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One woman's midcareer misadventures in the absurd world of American retail. After losing her job as a journalist and the security of a good salary, Caitlin Kelly was hard up for cash. When she saw that The North Face-an upscale outdoor clothing company-was hiring at her local mall, she went for an interview almost on a whim. Suddenly she found herself, middle-aged and mid-career, thrown headfirst into the bizarre alternate reality of the American mall: a world of low-wage workers selling overpriced goods to well-to-do customers. At first, Kelly found her part-time job fun and reaffirming, a way to maintain her sanity and sense of self-worth. But she describes how the unexpected physical pressures, the unreasonable dictates of a remote corporate bureaucracy, and the dead-end career path eventually took their toll. As she struggled through more than two years at the mall, despite surgeries, customer abuse, and corporate inanity, Kelly gained a deeper understanding of the plight of the retail worker. In the tradition of Nickel and Dimed, Malled challenges our assumptions about the world of retail, documenting one woman's struggle to find meaningful work in a broken system.
A research-backed clarion call to CEOs and managers, making the controversial case that good, well-paying jobs are not only good for workers and for society--they're good for business, too.
Retail is now the largest employer in the United States. For the most part, retail jobs are “bad jobs” characterized by low wages, unpredictable work schedules, and few opportunities for advancement. However, labor experts Françoise Carré and Chris Tilly show that these conditions are not inevitable. In Where Bad Jobs Are Better, they investigate retail work across different industries and seven countries to demonstrate that better retail jobs are not just possible, but already exist. By carefully analyzing the factors that lead to more desirable retail jobs, Where Bad Jobs Are Better charts a path to improving job quality for all low-wage jobs. In surveying retail work across the United States, Carré and Tilly find that the majority of retail workers receive low pay and nearly half work part-time, which contributes to high turnover and low productivity. Jobs staffed predominantly by women, such as grocery store cashiers, pay even less than retail jobs in male-dominated fields, such as consumer electronics. Yet, when comparing these jobs to similar positions in Western Europe, Carré and Tilly find surprising differences. In France, though supermarket cashiers perform essentially the same work as cashiers in the United States, they receive higher pay, are mostly full-time, and experience lower turnover and higher productivity. And unlike the United States, where many retail employees are subject to unpredictable schedules, in Germany, retailers are required by law to provide their employees notice of work schedules six months in advance. The authors show that disparities in job quality are largely the result of differing social norms and national institutions. For instance, weak labor regulations and the decline of unions in the United States have enabled retailers to cut labor costs aggressively in ways that depress wages and discourage full-time work. On the other hand, higher minimum wages, greater government regulation of work schedules, and stronger collective bargaining through unions and works councils have improved the quality of retail jobs in Europe. As retail and service work continue to expand, American employers and policymakers will have to decide the extent to which these jobs will be good or bad. Where Bad Jobs Are Better shows how stronger rules and regulations can improve the lives of retail workers and boost the quality of low-wage jobs across the board.
When will you get a real career? When will you stop working nights and weekends? When do you plan to use your college degree? If you work in retail, these are questions you often hear. Does this make you feel like the career you love was all just an accident? You're not alone. The retail industry employs millions, yet most people don't end up there by design. Ron Thurston wrote Retail Pride as an indispensable guide for every retail employee, manager, and multi-store leader looking to accelerate their potential and grow their career. It's filled with straightforward, practical tips for developing your talents, connecting with customers, and building your leadership skills. Based on more than twenty-five years of Ron's retail leadership experience, you'll discover a sense of belonging in the words of someone who has been a champion for the industry and shares your journey.
Today, most Americans are working in the gig economy--mixing together short-term jobs, contract work, and freelance assignments. Learn how to embrace the independent and self-sufficient world of freelance! The Gig Economy is your guide to this uncertain but ultimately rewarding world. Packed with research, exercises, and anecdotes, this eye-opening book supplies strategies--ranging from the professional to the personal--to help you leverage your skills, knowledge, and network to create your own career trajectory. In this book, you will learn how to: Construct a life based on your priorities and vision of success Cultivate connections without networking Create your own security Build flexibility into your financial life Face your fears by reducing risk Corporate jobs are not only unstable--they’re increasingly scarce. It’s time to take charge of your own career and lead the life you want, one immune to the impulsive whims of an employer looking only at today’s bottom line. Start mapping out your place in the gig economy today!
