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Performance Management - Research Paper Example

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These are the first person with whom customers meet when they enter a store. A proper job description of retail sales associate is given…
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Performance Management
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The key behaviors that are important for the better job performance are: Effective communication: For retail sales associates, it is necessary to convey complete information and express facts and thoughts in a clear manner. Listen and understand actively to every situation in order to respond creatively. It is essential to adjust communication style according to customers and situations. Create good relationships with customers so that they do not feel reluctant to repeat the store anytime. Inclusiveness: Interact suitably with team, business partners, employees, community and customers without considering individual traits.

Make a personal commitment to build an ever welcoming and friendly environment in the store. Ethical and tidy appearance: To gain the customers’ trust, create an environment that respects an individual and their perceptions. Treat and welcome customers with respect and dignity and demonstrate the importance of customers’ need by resolving their issues related to product or store. Tidy appearance is as importance as ethics. Untidiness in representatives’ appearance or store can cause customers to avoid enter in the store.

Behaviorally-Anchored Rating Scales (BARS): This evaluation scale appraises the employees on various performance dimensions. BARS involve six or seven performance measurements that are anchored by a multi-point scale. For example, rating specific job performance with different employees’ behavior like poor, normal, or outstanding behaviors, that are relevant to specific job (Kane, Bernardin and Wiatrowski, 2013). Behavior Observation Scale (BOS): This scale enlists the behaviors that are required to perform a specific job successfully.

These behaviors are measured based on the rate of recurrences of behaviors. It relates the job performance with the behavior by identifying frequency of employee engagement in

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