Importance of training and development in retail business

(A case study of Clark)

By

ACKNOWLEDGEMENT

I would like to take this chance for thanking my research facilitator, friends & family for support they provided & their belief in me as well as guidance they provided without which I would have never been able to do this research.

DECLARATION

I, (Your name), would like to declare that all contents included in this thesis/dissertation stand for my individual work without any aid, & this thesis/dissertation has not been submitted for any examination at academic as well as professional level previously. It is also representing my very own views & not essentially which are associated with university.

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TABLE OF CONTENT

ACKNOWLEDGEMENTii

DECLARATIONiii

CHAPTER 1: INTRODUCTION1

1.1 Introduction1

1.2 Background4

1.3 Purpose of Study5

1.4 Objectives of the study7

1.5 Aims and objectives8

1.6 Research questions8

CHAPTER 3: METHODOLOGY9

3.1 Introduction9

3.2 Types of research methods10

3.3 Survey11

3.4 Sampling11

3.5 Questionnaire12

3.6 Data analysis12

3.7 Research Limitations13

3.8 Ethical issues13

3.9 Research Model and propose14

3.10 Research action plan15

3.11 Strategy adopted for facilitation of Research16

3.12 Informed Consent17

3.13 Reliability18

3.14 Validity19

REFERENCES21

APPENDICES25

Questionnaire25

Responses from the respondents27

CHAPTER 1: INTRODUCTION

1.1 Introduction

Retail has traditionally been an industry that is based more on quality and price to ensure success in the skills of employees in retail stores. Retailers treat their employees in the store as low labour qualifications. Most retailers work on store-level positions requiring minimal skills and training. As the number of outlets has increased to the point that many communities are literally on storage, retail managers are seeking ways to differentiate their offerings. In the mid 1960's, specialty retailers began to emerge. Specialty retailers offer more variety in a certain product or category. Specialty retailers also offer value added services to their customers, such as faster sales processing, shipping, product assembly and repair services. As retailers developed the concept of focusing on selected categories, which has also developed a comprehensive group of customers who considered the shop a destination for products or services that are specialized.

Retail organizations today are facing a dynamic environment of rapid change, which requires them and their staff, constantly adapting. The successful retailers of the future will look very little to the corporations we know today. We are on the threshold of a global revolution, which affects mainly dramatic changes in the work, business, administration and structure of organizations. This great transition will be much more devastating than the industrial revolution. One of the difficulties of introducing change is that some people benefit while others suffer losses, so they resist it to be affected in different ways. People who resist change often have some emotional distress as a result of tension, restlessness and anxiety that affect the personality of an individual over a period of change.

Human resource department of retail organization (Clarks) have evolved with a high dynamism in correspondence with the political, economic, social and technological society today, as well as the changes manifested in the environment in which they perform the production and service retail organization (Clarks) , including generating knowledge and technology, which to maintain, develop and move towards competitiveness, have to promote an efficient and visionary, ...