Imagine that you are the HR manager for a retail store. Your store sells clothing, shoes, handbags, linens, etc. The company recently had its worst quarter, and you want to improve employee performance through sales of the merchandise and through offering excellent customer service. The employees are less motivated; due to the recent negative media attention the company has been getting about its earnings. You want to implement a new performance management system, modify the employees’ current behavior, and link compensation directly to performance.
Currently I work for a paramount retail department-store company, which I work as an HR manager. We sell high-end clothing, shoes, handbags, jewelry, watches, linens, etc. Due to harsh winter weather hampered sales that cause the company to report the worst fourth-quarter earnings in recent years. Upper management has made belt-tightening effort to avoid the closing of some stores but will be forced to eliminate over 1,500 jobs in the coming year. The job reductions and other actions will save about $20 million, starting this year. Based on this information the HR managers at each store was advised to take immediate action to develop an new performance management system which will modify the employee’s current behavior due to negative media attention of the company and to link compensation directly to performance.
As the HR
manager of the New York store, my immediate goal is to improve employee performance through sales of the merchandise and through offering excellent customer service. After researching other highly successful retail chains—such as Trader Joe’s supermarket and Costco wholesale clubs—records shows that each store invest heavily in their employees and is still able to offer the lowest prices in their industries, solid financial performance, and better customer service than their competitors. These chains have proven that the key to breaking the trade-off is a combination of investment in the workforce and operational practices that benefits employees, customers, and the company. Base on my analysis, I though it would be most advantageous to start surveying our customers, why they wait in-line to purchase their items by installing kiosk devices at each cash register. This will allow floor managers to address any pressing concerns that customers have identify during there shopping experience. This measure will allow floor managers to correct the issue right away and we would be able to share this information in real-time with our other stores so that changes are made at each store. Create a job description for a retail sales associate. Create an organizational behavior modification (OBM) plan to define a set of three (3) key behaviors that are necessary for job performance.
Performance Management is the means through which managers ensure that employee’ activities and outputs are congruent with organization’s goals (Bratton, 2005). In order to develop a performance management system, I thought it would be best to start with revising the current job description for the retail sales associates position. During the work redesign stages, I will gather detail information about the retail sales associates position this process is also know as the job analysis. According to the text, job analysis is the process of analyzing jobs and understanding what is required to carry out a job provide essential knowledge for staffing, Training, performance appraisal… (Noe, 2014, p. 103).
After completing the revised job description for the retail sales associate position which I worked collectively with the floor manager who supervise the sales associates we where able to limitinate certain tasks and add more responsibilities—see Job Description for retail sales associate. The new responsibilities will produce better relationship with customers and our employees. The key behaviors that are necessary for the job performance: Interpersonal skills,...
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