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Employee Satisfaction

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  • Pages: 6
  • Word count: 1255
  • Category: Relations

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The primary subject matter of this case involves the job satisfaction and employee engagement of a spa company’s workforce called Bella. The case depicts a new general manager Kris Jenkins’s concern that Bella’s numbers had deteriorated dramatically in the past year. Profits were down; absenteeism was up; turnover, while not dramatic, was higher than it had been in the past five years. This report shows how important the employee engagement to bring job satisfaction which overall leads a company with a less absenteeism, low turnover rates; ultimately increase productivity and performance that effects on to bring higher profits. So there is some offer and recommendations regarding the result of the employee survey to the general manager of Bella about ways to improve the satisfaction and engagement of the company’s workforce.

How Job satisfaction and Employee engagement each is important for Organizational settings

Job satisfaction
The term job satisfaction figures prominently in any discussions on management of human resources. Job satisfaction refers to a person’s feeling of satisfaction on the job, which acts as a motivation to work. It is not the self- satisfaction, happiness or self- contentment but the satisfaction on the job. Job satisfaction has many dimensions. Commonly noted facets are satisfaction with the work itself, wages, and recognition, rapport with supervisors and coworkers, and chance for advancement.

It is generally believed that high levels of employee satisfaction translate into increased employee commitment, productivity and retention for organizations. However, if employees are dissatisfied with their jobs, trouble lies ahead. Low job satisfaction is associated with higher levels of absenteeism, decreased productivity and increased turnover–three conditions that organizations can ill afford in today’s highly competitive search for talent.

Employee engagement

Employee engagement, also called worker engagement, is a business management concept. An “engaged employee” is one who is fully involved in, and enthusiastic about their work, and thus will act in a way that furthers their organization’s interests. According to Scarlett Surveys, “Employee Engagement is a measurable degree of an employee’s positive or negative emotional attachment to their job, colleagues and organization that profoundly influences their willingness to learn and perform at work”. Thus engagement is distinctively different from employee satisfaction, motivation and organizational culture.

Engaged employees work with passion and feel a profound connection to their company. They drive innovation and move the organization forward.

Relationship between Job satisfaction and Employee engagement

Low engagement and job satisfaction can contribute to multiple organizational problems and have been associated with increased levels of turnover and absenteeism, adding potential costs to the organization in terms of low performance and decreased productivity. It is important for HR professionals to be aware of the needs and makeup of their workforce, as well as the impact of environmental factors, when developing their programs and policies. Analysis of Employee survey instruments at Bella

The purpose of the employee survey instruments is to determine job satisfaction and employee engagement of Bella’s employee. This survey is consisted by several questions related with job satisfaction and employee engagement and the respondents were the Saloon Mangers, Hair Stylists and Spa service Employees.

The results of this survey instruments shows the relationship among saloon manager, Hair Stylists and Spa service Employees in terms of job satisfaction and employee engagement.

Job satisfaction comes from the way he or she is engaged with the job. So from survey report, saloon managers are not received recognition and praise for doing good work, no encouragement for development and almost no one talks about progress of the job. In fact this happen same to the co workers of this saloon at different states.

The way people motivate to do work in the job place with cohesively; respondents’ shows very little response in terms of survey report. One of the significant areas of this survey indicates owner is not pretty much aware of the saloon workers that could be enhance and foster employees to do job done better, employees could be motivated and they were in strong position to increase the productivity and make the organization profitability.

The Role of General Manager at Bella

Kris Jenkins as a new appointed General Manager in Bella has to face a biggest challenge to deal with the situation where Bella’s profits were down, absenteeism was up, and turnover was higher than it had been in the past five years. Although she had found out some issues on job satisfaction and job involvement and she was optimistic that some insights in these two areas might lead to the same thing as she had been involved in implementing changes at her previous salon based on results of these surveys. She believes changes that had been quiet effective in terms of improving outcomes. Thus she has work with the people; make them happy towards the organizational goal because happy employees are

Productive: studies shows that happy people are more productive take fewer sick days and get along with others better.

Loyal: they won’t be looking at job market; the cost associated with hiring an employee can be as high as 2.5 times their annual salary. If you losing a staff member every six month, what is the effect on your bottom line

Better with customers: engaged employees are invested in the job and want the company to succeed. They value customer as critical assets to the business.

Recommendation for improves employee engagement

and increase job satisfaction

As discussed earlier in this report to bring job satisfaction effective employee engagement practices should be dynamic. Companies like Bella, need to actively and continuously demonstrate commitment to their workforce.

• Start with good mangers

Engagement begins at the workgroup level. General Manager needs to understand each manager managerial style and employee preference and then hire people who will work well with those managers in order to create effective teams.

• Commit to frequent, open and free communication

Employee need to know what the company goals and objectives are in order to work toward them effectively.

• Provide employee recognition and reward programs

It is proved that recognition is a big part to handling the employees than money. So develop a solid recognition program to motivate the Bella’s employees to do a better job.

• Listen to your employees

Find out what your employees want and provide benefit plans with programs that your employees value.

• Foster a positive employer/employee relationship

Encourage mangers throughout the Bella to work with employees to utilize their talents and make them feel valued.

• Build a dynamic, cohesive employee engagement plan

Whatever tactics you choose to increase employee engagement and job satisfaction in Bella, make sure that everything works together and relates to the company’s values and goals.


In order to successfully increase employee engagement and job satisfaction at Bella organization, the management must build a dynamic employee engagement plan that can meet both the needs and wants of employees and evolving company goals.

With a team of highly engaged employees, Bella also benefits from increased productivity, lower turnover rates and less absenteeism plus when workers feel good about company they will share that feeling with customers and that can translate into increased profitability.


✓ Bates,S. 2004,” Getting engaged”, HR Magazine

✓ Harter, T, Thoresen,C., Bono, J., and Patton, G.(2001),”The job –satisfaction-job-performance relationship: a qualitative and quantitative review, “Psychological Bulletin,Vol.127 No.3 pp.376-407

✓ http://www.c4cm.com/handouts/employee-engagement-and-improve-job-satisfaction.htm

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