Introduction
The dream job selected is one of a “Store Manager” while the responsible department is the “Retails Management.” I will be reporting to the Human Resources Manager, Regional Manager, and the Company’s CEO (Mader-Clark, 2013) . The basic functions for the job will comprise of administering customer services, maintaining control of cash, handling motel services, maintaining the store, as well as purchasing activities.
Minimum Requirements
To secure the job, certain minimum requirements should be met. These will comprise of a Bachelor’s Degree in Business Administration while a Retail Management Master’s Degree would be preferred with more than two years of experience as a retail marketer. It will also be essential to have skills in accounting, marketing, communication, business ethics, and have the capacity for establishing a managerial approach for the store (Sostrin, 2013) . Experience in technical skills, including databases, Microsoft Office, and others will be required.
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Preferred Qualifications
The preferred qualifications will comprise skills and knowledge in Accounts Receivables and Accounts Payable, ability to handle relationships with customers, store/motel management and administration, as well as office administration.
Special Characteristics
The special characteristics will also be required. For instance, in skills, they will comprise of interpersonal skills, bookkeeping skills, problem solving and analytical skills, and decision-making skills. Additionally, the needed personal attributes will entail trustworthiness, honesty, flexibility, cultural awareness, respectful, understands work ethics, and sensitivity (Mader-Clark, 2013) . For the store manager, it would be vital to have the vital attitudes, essential knowledge, as well as skills via practicing association in retail location.
Work Description
The vital role that the store manager will pursue will revolve around administering the services delivered to customers and offering facilities, such as offering ideal guidance to clients and greeting them appropriately. The manager will also supervise the cleaning of rooms, place orders in stores, as well as making sure that laundry duties are performed properly. Additionally, the Store Manager will ensure to maintain stock, supplies, and inventory, including the extent of groceries that need ordering, confirm these with the invoices, mark product prices, restock shelves, and ensure that cash is managed effectively among others (Mader-Clark, 2013) . Also, the Store Manager will ensure to complete store accounts, such as through recording logbook prices, ensure change returns and cash receivables are handled appropriately, administer the cash register, record visa and debit accounts, bank statements recording, and management of general ledger.
Working Conditions
The Store Manager will ensure to give optimal hours for maintaining and standing on the shelves, hence physical demand will be significantly high. The Store Manager will also need to make sure that different projects are handled one as a time in line with meeting with clients based on their request.
Compensation and Benefits Package
A manager of any store serves as the one who is accorded highest salary because of the diverse duties and responsibilities that need handling. Aside from basic cash and pay, the manager is entitled to receive additional benefits for the hard work and extra effort. In the event of retail store, the below compensation and benefits package would be vital at a minimum. Firstly, direct compensation serves as a kind of salary the manager is accorded at hand. It comprises of the basic pay that differs since each organizations adopts for paying their managers. Direct compensation also encompasses overtime worked in the event that the manager is required to work for extra time that the set hours (Biswas, 2014) . Secondly, indirect compensation comprises of the perks/benefits that managers receive because of exceeding expectations. Here, the incentives are usually incorporated, such as bon uses, commissions, stock options, and profit sharing among others. The deferred pay also serves as a form of indirect compensation, which entails savings plan, stock purchase, as well as annuity. The combination of the direct and indirect compensation makes up overall compensation in terms of cash. In addition, the organization offers special benefits to managers, which are not affiliated with the salary. These kinds of benefits include protection programs, such as medical insurance, life insurance, social security, pension, and disability income. The Pay for Time Not worked, including jury duty, sick leave, holidays, and vacations serve as special benefits (Biswas, 2012). For these special benefits, they serve as ways of offering job security for employees together with their family members to facilitate in strengthening the psychological contract that exists between the employee and the employer together with the employment relationship.
Rationale for Compensation and Benefits Package
When developing the compensation and benefits package associated with a store manager’s job, the organization needs to know that it can realize returns on investment from the position. The candidates to acquire the position need to have high-quality unification of education as well as associated knowledge and skills for serving in the capacity of the store manager that promises those kinds of high benefits and compensations. It is true that no organization would like to have inefficient individuals working for them. The company sets targets as well as workload for the workforce and later develops the structure of their salary accordingly. Thus, the compensation and benefits program adopted would not be significantly high for organizations to adopt. In diverse professional firms, managers are also provided with certification courses, which boost their business skills and credibility (Biswas, 2014). This ensures that the analytical skills of the managers are ideal for the post that they occupy.
The above serve as the requirements of the company when it comes to a store manager’s position. Upon seeing job outlook, it is possible to substantiate the plan for compensation and benefits. A store manager would need to work on a 24/7 basis, indicating that he should remain in the store fulltime. The manager is supposed to ensure that the store remains profitable and proficient. The store manager would also need to scrutinize and ensure that retail budgets, product inventory, purchasing and sales synchronize with the ones of the subordinates as well as the regional heads. The manager would also need to make sure that a lucrative marketing program as well as ideal hiring approaches is established for the store (Biswas, 2012). The manager also maintains as well as administers the software of the company while at the same time accountable for giving reports to major branch on a daily basis.
