11-1 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall Retail Organization and Human Resource Management RETAIL MANAGEMENT:

11-1 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall

Retail Organization and Human Resource Management

RETAIL MANAGEMENT:A STRATEGICAPPROACH11th Edition11th Edition

BERMAN EVANS

1


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

2


Figure 11-1a: Planning and Assessing a Retail Organization

3


Figure 11-1b: Planning and Assessing a Retail Organization

4


Figure 11-1c: Planning and Assessing a Retail Organization – Management Needs

5


Figure 11-2: The Process of Organizing a Retail Firm

6


Figure 11-3: Division of Tasks in a Distribution Channel

7


Figure 11-4: A Job Description for a Store Manager

8


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

9


Figure 11-6: Organization Structures Used by Small Independents


Figure 11-7: The Basic

Mazur Organization

Plan for Department

Stores


Figure 11-8: Equal-Store

Organizational Format Used

by Chain Stores


Figure 11-9: The Organizational Structure of Kroger


Human Resource Management in Retailing

Recruiting Selecting Training Compensating Supervising


Table 11-2: True Cost of Employee Turnover

Costs of using fill-in employeesSeverance pay for exiting employeesCosts of hiring new employeesTraining costsCosts of mistakes and lower productivity

while new employees gain experienceCustomer dissatisfaction due to the loss of

prior employees and the use of inexperienced workers.

Lower continuity among co-workers.Poor employee morale when turnover is high.


Women in RetailingWomen in RetailingIssues to address with regard to female

workersMeaningful training programsAdvancement opportunitiesFlex time: the ability of employees to adapt

their hoursJob sharing among two or more employees

who each work less than full timeChild care

Retailing empires Mary KayAvon


Minorities in RetailingMinorities in Retailing

Issues to address with regard to minority workersClear policy statements from top management

as to the value of employee diversityActive recruitment programs to stimulate

minority applicationsMeaningful training programsAdvancement opportunitiesZero tolerance for insensitive workplace

behavior


DiversityDiversity

Two premises:1. That employees be hired and promoted in a

fair and open way, without regard to gender, ethnic background, and other related factors

2. That in a diverse society, the workplace should be representative of such diversity


Labor Law ConsiderationsLabor 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


Figure 11-10:A Goal-Oriented Job Description

for a Management

Trainee


Figure 11-11: A Checklist of Selected Training Decisions


Components of CompensationComponents of Compensation

$ Total compensation$ Salary plus commission$ Profit-sharing


Employee Behavior and MotivationEmployee Behavior and Motivation

Several attitudes may affect employee behavior Sense of accomplishment Enjoyment of work Attitude toward physical work conditions Attitude toward supervisors Confidence in company Knowledge of business strategy Recognition of employee role in achieving

corporate objectives


Style of Supervising Retail EmployeesStyle of Supervising Retail Employees

1.Management assumes employees must be closely supervised and controlled; only economic inducements motivate

2.Management assumes employees can be assigned authority and be self-managers; motivation is intrinsic

3.Management applies self-management approach


All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in

any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United

States of America.

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11-1 Retail Mgt. 11e (c) 2010 Pearson Education, Inc. publishing as Prentice Hall Retail Organization and Human Resource Management RETAIL MANAGEMENT: