Human Resource

Management
Group Project

Presented By: Kasey Mitchell, Nik Patel, Patrick Cannon,

Rebeccah Kinz, Ryan Schmitt, & Travis Byrne
Business Details

● Our Small Business: Camping Goods Store

○ Small business focused on selling
■ Camping Gear
■ Outdoor Equipment
■ Recreational Equipment
○ Sells products at wholesale prices
Job Analysis and
Design
● Most important company jobs
○ Store Managers
○ Sales Associate
○ Cashiers
● Important Job Dimensions and Tasks
○ Product Knowledge: Sales
○ Communication: Customer Service
○ Organization: Inventory Stocking, Scheduling and Training
● Key KSAOs
○ K: Product Knowledge
○ S: Sales, Store Operations
○ A: Critical Thinking, Communication, Lifting Objects, Teamwork
○ O: Outgoing, Sociable, Hardworking
Job Analysis and
Design
● Analysis and Design Tools
○ Job Element Inventory: identify specific range of tasks that employees
will have to perform
○ Position Analysis Questionnaire: determine which tasks are most
important for job description and training purposes
● Motivation
○ Provide opportunities for advancement directly related to performance
○ Provide opportunities for higher pay directly related to performance
○ Determine if employees are intrinsically motivated based off their
response to feedback, unsupervised task performance, and ability to
meet goals
● Best Design Approach
○ Motivational Approach: Not enough physical aspects to warrant a
biological approach. Customers have different needs to mechanistic
would not be suitable. A perceptual approach would make the job
unsatisfying. A motivational Approach fulfills all the job characteristics
of the Job Characteristics Model
Job Analysis and
Design
● Job Characteristic Model
○ Meaningfulness: Make it clear how performance relates to promotion
and advancement. Rotate work assignments so that job does not
become boring.
○ Responsibility for Work: Allow employees to fulfill customer needs the
way they see fit (directing customers to what products they think are
best, providing relevant info for products or needs). Allow them to
perform tasks without constant supervision.
○ Knowledge of Results: Provide regular feedback to employees. Ensure
feedback is related to performance so that it is actionable.
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Training
The central job every employee will have to be trained for and
have to perform is being a sales associate.

Training will include:

● How to sell the merchandise to customers

● Gaining adequate knowledge to inform customers of any
important information on the merchandise
● Working with the camping and outdoor equipment to
know how the products are supposed to be used
● Finalizing the purchases made by customers including
financial transactions on the registers
Training- Needs Assessment Analysis
Aspects of trainees that might make training less effective are
a lack of basic working skills, knowledge, and motivation.

How to avoid these potential barriers:

● Start training at the very basics, informing the trainee of

everything they will possibly need to know to be
successful on the job. This will prevent inexperienced
trainees from failing due to a lack of prior experience on
their end.
● Or, hire employees who have prior experience in retail
and/or a lot of knowledge on camping and outdoor
products. A great interest in the product and their job role
will enhance their skills, knowledge, and motivation on
the job before, during, and after training.
Training- Needs Assessment Analysis
An aspect of the company that might make training less
effective is a lack of resources.

How to avoid this potential barrier:

● The company should pick a trainer who is very

knowledgeable of the tasks being trained and knows
exactly what must be done to reach high job performance
among new trainees.
● Also, the company should ensure the trainer has the
correct resources to provide knowledge to new
employees. This includes, online training programs or
available equipment necessary to teach the trainees.
Training
Training Methods:

● On-the-job training: This will be used most of the time to

get experience in the retail store doing the actual tasks
necessary.
● Simulations: To provide trainees with knowledge and
skills for specific tasks online. This will allow trainees to
repeatedly go through the trainings until they are
confident in the task being learned before trying it
on-the-job.
● Role playing: This will provide the trainees with real
scenarios they will come across while working in the
store.
Training
Steps taken to facilitate transfer of training:

● Opportunities for the trainees to use learned capabilities

on-the-job
● Manager support
● Peer support
○ Manager and peer support will hold new employees accountable
and ensure they have the correct knowledge for the job.

Training outcomes that will be used to measure training effectiveness:

● Skilled-based outcomes
○ Trainer
○ Peer
○ Supervisor evaluation
○ Computer-based exercises
Performance
The measures we will use to evaluate performance of our central job:

-Results approach: evaluates bottom line results. Sets both difficult and specific goals.
Employees participate in setting goals. Employees are provided with feedback on progress
toward goal. Examples: timely completion of specific projects, completion of relevant training
courses, improvements in customer satisfaction measures, addition of new clients.