From the viewpoint of the floor manager, the store manager serves as the one undertaking merchandize rotation to make sure that products attract the patrons. The store manager is responsible for performing and assessing all the routine jobs in the store while serving as the creative leader of the team. Once all the objectives and obligations of the store manager are analyzed, it would be essential to say that the compensation as well as benefits program developed it ideal for the position.
Performance Appraisal Program for Job Assessment
When it comes to the development of any performance appraisal program, the authority figure needs to have sufficient understanding of the vital requirements that need verification in the place of duty. Having a performance appraisal is vital. Within organizations, various approaches of appraising performance exist. The common ones comprise of CIM (Critical Incident Method), MBO (Management by Objectives), BOS (Behavior Observation Scale), BARM (Behaviorally Anchored Rating Method), and 360 DPAM (Degree Performance Appraisal Method). Here, when it comes appraising the position of managers, several minority summits exist through which the organization keeps in wits before performance review (Falcone & Tan, 2013) . These comprise of performance level of an individual, job description, a ssessment of the evaluation and performance of each employee, and rating the overall performance.
The performance appraisal usually encompasses several factors related to performance. These comprise of the administration skills of the store manager regarding managing, planning, and handling issues, and eradicating any issues that might prevail within a store. The other areas assessed during performance appraisal include knowledge pertaining to work as well as the understanding of the different jobs. Furthermore, a store manager is assessed on communication capability based on the manner in which he relates with others, ability to foster teamwork, and how effectively he leads the team members. The ability of making effective decision and his understanding of challenges that might emerge and ways of handling them are also evaluated. In addition, the ability to manage expenses and ensuring that the store runs at minim costs are also assessed. Furthermore, the other areas that are targeted include skills in human resource management, capacity of controlling and reporting the performance of subordinates, and ability of taking actions independently (Snell & Bohlander, 2012) . The store manage is also evaluated in terms of knowledge concerning his job, qualities of leadership, responsiveness to employees, as well as his level of dependability within the organization.
Rationale for Performance Appraisal Program
Regarding the research as well as consideration adopted in the development of the performance appraisal initiative revolves around the idea that the initiative focused on the intense efforts that store managers employ in order to make sure that they relate well with subordinates, consumers, and the management. The performance review of the attitude of the manager, innovativeness and creativity, decision making ability, interpersonal skills, employee evaluation, problem solving capability, and teamwork skills serve as the major areas that have been put into consideration. Additionally, since a store manager would serve as a mentor, leader, as well as a coach to the colleagues and peers, he would be required to ensure that he portrays skills that are past those of store acquaintances and team members (Snell & Bohlander, 2012) . In this case, this offers a justification as to the complexity of the store manager’s performance appraisal initiative, since it comprises of other forces that are not applicable for other positions.
The company develops the performance appraisal by understanding that it would assist in reinforcing the relationship that exists with the employees and attain synchronization between strategic objectives of the business and the daily employees’ work. In this vein, the appropriate target setting would be to permit the manager to advance skills as well as categorize skills to eradicate obstacles in a timely manner (Falcone & Tan, 2013) . In this manner, it would be possible to attain both professional and personal goals promptly as well as easily.
Rewarding employees based on performance plays a critical role in terms of encouraging them to reach their target and goals. Even while it comes to the case of managers, they also have the desire of feeling victorious as well as superior in the jobs they undertake. The manager and management of the organization should assure that to realize their targets, the two should have unmistakable understanding of the responsibilities and roles they pursue. Appraising employees in the entire organization, assessing individual regularly, and transparency assists managers in terms of identifying the gaps that exist in skills and corporate competences. Here, with the assistance of performance appraisals, the organization would be able to identify any development initiatives or new training required for future human resource advancement (Falcone & Tan, 2013) . Implementing the performance management effectively will essentially benefit all the stakeholders, including the company, employees, managers, and consumers.
References
Biswas, B. D. (2012). Compensation and benefit design: applying finance and accounting principles to global human resource management systems. Upper Saddle River: FT Press.
Biswas, B. D. (2014). Employee benefits design and compensation (collection). Upper Saddle River: FT Press.
Falcone, P., & Tan, W. (2013). The performance appraisal tool kit: redesigning your performance review template to drive individual and organizational change. New York: AMACOM.
Mader-Clark, M. (2013). The job description handbook. Berkeley: Nolo.
Snell, S., & Bohlander, G. W. (2012). Managing human resources. Boston: Cengage Learning,.
Sostrin, J. (2013). Beyond the job description: how managers and employees can navigate the true demands of the job. Basingstoke: Palgrave Macmillan.
