Chapter 16

Question 1

the process of determining the number of employees assigned to each area of the store at each hour the store is open

Answer 1

LABOR SCHEDULING

Question 2

STORE MANAGERS’ RESPONSIBILITIES

Answer 2

Managing Employees

• Controlling Costs
• Managing Merchandise
• Providing Customer Service
• *varies dramatically

Question 3

identify essential activities and determine the qualifications of employees

Answer 3

Undertake Job Analysis

Question 4

activities and performance expectations in quantitative terms

Answer 4

Prepare Job Description

Question 5

– traditional means, government agencies, employees as talent scouts

Answer 5

Locate Prospective Employees

Question 6

application forms, references, testing, realistic job preview

Answer 6

Screen Candidates

Question 7

socializing new employees and overcoming the differences in the employees previous and new roles

Answer 7

Orientation Program

Question 8

structured program (acquire basic skills and knowledge they will need to do the job), on the job learning (assigned the job, given responsibilities, and coached by their supervisors), e-training

Answer 8

Training Program

Question 9

the process by which a person attempts to influence another to accomplish some goal or goals

Answer 9

LEADERSHIP

Question 10

Leader Behaviors

Answer 10

TASK PERFORMANCE- planning, organizing, motivating, evaluating and coordinating store employee’s activities
GROUP MAINTENANCE- activities store managers undertake to make sure that employees are satisfied & work well together
TYPES OF LEADERS – visionary, coaching, affiliative, autocratic, democratic, pacesetting, demanding
INVOLVEMENT- how much store managers involve employees in the decision making
AUTOCRATIC LEADER- make all decisions on their own and then announce them to employees
DEMOCRATIC LEADER- seeks information and opinions from employees and bases his or her decisions on this info

Question 11

EVALUATE & PROVIDE FEEDBACK

Answer 11

Who? The employee’s immediate supervisor
When? How Often? Annually or Semiannually … supplement formal evaluations with frequent informal ones
PERFORMANCE FEEDBACK- I.E. how many sales they made … based off their actual performance
PROCESS FEEDBACK- I.E. the actions they took or process they used … what they did to try and make sales
COMMON EVALUATION ERRORS
-strictness, leniency, haloing, recency, contrast, attributions

Question 12

COMPENSATION PROGRAMS

Answer 12

a compensation plan is effective when the employees feel the plan is fair and compensation is related to effort (consider amount of compensation and percentage of compensation based on incentives)

• Straight Salary Compensation
• Incentive Compensation Plans – straight commission, commission + draw, quota bonus plan
• Group Incentives

Question 13

GOAL SETTING

Answer 13

Why Set Goals? Performance improves when …

- employees know that their efforts will enable them to achieve the goals set for them by their managers
- employees know they’ll receive rewards they value if they achieve their goals

Question 14

INVENTORY SHRINKAGE

Answer 14

Shrinkage – the difference between the recorded value of inventory (at retail prices) and the value of the actual inventory (at retail prices) divided by retail sales during the period
FORMULA=
What Inventory Should Be– Actual Inventory
Sales
Sources of Shrinkage – Employee Theft (47%) … Shoplifting (32%) … Mistakes & Inaccurate Records (14%) …Vendor Errors (4%) … Unaccounted For (3%)
How To Prevent It – store design, merchandise policies, security measures (dye capsules, CTV cameras, electronic article surveillance), personnel policies, prosecution