Read this case study and answer the question

Evainity Apparel is a small fashion design company, established 15 years ago by Evaine Luck. Initially, Evaine opened her women's clothing design and retail store with only three employees: herself, her aunt Dee and her niece, Cathy. Both Cathy and Dee contributed a small amount of the start-up capital and held a small proportion of the firm's shares. Sales were slow, and the three women were more than able to handle all of the chores. However, over the years, as the store's reputation grew and sales increased, Evaine realized that she would have to hire more people. She then employed two designers, Hatsu and Simon, to help her with that side of the firm. This left the aunt and niece to do the in-store retail sales and other day-to-day operational tasks.

While on a fashion tour five years ago, Evaine met a young designer, Selina Nisbet, whose work she had seen previously in a show, and to which she had taken an immediate liking. Although Evainity Apparel already employed two designers, Evaine felt that Selina, with her different approach to design, would appeal to a much larger and younger clientele, and so she decided to ask her to join the company. The additional salary meant an increase in operating costs, but Selina worked hard and enthusiastically.

During the first three years of her employment, Selina's designs sold well, and the company's sales increased dramatically. However, she was not happy about being treated as the most junior designer, especially as Evaine, Hatsu, and Simon traveled extensively, and she was often left behind. Last year, Simon had a car accident and, after recovering, did not return to work. Selina felt that the time had now come for her to be made chief designer.

However, Evaine decided that both Hatsu and Selina should stay in their current positions with an increase in salary, while Evaine took on the extra duties. This news disappointed Selina enormously, to the extent that she even considered looking for a new job. However, friends pointed out that she was receiving a top salary and would soon enjoy the benefits that Hatsu already received.

With the extra work and increased family commitments, Evaine spent the next nine months in a constant rush to meet deadlines. She vaguely noticed that Selina was not quite herself and that the standard of her work dropped markedly. Selina's recent designs lacked the flair and instant marketability that had previously been her hallmark.

To overcome her heavy workload, Evaine concluded that it would be best to hire people to help with the in-store sales and allow her aunt and niece to handle the non-selling activities. "It's easier to train someone to sell than it is to teach them how to handle stock, payroll and administrative work. If I lose one of the new people and am short of a salesperson, I can always call Aunt Dee or Cathy to help out. However, if I hire a woman to take care of stock or purchasing and she leaves, the burden will fall directly on my shoulders," she told her relatives.

Four new people have since been brought on board in the last eight weeks to do the sales tasks, and Evaine has also decided to further increase the salaries of both designers, mainly to address Selina's obvious unhappiness.

Unfortunately, things have not worked out as well as Evaine had hoped. The new staff do not seem to know how to sell Evainity's products, and their sales results are below expectations. Additionally, one of them has already asked for a pay rise. When Evaine replied that she would have to think about it, the woman pointed out that all other retail stores in the area were paying 20 percent more than Evainity Apparel for equivalent jobs. And just as worrying, Selina is not producing any new designs.

You need to identify different aspects such as job analysis, job description, employee selection, training, employee needs and expectations, fair compensation and benefit plan.

Avoid repeating the sentences from the case and use your own words. Points will be based on the depth of discussion and explicit application of theory. "Explicit" means that you state what aspects of HR theory you think is relevant to the points you are making.