Virtually every aspect of being a store manager is a downside. The workload is unmanageable due to the fact that no resources are provided. Staffing is unbelievably inadequate, due to no payroll being provided. Management from the district, regional and corporate level provides no support. Programs and initiatives are added by the district, regional and corporate levels with each not being coordinated and no resources given to execute them. With no employees to assist customers; maintain the store; unload trucks and man the registers, customers and employees are frustrated and dissatisfied.
In all, the stores are in a constant state of chaos and management is unsupportive and plays ignorant to the lack of resources, choosing to hold management responsible for the inabiloity to execute at the store level. The company is disorganized and lacks the experience and expertise at the corporate level to effectively manage the company.
When Kmart purchased Sears, all resources and focus has been on the Sears operation. Kmart's ability to remain profitable has not been due to a successful business model, but largely attributed to cuts in payroll, benefits, store equipment and resources.
Being a store manager is an exercise in futility and frustration. In addition, managment lieves in constant fear of retribution and loss of job. The hours are horrendous. WIth the lack of employees and other management, the store managers are in the store from virtually open to close six or more days a week.
When I was hired in 2008, the pay for store manager was competitive to other large retailers. However, in 2009 the pay structure was reduced dramatically due to the economy.