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write 2 pages Literature review for a case study I have a case study which is providing suggestions and recommendations to a company that is struggli

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write 2 pages Literature review for a case study
I have a case study which is providing suggestions and recommendations to a company that is struggling with a decline in the performance which is cased by job satisfaction and employee engagement is poor in this company. This case study is already done.

What I need is to write two pages literature review discussing a similar situation that happened in other company or organization and what was done to over come this issue and may support it with some studies that was done on this subject.

I need this paper ASAP.

Please note:
1- Don’t copy because the report will be submitted via Turnitin
2- The case study contain some sources you may use but you are not limited to them (page 5 in the attached case study)
3- Use graphs to support the literature and make more interesting

Bellas: a case s

University of Arkansas Fort Smith

ABSTRACT

The primary subject matter of this case involves
engagement of a companys workforce.
the constructs listed above have reached such low levels that critical organizational outcomes are
being negatively impacted. The
principal character in the case. It is designed to be taught in one class hour and is expected to
take approximately three hours of student preparation time.
Students are provided with a manage
concern that her workers levels of job satisfaction
to dangerous levels. Students are provided with survey instruments used to measure each of the
constructs plus results from the employee surveys. In addition, information regarding
organizational and individual outcomes is provided.
conclusions about the results, and offer
regarding ways to improve the satisfaction
Students are also provided information regarding the principal characters decision to accept the
General Managers position in the firm. Students are asked to evaluat

Keywords: Job satisfaction, Employee engagement, Decision making

Note: This is a fictitious case developed for educational use. All statements, names, numbers,
dates, etc. used herein were created for the purposes of this case and shoul
factual.

Journal of Business Cases and Applications

Bellas: a case study, Page

a case study in organizational behavior

Bobby Medlin
University of Arkansas Fort Smith

ct matter of this case involves the job satisfaction and employee
engagement of a companys workforce. The case depicts a new general managers concern that
the constructs listed above have reached such low levels that critical organizational outcomes are

case also involves a career planning decision made by the
It is designed to be taught in one class hour and is expected to

take approximately three hours of student preparation time.
Students are provided with a management scenario describing a general managers

levels of job satisfaction and employee engagement have deteriorated
Students are provided with survey instruments used to measure each of the

lts from the employee surveys. In addition, information regarding
organizational and individual outcomes is provided. Students are asked to analyze the data, draw
conclusions about the results, and offer and support recommendations to the general manager

ve the satisfaction and engagement of the companys workforce.
Students are also provided information regarding the principal characters decision to accept the
General Managers position in the firm. Students are asked to evaluate this decision.

Keywords: Job satisfaction, Employee engagement, Decision making

Note: This is a fictitious case developed for educational use. All statements, names, numbers,
dates, etc. used herein were created for the purposes of this case and should not be construed as

Journal of Business Cases and Applications

Bellas: a case study, Page 1

tudy in organizational behavior

the job satisfaction and employee
general managers concern that

the constructs listed above have reached such low levels that critical organizational outcomes are
case also involves a career planning decision made by the

It is designed to be taught in one class hour and is expected to

ment scenario describing a general managers
engagement have deteriorated

Students are provided with survey instruments used to measure each of the
lts from the employee surveys. In addition, information regarding

Students are asked to analyze the data, draw
recommendations to the general manager

and engagement of the companys workforce.
Students are also provided information regarding the principal characters decision to accept the

e this decision.

Note: This is a fictitious case developed for educational use. All statements, names, numbers,
d not be construed as

CASE DESCRIPTION/SYNOPSIS

The primary subject matter of this case involves the job satisfaction and employee
engagement of a companys workforce. The case depicts a new general managers concern that
the constructs listed above have reached such low levels that critical organizati
being negatively impacted. The case also involves a career planning decision made by the
principal character in the case. It is designed to be taught in one class hour and is expected to
take approximately three hours of student prepara
Students are provided with a management scenario describing a general managers
concern that her workers levels of job satisfaction and employee engagement have deteriorated
to dangerous levels. Students are provided with survey instruments
constructs plus results from the employee surveys. In addition, information regarding
organizational and individual outcomes is provided. Students are asked to analyze the data, draw
conclusions about the results, and offer a
regarding ways to improve the satisfaction and engagement of the companys workforce.
Students are also provided information regarding the principal characters decision to accept the
General Managers position in the firm. Students are asked to evaluate this decision.

