Introduction
Recruitment practices follow that individuals are chosen “on the basis of job requirements and candidate’s qualifications” (Mathis & Jackson, 2012 p. 25). Working in a supermarket that sells common household goods requires different levels of qualifications.
In such country as the United States, discrimination based on other characteristics rather than training is prohibited. These characteristics include factors such as race, gender, disability and religion among others (Mathis & Jackson, 2012).
Diversity at the workplace
The supermarket’s management tries all its best to include racial diversity. This is a way of trying to capture customers from the multi-racial population. Business necessity would require only qualifications to be considered for a job position.
Electronics sales representatives are preferably male. This is because they are considered to have a convincing power superior to that of female attendants.
Female attendants could be chosen for their physical beauty. This is because attractiveness has some impact in marketing.
The organization faces the challenge of having a few male employees. The male employees do not stay for long. This is because of the level of payment. The management used to confidentially gives higher wage rates to keep male attendants.
However, it is illegal to pay different rates for similar duties. The management has to use tactics such as labeling differences in seniority, and performance to justify the higher payment (Mathis & Jackson, 2012). It is necessary “to make sure people know how the pay practices work” (Mathis & Jackson, 2012).
However, this together with auditing cannot stop the management from implementing their strategy. They are able to escape charges of disparate treatment because of the burden of proof.
There is no need of affirmative action because most groups are represented as a workforce such as those aged over 40. Tolerance, flexibility and openness are obtained because there is a diverse workforce. The management can lower qualification standards to reach out to male attendants. The organization is prepared for a diverse workforce.
Incentives for performance
Commitment is necessary for high performance. This requires that organizations form a vision “that resonates within employees” (Price 2011, p. 239). Long-term job relationships which promise employees career growth.
There is a need to create an organization which makes employees feel proud. According to Price (2011), success should be “celebrated publicly and loudly” (p. 239).
Organizations use total quality management programs (TQM) to influence commitment and performance. These include communication, education, ownership, emotional identification, performance assessment, reward structures, and employment contracts (Price, 2011).
According to Lauby (2005), “outcomes such as interesting work, autonomy, responsibility, growth and development on the job, a sense of accomplishment and achievement help to satisfy motivational needs” (p. 3). Self-actualization is the most effective factor in motivation because it cannot be completely covered.
The public sector mainly uses “growth and development on the job”. In this case, workers are promoted to higher ranks associated with higher payment and respect. This has an impact on self-actualization. The public sector also uses commitment, and a sense of responsibility to motivate its workers.
The private sector uses reward structures, and performance assessment. The big-sized private organizations may use higher payment structures, and training to motivate workers. In supermarkets, performance assessment is difficult for individuals but it is possible for groups.
There is an end of year rewards for groups that shows high performance. There are celebrations which concur with Price’s (2011) concept that success should be celebrated publicly and loudly.
References
Lauby, J. S. (2005). Motivating Employees. Florida, USA: ASTD Press.
Mathis, L. R., & Jackson, H. J. (2012). Human Resource Management: Essential Perspectives. Mason, USA: Cengage Learning.
Price, A. (2011). Human Resource Management. Hampshire, UK: Cengage Learning EMEA.