The Human Resources Frame

Bolman and Deal described individuals in an organization as key elements when it comes to the success of the organization. They argued that employees should be given the power and ability to perform their duties well (Dubois & Rothwell, 2014). They also added that employees’ needs ought to be met to create an enabling environment. From my experience at Flossy Parlor, considering the well-being of employees is the number strategy for the success of the company. This paper will highlight about Flossy Parlor, three human resource characteristics, and the effectiveness of the characteristics according to Bolman and Deal. 

Flossy Parlor is an organization dealing with beauty products including make-ups, fashion, salon services, and anything that pertains to beauty. It is a medium-sized company with 8 branches across the United States with the main branch located in Chicago. The seven branches are spread across, California, Los Angeles, Boston, Denver, San Antonio, Las Vegas, and Dallas. Flossy Parlor has directly employed over ten thousand workers while its annual revenue is approximately 200,000 USD Millions. The company has captured quite a good market share in the US with most of its customers being 70% women and 20% men. Chicago and California have the widest market for Flossy Parlor.


The human resource activities at Flossy Parlor include selecting and hiring employees, evaluating the progress of employees, and training and developing employees.

To start with selecting and hiring employees, the success of Flossy depends on how well the company chooses and hires its employees, basically the criteria used. (Westbrooks 2012), says that companies should increase the trust that the people they hire will be happy and productive. From my experience, before hiring an employee, Flossy identifies the qualifications of the applicant. The applicant must be well conversant with business-related courses or beauty courses. The reason being the company will minimize the management-employee conflicts that arise due to the ignorance of employees. If an employee is well trained and qualified, they will be conversant with their duties and thus relate well with the employer. The company needs employees who offer high-quality services to its customers. The organization holds to the idea that it is serving human needs, and for it to serve those needs well, service providers, that is, employees must do it professionally. Therefore hired employees must show some level of professionalism. For instance, doing facial services will require a person with enough knowledge of beauty products. This way, a mutual understanding between the employer and employees will always exist.

The second activity which is the evaluation of employees is crucial to Flossy Parlor. Flossy supervisors occasionally analyze how their employees behave, how they talk to customers, how they relate with each other among others. The evaluation allows the company to identify its employees’ flaws and strengths thereby knowing how to help them improve. For example, an employee whose work is to apply make-up on customers, if she gets problems socializing with customers, for instance, asking a customer to sit in a certain position for her to apply the make-up. Maybe the employee is shy or something, then the management should find a way to help the employee. If there are groups of employees that do not relate well with each other, the management finds a way of uniting them because when employees work as a team, quality services to customers is assured (Liao, Toya, Lepak, & Hong, 2009).

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The third activity is the training and development of employees. This includes the orientation of new employees and the training of existing employees. It involves the transmission of skills and knowledge that leads to development. At Flossy Parlor, training employees has been made a routine. Employees are trained on how to use new make-up, how to handle customers with care, and the use of new technology in their duties. This has greatly improved services offered to customers and also the profit margin of the company. Business experts explain the consistency of employees as one benefit of training. Training also ensures employees development in terms of high-quality services. For instance, at Flossy Parlor, employees are given tactics on how to do a whole-body massage without offending customers. The company goes beyond hiring experts in that field to train their employees. Thus, training is a fundamental activity for employees.

If I were the CEO of Flossy Parlor, I would pay employees based on the degree of quality services they offer rather than having wages for all. This is because employees do the services differently, some put their full efforts in their work while others do not. Paying them based on the kind of services they offer would make them more aggressive in learning thereby motivating them. Also, the technique will make them more hardworking which is to the benefit of the company.

To conclude, considering the well-being of employees is the number one strategy in ensuring the success of an organization. Flossy Parlor has done this by ensuring they select and hire employees who are well conversant with business and beauty services. Another means is by evaluating the progress of their employees to identify their flaws and strengths. The last way is by continuously training the employees. This has seen it opening several branches across US cities, a sign of success. Therefore, any organization seeking to succeed must ensure its employees are in good condition in terms of knowledge, skills, and wages, among others.


Dubois, D. D., & Rothwell, W. J. (2004). Competency-based human resource management: Discover a new system for unleashing the productive power of exemplary performers. Nicholas Brealey.

Liao, H., Toya, K., Lepak, D. P., & Hong, Y. (2009). Do they see eye to eye? Management and employee perspectives of high-performance work systems and influence processes on service quality. Journal of Applied Psychology94(2), 371-391. DOI:10.1037/a0013504

Westbrook, E. (2012). Reframing organizations: The human resources frame. Retrieved from