THE COMPANY

Bella’s is a full service day spa and hair salon featuring a wide variety of spa treatments
including full body massages, body scrubs and wraps, European facials, specialty m

pedicures, skin treatments, waxing, and complete varieties

chemical services for the hair. E

Bellas also features a retail department which specializes in unique custom jewelry. Bellas

flagship store and headquarters are in a city with a population of approximately 250,000 people

in the southern United States. It also has spas/salons in four other smaller cities (all with

populations over 40,000) in the same state. Last year, Bella averaged approximately

employees per store; annual sales last year were approximately $

from the previous year. The company lost money last year for the first time since its initial year

of operation. The management of Bellas considers the firm to be a one

serving a wide segment of the population

all Illa Fitzgeralds (the founder and owner of the business)

COMPANY HISTORY

The company was founded twelve years ago by Illa Fitzgerald, a former
beautician/massage therapist who had worked in the salon industry since finishing cosmetology
school at age 21. She used an SBA loan, investment dollars from five family members, and her
personal life savings to fulfill her dream
unique company that offered a complete array of products and services aimed at creating and
maintaining healthy minds, bodies, and spirits. Bellas is now
takes great pride in knowing that her company has come very close to
vision.

Journal of Business Cases and Applications

Bellas: a case study, Page

CASE DESCRIPTION/SYNOPSIS

The primary subject matter of this case involves the job satisfaction and employee
engagement of a companys workforce. The case depicts a new general managers concern that
the constructs listed above have reached such low levels that critical organizational outcomes are
being negatively impacted. The case also involves a career planning decision made by the
principal character in the case. It is designed to be taught in one class hour and is expected to
take approximately three hours of student preparation time.

Students are provided with a management scenario describing a general managers
concern that her workers levels of job satisfaction and employee engagement have deteriorated
to dangerous levels. Students are provided with survey instruments used to measure each of the
constructs plus results from the employee surveys. In addition, information regarding
organizational and individual outcomes is provided. Students are asked to analyze the data, draw
conclusions about the results, and offer and support recommendations to the general manager
regarding ways to improve the satisfaction and engagement of the companys workforce.
Students are also provided information regarding the principal characters decision to accept the

ition in the firm. Students are asked to evaluate this decision.

Bella’s is a full service day spa and hair salon featuring a wide variety of spa treatments

including full body massages, body scrubs and wraps, European facials, specialty m

ts, waxing, and complete varieties of cuts, conditioning treatments and

Exclusive lines of hair and body products are also available.

Bellas also features a retail department which specializes in unique custom jewelry. Bellas

flagship store and headquarters are in a city with a population of approximately 250,000 people

the southern United States. It also has spas/salons in four other smaller cities (all with

00) in the same state. Last year, Bella averaged approximately

employees per store; annual sales last year were approximately $3,000,000, a decrease of 12%

The company lost money last year for the first time since its initial year

The management of Bellas considers the firm to be a one-of-a-kind establishment

wide segment of the population. The success and growth of Bellas has far exceeded

Illa Fitzgeralds (the founder and owner of the business) original expectations.

The company was founded twelve years ago by Illa Fitzgerald, a former
ho had worked in the salon industry since finishing cosmetology

school at age 21. She used an SBA loan, investment dollars from five family members, and her
personal life savings to fulfill her dreamowning her own spa/salon. Her vision was to create a

nique company that offered a complete array of products and services aimed at creating and
maintaining healthy minds, bodies, and spirits. Bellas is now more than a decade old, and Illa
takes great pride in knowing that her company has come very close to completely fulfilling her

Journal of Business Cases and Applications

Bellas: a case study, Page 2

The primary subject matter of this case involves the job satisfaction and employee
engagement of a companys workforce. The case depicts a new general managers concern that

onal outcomes are
being negatively impacted. The case also involves a career planning decision made by the
principal character in the case. It is designed to be taught in one class hour and is expected to

Students are provided with a management scenario describing a general managers
concern that her workers levels of job satisfaction and employee engagement have deteriorated

used to measure each of the
constructs plus results from the employee surveys. In addition, information regarding
organizational and individual outcomes is provided. Students are asked to analyze the data, draw

nd support recommendations to the general manager
regarding ways to improve the satisfaction and engagement of the companys workforce.
Students are also provided information regarding the principal characters decision to accept the

ition in the firm. Students are asked to evaluate this decision.

