Retail sales associate job description and organizational behavior modification

Job Description for Retail Sales Associate

Job Summary

The holder will have the responsibility of selling merchandise, services, and products within the retail setting, including electronics, shoes, clothes, jewelry, furniture, and IT services.

Primary Responsibilities

Make sales on specific services and products to prospective consumers.

Show consumers and illustrate products on ways of maximizing their features.

Defines different customizable features

Explain replacement parts and warranties.

Check inventory and verify all products are in stock.

Package and group purchases

Fold clothes, remove security devices, and place items neatly in ascertained packages.

Collect payment methods through the dispensation of change.

Promote and represent the firm with services and products within in-home product showrooms, home shows, and presentations as necessary.

Conduct outbound focus on follow-up calls to existing and potential customers through e-mail and telephone

Qualify potential leads through the sale of products and services.

Present viable solutions to the furniture buyers in terms of accurate sales contracts, price, credit terms, and estimated delivery time. This will be based on the firm's delivery and production schedules.

Research and collect information necessary in identifying and resolving problematic situations.

Count the money transactions daily.

Develop display cases.

Adjust shows and determine seasonal trends as needed.

Stock the store shelves.

Ensure correct pricing.

Distribute coupons and verify expiry dates on coupons.

Demonstrate electronics and respective features.

Job Requirements and Skills

Customer Service Skills: The clients are always is right. The holder should be in a position of speaking in friendly ways to the customers as well as the bear potential for listening to individual needs and communicate solutions to them.

Communication Skills: the sales person should have the ability to speak with customers one issue of product's different features while answering all questions faced.

Flexibility: it is important to be available for work at longer hours, nights and weekends.

Persistence: Not many customers are going to make sales. The ability to bounce back due to loss of sales is critical for the job.

Benefits:

unusual career paths leading to new financial rewards and opportunities base plus commission for Competitive pay

Organizational Behavior Modification Plan

Managers have developed alternative ways involved in the reinforcement of good employee performance and sustainable incentive plans, disciplinary procedures, wages, and bonuses. This has resulted in the establishment of termination threats for behavior change techniques (Bourne, Neely, Mills & Platts, 2013). One of the items in the behavioral change plan is making employees feel that their performance is highly appreciated. However, if the levels of output do not achieve company goals and their work approaches require changes to address new organizational objectives. The primary concept also forms vital information where employees discuss their respective discrepancies. Feedback performs critical changes in employee behavior with a particular interest in the explicit and non-threatening changes. The behavioral consequences affect the sustainability of behavior change. Recognition and incentive rewards are shown as ways of promoting positive behavior change. Disciplinary actions and termination threats cause underlying problems (Oberg, Henneberg, & Mouzas, 2012).

The best approach to improving performance includes rewarding employees. First, it is important to discover how such workers react to reward certain types. Employees arriving late to work could be accompanying children to school as they come to work. It is important to adjust their schedules to allow her to start an hour later. This will trigger more gratitude and positive atmosphere within the office while improving the removal of the antagonism reason and tardiness (Ponterotto & Grieger, 2012).

Modification of behavior within the organization will involve gathering information from different front-line employees and managers. The elements of discovery ensure that external forces to be requirements of the corporate change. The information also flows through front-line top management and rewards of excellent information exchange and gathering as developed through greater decision-making authorities. The recognition creates a good environment for performance awards, promotion and specialized training (Bourne, Neely, Mills & Platts, 2013). The front-line workers are kept enthusiastic on issues regarding the roles and helping companies maintain a competitive edge.

Measure Key Job Performance Behaviors

One of the ways of measuring performance behaviors includes graphic rating scales. Graphic rating scales illustrate practical approaches to measuring employee performance based on production-oriented skills. The focus also has the typical application of numerical ratings involved in the grading of workers through their work processes, technique, production level, procedure among other job-related aspects (Kotter, 2012). Additionally, graphic rating scales have an ideal level of measuring factors such as attendance and easy calculation time in overall rating. Supervision also has a responsibility of developing extensive departments while finding alternatives of performance measurements with reduced user complications. The issues do not require lengthy preparation time and narrative responses. The dedication will be a straightforward function involved in the provision of good quantitative appraisals for the employee performance.

