netrashetty
Netra Shetty
Barnes & Noble, Inc. is the largest book retailer in the United States, [4][5] operating mainly through its Barnes & Noble Booksellers chain of bookstores headquartered in lower Fifth Avenue in Lower Manhattan, New York City.[6] Barnes & Noble also operated the chain of small B. Dalton Booksellers stores in malls until they announced the liquidation of the chain. The company is known for large, upscale retail outlets, many of which contain a café serving Starbucks Coffee, and for competitive discounting of bestsellers. Most stores also sell magazines, newspapers, DVDs, graphic novels, gifts, games, and music. Video games and related items were sold in the company's GameStop retail outlets until October 2004, when the division was spun off into an independent company. Barnes & Noble is also known for selling the Barnes & Noble Nook, as well as a teddy bear named "Barnsie".
The company operates 717 stores (as of October 30, 2010) in all 50 U.S. states and the District of Columbia in addition to 637 college bookstores, which serve nearly 4 million students and 250,000 faculty members across the country.[7]
On Aug 3, 2010, the company announced that its board was considering a sale of the company, possibly to an investor group led by its chairman, Leonard Riggio.
Motivation and Incentive Systems:
1. Sometimes the psychological components are not enough for motivating the employees. In this case, monetary incentives play a vital role for increasing the commitment of the employees toward their jobs and in return enabling them to have job satisfaction. These monetary incentives and rewards are given in various forms to the employees who act as a strong motivational factor.
Ergonomics:
Ergonomics is the study of work. It deals with building a good interface between the man and the machines. Keeping this in view, the Bank has been designed in such a way so that the employees are comfortable working there.
Performance Management:
Traditionally, the formal performance appraisal system has been viewed as the primary means for managing employee performance. Performance appraisal is an administrative duty performed by managers and primarily the responsibility of the HR function.
Performance management is the process through which managers ensure that employee activities and outputs are congruent with the organization’s goals. It is central to gaining competitive advantage.
Components of Performance Appraisal:
At the components of performance appraisal are in respect of the five W’s that include: Who , What , Why , When and Where of performance appraisal.
Who: All employees work under the supervision of managers. Therefore, the manager is the best person to do performance appraisal of his subordinates.
What: The appraisal at the organization includes appraisal of current performance as well as the future potential. It also includes evaluation of human traits such as behaviors, interaction with other staff members etc.
Why: It is concerned with creating and maintaining a satisfactory level of performance of employee in the present job, highlighting his needs and potential for personal growth.
When: It is carried out on yearly basis. The manager uses good work as opportunity to provide positive thrust and uses poor work as a basis for training.
Where: The performance appraisal is done in a cordial and friendly environment.
Approach of Measuring Performance:
The performance of the employees can be determined by making an overall comparison among individual‘s performance. Hence a performance measurement system is developed that incorporates a tool for measuring performance.
Appraising Employee Performance:
Individual Performance Management:
A longstanding question that and many other organization are still grappling with is whether and how to reward good performance (or, conversely, how to deal with persistent poor performers). One approach used by the bank is to make salary increments or progression on the pay scale conditional on good performance.
Performance Management At Senior Levels:
Typically, performance management systems for senior officials include elements additional to performance-pay, such as time-limited contractual appointments. The Bank has adopted this approach. Key features of its system include the following:
1. Senior officials are recruited to a unified career structure known as Grade A, which incorporates most top-level positions.
2. On the basis of evaluation, the senior position employees are paid a performance bonus.
Linking Performance to Promotions:
Some have argued tying career advancement to performance is more important than linking performance and pay. Whereas the benefits of pay for performance are uncertain, particularly in the lower echelons, there is no doubt of the need to ensure that the best people rise to management levels.
Historically, human resources was known in the past to serve as a personnel function. As some human resource training program courses may explain, human resources would collect documents, and also made sure companies didn't make legal errors while hiring, for example making decisions based on bias and discrimination.
It wasn't until the 1990s when human resources became more strategic. In a human resource training program you might learn for example that strategic human resource management began to really grow as HR professionals became experts in specific topic areas such as compensation, training, and selection. When HR professionals would try to prove their importance by using HR metrics, such as how long it took to hire or train an employee, business leaders in the company were unimpressed. The problem was that HR metrics did not communicate HR's hard work to the leaders in terms of business value.
This miscommunication forced HR to adopt an approach based off of the organization's business strategy and would have that business strategy as its foundation. Now, in strategic human resource management, HR looks at the business model for the organization first and then asks how it can create value based on that model.
HR Today serves many important functions. Some of these involve responsibilities for strategic human resource management such as supporting organizational strategy, creating the workforce needed to achieve goals, and using the same metrics used by CEOs and top executives. Many experts say that the goal of strategic human resource management is to form a workforce with the characteristics and qualities necessary to accomplish the desired goals.
A human resource training program will show you how to use the same metrics that CEOs and business leaders in the organization use to evaluate themselves. Managers look to see that it evaluates financial performance as well as customer satisfaction. A human resource training program can help prepare you to be successful in implementing the necessary steps to get the outcome the organization needs.
Strategic human resource management follows a model in order to see what the company needs to do to be successful. The model has three main steps. The first step is to identify the areas of the business model where you can drive value. The next step is to develop an HR strategy in order to carry out the business model with correct metrics. Lastly, you use the metrics to show leaders in the organization how HR is driving business performance. Experts say that it is important to understand value. You must create value for a company's customers if you want to help the company flourish.
