Themai nobj

ecti
veofHRM i st
oensurethatri
ghtpersonshouldbeappoint
edatri
ghtposi
tion
accordi
ngtohisorhercali
ber,
inter
estandexper
ienceintherel
evantf
iel
d.Broadl
y,HRM i
n
ret
ail
i
nghasf ourspeci
fi
cobjecti
vestoperf
orm.

Thesear
easunder
:

1.Soci
etal
Obj
ect
ives:

Retai
li
ngi sall
aboutselli
nggoodsorservi
cesorbothtoconsumersfort
heirper
sonalorfamil
y
use.Retail
ingisperhapstheonlysect
orwheretheownerofthebusi
nesshasdir
ectint
eracti
on
wit
hitscust omers.Furt
her,r
etai
ler
sinasociet
yarethef
inalbusi
nessmeninanydist
ri
bution
channelthatli
nksmanuf act
urerstoendconsumers.

Ther efor
e,consideri
ngallthesefactors,
sociall
yandethical
ly
, i
tbecomesi mper at
ivefora
retail
ertosatisf
yt heexi
stingandwoul dbeneedsandwant soft hesociety.Theorganization,
whi chignoresthisaspect,soonmayf indit
selfoutofcompet i
tion.Keepi
ngpacewi t
ht he
mar kettrendsandcont i
nuouschangi ngfashionisanothercr
iteri
onthatretailor
ganizati
on
shoul dconsiderasapar tofthei
rsocialorganizati
on.I
nfact,societ
alobjecti
vesarebasi call
y
responsiblefortheneedsandchal lengesofsoci et
y.

ADVERTI
SEMENTS:

Whileperf
ormingsocietalobj
ect
ives,
retailersshouldtrytomini
mi zet henegativeimpactof
suchdemandsupont heorgani
zati
on.Thei nabi
li
tyoftheorganizationstouset heirr
esources
forsoci
ety’
sbenefi
tinsocialandethi
calway smayl eadtorestr
ictions.Forinstance,hav
ingno
opti
on,soci
etymayl i
mitHRdeci si
onstol awst hatenforcer
eser v
at i
oninhiringretai
lemployees
andlawsthataddressdiscri
minati
on,safetyorsuchar easofsoci etalconcern.

2.Per
sonal
Obj
ect
ives:

Whenanempl oyeej
oinsanorganizat
ion,hedoesnotcomeal one.Hebr i
ngswi t
hhimsel
f
experi
ence,at
tit
ude,
skil
l,knowl
edge,personal
ityandhet
rieshislevelbesttotakethe
organi
zati
ontozenit
h.Heseekst heorganizat
ionforr
eal
i
zationofhi spersonalgrowt
h.I
fthe
organi
zati
onrequi
resempl
oyeesf
orful
fi
ll
mentofor
ganizat
ionobject
ives,i
tbecomesimport
ant
foranorgani
zati
ontohel
pit
semploy
eestogrowfur
therandachievetheirper
sonalgoal
s.

Per
sonal objecti
vesoft heempl oyeesmustbef ulf
il
ledifaret
ailerisser
iousaboutlong-
ter
m
sur
vivalofitsorganizat
ion.Iforganizat
ionaleff
or t
sareonlydirectedtowardsprofi
t
maximization,soonerorlater,i
twillbecomedi f
ficultf
ortheretail
ingfi
rmt or
etainormaint
ain
i
tsempl oyees,resul
tingindecli
nei nturnoverandempl oyees’performance.

3.Funct
ional
Obj
ect
ives:

Retail
ingister
medashar d&r i
gorousbusiness.Thest or
eempl oyeesst
andont heirf
eetf
rom
eighttoninehour sinaday .Thejobofsalespeopl eintheret
ailoutl
eti
sphysical
lydemanding
andexpr essi
velydr ai
ning.Funct
ionalobj
ectiv
eshel panorganizati
ontosupportandenhance
theroleofitsempl oyeeswi t
hintheorgani
zationthroughprovi
sionofinf
ormation,advi
ce,
facil
i
tiesandtraining.

Simplyst at
ed, f
uncti
onalobjecti
vesattempttouphol d(sustai
n)thedepar tment ’
scont r
ibut
ion
atalevel suit
abletotheorganizati
on’
sneeds.Al lt
heef f
orts,poli
ciesandr esourcesspenton
HRwi l
l gowast eincaseHRM i nanor gani
zationisfoundtobemor eorlesssophi st
icated.
Therefore,itbecomesimper ati
veont hepartofHRmanagert oadj usti
tsHRt hatshouldexactl
y
meetitsor ganizat
ion’
srequirements.Furt
her,thedepartment ’
slevelofservicemustbet ai
lor
ed
tofi
ttheor ganizat
ionitserv
es.

4.Or
gani
zat
ional
Obj
ect
ives:

Organi
zati
onalobject
ivesident
ifythej
obofHRM i nbr
ingi
ngaboutorganizati
onalover
all
eff
ecti
veness.I
tinvol
vesHRpl anning,
maintai
ninggoodrelat
ionswit
hempl oyees,sel
ect
ion,
tr
aini
ng&dev el
opment ,apprai
salandassessment.HRM assi
ststheorganizat
iontoachi
eveits
pri
maryobjecti
ves.

Iti
sthedepar t
mentt hatco-
or dinat
estheacti
vi
tiesofr
estoftheorganizati
ontoachieve
organi
zati
onal mi
ssion.Ther efore,
anastut
eretail
erwi
lli
nfusepassionforsuccessinits
employees.Ift
hestor estaf
fi sactual
l
yonthecompany ’
spayr ol
l,r
atherthanoutsourcedfr
om
agenci
es,therewil
lbegr eatercommi tment.