Bella’s is a full service day spa and hair salon featuring a wide variety of spa treatments

including full body massages, body scrubs and wraps, European facials, specialty manicures and

of cuts, conditioning treatments and

xclusive lines of hair and body products are also available.

Bellas also features a retail department which specializes in unique custom jewelry. Bellas

flagship store and headquarters are in a city with a population of approximately 250,000 people

the southern United States. It also has spas/salons in four other smaller cities (all with

00) in the same state. Last year, Bella averaged approximately 25

a decrease of 12%

The company lost money last year for the first time since its initial year

kind establishment

has far exceeded

original expectations.

ho had worked in the salon industry since finishing cosmetology
school at age 21. She used an SBA loan, investment dollars from five family members, and her

owning her own spa/salon. Her vision was to create a
nique company that offered a complete array of products and services aimed at creating and

a decade old, and Illa
completely fulfilling her

Illa fully recognized from the very beginning that her business/managerial experience
was very limited. She was also fully aware that managing the day to day operations of her
business had very limited appeal to her an
three months before the salon opened
Bellas.
Lynne Gibson had served as the general manager of Bellas since its inception. Prior to
taking this position, Lynne had worked at a major womens clothing retailer, initially as a
management trainee and finally as a regional manager. Before Bellas, Lynne and Illa, while not
close friends, were certainly acquaintances who had gotten to know each othe
Illa had shared her dream with Lynne and had often told her you know when I do this thing, I
want you to come run it for me. Lynne never really gave it much thought, but when Illa made a
formal offer, Lynne decided it would be a good
been very successful in retailing–
take a toll on her personal life. A single mother of two, Lynne decided that this change would be
a new challenge, and it would also enable her to be more successful in balancing family and
career. From day one, Lynne basically was involved in or actually made all the managerial
decisions at Bellas. Though Illa was certainly the lead player in strategic decisions, Lynn
the ultimate decision maker for anything operational. Bellas began with six employees: Illa,
Lynne, three hair stylists, and one massage therapist. All were friends or acquaintances of the
owner. Very little recruiting took place in the initial
be a part of her new business. A salary was offered with a promise of as we grow and become
more and more successful, Ill make sure youre rewarded for your contribution.
A year ago, Lynn Gibson decided to
education. As one who was not only resistant t
troubled Illaso she managed to convince Lynn to remain as a consultant to the company while
working on her degree. Lynns new role was to offer input and advice on any and all issues of
Illas choosing. Prior to this point
manager of Bellas Incorporated; she also served as the store manager of its flagship location.
Within her store, a Retail Manager and a Service Manger reported directly to Lynne.
Additionally, the Store Managers at each of the other four
Lynne. Within each store, individual store managers were the only employees serving in a
supervisory position with each being responsible for all daily operational issues of his/her salon.
All other responsibilities/decisions for individual locations are
purchasing, marketing, financial, and human resource decisions. Individual store managers did
have the opportunity to offer informal input into hiring decisions for his/her store. The salon
managers salaries averaged approximately $32,000 annually. Three had college degrees, and
they averaged four years experience. Each began as a part
Bellas or at another salon. Bellas offered a benefits package
organization of its size. This included health insurance (of which the employees shared in the
cost of the premiums with Illas and Lynnes being paid totally by the firm) and retirement (in
which Bellas made modest contr

THE CURRENT SITUATION

Kris Jenkins started her job as
Her career began as a hairdresser after

Journal of Business Cases and Applications

Bellas: a case study, Page

Illa fully recognized from the very beginning that her business/managerial experience
was very limited. She was also fully aware that managing the day to day operations of her
business had very limited appeal to her anyway. Therefore, her first critical decision was made
three months before the salon openedthe decision to hire Lynne Gibson as general manager of