Human resource training program courses explain how to best understand what value means. Experts explain value as any benefits a customer gains divided by the cost of that purchase, from any exchange or purchase with the organization. Experts agree, however, that there always needs to be enough benefits to overcome the costs of the purchase. Overall, it's important to remember that being successful in HR depends on communication skills and understanding strategy, organization, and value.
The company operates 717 stores (as of October 30, 2010) in all 50 U.S. states and the District of Columbia in addition to 637 college bookstores, which serve nearly 4 million students and 250,000 faculty members across the country.[7]
On Aug 3, 2010, the company announced that its board was considering a sale of the company, possibly to an investor group led by its chairman, Leonard Riggio.
Motivation and Incentive Systems:
1. Sometimes the psychological components are not enough for motivating the employees. In this case, monetary incentives play a vital role for increasing the commitment of the employees toward their jobs and in return enabling them to have job satisfaction. These monetary incentives and rewards are given in various forms to the employees who act as a strong motivational factor.
Ergonomics:
Ergonomics is the study of work. It deals with building a good interface between the man and the machines. Keeping this in view, the Bank has been designed in such a way so that the employees are comfortable working there.
Performance Management:
Traditionally, the formal performance appraisal system has been viewed as the primary means for managing employee performance. Performance appraisal is an administrative duty performed by managers and primarily the responsibility of the HR function.
Performance management is the process through which managers ensure that employee activities and outputs are congruent with the organization’s goals. It is central to gaining competitive advantage.
Components of Performance Appraisal:
At the components of performance appraisal are in respect of the five W’s that include: Who , What , Why , When and Where of performance appraisal.
Who: All employees work under the supervision of managers. Therefore, the manager is the best person to do performance appraisal of his subordinates.
What: The appraisal at the organization includes appraisal of current performance as well as the future potential. It also includes evaluation of human traits such as behaviors, interaction with other staff members etc.
Why: It is concerned with creating and maintaining a satisfactory level of performance of employee in the present job, highlighting his needs and potential for personal growth.
When: It is carried out on yearly basis. The manager uses good work as opportunity to provide positive thrust and uses poor work as a basis for training.
Where: The performance appraisal is done in a cordial and friendly environment.
Approach of Measuring Performance:
The performance of the employees can be determined by making an overall comparison among individual‘s performance. Hence a performance measurement system is developed that incorporates a tool for measuring performance.
Appraising Employee Performance:
Individual Performance Management:
A longstanding question that and many other organization are still grappling with is whether and how to reward good performance (or, conversely, how to deal with persistent poor performers). One approach used by the bank is to make salary increments or progression on the pay scale conditional on good performance.
Performance Management At Senior Levels:
Typically, performance management systems for senior officials include elements additional to performance-pay, such as time-limited contractual appointments. The Bank has adopted this approach. Key features of its system include the following:
1. Senior officials are recruited to a unified career structure known as Grade A, which incorporates most top-level positions.
2. On the basis of evaluation, the senior position employees are paid a performance bonus.
Linking Performance to Promotions:
Some have argued tying career advancement to performance is more important than linking performance and pay. Whereas the benefits of pay for performance are uncertain, particularly in the lower echelons, there is no doubt of the need to ensure that the best people rise to management levels.
Historically, human resources was known in the past to serve as a personnel function. As some human resource training program courses may explain, human resources would collect documents, and also made sure companies didn't make legal errors while hiring, for example making decisions based on bias and discrimination.
It wasn't until the 1990s when human resources became more strategic. In a human resource training program you might learn for example that strategic human resource management began to really grow as HR professionals became experts in specific topic areas such as compensation, training, and selection. When HR professionals would try to prove their importance by using HR metrics, such as how long it took to hire or train an employee, business leaders in the company were unimpressed. The problem was that HR metrics did not communicate HR's hard work to the leaders in terms of business value.
This miscommunication forced HR to adopt an approach based off of the organization's business strategy and would have that business strategy as its foundation. Now, in strategic human resource management, HR looks at the business model for the organization first and then asks how it can create value based on that model.
HR Today serves many important functions. Some of these involve responsibilities for strategic human resource management such as supporting organizational strategy, creating the workforce needed to achieve goals, and using the same metrics used by CEOs and top executives. Many experts say that the goal of strategic human resource management is to form a workforce with the characteristics and qualities necessary to accomplish the desired goals.
A human resource training program will show you how to use the same metrics that CEOs and business leaders in the organization use to evaluate themselves. Managers look to see that it evaluates financial performance as well as customer satisfaction. A human resource training program can help prepare you to be successful in implementing the necessary steps to get the outcome the organization needs.
Strategic human resource management follows a model in order to see what the company needs to do to be successful. The model has three main steps. The first step is to identify the areas of the business model where you can drive value. The next step is to develop an HR strategy in order to carry out the business model with correct metrics. Lastly, you use the metrics to show leaders in the organization how HR is driving business performance. Experts say that it is important to understand value. You must create value for a company's customers if you want to help the company flourish.
Human resource training program courses explain how to best understand what value means. Experts explain value as any benefits a customer gains divided by the cost of that purchase, from any exchange or purchase with the organization. Experts agree, however, that there always needs to be enough benefits to overcome the costs of the purchase. Overall, it's important to remember that being successful in HR depends on communication skills and understanding strategy, organization, and value.