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Canada (158,081)
RMG 200 (57)
Brent Barr (19)

ch 13

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Ryerson University
Retail Management
RMG 200
Brent Barr

Ch 13: Human Resource Management and Staff Training Issues  Retailers achieve their financial objectives by effectively managing their five critical assets: o Employees o Their locations o Merchandise inventory o Stores o Customers STORE MANAGEMENT RESPONSOBILITIES  Store managers are responsible for increasing the productivity of three of the retailer’s principal assets: o Firm’s investments in its employees o Inventory o Real estate  Costs that store managers must control: o Scheduling labour o Operating and maintain their buildings o Theft  Steps in employee management process that affect store employee’s productivity: 1. Recruit and select employees 2. Socialize and train new employees 3. Motivate and manage employees to achieve store performance goals 4. Evaluate employee performance and provide feedback 5. Compensate and reward employees  Management: a strategic approach of an organization to achieve its objectives by developing policies and plans for allocating resources  Leadership: the process by which a person attempts to influence another to accomplish some goal or goals  Coaching: the activity of supporting people to achieve their goals by goal setting, training, advising, encouraging, and rewarding their successes GAINING COMPETITIVE ADVANTAGE THROUGH HUMAN RESOURCE MANAGEMENT  Human resource management can be the basis of sustainable competitive advantage for three reasons: o Labour costs account for significant percentage of retailer’s total expenses. Thus, effective management of employees can produce a cost advantage o Experience that most customers have with a retailer is determined by the activities of employees who select merchandise, provide information and assistance, and stock displays and shelves o Potential advantage, such as exceptional service, are difficult for competitors to duplicate Objectives of Human Resource Management  Goal is to align capabilities and behaviours of employees with short term and long term goals of retail firm productivity of human resources management can be measured in number of ways: Average sale per A measure that evaluate productivity by looking at thGross sales/number of transactions transaction number of transactions processed per store or department and average dollar sale per transaction Sales per A common measure of productivity that retailers use Net sales/ Number of employee employee hour by dividing net sales by the total number hours work hours worked by the employee or employees during the specified timeframe Sales per full  A method used by retailers to calculate the many Sales per full time equivalent=Net time equivalent ways in which salary costs can accumulate sales/number of full time  Full time equivalent: the relationship between net equivalents sales for a specified period of time and the number of full time equivalent employees who worked during that specified period of time Full time equivalent=(number of part-time hours worked/number of hours of full time work week)+full time employees Selling cost The relationship between sales productivity and wages Selling cost %=gross wages/Net percent and can be calculated for an individual sales persona, asales department, and the entire store Employee  Employee productivity: output generated by turnover employee activities. One measure of employee productivity is the retailer’s sales or profit divided by its employee costs  Employee turnover: number of employees occupying a set of positions during a period (usually a year) divided by the number of positions The Human Resource Triad 1. HR professionals – establish HR policies that reinforce the retailer’s strategy and provide the tools and training used by line managers and employees to implement the policies 2. Store managers – bring policies to life through their daily management of employees working for them 3. Employees – provide feedback on the policies, managing
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