Lynne Gibson had served as the general manager of Bellas since its inception. Prior to
is position, Lynne had worked at a major womens clothing retailer, initially as a

management trainee and finally as a regional manager. Before Bellas, Lynne and Illa, while not
close friends, were certainly acquaintances who had gotten to know each other professionally.
Illa had shared her dream with Lynne and had often told her you know when I do this thing, I
want you to come run it for me. Lynne never really gave it much thought, but when Illa made a
formal offer, Lynne decided it would be a good move, professionally and personally. She had

–but the long hours plus the weekend demands had begun to
take a toll on her personal life. A single mother of two, Lynne decided that this change would be

d it would also enable her to be more successful in balancing family and
career. From day one, Lynne basically was involved in or actually made all the managerial
decisions at Bellas. Though Illa was certainly the lead player in strategic decisions, Lynn
the ultimate decision maker for anything operational. Bellas began with six employees: Illa,
Lynne, three hair stylists, and one massage therapist. All were friends or acquaintances of the
owner. Very little recruiting took place in the initial hires beyond Illa convincing each to come
be a part of her new business. A salary was offered with a promise of as we grow and become
more and more successful, Ill make sure youre rewarded for your contribution.

A year ago, Lynn Gibson decided to leave Bellas to pursue her Masters degree in
was not only resistant to and often paralyzed by change, this greatly

so she managed to convince Lynn to remain as a consultant to the company while
working on her degree. Lynns new role was to offer input and advice on any and all issues of

this point, the basic structure of Bellas was: Lynne was the general
manager of Bellas Incorporated; she also served as the store manager of its flagship location.

a Retail Manager and a Service Manger reported directly to Lynne.
Additionally, the Store Managers at each of the other four Bella locations reported directly to
Lynne. Within each store, individual store managers were the only employees serving in a
supervisory position with each being responsible for all daily operational issues of his/her salon.

ecisions for individual locations are Lynnes. This includes all
purchasing, marketing, financial, and human resource decisions. Individual store managers did
have the opportunity to offer informal input into hiring decisions for his/her store. The salon
managers salaries averaged approximately $32,000 annually. Three had college degrees, and
they averaged four years experience. Each began as a part-time sales clerk/receptionist either at
Bellas or at another salon. Bellas offered a benefits package that was fairly standard for an
organization of its size. This included health insurance (of which the employees shared in the
cost of the premiums with Illas and Lynnes being paid totally by the firm) and retirement (in
which Bellas made modest contributions).

CURRENT SITUATION

her job as the new general manager of Bellas a month ago today.
as a hairdresser after finishing cosmetology school. Ten years later, Kris had

Journal of Business Cases and Applications

Bellas: a case study, Page 3

Illa fully recognized from the very beginning that her business/managerial experience
was very limited. She was also fully aware that managing the day to day operations of her

yway. Therefore, her first critical decision was made
the decision to hire Lynne Gibson as general manager of

Lynne Gibson had served as the general manager of Bellas since its inception. Prior to
is position, Lynne had worked at a major womens clothing retailer, initially as a

management trainee and finally as a regional manager. Before Bellas, Lynne and Illa, while not
r professionally.

Illa had shared her dream with Lynne and had often told her you know when I do this thing, I
want you to come run it for me. Lynne never really gave it much thought, but when Illa made a

move, professionally and personally. She had
but the long hours plus the weekend demands had begun to

take a toll on her personal life. A single mother of two, Lynne decided that this change would be
d it would also enable her to be more successful in balancing family and

career. From day one, Lynne basically was involved in or actually made all the managerial
decisions at Bellas. Though Illa was certainly the lead player in strategic decisions, Lynne was
the ultimate decision maker for anything operational. Bellas began with six employees: Illa,
Lynne, three hair stylists, and one massage therapist. All were friends or acquaintances of the

hires beyond Illa convincing each to come
be a part of her new business. A salary was offered with a promise of as we grow and become
more and more successful, Ill make sure youre rewarded for your contribution.

leave Bellas to pursue her Masters degree in
ften paralyzed by change, this greatly

so she managed to convince Lynn to remain as a consultant to the company while
working on her degree. Lynns new role was to offer input and advice on any and all issues of

was the general
manager of Bellas Incorporated; she also served as the store manager of its flagship location.

a Retail Manager and a Service Manger reported directly to Lynne.
Bella locations reported directly to

Lynne. Within each store, individual store managers were the only employees serving in a
supervisory position with each being responsible for all daily operational issues of his/her salon.

