Solara11.docx - BUS 1021 Organizational Behavior Winter...

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BUS 1021 Organizational Behavior, Winter 2018-section 3 Group Assignment Instructor Janet Brooks Group Members: Kathryn Masseo 8397366 Jeff Myers 8225732 Daisy Zepeda 8273724 Dana Mihutiu 8008633 Abenet Bekele 8379216 This report contains my/our own work and has not been submitted, in whole or in part, towards fulfilling requirements in any other course, either at Conestoga College ITAL or elsewhere. I/We understand that plagiarism, whether intentional or unintentional, will be dealt with in accordance with college policy and practice. Signature: Date: Signature: Date: Signature: Date: Signature: Date: Signature: Date: 1
Table of Contents 3. Executive Summary 4. Background and SWOT 5. Job Satisfaction 5. Reward Systems including Money as a Motivator 6. Job Characteristics Model 7. Managing Conflict 8. Alternatives 9. Recommendations 10. Works Cited 11. Appendix 12. Peer Evaluation 2
Executive Summary Decision Criteria The hair industry is widely known to have staff members that can suddenly turn into competitors when they are poached by another salon or if they leave to strike it out on their own opening a new salon. After spending so much time, effort, and resources to train and develop talented stylists, how can Studio So Lara maintain their staff retention rate, ensuring profitability in the future? Summary We used the following four topics in order to analyze the current situation at Studio So Lara: Job Satisfaction , Reward Systems including Money as a Motivator , Job Characteristic Model , and Managing Conflict. By focusing on job satisfaction for each individual and for the team as a whole, Studio So Lara will be able to further strengthen their employee retention and increase their profitability in the years to come. 3
Studio So Lara Background: Studio So Lara is a local family owned and operated business offering a wide selection of hair services. Their mission is to provide a memorable world-class experience, for each guest through exceptional service and technical excellence. They employ 17 stylists at two locations in Waterloo Region who are predominately young women (millenials). These women are hired when they are actively enrolled or recently graduated from hair school. The salon does not actively seek to hire (poach) stylists from other salons. The new stylists further their education at the salon through tutorials, hands on training, and peer mentoring enabling them to achieve their professional goals. SWOT: Strengths: Located in a busy plaza with high traffic volumes near major anchors (Shopper's Drugmart, LCBO, BMO, Sobeys) Open Tuesday – Sunday with extended hours Offer a wide range of hair services (cut, color, style, extensions, special occasion) Well recognized in the region for doing great work Weaknesses: Not always able to take walk in clients due to fully booked stylist.

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