Generation Z doesn't play by the same rules or wait for permission. They don't stand for social injustice or splash cash with reckless abandon. They innovate. They influence. They side-hustle. They disrupt. Their arrival is changing everything we know about culture, work, and commerce and understanding who they are and how they think and behave will be crucial to educators, business leaders, and policy makers alike. Born between 1998 and 2016, this 78-million-strong cohort of young Americans is a generation like no other. They have never known a world without a search engine, cell phone, or social media and they grew up amidst constant economic, social, and political changes that have shaped their values. The combined effect of the two - technology and values - is creating a new set of norms and behaviors that will not only challenge everything we know about business but will also trickle up and spread to other generations. Getting to know Gen Z is therefore a business imperative and Gen Z 360 is your ultimate guide for what's to come. Based on in-depth research and years of experience advising global brands and retailers, author Hana Ben-Shabat-an award-winning management consultant and founder of research firm Gen Z Planet- not only describes the unique characteristics of this upcoming generation, but also digs deeper into the "why", explaining what's behind the change and thus what it will take to navigate it. From how to recruit, train, and integrate this hardworking and hungry generation into today's multigenerational workforce, through to how to market to them - Gen Z 360 is packed with insights and no-nonsense guidance that can make all the difference during one of the most transformative periods in business history.Believing that if you want to know a generation, just ask "what's your biggest dream," Ben-Shabat in her ongoing research collected thousands of dream statements from Gen Zers. With the help of artists from all around the world, a selected number of these statements turned into illustrations. These are shared throughout the book, providing a unique perspective into the hearts and minds of this generation.
Introduction to Business covers the scope and sequence of most introductory business courses. The book provides detailed explanations in the context of core themes such as customer satisfaction, ethics, entrepreneurship, global business, and managing change. Introduction to Business includes hundreds of current business examples from a range of industries and geographic locations, which feature a variety of individuals. The outcome is a balanced approach to the theory and application of business concepts, with attention to the knowledge and skills necessary for student success in this course and beyond. This is an adaptation of Introduction to Business by OpenStax. You can access the textbook as pdf for free at openstax.org. Minor editorial changes were made to ensure a better ebook reading experience. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution 4.0 International License.
America confronts a jobs crisis that has two faces. The first is obvious when we read the newspapers or talk with our friends and neighbors: there are simply not enough jobs to go around. The second jobs crisis is more subtle but no less serious: far too many jobs fall below the standard that most Americans would consider decent work. A quarter of working adults are trapped in jobs that do not provide living wages, health insurance, or much hope of upward mobility. The problem spans all races and ethnic groups and includes both native-born Americans and immigrants. But Good Jobs America provides examples from industries ranging from food services and retail to manufacturing and hospitals to demonstrate that bad jobs can be made into good ones. Paul Osterman and Beth Shulman make a rigorous argument that by enacting policies to help employers improve job quality we can create better jobs, and futures, for all workers. Good Jobs America dispels several myths about low-wage work and job quality. The book demonstrates that mobility out of the low-wage market is a chimera—far too many adults remain trapped in poor-quality jobs. Osterman and Shulman show that while education and training are important, policies aimed at improving earnings equality are essential to lifting workers out of poverty. The book also demolishes the myth that such policies would slow economic growth. The experiences of countries such as France, Germany, and the Netherlands, show that it is possible to mandate higher job standards while remaining competitive in international markets. Good Jobs America shows that both government and the firms that hire low-wage workers have important roles to play in improving the quality of low-wage jobs. Enforcement agencies might bolster the effectiveness of existing regulations by exerting pressure on parent companies, enabling effects to trickle down to the subsidiaries and sub-contractors where low-wage jobs are located. States like New York have already demonstrated that involving community and advocacy groups—such as immigrant rights organizations, social services agencies, and unions—in the enforcement process helps decrease workplace violations. And since better jobs reduce turnover and improve performance, career ladder programs within firms help create positions employees can aspire to. But in order for ladder programs to work, firms must also provide higher rungs—the career advancement opportunities workers need to get ahead. Low-wage employment occupies a significant share of the American labor market, but most of these jobs offer little and lead nowhere. Good Jobs America reappraises what we know about job quality and low-wage employment and makes a powerful argument for our obligation to help the most vulnerable workers. A core principle of U.S. society is that good jobs be made accessible to all. This book proposes that such a goal is possible if we are committed to realizing it.