Assignment 8

Questions:

1. Cite at least five objectives a large fitness center chain should establish

when setting up its organization structure.

The goal of a retail company is to ensure the needs of its target market, management

and staff in an efficient and productive manner. The required goals for the large fitness

chain shall include:

● Responding to the unique needs of fitness store customers at any specific

location they have.

● Having clearly defined staff procedures

● Guaranteeing the execution of the tasks in question

● Elimination of corporate redundancies

● Maximizing contact between workers and management

2. Why are employee needs important in developing a retail organization?

Management needs to analyze the needs of workers to be questioned, to feel safe and

valued, and so on. Many who feel that their roles are questioned, treated equally,

rewarded for good results, and feel that they are on a clear career path, etc., should be

more highly motivated and conscientious. Promoting from inside, designing on-going

training programs, empowering workers through clear metrics and ensuring appropriate

health benefits are ways in which retailers can meet the needs of workers.

3. Are the steps involved in setting up a retail organization the same for small

and large retailers? Explain your answer.

The measures for both small and large retailers are identical. The small retailer,

however, has no departmentalization, no branch divisions, and less specialization. The

small retailer also needs to have an agency to manage all functions.

4. Describe the greatest similarities and differences in the organization

structures of small independents, chain retailers, and diversified retailers.

The biggest similarity in the organizational structure of small independents, chain

retailers and diversified retailers is that the overall authority of the company is

centralized, i.e. all the operations of the organization are managed by the owner or the

manager of the organization. Whereas the main difference in the organizational

structure of small independent retailers is that the functions within the company , i.e. the

operating activities, are different for all three types of retailers.

5. How can retailers attract and retain more women and minority workers?

We all understand that retailers have made quite a lot of strides in women's career

development. Women have more job opportunities in retail than ever before, as the

following examples indicate. Mary Kay Ash (Mary Kay cosmetics), Debbi Fields (Mrs

Fields' Cookies) and Lillian Vernon (direct marketer) have created retail empires. As of

2016, women were Chief Executive Officers of 21 of Fortune 500 companies and/or

Board Chairs of such U.S.-based retailers as Enterprise, Home Shopping Network,

Ross Stores, Sam's Club, and Victoria's Secret. Retailers will recruit and retain women

and minority employees by making strong policy statements from top management on

the importance of employee diversity. Engage in aggressive recruiting programs to

stimulate minority applications, have effective training programs, have development

opportunities and provide zero tolerance for insensitive actions in the workplace.
6. How would small and large retailers act differently for each of the

following?

a. Diversity

Diversity, labor laws and privacy should be expressed in the

implementation of the procedure. There are two premises for both large

and small firms: (1) workers must be employed and promoted in a fair and

open manner, without regard to ethnicity, ethnic origin and other relevant

factors; and (2) the workplace should be indicative of such diversity in a

diverse society.

b. Recruitment

Recruitment is an operation in which a retailer produces a list of work

applicants. Recruiting. Many retailers have a profession or a work section

on their website, and some sections are as elaborate as the overall pages.

Retailers rely on educational institutions, advertisements, walk-ins (or

write-ins), websites (including social media) and employee referrals for

smaller retailers that have access to entry-level sales jobs. With larger

middle-management retailers, retailers rely on job agencies, rivals,

advertising and employee referrals.

c. Selection

Next, the organization hires new workers by matching the attributes of

prospective employees with unique work requirements. Employment

analysis and definition, application blank, interviewing, checking

references, and physical inspection are resources in the process; they

 should be combined. Small companies prefer to recruit candidates on the

basis of their results during interviews. Large companies may have

several stages: applicants who excel at the interview stage may then be

expected to perform psychological tests (to measure personality, intellect,

interest, and leadership) and/or performance tests (to measure acquired

knowledge). Some retailers — large and small — use computerized

program blanks and testing to save time and run more efficiently. Advance

Auto Parts, Babies "R" Us, Best Buy, CVS, Family Tree, Lowe's, and

PetSmart are among those in-store kiosks that allow people to apply for

work, complete applications, and answer questions. This speeds up the

process and attracts applicants. Many retailers collect references from

candidates that can be reviewed either before or after an interview.

References are contacted to see how readily they recommend the

applicant, to verify the honesty of the applicant and to ask why the

applicant has quit a previous job. Mail and phone checks are cheap , quick

and convenient.

d. Training

Any new employee should receive pre-training, indoctrination on the

history , culture, and policy of the organization, on-time orientation, pay,

chain of command, and on-the-job duties. New recruits should be exposed

to co-workers; encouraged to develop relationships with a diverse network

of co-workers; and provided with tools , resources and expertise to be

effective and productive. Training can vary from 1-day sessions on the
 operation of a computerized cash register, personal sales tactics, or

compliance with affirmative action programs to 2-year executive programs.

