CaseStudy Analysis of Aline DeNeuve

CaseStudy Analysis of Aline DeNeuve


Thecase study is based on the scenario in which a newly appointeddirector of training and development, Aline DeNeuve, wishes toorganize a retreat for employees. DeNeuve works for Consolidated,Inc. and the purpose of the retreat is to enhance socialization amongthe members of staff. Before making the final plan for the retreat,DeNeuve decides to have a conversation with the key employees(including the administrative assistance, marketing manager, customerservice manager, supervisor, and another employee named Richard) inorder to get their views regarding the retreat. It is from thisconversation where the main issue of the case study arises, which isthe lack of morale among the members of staff. All employees, exceptRichard, expressed their dissatisfaction with one or more aspects oftheir current job position, which is an indication of the lack ofsatisfaction and morale.

Causeof the underlying problem

Fromthe case study, DeNeuve noticed that all employees that she held aconversation with had lost morale long ago, but the management ofConsolidated, Inc. had not taken the necessary measures to correctthe situation. Each of the employees explained the reasons forfeeling demoralized. Heather, the company’s administrativeassistant stated that her supervisor failed to promote her about sixmonths ago. Although Heather held that she generally does not likeretreats, the explanation that she gave regarding her experience atthe place of work indicates that the employer failed to acknowledgeher work and increase her morale through promotion. In addition,Heather felt that her supervisor discriminated against her becauseshe was a Chinese, which introduced the element of poor management ofdiversity on the part of the company. A combination of these elementsresulted in the development of an anti-social environment thatreduced the morale of employees.

Themarketing manager, Jack mentioned two of the major causes of loss ofmorale among the employees. The first factor is being deniedpromotion on the basis of an individual’s race. Jack stronglybelieves that he was qualified to take the position of a trainingdirector that was given to DeNeuve, but he was denied because he wasblack (McShane, n.d.). The second issue is the lack of harmony amongemployees, which is attributed to the absence of an effectivemechanism for orientation of new employees. This frustrates employeesand reduces their ability to work in harmony, thus lowering theirmorale.

Aconversation with June, the company’s customer service manager,revealed the aspect of poor working conditions as the primary causeof the lack morale among employees. June held that she feltoverworked while the management failed to employ more people in orderto reduce workload in her office. In addition, ConsolidatedIncorporation failed to help employees, especially June, achieve anappropriate work-life balance. This is confirmed by June’sstatement that she reached home tired and that the work had destroyedher weekend as well as evenings. Overworking employees and failing tohelp them balance between work and their private life are indicatorsof poor working conditions that lowered the morale of employeesworking for Consolidated Incorporation.

Alison,the company’s supervisor, was demoralized by the lack of aneffective policy that could ensure that employees live up-tostandards set by her own religious beliefs. She stated that dating ina company’s retreat program was unacceptable. This introduced theissue of religious diversity as a cause of lack of morale. The lastemployee, Richard, did not highlight the causes of loss of morale.However, he felt that a retreat would boost the level of morale,socialization, and interpersonal relationship, which confirms that healso agreed that employees had lost morale.


Theloss of morale was caused by different factors, which implies thatmore than one strategy should have been used to help the managementof Consolidated Incorporation contain the situation. The paperproposes three alternative strategies, including the establishment ofa diversity management policy, employee appraisal system, and a goodworking environment that should be used to reduce the lack moraleamong employees.

Diversitymanagement policy

Thefirst strategy is the development of a diversity management policy. Astudy conducted by Otike, Messah, Mwalekwa (2012) indicated thatdiversity in the current business environment is inevitable and everyorganization has the responsibility to create an environment thatembraces differences among the members of staff. However, thesedifferences can only be accommodated if the organization establishesa comprehensive policy that guide all the stakeholders on how to dealwith religion and ethnic differences among the members of staff.

Inthe case of Consolidated Incorporation, employee diversity ischaracterized by two factors, namely race and religion. Heather feelsthat she is being discriminated against because she is a Chinese,while Jack states that the supervisor failed to recognize him sincehe is black (McShane, n.d.). Alison, on the other hand, feels thatthe current set of policies do not help employees conduct themselvesin a manner that is consistent with her religion. By establishing adiversity management policy, the company will not aim at eliminatingthe differences since that would be impossible, Instead, themanagement of Consolidated will facilitate a regular training ofemployees in order to equip them with coping skills, managementconflicts arising from the differences, and create communicationchannels through which employees who feel treated unfairly can reportthe issue to the top management (Prause &amp Mujtaba, 2015).

