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People Performance&

Cost

N V S Teja Kumar

Y Venkat Reddy

P Sivanaga Mallesh

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PEOPLE PERFORMANCE

How an employee is performing on theshop floor as against what is expectedfrom him.

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Role of Retail Sales personnel

Customer Interaction

Make eye contact & smile

Say May I help you? If the customer is looking for another

section, escort the customer to the

section which he/she is seeking, or giveclear directions verbally.

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Do not point out from where you stand.

If the customer has picked up

something from your section, and looksready to move on, guide the customerto the next logical section by saying

Would you like to take a look at our____section ?. It is.(give directions tothat section)

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Why Manage

Performance?

Curb or redirect non-productive activities

Encourage and reward behaviors aligned with

organizational mission and goals

To reach organizational mission and goals

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Performance measures should aim at the long-

term and should be forward-thinking initiative

designed to fundamentally change the way

corporations do business.

It is not a post-mortem of what happened but a

step towards how we do better in the future.

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Measuring Tools

1) Trait Methods

i. Graphic Rating-Scale Method

ii. Forced-Distribution Method

iii. Essay Method

2) Behavioural Methods

I. Critical Incident

II. Ranking Method

III. Behaviorally Anchored Rating

Scale (BARS)

IV. Group Appraisal

3) Results Methods

I. Management By Objectives

(MBO)

II. Balanced Scorecard

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Cost: Meaning

The totalmoney, time

and resources associated with

a purchase or activity. The amount of money that is spent to

produce a good or a product.

http://www.investorwords.com/11320/total.htmlhttp://www.investorwords.com/3100/money.htmlhttp://www.investorwords.com/4217/resource.htmlhttp://www.investorwords.com/3952/purchase.htmlhttp://www.investorwords.com/92/activity.htmlhttp://www.investorwords.com/92/activity.htmlhttp://www.investorwords.com/3952/purchase.htmlhttp://www.investorwords.com/4217/resource.htmlhttp://www.investorwords.com/3100/money.htmlhttp://www.investorwords.com/11320/total.html

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Components

Opportunity cost

Variable cost

Marginal cost

Total cost

Direct cost

Indirect cost

Fixed costs

Product costs

Period costs

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Indirect vs. Direct costs

Direct costs are those for activities or services that benefit

specific products. e.g. salaries for staff and materials

required for a particular product.

Indirect costs are those for activities or services that

benefit more than one product. Their precise benefits to a

specific product are often difficult or impossible to trace.

Indirect costs do not vary substantially within certainproduction volumes or other indicators of activity, and so

are considered to be fixed costs

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Perks & Incentives

Discounts on

Merchandise

Company Parties

Personal Time

Event Tickets

Free Food

Time Off for Charity

Break-room

Entertainment

Material incentives: tangible

rewards often monetary -- wages,

fringe benefits.

Social incentives: intangiblerewards from the act of

association -- sociability, status,

identification.

Purposive incentives: intangiblerewards related to the goals of the

organization --- e.g., working on

Org goals & targets

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