“Performance management systems, which typically include performance appraisal and employee development, are the “Achilles’ heel” of human resources management. They suffer flaws in many organizations, with employees and managers regularly bemoaning their ineffectiveness” (Pulakos, 2004). Performance management involves planning, and employee input to determine methods and techniques to improve the performance of employees and align these improvements with organizational goals. In this paper, the internal and external job roles and responsibilities of retail sales associates will be highlighted, an organizational modification plan that can be used to encourage specified behaviors in the retail sales associate capacity, methods for measuring employee job performance, methods of obtaining feedback from employee and methods that are useful for company leaders to reinforce positive behaviors, and legal and ethical issues that may impact performance management systems.
Sales Associate Job Role and Responsibilities
The duties of a retail sales associate include several tasks that surround the concepts of customer service delivery, and sales. Below is a list that includes but is not limited to the internal and external expectancies of a retail sales associate:
Retail salespersons are responsible for producing an environment that is based on sales by ameliorating the product buying experience. Retail sales associates are also responsible for the initial contact with customers that powers the sales lifecycles of products through demonstrations and sales.
The internal duties of a retail sales associate include the following:
Through direct salesmanship, customers are provided with excellent, timely, and chivalrous service.
Customer service assistance by answering questions regarding products, services and policies that are offered by the organization, and adhering to the needs and purchases warranted by the customers and that fall within the organizational policies and procedures.
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Developing and shaping relationships with customers and co-workers that are successful.
The completion of sales and business transactions in an efficient and rapid manner.
Promoting and leading social media tactics to enhance organizational productivity.
Tidying the shelves, and tables were merchandise is displayed.
Welcoming customers who visit the store in an inviting and respectful manner.
Identifying customer requirements and attempting to adhere to these requirements as much as possible.
Arranging and organization of merchandise that is going to be displayed to customers.
Supporting customer's decision-making process with valuable information about the products and services that are offered.
Conducting physical inventory counts in assigned retail section of the store, ad when shipment arrives from the store.
Practicing visual merchandising procedures and requirements based on store policies and procedures.
Creating appealing merchandise visualizations that attract customers.
Ensuring that customers receive receipts on all purchases.
Assisting customers when trying on merchandise.
Being attentive to theft and monitoring activity in the store that is relate to these types of activities.
The external duties of a retail sales associate include the following:
Serves as a representation of the organization by performing tasks and duties that do not defame or intentionally harm the organization’s reputation, or production
Does not engage in acts of bribery, or unethical behavior that is direct violations of the organization’s ethical code of conduct or anti-briery policies.
Organizational Behavior Modification Plan
Before delivery four behaviors that need to be modified, it is most appropriate to define what organizational behavior modification actually is. “Organizational behavior modification (OBM) is the application of principles and techniques developed from studies of learning to management of behavior in organization” (Scott, Swan, Wilson, & Roberts, 1986) There are several steps that have to transpire in organizational behavior modification before a behavior can actually be modified. These steps include identification of the behavior that requires change; monitoring the frequency of the behavior, identify the causes and the consequences of the behavior, applicable interventions that can be used for the behavior, and methods to evaluate the progress.
Retail Sales Associate Behaviors
Four behaviors that are necessary to be an efficient and effective retail sales associate are the ability to communicate in a positive manner; being knowledgeable about products and services that are offered by the employer; positivity, and the ability to multitask. Positive reinforcement is the best approach to modifying behavior. When retail sales associates have diverse and positive communication skills they are able to better assist customers by explaining products and services that the organization offers. This is significant because it develop customer loyalty and a sense of security in the service that customers receive and the products and services that they are investing in. being knowledgeable about products and services is also vital in the retail sales associate position because it displays that retail associates are capable of communication with customer (Wile, 2016). The third behavior is positivity. Being positive and upbeat is important to attracting customers because it displays that the retail associate have excellent interpersonal skills. Interpersonal skills help to make customers feel valued and ameliorate the opportunities of them returning to the store. Overall, interpersonal skills develop customer loyalty. Lastly, the ability for retail sales associates to multi task is significant because it enhances the customer service experience while concurrently ensuring that the retail sales associate accomplishes several tasks concurrently.
Measuring Employee Performance
A customer-focused method will be the most applicable approach to measuring the job performance behaviors for retail sales associates. Two customer-centered approaches that will be used to measure employee performance are results/outcomes, and customer dissatisfaction. The results/outcomes measure will measure is applicable to measuring job performance skills because it will identify areas of weakness that exist in retail sales associates custom service. Factors such as customer complaints, customer compliments, and awards received from customers, and recommendations for retail sales associates (Management, 1997). For this reason the results/outcomes method is applicable in identifying retail sales associates strengths and weaknesses. The strengths can be incorporated into future trainings and can also asset upper level management in determining which retail associates deserve rewards and recognition for their customer service efforts, and the weaknesses display the areas of improvement that the retail associate may need training or coaching on. The second approach that will be used to measure employee job performance is customer dissatisfaction. Customer dissatisfaction is important to determining what the customer did not find enjoyable about the service that was provided to him or her. Customer satisfaction can come in the forms of negative feedback or simply by not coming back to the store. It is also important to develop an understanding of why the service that was received was not to the satisfaction of the customer because customer dissatisfaction can give management guidance on areas where training and retail sales associates need to be improved.
