Nordstrom and Performance Goals

Nordstrom -- Performance Goals Nordstrom: Performance Goals Because of the performance goals at Nordstrom, and the way in which the company promotes such an open atmosphere, there are both positive and negative impacts. The openness of the atmosphere includes the sales figures of every associate, which are posted twice each month for all associates to see. This encourages competition, but yet the company also wants the employees to work together as a team (Chance, 2003).

On the surface, the idea of both competition and working together seem like they would be counterintuitive, and that they would not make a good match (Chance, 2003). Nordstrom is working to change that. However, it does not seem that this is the best type of reinforcement schedule for everyone. The top-performing employees are rewarded, while those who do not perform well can experience guilt, shame, jealousy, anger, and other emotions that go along with being, essentially, publicly called out as not performing as well as some of their counterparts.

As such, a different approach should be taken by Nordstrom, in order to foster a better sense of community between all of their employees. All Nordstrom employees who are doing the best they can should be treated equally, and those who are not living up to expectations should be fired or otherwise "let go," as opposed to being shamed into doing better by seeing their poor sales numbers along with the much more impressive sales numbers of other employees.

While there is nothing wrong with showing employees that they are not performing in a way in which is acceptable, comparing them to others for all to see does not necessarily make them want to work harder (Dinsmoor, 2004). Instead, it can make them feel uncomfortable, and can lower their self-esteem to the point that they do not see why they should continue trying -- especially if they were really trying hard to do well (Dinsmoor, 2004). This can have the opposite effect from what Nordstrom intended.

Reinforcement schedules that have been seen at other companies focus on making sure employees get rewarded if they do well, but it does not pit them against one another in a competition, and then tell them they should all work as a team. That may sound like a great idea, but it is not one that can actually be handled correctly in the long run, because people do not like being told that someone is better than them (Dinsmoor, 2004).

It makes them uncomfortable, and also fosters more competition than is healthy. Additionally, human beings are cliquish, and they want to be accepted. They focus on the job they are doing, and they like to work with others that are similar to them.

They will not get that with Nordstrom, because they will always be in a competition -- even with their "friends." The effort that is put into reinforcement schedules must benefit the company, but it should also be designed as something that will help the maximum number of employees succeed (Dinsmoor, 2004).

If the reinforcement schedule does not offer that opportunity for success and reward for each employee, based on how they are performing -- not how they do when compared with others, it will not be the best choice for continued evaluation (Chance, 2003). The motivation to succeed is strong, and it is important for all employees to consider (Harter, Shmidt, & Keyes, 2002). Without that motivation to succeed, employees will not work harder or attempt to do their best.

Because of that, it becomes necessary to find ways to keep employees motivated, and to continue to do so well into the future. However, that does.