For small retailers, short-term training needs can be defined by calculating

the difference between the skills that they require.

The employees already have the skills needed by the organization (for

each job). This training should prepare workers for future work rotations,

promotions and changes in the business. A longer training plan helps the

organization to recognize potential needs and prepare staff accordingly.

Computer-based training software is available from a number of suppliers

for the large business. For example, TiER1 Performance Solutions has a

range of modules that have been used to train retail workers in areas such

as point-of - sale systems, work schedules, customer care, manager

training, store operations, product management, and more. CDW, Kroger,

Macy's, McDonald's, Petco, and Wendy's are among its many customers.

e. Compensation

Complete direct monetary compensation such as wages, commissions

and bonuses and indirect payments such as paid holidays, health and life

insurance and retirement packages should be equitable to both the retailer

and its employees. Few companies often have a profit-sharing scheme to

help empower workers. Smaller retailers also pay salaries, fees, and/or

incentives and have less marginal benefits. On the other hand, larger ones

usually pay wages, fees, and/or incentives and provide more marginal

benefits.
 f. Supervision

Supervision is a way to have a work environment that supports the

success of employees. The objectives are to oversee staff, achieve good

results, preserve morality, inspire people, monitor costs, interact and solve

problems. The supervision shall be provided by personal communication,

meetings and reports. Proper management is required to ensure the

superior performance of employees. For smaller companies, minimum

requirements can often apply to the work environment, including a healthy

place of work; equal treatment for those with the same jobs; some

flexibility in company policies (such as not

Docking pay if a person is 10 minutes late; an even-tempered boss; some

freedom of clothing; a reasonable salary package; simple fringe benefits

(such as sick time and medical coverage) direct communications; and

work security. For bigger corporations, they could have preferred priorities

linked more to the work environment than to the work environment. They

are focused on whether an employee enjoys a job, is rewarded for good

work, feels a sense of accomplishment, is motivated to make decisions, is

trusted, has a set career path, earns enhanced rewards when work is

outstanding, and is given a chance to learn and develop.

7. Why are the job description and the application blank so important in

employee selection?

The standard job description includes the title of the position, the relationship (superior

and subordinate) and the basic responsibilities and tasks. However, the use of a
conventional definition alone has been criticized. It may restrict the nature of the work,

as well as its authority and responsibility; it may not allow an individual to grow; it may

restrict activities to those listed; and it may not explain how the work is organized. In

addition to the conventional description, a goal-oriented job description is important

because it lists the basic tasks, the relationship of each job to the overall objectives, the

interdependence of roles and the flow of knowledge. A blank application is typically the

first method used to test applicants. It is relevant because it offers information on

education , experience, health, reasons for leaving a previous job, outside interests ,

hobbies and references. It is typically short, needs little comprehension, and can be

used as a basis for interview research. With a weighted application blank, variables that

have a high relationship to job performance are given more weight than others.

Retailers using this form evaluate current and past performance of employees and

assess the parameters (education , experience, etc.) best associated with job success

(as assessed by longer length, better performance, etc.). After the weighted scores are

awarded to all work applicants (based on the data they provide), the minimum total

score becomes a cut-off point for recruiting. The successful application of blank helps

retailers in minimizing turnover and choosing high achievers.

8. What is the purpose of the document derived from the process of job

analysis?

Purpose of the Labor Study. The aim of the Job Analysis is to develop and record the

'job-relatedness' of employment practices such as preparation, selection, compensation

and performance evaluation. The purpose of the document derived from the job

analysis process is to provide the retailer with a good information package for the
selection of staff. Retailers can usually use job descriptions, application blanks,

interviews and reference tests. Follow-up interviews, psychological and performance

assessments, and physical examinations rely on the retailer and the job.

9. In a retail environment, how would you distinguish between pre-training

and on boarding? Why are they both necessary?

There are two distinct facets of preparation and onboarding, but they need to coexist.

Pre-training is an indoctrination of the history , culture, and policies of the company,

hourly work orientation, salary, chain of command, and duties of jobs. The technicalities

or activities of the job shall be covered by the training. It discusses procedures on how

to complete tasks, how to use software and equipment; basically, how to do a job while

on board refers to a method in which new employees develop the experience , skills

and behaviors needed to excel in their new job. It's about integrating with other staff ,

management and corporate culture. One can not exist without the other, but in order to

be efficient, they must complement one another. A well-designed on-boarding process

will evolve over a year — from a new employee orientation to continuous improvement.

This should be customized for the unique positions and locations of the job and make

the employee feel welcome. One can not exist without the other, but they must

complement one another in order to be productive. Throughout the year, a

well-designed on-boarding process would evolve from a new employee orientation to

quality improvement. For unique job functions and locations, it should be revised to

make the employee feel welcome.