. This includes all
purchasing, marketing, financial, and human resource decisions. Individual store managers did
have the opportunity to offer informal input into hiring decisions for his/her store. The salon
managers salaries averaged approximately $32,000 annually. Three had college degrees, and

time sales clerk/receptionist either at
that was fairly standard for an

organization of its size. This included health insurance (of which the employees shared in the
cost of the premiums with Illas and Lynnes being paid totally by the firm) and retirement (in

general manager of Bellas a month ago today.
cosmetology school. Ten years later, Kris had

completed her Business degree and wa
located in a mall in a midsize southern city. Her ultimate goal was to own her own salon
she did not feel that she was yet prepared either financially or from an experience standpoint.
Though she had learned many valuable lessons
managing the firm in the mall, she
making was very limited. Therefore
her to have direct input regarding all top management decisions of a salon.
reason that she decided to take the General Managers position at Bellas.
were almost identical to those of Bellas owner 12 years ago.
Kris aspired to achieve. Also, her background was essentially the same as Illas
discovered a new role model. What could be better?
As Kris sat at her desk this morning, things didnt appear nearly as ideal.
replaying three events in her mind:

1. After the offer but before accepting the position, Kris
previous general manager
the organization), discussing
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.
And while no formal performance appraisals had been done in the past year, Lynne
provided her assessment of the performance of all
Lynne felt each was performing significantly below their capabilities, significantly below
previous levels of performance.
out to Kris. First of all, Lynne was very reluctant to criticize Bellas employees.
between promises of secrecy and reading between the lines, it became quite evident that
Lynne had serious concerns
around Illa. As their discussions continued, it became quite clear that Lynne
Illas ability to provide Kris the autonomy needed to effective
appeared to stem primarily
limited information about the issues or problems, and 2. Illas tendenc
monopolize the managers time on trivial or personal matters thus keeping the manager
from focusing on the needs of the salon.

2. After the weekend with Lynne
days at the Bellas. She had stayed at the spa from opening to closing to visit with all the
employees. While the conversations had been pleasant, it seemed pretty apparent that
many, if not all, seemed reluctant to be totally honest. Though none had directly
denigrated the company or the owner, body language and incomplete or evasive answers
had concerned Kris at the time.
employees simply did not feel good about their jobs or the company.

3. Though she had spent a great de
accepted the job was critical in Kriss ultimate decision to accept the position
numerous concerns that became evident while
employees, Kris was leaning heavily
respectfully discussing these concerns with Illa, Kris began to change her mind. Illa
addressed each issue giving the impression that she recognized the problem and was
willing do whatever it took to correc
performanceincluding stepping away and giving Kris autonomy to make all operational

Journal of Business Cases and Applications

Bellas: a case study, Page

completed her Business degree and was the store manager of a national hair salon that
located in a mall in a midsize southern city. Her ultimate goal was to own her own salon
she did not feel that she was yet prepared either financially or from an experience standpoint.

valuable lessonsparticularly in dealing with employees
managing the firm in the mall, she recognized that her experience with executive decision

g was very limited. Therefore she was hoping to make a career move that would en
her to have direct input regarding all top management decisions of a salon. That was the primary
reason that she decided to take the General Managers position at Bellas. Plus, h
were almost identical to those of Bellas owner 12 years ago. Illa had achieved exactly what

Also, her background was essentially the same as Illas. Kris had
le model. What could be better? The opportunity looked ideal.

this morning, things didnt appear nearly as ideal.
replaying three events in her mind:

fore accepting the position, Kris had spent a weekend with the
manager of ten years, Lynne Gibson (who now served as a consultant to
discussing a wide array of topics regarding the company. Bellas

numbers had deteriorated dramatically in the past year. Profits were down; absenteeism
over, while not dramatic, was higher than it had been in the past five years.

