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...

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).

Providing Feedback to Employees

Rewarding is an essential role in giving employee feedback. For all active organizations, rewards are thorough approaches to eliciting positive responses. Rewarding includes recognizing workers both individually and in groups while ascertaining the levels of performance. The approach also acknowledges their contributions towards organizational goals. The fundamental and useful management principle is the behavioral controls presented by the immediate consequences. The consequences should be both informal and formal to elicit positive outcomes.

Good managers are primitive of the organization's role in soliciting nominations towards formal awards. This intervention recognizes positive performance. Recognition has been a continuous and natural part of daily experiences. The actions leading to rewarding of good performance include issuing "thank you" notes. It is not a requirement to have specific regulatory authorities. Award regulations provide broad forms of formal reward schemes involved in taking time off, cash, among other recognition items (Ponterotto & Grieger, 2012). The developed regulations cover various contributions paid through the suggested group accomplishments.

The second approach is performance management as prose. Sound management skills include associative speaking and practicing of active performance management across various levels lives. The execution of the critical components enhances the diversification of processes. The main sets of goals involve planning work on a routine basis without measuring the progress of the goals and giving particular feedback to workers. The high standards are set based on taking care of the developed skills necessary for reaching targets (Oberg, Henneberg, & Mouzas, 2012). The application of informal and formal rewards recognizes behavioral inputs and outcomes involved in accomplishing the main mission. The various components work together to support each other in achieving natural and efficient performance management.

The measures involved in balancing philosophy and practice apply to the senior executive or organizational levels (Bourne, Neely, Mills & Platts, 2013). The balanced approaches of employee performance appraisal have sufficient concerns of getting complete looks on work performance. The employee performance plans have a basis of standards and elements allowed in the measurement of behaviors, processes, or actions despite the conceptual deliberation of the employees' work. The measure of behaviors and measures of employee performance plans is based on sample finding that various employees require appraising an outstanding as the organization sets long-term objectives.

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…