PERSONNEL MANAGEMENT

1. PERSONNEL MANAGEMENT

2. WELCOME TO NORDSTROM We're glad to have you with our Company. Our number one goal is to provide outstanding customer service. Set both your personal and professional goals high. We have great confidence in your ability to achieve them. Nordstrom Rules: Rule #1: Use your good judgment in all situations. There are no additional rules. Please feel free to ask your department manager, store manager or division general manager any question at any time.

3. Human Resource Management Cycle

4. Human Resource Management Cycle Plan Define needs Prepare job description Recruit and select Prepare position announcement Advertise while meeting AA/EEO requirements Screen applications Interview top candidates Hire for fit Negotiate salary, benefits, and employment perks

5. Searching for Jobs National Strength and Conditioning Association http://www.nsca-lift.org/careerresources/jobboard.asp Professional sports http://www.womensportsjobs.com/sportsjobs/jpprosports/jpprosports.htm#New%20General%20Manager Jobs in Sports http://www.jobsinsports.com/?AID=12997&PID=230293 National Collegiate Athletic Association http://www.ncaa.org/wps/portal/!ut/p/kcxml/04_Sj9SPykssy0xPLMnMz0vM0Y_QjzKLN4j3CQHJgFjGpvqRqCKOcAFvfV-P_NxU_QD9gtzQiHJHRUUAbGvNAw!!/delta/base64xml/L3dJdyEvUUd3QndNQSEvNElVRS82XzBfTFU!?CONTENT_URL=http://www2.ncaa.org/portal/employment/

6. Human Resource Management Cycle Clarify job responsibilities Describe specific expectations Provide initial job-specific training Educate and develop Provide learning opportunities and experiences continuously Assess performance Provide on-going and meaningful feedback � what is being done well and what still needs improvement Ensure regular formal evaluations Recognize and reward Praise publicly Give tangible benefits and compensation

7. Help Each Employee Succeed Ensure that each person understands the job expectations Provide initial specialized education Provide a safe and harassment-free and risk free-work environment Ensure procedural due process Provide continuous staff development Catch each person doing things right Complete on-going assessment of performance Compensate based on performance

8. Performance Feedback Corrects misconceptions or misperceptions about behaviors or performance Helps motivate a person to seek to improve Stimulates positive feelings Helps in monitoring progress toward meeting job expectations or goals

9. General Electric�s Vitality Curve Human resource cycle based on differentiation The As � the top 20% who have passion (comprised of the four Es � energy; energize [their teams]; edge; execute) The Bs � the vital 70% who are the heart of the company; seek to develop and stretch them The Cs � the bottom 10% who can�t get the job done; immediately help them move on �Managers who can�t differentiate soon find themselves in the C category.� (Welch & Byrne, 2001, p. 160)

10. Principles of Delegation Make assignments clearly and thoroughly Delegate consistently Support delegated tasks when appropriate Do not allow upward delegation Match authority with responsibility Hold each person accountable for results

11. Approaches to Conflict Resolution* Forcing (I win; you lose) Accommodating (you win; I lose) Avoiding (nobody wins) Compromising (everyone wins and loses some) Collaborating (I win; you win)

12. Content Theories of Motivation What is doing the motivating

13. Need Theories Maslow�s Hierarchy of Needs Esteem Self-actualization Belongingness Safety needs Physiological needs Alderfer�s ERG Model Existence Relatedness Growth

14. Atkinson and McClellan�s Need Theory of Achievement Try to outperform someone else. Try to meet or surpass a self-imposed high standard of excellence. Like situations in which they can take personal responsibility for their actions and the results. Are calculated risk takers. Seek to make a unique contribution. Thrive on concrete feedback.

15. Atkinson and McClellan�s Need Theory of Affiliation Strive to be part of a group or team. Gain their greatest satisfaction from being liked and accepted. Seek to maintain positive interpersonal relationships. Dislike conflict and avoid conflict situations. Maintain robust interpersonal networks.

16. Atkinson and McClellan�s Need Theory of Power Are concerned about influencing others by means of powerful actions. Often arouse strong positive or negative emotions in others. Are interested in acquiring a reputation or position. Like to be in control of situations.

17. Process Theories of Motivation The dynamics of the motivation process

18. Equity Theory Perceptions of fairness are based on social comparison. The employee compares job inputs with job outcomes in relation to referent others. Equity occurs when the ratio of the person's outcomes to inputs equals the referent other's outcomes to inputs. Whenever inequity is perceived, the employee will lower productivity, reduce quality, increase absenteeism, or resign.

19. Reinforcement Theories Positive reinforcement � attractive outcome follows desired behavior Avoidance learning or negative reinforcement � execute a desired behavior in order to avoid unpleasantness Extinction � an undesired behavior ceases without rewards Punishment � an undesired behavior leads to unpleasantness

20. Goal Setting Theory Establish definite or specific goals Ensure that goals can be measured Make goals challenging, but realistic Record, monitor, and reward incremental progress toward attaining goals Identify timelines for attaining goals

21. Expectancy Theory Individuals expect that a certain behavior (effort to performance expectancy) will lead to a particular result (performance to outcome expectancy). Individuals choose behaviors based on their perceptions (expectancies) of how a specific behavior will lead to a desirable for valued outcome (valence).

22. Effort Performance Valence Valence � individuals believe that the anticipated outcome is desirable Performance � individuals expect that a certain behavior will lead to a specific result Effort � individuals exert work and then associate certain probabilities of success with each behavior

23. Attribution Theory People explain or attribute their behaviors or performances to Ability � stable personal competencies Effort � variable personal output, i.e., trying hard Task difficulty � stable environmental challenge Luck � variable environmental factor