And while no formal performance appraisals had been done in the past year, Lynne
provided her assessment of the performance of all Bellas key people. It was clear that

performing significantly below their capabilities, significantly below
previous levels of performance. Following these discussions, a number of things stood

Lynne was very reluctant to criticize Bellas employees.
between promises of secrecy and reading between the lines, it became quite evident that

ernsand it seemed to Kris that Lynnes biggest fear centered
around Illa. As their discussions continued, it became quite clear that Lynne
Illas ability to provide Kris the autonomy needed to effectively manage Bellas

primarily from two things: 1. Illas unexpected interference with only
limited information about the issues or problems, and 2. Illas tendency to regularly
monopolize the managers time on trivial or personal matters thus keeping the manager
from focusing on the needs of the salon.
After the weekend with Lynnebut again before accepting the position–

had stayed at the spa from opening to closing to visit with all the
While the conversations had been pleasant, it seemed pretty apparent that

many, if not all, seemed reluctant to be totally honest. Though none had directly
pany or the owner, body language and incomplete or evasive answers

had concerned Kris at the time. She couldnt help but worry that the majority of Bellas
employees simply did not feel good about their jobs or the company.
Though she had spent a great deal of time with Illa, the afternoon that she form
accepted the job was critical in Kriss ultimate decision to accept the position
numerous concerns that became evident while spending time with Lynne and the
employees, Kris was leaning heavily toward declining the job offer. However, after
respectfully discussing these concerns with Illa, Kris began to change her mind. Illa
addressed each issue giving the impression that she recognized the problem and was
willing do whatever it took to correct and improve both company and employee

including stepping away and giving Kris autonomy to make all operational

Journal of Business Cases and Applications

Bellas: a case study, Page 4

r of a national hair salon that was
located in a mall in a midsize southern city. Her ultimate goal was to own her own salonbut
she did not feel that she was yet prepared either financially or from an experience standpoint.

particularly in dealing with employees–while
that her experience with executive decision

she was hoping to make a career move that would enable
That was the primary

Plus, her career goals
Illa had achieved exactly what

. Kris had
The opportunity looked ideal.

this morning, things didnt appear nearly as ideal. She kept

had spent a weekend with the
(who now served as a consultant to

array of topics regarding the company. Bellas
numbers had deteriorated dramatically in the past year. Profits were down; absenteeism

over, while not dramatic, was higher than it had been in the past five years.
And while no formal performance appraisals had been done in the past year, Lynne

. It was clear that
performing significantly below their capabilities, significantly below

number of things stood
Lynne was very reluctant to criticize Bellas employees. But

between promises of secrecy and reading between the lines, it became quite evident that
and it seemed to Kris that Lynnes biggest fear centered

around Illa. As their discussions continued, it became quite clear that Lynne doubted
manage Bellas. This

from two things: 1. Illas unexpected interference with only
y to regularly

monopolize the managers time on trivial or personal matters thus keeping the manager

–Kris spent three
had stayed at the spa from opening to closing to visit with all the

While the conversations had been pleasant, it seemed pretty apparent that
many, if not all, seemed reluctant to be totally honest. Though none had directly

pany or the owner, body language and incomplete or evasive answers
She couldnt help but worry that the majority of Bellas

al of time with Illa, the afternoon that she formally
accepted the job was critical in Kriss ultimate decision to accept the position. Due to

th Lynne and the
However, after

respectfully discussing these concerns with Illa, Kris began to change her mind. Illa
addressed each issue giving the impression that she recognized the problem and was

t and improve both company and employee
including stepping away and giving Kris autonomy to make all operational

decisions at Bellas. Illa was very persuasive, and Kris decided to reconsider her decision
to decline the position. At the end of
Kris was excitedshe knew this would be a wonderful career move
Could she really turn Bellas around? And

Enough reflection, Kris said out lou

of her the results of the employee survey she had conducted over the past two weeks. The
survey was an attempt to measure the level of job satisfaction and employee engagement of her
employees. It was similar to the survey that had been used in her

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