Employeeappraisal system

Employeeappraisal guides the organization in the process of reviewing theperformance of all employees in a fair way. The outcome of employeeappraisal exercise results in the determination of strengths as wellas the weaknesses of each employee in terms of skills gap. Aneffective appraisal system takes account of all work-related factors,thus ensuring that employees are either reproached or rewardedaccording to their performance, instead of their demographic as wellas social characteristics (Ochoti, Maronga &amp Muathe, 2012). Forexample, an organization with an effective appraisal system thatevaluates the level of performance and skills among employees ensuresthat promotion is awarded to members of staff in accordance withtheir respective capabilities.

Fromthe case study, Jack, the marketing manager held that he had thequalification that could justify his promotion to the position of atraining director, but it was given to somebody else because he wasblack. From this scenario, race superseded work-relatedqualifications, which is an indication of the lack of an effectiveappraisal system. By developing an effective appraisal system,Consolidated Incorporation will be able to enhance fairness in theprocess of promoting employees, thus increasing their morale. This isbecause the existence of an appraisal system will give employees fromall racial and religious backgrounds an assurance that theorganization will acknowledge and reward them, irrespective of theirdemographic and social differences (Rubel &amp Kee, 2015).

Establishmentof a good working environment

Aworking environment that is created by an organization has a directimpact on the level of employee morale. According to Chandrasekar(2012) subjecting employees to an environment that is unsafe anduncomfortable reduces their moral since they feel that theorganization is keener to its needs and less sensitive to the needsof its members of staff. From the theory of deontology, anorganization has a duty to ensure that the needs of all members ofstaff at the place of work are addressed. The term workplaceenvironment does not only refer to the physical infrastructure,hygiene, and furniture, but it also encompasses the level of securityin the place of work and workload.

Themanagement of Consolidated has failed to maintain a good workingenvironment by overworking its employees and maintaining the requiredstandards of security. Jack complained that the company shouldimprove the level of security using the resources that were allocatedfor the retreat, which is an indication that he perceived that thelevel of security was low (McShane, n.d.). June felt that the workingenvironment was unsuitable for her since the workload was too muchand the senior management had failed to recruit more employees toassist her. To this end, the company needs to establish a policy thatwill facilitate a regular review of the working environment in alldepartments. This will ensure that challenges that reduce the moraleof employees are detected and corrected in time. The policy for aregular review of the working conditions will also help employeesachieve the desired work-life balance because each employee will beallocated the amount of work that they can handle. Therefore, Juneand other employees will not feel overworked and they will not gohome feeling tired and stressed. Their employment at Consolidatedwill not limit their ability to play their roles at home.

Conclusionand recommendation

Eachof the three alternatives aforementioned can help the management ofConsolidated Incorporation address the issue of loss of morale amongemployees, but the establishment of a diversity management policy canbe more effective. Two out of the three employees who engaged in aconversation with DeNeuve complained of race-based discrimination,while one out of the five raised the issue of religion (McShane,n.d.). This suggests that over 60 % (3/5 *100) of the employees losttheir morale due to issues that were related to the poor managementof diversity. Therefore, establishing a policy that will help theorganization manage racial as well as religious differences willraise the morale of the majority of employees. The diversitymanagement policy will be established using the following steps

Step1: The Company should establish a diversity management task force,which will handle all issues arising from the differences related todemographic and social characteristics.

Step2: The task force should then identify the key objectives of thediversity management policy. One of the key objectives should be toimpart employees with the skills that will help them tolerate andsocialize with each other and to empower members of the managementteam to treat all employees fairly.

Step3: The task force should develop an employee training program. Theprogram will serve as a guide in the process of equipping the membersof staff with skills that will help and work with people fromdifferent religious as well as cultural background.

Step4: The task force should establish the program for rewarding andpunishing those who succeed or fail to work with employees fromdifferent backgrounds.

Step5: The task force should develop a monitoring and evaluation planthat will ensure that weaknesses of the diversity management policyare discovered and corrected.


Chandrasekar,K. (2012). Workplace environment and its impact on organizationalperformance in public sector organization. InternationalJournal of Enterprise Computing and Business System,1 (1), 1-19.

McShane,L. (n.d.). AlineDeNeuve case.

Otike,F., Messah, O., Mwalekwa, F. (2012). Effects of workplace diversitymanagement on organizational effectiveness: A case study. EuropeanJournal of Business and Management,1, 1-16.

Ochoti,G., Maronga, E. &amp Muathe, S. (2012). Factors influencing employeeperformance appraisal system: A case of the Ministry of State forProvincial Administration and Internal Security. InternationalJournal of Business and Social Science,3 (20), 37-46.

Prause,D. &amp Mujtaba, G. (2015). Conflict management practices fordiverse workplace. Journalof Business Studies Quarterly,6 (3), 13-22.

Rubel,M. &amp Kee, D. (2015). Perceived fairness of performance appraisal,promotion opportunity and nurse turnover intention: The role oforganizational commitment. AsianSocial Science,11 (9), 183-197.