Performance Management
Retail sales associate job description
National Center for O*NET Development (2015), retail associate job description:
Title: Retail sales associate
Purpose: Market and sell merchandise to consumers
Responsibilities: Describe merchandise and explain use, operation, and care of merchandise to customers. Recommend, select, and help locate or obtain merchandise based on customer needs and desires. Compute sales prices, total purchases, and receive and process cash or credit payment. Prepare sales slips or sales contracts. Maintain knowledge of current sales and promotions, policies regarding payment and exchanges, and security practices. Place special orders or call other stores to find desired items. Watch for and recognize
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A poorly implemented performance system can cause various liability matters such as charges of discrimination. It is important to establish and implement a performance system that is consistently fair and just across the board.
Unjust dismissal I an ongoing issue that affects performance management system. If a manager utilizes the appropriate documentation and communicates to the employee the deficiency, corrective action and further action if the behavior continues, a reduction in unjust dismissal can be achieved. For example, if an employee is consistently late for work, the manager should counsel( document warning) the employee and inform them that if the behavior continues, addition action will be taken. However, if the supervisor only verbally warned the employee instead of documenting each incident. The employee can challenge the company in court under unjust dismissal. Failure to document incident will negatively impact the employer defense in court. The email and internet are the primary means of communication in most
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Monitoring the workplace helps protect the company, maintain efficiency, and productivity; reduce personal usage of computers. An employer need educate and ensure employees are aware of the monitoring.
For example, companies that make the appliances monitor employees cite uses for their products to stop leaking sensitive information, violating company policies, limit legal liability, and to control and recover lost crucial communications to name a few(Yerby, 2015).
References
Yerby, J.(2013). Legal and ethical issues of employee monitoring. Online Journal of Applied Knowledge Management. Retrieved from http://www.iiakm.org/ojakm/articles/2013/volume1_2/OJAKM_Volume1_2pp44-55.pdf
National Center for O*NET Development. 41-2031.00. O*NET OnLine. Retrieved November 19, 2015, from http://www.onetonline.org/link/summary/41-2031.00
Scott, R. A., Swan, J. E., Wilson, M. E., & Roberts, J. J. (1986). Organizational Behavior Modification: A General Motivational Tool for Sales Management. Journal Of Personal Selling & Sales Management, 6(2), 61.
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P.M. (2014). Fundamentals of human resource management (5th ed). New York, NY:
Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2014). Fundamentals of human resource management (5th ed.). New York, NY: McGraw-Hill Education.
An employer also should restrict an employee’s access to the internet or access to certain web sites, or prohibit the use of personal work computers. As a result, there is no right to claim privacy against your employer for monitoring or restricting your use of the internet. Having an internal regulation could avoid the personal use of a computer in the workplace, the employers are the owners of the computers, and they are also the owners of the data transmitted to and from the computers, regardless of the source. Another reason that justifies the employer's ability to control the use of the computer in the workplace is the security of their internal systems. Computer systems can be vulnerable to viruses and other types of technological problems if employees are downloading information and Internet programs, or other potentially harmful materials. Security can also be a problem in that employees can violate the company's confidentiality rules. By monitoring the use of the personal Internet, employers can prevent employees from being the means of disseminating confidential information about the company to the
Torrington, D., Hall, L., Stephen, T., and Atkinson, C., 2011. Human resource management. 8ed. Essex: Pearson.
Townsend, A. M. & Bennett, J. T. (2003). Privacy, technology, and conflict: emerging issues and action in workplace privacy. Journal of Labor Research, 24(2), p. 195. Retrieved October 19, 2004, from EBSCOhost Database.
In this particular case, the firm collects a wide variety of information on its employees. For current employees, the focus is through workplace cameras, monitoring internet traffic through workplace computers, GPS tracking on employer vehicles. Prospective employees are analyzed by pre-employment personality tests and background checks. There are certain guidelines as far as what information can be collected and used against an employer. Focusing more on employer monitoring at the workplace would give a better insight on what can and cannot take place. Further, we will look into the risk that employers c...
