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
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, 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...
Bibliography: ✓ 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
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