Mar 3231 Exam 2 Chapter 9 Reading

Front 1

Five critical assets for retail

Back 1

1. locations
2. merchandise
3. stores
4. employees
5. customers

Front 2

Primary objective of HR management

Back 2

to build a basis for a sustainable competitive advantage

Front 3

employee productivity

Back 3

the retailers sales or profit divided by the number of employees

Front 4

Employee turnover

Back 4

number of employees leaving their job during the year over number of positions

Front 5

organization structure

Back 5

identifies the activities to be performed by specific employees and determines the lines of authority and responsibility in the firm

Front 6

merchandise manager or buyer

Back 6

handles the advertising and promotion task, as well as merchandise selection and inventory management

Front 7

senior vice president (SVP) of merchandising

Back 7

works with buyers and planners to develop and coordinate the management of the retailers merchandise offering and ensure that it is consistent with the firms strategy

Front 8

merchandise planners

Back 8

are responsible for allocating merchandise and tailoring the assortment of several categories for specific stores in the geographic area

Front 9

senior vice president (SVP) of stores

Back 9

supervises all activities related to stores, including working with the regional managers who supervise distic manger, who supervise the individual store mangers

Front 10

Chief of operations officer (COO)

Back 10

oversees mangers in charge of management information systems, supply chain hR an visual merchandising

Front 11

president of direct channels

Back 11

is responsible for the selection and pricing of the merchandise assortment offered throughout the catalog and internet channels and design of the retailers web site

Front 12

Three approaches large retailers use to coordinate buying customers needs

Back 12

1. improving buyers appreciation for the store environment
2. making sotres visits
3. assigning employees to coordinating roles

Front 13

employment marketing or employment branding

Back 13

involve undertaking marketing research to understand what potential employees are seeking as well as what they think abou the retailer; developing a value proposition and an employment brand image; communicating that brand image to potential employes and then fulfilling the brand promise by ensuring that the employee experience matches

Front 14

Three HR management activities that build commitment by developing partnering relationships with employees are

Back 14

1. reducing status differences
2. promoting from within
3. enabling employees to balance their career and families

Front 15

Flextime

Back 15

is a job sceduling system taht enables emplyees to choose the times they work

Front 16

job sharing

Back 16

two employees voluntarily are responsible for a job that was previously held by one person

Front 17

The major 5 legal and regulatory issues involving the management of retail employees are

Back 17

1. equal opportunity
2. compensation
3. labor relations
4. employee safety and health
5. sexual harassment
6. employee privacy

Front 18

Distributive justice

Back 18

arises when the outcomes received are viewed as fair with respect to the outcomes received by others

Front 19

procedural justice

Back 19

is based on the fairness of the process used to determine the outcomes