There are a range of strategies managers could use to minimise instances of dysfunctional discrimination occurring in their workplace. These selected strategies aim to reduce the frequency of dysfunctional discrimination, rather than the severity. Some of these strategies include; a discrimination audit, enforced policies, selection procedures, and providing an effect complaint handling system.
In conclusion whether employees should have the right to privacy in the workplace or not, is an issue. But there are many arguments in favor of employee privacy, but there are also strong reasons why an organization simply cannot grant this right to its workers. These reasons consist of: financial loss and information security. The use of tracking software in systems is ethical because this serves the greater good in respect to the general public. The principle that needs of the many outweigh the needs of the few over one is the cornerstone of the ethics that rule this society. (Yerby (“Nine theories of ethics that rule the world”))
Ruddell (2004), “It is wise at least to question someone’s honesty if that person acts confused about a clear ethical issue” (p. 68). However, because there was not an open line of communication between Laura and the employees not that she has to have one when running her business, a misunderstanding was created in the process. . Thus creating a break down in the trust of the employer and employee. Yes, the employees had a right to their privacy in the work when there was no prior knowledge or consent to being monitored or tracked. The employee should have also not been misusing the company’s time or property for personal use without consent. The employee also violated Laura’s trust by using the company’s vehicle without her
25 Privacy Rights Clearinghouse (2002) Employee Monitoring: Is There Privacy in the Workplace? . (6/3/2004)
Privacy Rights Clearinghouse. (2006, February). Employee monitoring: Is their privacy in the workplace? Retrieved September 22, 2006, from http://www.privacyrights.org/fs/fs7-work.htm
One type of surveillance is employee monitoring. Many employers monitor their workers’ activities for one reason or another. Companies monitor employees using many methods. They may use access panels that requires employees to identify themselves to control entry to various area in the building, allowing them to create a log of employee movements. They may also use software to monitor attendance and work hours. Additionally, many programs allows companies to monitor activities performed on work computers, inspect employee emails, log keystrokes, etc. An emerging methods of employee monitor also include social network and search engine monitoring. Employers can find out who their employees are associated with, as well as other potentially incriminating information. (Ciocchetti)
Sometimes there is no middle ground. Monitoring of employees at the workplace, either you side with the employees or you believe management owns the network and should call the shots. The purpose of this paper is to tackle whether monitoring an employee is an invasion of privacy. How new technology has made monitoring of employees by employers possible. The unfairness of computerized monitoring software used to watch employees. The employers desire to ensure that the times they are paying for to be spent in their service is indeed being spent that way. Why not to monitor employees, as well as tips on balancing privacy rights of employees at the job.
With increased technology development, employee monitoring has become a controversial topic over the past few decades. Traditional employee action and management changed during this time. Misuse of company property, decreased productivity, and workplace violence are the main reasons for monitoring employees. Additionally, the rising need and use of technology fostered the need of monitoring daily activities and heightened the pressure between the employee privacy and management rights of the employers. Despite posing both legal and ethical issues, employee monitoring functions to protect both employees and employers.
But, these laws always changing, depending on the work setting or policies set by any specific organizations. Because there are so many different work environments, each claim of privacy has to be evaluated based on the actual conditions of the workplace (Smith & Burg, 2015). This is why policies must be set according to the CEO needs. If the organization does not allow the use of the internet for any personal use, than the employee must follow such guidelines. This eliminates employee privacy right violations, because the policy will informs them of the monitoring during the hiring
One of the most important resources of any organization is its employees, the human resource. This makes it very important that these resources are properly managed; so that they thrive and grow along with the organization. People stream defines performance management as “A process for establishing a shared workforce understanding about what is to be achieved at an organizational level. It is about aligning the organizational objectives with the employees’ agreed skills, competency requirements, development plans and the delivery of results. The emphasis is on improvement, learning and development in order to achieve the overall business strategy and to create a high performance work force”. The performance management process involves various stages such as goal setting, skills development, performance measuring against the set goals, mentoring/coaching to enable employees to focus and achieve their goals followed by assessment of performance and any further development plans as required. Let us look at these steps one by one.