Posted: August 18th, 2015

Performance Management

You are the HR manager for an upscale retail store that sells clothing, shoes, handbags, and other accessories. Due to the economic downturn, the company has experienced a significant reduction in earnings, resulting in the layoff of a number of retail sales associates. Business seems to be rebounding, but you are concerned about the performance of the retail sales staff. The CEO has requested that you recommend ways to increase sales and customer service. You believe that implementing a performance management system may help modify employee behavior and improve results.

Write a four (4) page paper in which you:

1. Thoroughly create a job description for a retail sales associate, which includes the most significant components necessary to describe the job both internally and externally.

2. Thoroughly create an organizational behavior modification (OBM) plan to define five (5) key behaviors that are required for successful job performance as a retail sales associate. Thoroughly suggest the significant ways that your plan will benefit the organization.

3. Thoroughly specify four (4) ways that you would measure whether current employees exhibit the key job performance behaviors. Thoroughly propose four (4) methods that you could use to inform employees of the new performance standards.

4. Thoroughly outline a plan with four (4) methods of providing feedback to employees. Include the frequency with which the feedback will be provided. Thoroughly propose four (4) actions company leaders should take to reinforce positive employee behaviors.

5. Thoroughly examine at least four (4) key legal and ethical issues that could potentially impact the performance management system. Thoroughly support your response with specific examples of the identified issues’ possible effects on the performance management system.

6. Use at least six (6) quality academic (peer-reviewed) resources in this assignment. Note: Wikipedia and other Websites do not qualify as academic resources.
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