Useful methods for Company Leaders to reinforce Positive Behaviors
The useful methods that leaders in organizations can use to reinforce positive behavior are for leaders to exhibit behaviors that encourage positive behaviors such as inspiration, trust, and collaboration. Leaders who have high energy and who are passionate about their work can accomplish inspiring employees to engage in positive behavior. The two leader characteristics when coupled with goals can inspire employees to reciprocate the same behavior that is exhibited by leaders. Trust is significant in the supervisor/employee relationship because with trust a rapport can be build between the leader and the employee that displays consistency, and establishes loyalty. ‘Finally, trust can be built from a leader’s rock-solid honesty and integrity.” (Folkman, 2010). When employees have trust in their leader, they are capable of developing a positive attitude that exhibits honesty and integrity. This also builds the confidence levels that employees have in their leaders and their work ethics also. Lastly collaboration. When managers and supervisors display a team-oriented nature towards their employees and collaborate with them; this develops a support system for the employee that also enhances the trust and employee loyalty that further encourages positive behaviors such as regular attendance, teamwork, and achievement of personal and organizational goals.
Legal an Ethical Issues that May impact Performance Management Systems
Three ethical and legal issues that impact performance management systems are manger biases, leniency, and lack of objectivity. Biases can stem from individual difference that exists between the manager and the person whose performance is being monitored or assessed. This results in appraisal ratings that are low or altered to the point where it has a detrimental impact on the appraised employees ability to promote or get a raise. Not only does it have the aforementioned impact, it is also deemed illegal because the manager who is conducting the appraisal is basing the scores on their personal mental representations of the person that is being evaluated opposed to assessing the person based on his or her performance. Overall, personal biases can influence ones ability to conduct the appraisal in a fair and adequate manner.
The second ethical issue that also has legal ramifications is leniency. Leniency is occurs when employees’ appraisal scores are at a higher rating them what they actual deserve. According to Rao (2004) “This behavior is often motivated by a desire to avoid controversy over the appraisal. It is most prevalent when highly subjective (and difficult to defend) performance criteria are used, and the rater is required to discuss evaluation results with employees.”(p 250). Leniency is also attributed by the discomfort that the appraiser may experience while conducting the appraisal. This can also cause deficiencies in giving the individual a grandiose score because it promotes employees who do not meet the expectations and does not reward or recognize the deserving employees for their job performance capabilities.
The third ethical issue is the lack of objectivity of the appraiser. The lack of objectivity occurs when management systems contain measured components that do not have a relationship with the person that is being appraised job duties and performance. This can be devastating to the appraisal process because the person that is being evaluated is not capable of performing well or being properly assessed because they cannot readily identify with the concepts that the performance measure is evaluating. Therefore, the person who is being evaluated is not warranted the proper score. This can ultimately limit them in promotional advancement, and the ability to be efficiently recognized for their applicable job duties. Hence, lacks of objectivity do not recognized nor assess the employee for his or her assigned job duties.
Conclusion
Retail salespersons are responsible for producing an environment that is based on sales by ameliorating the product buying experience. Retail sales associates are also responsible for the initial contact with customers that powers the sales lifecycles of products through demonstrations and sales. Before delivery four behaviors that need to be modified, it is most appropriate to define what organizational behavior modification actually is. “Organizational behavior modification (OBM) is the application of principles and techniques developed from studies of learning to management of behavior in organization” (Scott, Swan, Wilson, & Roberts, 1986) Four behaviors that are necessary to be an efficient and effective retail sales associate are the ability to communicate in a positive manner; being knowledgeable about products and services that are offered by the employer; positivity, and the ability to multitask. Positive reinforcement is the best approach to modifying behavior. A customer-focused method will be the most applicable approach to measuring the job performance behaviors for retail sales associates. Two customer-centered approaches that will be used to measure employee performance are results/outcomes, and customer dissatisfaction.
The useful methods that leaders in organizations can use to reinforce positive behavior are for leaders to exhibit behaviors that encourage positive behaviors such as inspiration, trust, and collaboration. Three ethical and legal issues that impact performance management systems are manger biases, leniency, and lack of objectivity. Biases can stem from individual difference that exists between the manager and the person whose performance is being monitored or assessed. The second ethical issue that also has legal ramifications is leniency. Leniency is occurs when employees’ appraisal scores are at a higher rating them what they actual deserve. The third ethical issue is the lack of objectivity of the appraiser. The lack of objectivity occurs when management systems contain measured components that do not have a relationship with the person that is being appraised job duties and performance.
References
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Folkman, J. (2010). Top 9 Leadership Behaviors ThaT drive empLoyee CommiTmenT. Retrieved May 28, 2016, from enGer | FoLkman: http://zengerfolkman.com/wp-content/uploads/2013/05/ZFA-9-Behaviors.pdf
Management, U. S. (1997). Improving Customer Service through Effective Performance Maangement. United States Office of Personnel Management.
Pulakos, E. D. (2004). Performance Management: A roadmap for developing, implementing and evaluating performance management systems. Alexandria: SHRM Foundation.
Rao, T. V. (2004). Performance Management and Appraisal Systems:HR Tools for Global Competitiveness. SAGE Publications Pvt. Ltd.
Scott, R. A., Swan, J. E., Wilson, E. M., & Roberts, J. j. (1986). Organizational Behavior Modification: A General Motivational Tool for Sales Management. Journal of Personal Selling & Sales Management , 61-70.
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