The second approach is the 360-Degree Feedback. Most of the work environments foster interaction between employees at different levels. It is critical to engage 360-degree feedback for the sole purposes of developing performance measurement tools. The concept also supplements other performance measurement forms. The 360-degree approach provides feedback to performance measurement through containment of inputs from different people and knowledge of employee's performance levels (Oberg, Henneberg, & Mouzas, 2012). For instance, close-knit firms have persons with exposure to information technology giving feedback regarding sales management and provision of the regular basis of knowledge performance and job duties. The professional qualifications and interpersonal skills are developed and communicated in such channels. The critical element in the administration of 360-degree feedback includes training. Employees should be continually training to the ways of giving unbiased and balanced inputs based on employees' professional capabilities as well as personal opinions on employee evaluation.

A modern performance measurement form is supervision and management through objectives. The concept aligns individual goals and the primary organizational objectives. Workers and immediate supervisors work collectively towards establishing performance goals and identifying resources needed in meeting their employee goals (Oberg, Henneberg, & Mouzas, 2012). The individuals create alignment and identification of employee goals while contributing to organizational success for aspects such as sales management along the goals of increasing department sales. Percentage increment in the periods is based on the development of incentives as well as sales representatives training. The purpose of a company is profitability and broadening of sales as contributors of employer's bottom line. The sales associates identify development and training materials for necessary incentives across resources needed to achieve the goals (Wang & Forgionne, 2012).

Legal and Ethical Issues

Most organizations face difficulties in articulating sustainable levels of ethics and assumptions. It is not automatic that people know what to do when confronted with ethical dilemmas. It is possible to make simple choices while doing the appropriate things. However, decision makers lack awareness of the moral issues (Ponterotto & Grieger, 2012). The individuals also bear the likelihood of identifying issues as ethical concerns to extents that particular decisions and actions are expected to redevelop harmful consequences. There are concerns about the levels to which relevant others have sustainable social context views on issues and other ethical problems (Kotter, 2012). In turn, the engagement of reputable moral language is seen to be an influence on moral awareness. For instance, the scope of offenses in business includes "forging" documents. Such individuals have a high likelihood of thinking about the issues through unethical terms.

Employees should perceive formal policies going past the mere windows of represented ethical cultures in organizations (Wang & Forgionne, 2012). For instance, Business Ethics reports allow executives and supervisors to make the emphasis on ethics, engage promises, and develop model ethical conduct. The misconducts are lower as compared to employee concerns with a perception of "noble walks" as consistent "moral development." All the engagements have formal program features that are relatively significant in comparison with the informal cultural characteristics. This includes messages from top leadership for supervisory and executive levels. Further, perceived ethics development programs follow essential personal and organizational concerns. Organizations illustrate follow-through approaches based on working towards detecting rule violations and follow-up on various ethical concerns as developed by employees (Kotter, 2012). The demonstrated consistencies facilitate the implementation of compliance and ethics policies among other organizational practices. The perception for which ethics has an actual day-to-day activity incorporates decision-making to performance levels. The formal systems also influence behavior through sequential parts of larger and well-coordinated cultural systems to support ethical conduct in organizations.

Ethical culture avails informal systems together with sustainable formal systems aimed at supporting ethical conduct. For instance, research sites ethics-related outcomes through employee awareness and ethical issues amounting to the observed misconduct and willingness of reporting. It is beneficial to have positive approaches for which employees can perceive the ethical conduct as rewarded while unethical behavior faces punishment within organizations. Further, cultures demanding unquestioning response to authority are particularly harmful.