-Behavioural approach: design some sort of questionnaire to assess the behaviours

critical to critical tasks. BARS: compile a list of “critical incidents” exemplifying good and bad
behaviours. Organise the critical incidents into different performance dimensions, rank the
critical incidents, and use those critical incidents as anchors on a rating scale.
Performance
Detailed samples of our measures: Results approach
Performance
Detailed samples of our measures: Behavioural approach
Performance
Will the measures be reliable and valid and possess specificity and strategic congruence?

-Generally behavioural approach is high in reliability, high in validity (minimises

contamination and deficiency), high in specificity (because specific behaviours are being
assessed, rather than sometimes “unimprovable” KSAOs), and high in strategic congruence
(especially if behaviours are linked to organisational goals).

-Generally results approach is high is reliability (main problem can be test-retest,

depends on timing of measure), low in validity (can be contaminated and deficient), high in
specificity (if the behaviours that lead to goal achievement are known), and high in strategic
congruence (so long as chosen goals really do support organisational goals).
 Selection (measures we will use)

Our Primary Selection measures will favor validity and reliability.

Structured interviews: Nearly every company uses this measure,

so candidates will find this measure comforting. Our interview emphasize
detail the candidate’s mission, work vision, and applicable KSAO’s.

Cognitive Abilities: We will focus on verbal, reasoning and quantitative

ability through a test such as the Wonderlic Personnel Test.

Background Checks: We will perform background checks, in order to

confirm that the candidate is authentic.
Selection (why we used them)

Structured interviews with moderate to high validity and

reliability will ensure that the candidate is a capable good
fit for the organization.

Cognitive Abilities are the best way of conformation of

candidate’s communication skills, problem solving, and
intelligence are on par with the organization.

Background Checks are efficient way of gathering

relevant information in regards Knowledge and others of
the candidate.
Selection (validation of measures)

1. Evaluate the Job Analysis (revise if needed)

2. Analyze success and correlations of current
selection measures
3. Test potential or alternative measures
4. Add or remove selection measures as needed
5. Review integrity of tests
Compensation
(Pay level)

The Compensation structure will be based

primarily on Labor Market Competition, with
out starting pay being $10.00 an hour. We
will determine this rate through Market pay
surveys. This rate Is a comparable rate in
relation to the market, while considering
Market competition. $
Compensation
(Pay structure)
Our pay structure Is based on Merit Primarily, and Indirect Compensation will be
the driver to employee earnings. For example the company would offer a leading
Retirement Contribution match, healthcare, vacation, and many employee
services such as scholarships.

Grade Job Pay Range Pay Midpoint

1 Clerical $7.25-$8.75 $8.00
2 Sales $8.00-$10.00 $9.00
3 Customer Service $9.00-$11.00 $10.00
4 Manager $15.00-$25.00 $20.00

This pay rate is based primarily on Labor Market Competition.

Compensation
(Programs)
Benefits, and Stock Options will be offered to employees to increase employee commitment.
A Merit Reward System will be
used to recognize employee
contributions. Employees will
receive rewards, such as cash, gift
cards, and paid days off for
employee recognition from surveys
via SMG and customer
recommendations to management.
This will foster line of sight from the
employer.
Bi-annually each employee will receive a
SMART Goal System tied to their
development and the team success, and
stock options will be rewarded upon
completion of the goal. This is based on the
Goal setting Theory, and will promote
employee commitment (instrumentality), and
cohesion in terms of line of sight as the
employees will work together in order to
obtain their goals.
Compensation
(examples)
SMART Program Example: Merit Reward System Example:
1. Employee is consistently late to his/her shift. 1. Employee receives five positive customer feedback
via customer survey, Co-worker recommendations, or
2. Smart goals aims to eliminate chronic through word to mouth of manager.
tardiness gradually over six months.
2. Employee is considered into employee of the
month consideration in a which a monthly prize of
3. Employee achieves goal, along with being
$100 is awarded, and receives a random surprise gift
rewarded $300 in stock equivalents.
card, food, stock, product, or paid time off.
4. Employee fails to reach goal, thus analysis of
behavior is determined. Failure to develop in a
critical aspect to the position may result in
expected turnover.
Legal Issues *In the event we are sued by
someone of a disadvantaged group.
Our non-discriminatory selection
● Selection measures chosen were ones that will not have measures would be our defense.
any disparate impact on any disadvantaged groups

● This was done so that no federally protected groups are

disadvantaged which would leave us vulnerable to be
sued.

● Based on our selection measures it would be illegal to

not hire someone based on a physical disability such as
being deaf.
Legal Issues
Affirmative Action:

● We will support Affirmative Action by creating a diverse and inclusive

workplace.
● As a small business we are not legally required to have Affirmative Action
policies, however we will have them.
● Policies will be set in place to eliminate discriminatory practices on the job
and during the hiring process.
Retention

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Questions?