11 Chapter 11 Retail Organization and Human Resource Management RETAIL MANAGEMENT: A STRATEGIC...
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Transcript of 11 Chapter 11 Retail Organization and Human Resource Management RETAIL MANAGEMENT: A STRATEGIC...
Chapter 1111Retail Organization and Human Resource Management
RETAIL MANAGEMENT:
A STRATEGICAPPROACH,
9th Edition
BERMANBERMAN EVANS EVANS
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Chapter Objectives
To study the procedures involved in setting up a retail organization
To examine the various organizational arrangements utilized in retailing
To consider the special human resource environment of retailing
To describe the principles and practices involved with the human resource management process in retailing
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Figure 11.1 Planning and Assessing a Retail Organization: Factors to Consider
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Figure 11.1 Planning and Assessing a Retail Organization: Factors to Consider
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Figure 11.1 Planning and Assessing a Retail Organization: Factors to Consider
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Figure 11.2 The Process of Organizing a Retail Firm
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Figure 11.3 Division of Tasks in a Distribution Channel
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Grouping Tasks into JobsTASKS JOBS
Displaying merchandise, customer contact, gift wrapping, customer follow-up
Sales personnel
Entering transaction data, handling cash and credit purchases, gift wrapping
Cashier
Receiving merchandise, checking incoming shipments, marking merchandise, inventory storage and control, returning merchandise to vendors
Inventory personnel
Window dressing, interior display setups, use of mobile displays Display personnel
Billing customers, credit operations, customer research Credit personnel
Merchandise repairs and alterations, complaint resolution, customer research
Customer service personnel
Cleaning store, replacing old fixtures Janitorial personnel
Personnel management, sales forecasting, budgeting, pricing, coordinating tasks
Management personnel
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Figure 11.4 A Job Description for a Store Manager
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Classifying Jobs
FunctionalProduct diversificationGeographicCombination
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Table 11.1 Principles for Organizing a Retail Firm
Show interest in employees Monitor employee turnover, lateness, and
absenteeism Trace line of authority from top to bottom Limit span of control Empower employees Delegate authority while maintaining
responsibility Acknowledge need for coordination and
communication Recognize the power of informal relationships
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Figure 11.5 Different Forms of Retail Organization
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Figure 11.5 Different Forms of Retail Organization
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Figure 11.5 Different Forms of Retail Organization
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Figure 11.5 Different Forms of Retail Organization
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Figure 11.6 Organization Structures Used by Small Independents
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Figure 11.7 The Basic
Mazur Organization
Plan for Department
Stores
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Figure 11.8 The
Equal-Store Organizational
Format Used by Chain Stores
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Organizational Arrangements Used by Diversified Retailers
A diversified retailer is a multiline firm operating under central ownership.
Toys “R” Us, Inc.– Toys “R” Us– Kids “R” Us– Babies “R” Us
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Figure 11.9 The Organizational Structure of Toys “R” Us
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Human Resource Management in Retailing
RecruitingSelectingTrainingCompensatingSupervising
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Table 11.2 True Cost of Employee Turnover
Recruiting and hiring new employees Training costs – including management time Full pay and benefits during training, before full
productivity is reached Costs of mistakes made by new, inexperienced
employees Loss of customers loyal to departing employees Lost or damaged relationships with suppliers Employee morale and customer perceptions of
that morale
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Women in Retailing
Issues to address with regard to female workers– Meaningful training programs– Advancement opportunities– Flex time –the ability of employees to adapt
their hours– Job sharing among two or more employees
who each work less than full time– Child care
Retailing empires – Mary Kay– Avon
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Minorities in Retailing
Issues to address with regard to female workers– Clear policy statements from top
management as to the value of employee diversity
– Active recruitment programs to stimulate minority applications
– Meaningful training programs– Advancement opportunities– Zero tolerance for insensitive workplace
behavior See DiversityInc.com
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Diversity
Two premises:That employees be hired and promoted
in a fair and open way, without regard to gender, ethnic background, and other related factors
That in a diverse society, the workplace should be representative of such diversity
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Labor Law Considerations
Retailers must not* Hire underage workers* Pay workers “off the books”* Require workers to engage in illegal acts* Discriminate in hiring or promoting workers* Violate worker safety regulations* Disobey the Americans with Disabilities Act* Deal with suppliers that disobey labor laws
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Figure 11.10
A Goal-Oriented
Job Description
for a Management
Trainee
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Figure 11.11 A Checklist of Selected Training Decisions
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Compensation
$ Total compensation$ Salary plus commission$ Profit-sharing
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Employee Behavior and Motivation
Several attitudes may affect employee behaviorSense of accomplishmentLiking of workAttitude toward physical work conditionsAttitude toward supervisorsConfidence in companyKnowledge of business strategyRecognition of employee role in achieving
corporate objectives
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Style of Supervising Retail Employees
Management assumes employees must be closely supervised and controlled; only economic inducements motivate
Management assumes employees can be self-managers and assigned authority; motivation is intrinsic
Management applies self-management approach