managers feel empowered to share
operational challenges and seek guidance from the general manager, fostering a
collaborative approach to problem-solving.
5. Addressing Job Satisfaction and Engagement Challenges
 Action: Review Compensation and Benefits
o Conduct a market analysis to ensure salaries and benefits are competitive within the
industry. If feasible, consider performance-based bonuses or incentives to reward high-
performing employees.
o Enhance the benefits package to include additional perks such as flexible work
schedules, wellness programs, or continuing education reimbursement, contributing to
overall job satisfaction.
 Action: Create Opportunities for Advancement
o Implement clear pathways for career advancement within the organization.
Communicate available positions and the skills required to attain them, encouraging
employees to pursue growth opportunities.
o Develop a formal succession planning process to prepare high-potential employees for
leadership roles.
Implementation Timeline and Assessment
 Short-Term (0-6 months):
o Implement the recognition program and establish regular feedback mechanisms.
o Redefine job descriptions and initiate training sessions.
 Medium-Term (6-12 months):
o Foster enhanced communication channels and initiate team-building activities.
o Begin leadership development training for managers and clarify management roles.
 Long-Term (1 year and beyond):
o Conduct regular assessments of employee satisfaction and engagement to measure the
effectiveness of implemented strategies.
 o Continuously refine programs based on feedback and changing organizational needs.
Conclusion
By implementing these actionable solutions, Bella’s can address the issues related to employee
satisfaction and engagement effectively. This multi-faceted approach focuses on recognition, clarity,
communication, and professional development, fostering a positive work environment that enhances
both employee morale and business performance.