10. Distinguish between straight salary and straight commission, identifying

the pros and cons of each form of compensation.

A worker shall be paid a fixed amount per hour, week, month or year for a straight-time

wage.

Pros:

● Recorded expenditure

● Safety of employees

● Regulation for retailers

Cons:

● Retailers' inflexibility

● Opportunity of decreased performance

● Costs set

In the case of direct commission, earnings, such as sales volumes, are directly related

to efficiency.

Pros:

● Retailers' versatility

● No fixed costs

● The reward for staff

Cons:

● Low earnings risk

 ● Variability of costs

● Lack of employees' earning limits

11. How would you describe the minimum expectations of an employee that

are fundamental to their job satisfaction? Explain your answers.

Establishing minimum job requirements is an essential responsibility that is neglected

by many business owners. Setting the goals of employees will eliminate or reduce

ambiguity and increase the probability that employees will succeed in achieving the

objectives set for them. Each worker should expect the following attitudes to be

maintained at the workplace:

● To show an attitude that is positive and respectful.

● Working with honesty and justice.

● Reflect the company in a professional manner.

● To carry out their work on the basis of a fair, acceptable norm.

● Keep a decent presence.

● Act in a professional manner, even though away from service.

● Follow fixed policies and procedures when dealing with problems or problems.

In order for workers to have to satisfy their supervisors, the following expectations are

not only important but also mandatory by law:

● Proper planning, assistance and leadership;

 ● Prompt and accurate payment of wages

● Safe and healthy working conditions

● Full disclosure and clarification of positions, company practices and processes

● Regular feedback on outcomes from superiors or managers

12. If you were a retail store manager, what steps might you take to empower

your workers?

The steps I must take to inspire my employees as a retail store manager is to provide a

clear vision for my employees by setting realistic expectations and creating a

reasonable working atmosphere. Another step is to encourage self-improvement, to

strengthen the business as a whole. My third step is to promote and enable vacation

time for my employees. I believe that if they were well-rested and rejuvenated, my

workers would probably be more productive and better off at work. My fourth step is to

recognize and reward reward efforts. This is how my workers are inspired by their

respective assignments. This will ensure continued high-quality work in the future, and

they will be more happy at work. The next step is to make sure that I listen to their

concerns. Not only should I welcome open feedback and suggestions from staff, but I

should also be there to listen to any issues or concerns they might have. This will make

them feel heard and motivated. Employee empowerment is meant to enable them to

feel confident and bold enough to take the opportunity to make their own decisions.

Web-Based Exercise
 1. Visit the career-based Web site that Debenhams has dedicated to graduate

and non-graduate careers (http://debenhams-careers.com/). The

department store chain has been operating for 200 years. What do you

think of this site as a mechanism for attracting new graduates and

non-graduates to the company?

They can use this mechanisms in order to lure the new and non graduates to their

company:

● Make the most of online screening solutions

This younger generation was born with a smartphone in their hand; use the technology

to communicate your message and show off your branding. Ensure that the online

recruiting process highlights the fact that the company can use technology to innovate.

Bear in mind that the candidate's experience should be smooth and engaging and, most

importantly, provide them with input in exchange for their time-investment.

● Personalize the approach

Taking into account the effect of the characteristics of graduates on their perceptions of

their first job and work place, employers should personalize their graduate selection

programmes. This shows that you are versatile, open and able to address particular

needs where possible.

● Be straightforward on what you're expecting and what you can deliver.

As much as as soon as possible in your curriculum as ads, be specific on what you can

give to your graduates. Lack of clarification can lead to uncertainty and unreasonable

expectations about the employer's offer1. Also, stop over-selling if you can not make a

commitment to keep your promises. Finally, economic prospects and career growth
opportunities are critical for current young graduates2; therefore, emphasize the

opportunities you have provided for development , career paths and extrinsic rewards.

● Show that you care about it

Show that you care about your employees, their job satisfaction and their career growth.

It is important to develop the confidence and skills of young workers when it comes to

the collaboration needed to address the challenges of the digital workplace3. Young

graduates are usually less loyal to a single organization. If you want to retain them, you

will need to show from the outset that you respect their dedication to your business, as

well as their mission and values.

● Highlight the work-life balance measure

Graduates joining the workforce today are much more likely than those of their

predecessors to pursue a work / life balance. To distinguish yourself, you need to show

them that you can deliver flexible hours to suit their need to balance work and play.

● Emphasize social responsibility

As an employer, you can better attract young graduates if you carry out your mission

and support society as a whole. Many in this demographic are searching for purposeful

positions and relevant job experience, so make sure you convey this in the recruiting

process