HRM Strategy in Sainsbury's

This essay discusses the role and contribution of progressive HRM policies in Sainsbury's and their impact on the organization's performance. It analyzes the importance of robust HRM practices, key strategies used by Sainsbury's, and the arguments on the impact of HRM practices on organizational performance.

HRM strategy in Sainsbury s

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................2
MAIN BODY..................................................................................................................................2
Robust and progressive HRM and their need..............................................................................2
Key HRM strategies of Sainsbury...............................................................................................3
Arguments on impact of HRM Practices on organisational performance...................................5
CONCLUSION................................................................................................................................7
REFERNCES...................................................................................................................................8

INTRODUCTION
Human resource management (HRM) is defined as the management and planning of
human resources within organisation (Veth and et.al.,2019). The HRM practices are of great
importance as they affect the accomplishment of tasks and operational efficiency of the
company. Different factors such as technology, globalisation and social factors which drive the
HRM policies need to progressive and robust so that companies can retain talent and employee
turnover can be reduced. The essay discusses the role and contribution of progressive HRM
policies and their impact on performance of organisation. It will analyse the case examples of
Sainsbury whose robust HR system has allowed this UK based retailer to maintain its success in
not only domestic UK market but in international market as well.
MAIN BODY
Robust and progressive HRM and their need
According to Chowhan, (2016) progressive HRM is defined as the adaptation and
modification in the HRM practices as per changing business environment and organisational
scenario. The recent development in the globalisation and digital technology has given a new
competitive level to all industries especially retail. Thus organisations such as Sainsbury are
facing huge challenges from the other competitors. In such circumstances the company can retain
its success and growth only when its operational and functional team is capable to overcome
those challenges. However retaining such as expertise team and employees is itself a challenge
for the companies. The robust HRM framework helps companies to manage a well defined and
standard framework to ensure that staff members understand the work policies, regulations,
organisational and customer requirement.
In the same context Gurkov, Morgunov and Saidov, (2017) stated that contemporary
HRM practices are not limited to only some basic functions such as payroll, recruitment and
selection or planning. Instead HRM department of companies adopt various aspects which ease
the operational and strategic requirements. For instance Sainsbury is multinational company
operating in different cultures. Thus along with the selection and recruitment it also has
responsibility to understand cultural sensitivity and need to emphasis on workplace culture which

encourages improved performance and efficiency of employees. The HRM department of
Sainsbury has not only included new progressive strategies but has also made progressions or
improvement in the existing policies (Zhou, Fey and Yildiz, 2018). For example Sainsbury post
job description on its official website and other job portals with clear job description. It help
organisation to get response from plenty of talented candidates. Due to online recruitment
process Sainsbury is able to perform initial screening without any additional cost.
There are several improvements in HRM practices which need to implemented within
organisation so that operational cost can be reduced as well as competitive advantage can be
gained. When HRM practices of the organisation are effective then it attracts potential and
talented candidates who are capable to achieve new heights of growth for organisation. Being a
retailer customers of Sainsbury perceive brand value of organisation only by the ways through
which employees interact with the customers. Hence responsibility of organisation is not limited
to only recruitment and resource management (Bryson and White, 2019). Instead it also demands
for preparing a trained work force which can create a positive and remarkable impression on
firms. Sainsbury faces tough competition in domestic as well as international market.
Thus if company will fail to retain loyal employees then it will also have adverse impact
on the customers. If organisation will not have trained employees then it may result in
dissatisfactory services to consumers. Various competitors of Sainsbury provide good work place
environment, compensations and motivational rewards to retain and attract talented employees.
As per the view of Tatoglu, Glaister and Demirbag, (2016) if organisation fails to retain
progressive HR management practices then it can discourage employees and they may not work
with optimum productivity. It is harmful for the growth and success of organisation. HR policies
also affect the organisational culture and outcomes of team work. Thus companies must also
emphasis on utilising HR practices which makes a positive work culture. The failure to do so can
result in ineffective team outcomes, reduced productivity and increased operational expenses.
Key HRM strategies of Sainsbury
HRM practices of Sainsbury aims at enhancing the work culture and productivity of its
employees. Thus organisation uses following robust strategies for management of its human
resources:

Recruitment and selection: With time Sainsbury has adopted online recruitment methods to
attracted talented candidate. As compare to traditional HRM approach, this method is used to be
considered as more influential. With the integration of social media, websites and emails it has
been very convenient for the organisation in terms of recruitment cost and available choices for
the selection (Veth and et.al., 2019). If organisation does not use these contemporary and modern
practices then it would have deprived organisations to recruit talented employees capable to
drive organisation towards success. The strategic online recruitment process of Sainsbury makes
its selection process less time consuming and more effective. Failure to adopt such modern
practice could have lead to increased cost and time as well as selection of less appropriate
individuals.
Training and development: To develop a productive work force HR practices of Sainsbury are
very constructive. The training and development programs of organisation follow all health and
safety regulations, foundation training for gaining expertise in job skills and programs for
professional needs of employees. Sainsbury also provide training to its employees for developing
job role specifications and leadership abilities (Vanhala and Ritala, 2016). These various types of
training allow company to not only increase its efficiency in work but also give individuals an
opportunity to go for professional development through employment career programs. Such
programs are key reason which makes organisation first choice as the employer. This positive
perspective among individuals also helps in increasing brand value and positive customer
perspective.
Employee engagement: The developed and successful retailer Sainsbury understands the need of
employee engagement and thus it is considered as an essential part of the HRM policies. For
giving preference to need of employees Sainsbury adopt various progressive strategies like
flexible working hours, e-learning opportunities and performance based incentives. These
measures ensure that employees are always allowed to interact with the management openly and
they can share their perspective or concerns. The increased employee engagement and open
communication in Sainsbury makes it work culture highly innovative and productive which is
one of the reasons for the organisational success (Jirjahn, 2018). Contrary to this if organisation
would not have prioritise employee engagement then unfavourable work condition or lack of
training programs could have increased operational inefficiencies and poor employee retention.

Performance management through motivation and rewards: Most of the competitors of
Sainsbury such as Marks & Spencer, Tesco and Aldi also give competition to organisation in
UK. Thus talented employees also have opportunities to collaborate with other successful
organisations. In such conditions it is necessary that Sainsbury must use appropriate motivation
rewards which not only keeps employees productive and enthusiastic but also retain them for
long term (Tatoglu, Glaister and Demirbag, 2016). Due to this reason Sainsbury gives
performance based incentives and flexible working conditions as rewards to its staff members.
Such kind of motivation is helpful for the organisation to enhance the productivity and manage
human resources with reduced employee turnover cost.
Diversity management: Sainsbury works with different types of customers and in countries with
diverse culture. This in the wake of this aspect organisation has adopted diversity management in
its HRM policies. The giant retailer ensures that at workplace all cultures are given respect and
value. It not only makes employees feel valuable but also helps organisation to understand the
preference of consumers belonging to different culture (Bryson and White, 2017). For this
purpose in all organisational activities Sainsbury ensure that no discrimination is carried on the
basis of race, gender, culture or religion. All human resources or the organisation are given equal
opportunities and respect. It creates a positive environment in the company and individuals are
motivated to work with efficiency and innovative ideas. Contrary to this the companies who fail
to manage diversity at work place suffer from the issue of ineffective team work and thus they
always fail to meet diverse need of customers or international market.
Arguments on impact of HRM Practices on organisational performance
As per the view of Gurkov, Morgunov and Saidov, (2017) robust HRM practices such as
flexible working conditions, training, motivation and modern recruitment practices play key role
in the organisational performance. The companies which adopt these practices tend to have good
rate of employee retention. When employees and employer have good professional relation then
it also helps to build loyal customers which believe in brand value of the organisation. It has
been also observed that many time talented and skilled human resources does not find good work
culture at the companies and thus they choose other competitive organisations. It not only cause
ineffective talent management but also increases HRM costs.

One of the reasons for such dissatisfaction among employees is that the work culture of
companies does not seem to be supportive for the professional development (Zhou, Fey and
Yildiz, 2018). Contrary to this work culture of Sainsbury also give equal priority to the
professional development of employees. For accomplishing this purpose Sainsbury not only give
training related to job skills but also develop leadership and management skills which are
essential for the professional development and growth of the individuals.
The policies such as flexible working hours and induction and professional training
encourages lot of individuals to choose Sainsbury as their preferred employer. This in turn also
gives a positive message to the targeted customers of the organisation that as work culture of the
company is so impressive then its services must also be highly productive. When employees are
given facilities such as flexibility, motivation, rewards and development opportunities then they
are able to groom themselves as highly efficient and to bring creativity and efficiency in their
operations and task (Zhou, Fey and Yildiz, 2018). Contrary to this if companies do not give
preferences to cultural diversity or equality to their employees and their choices then it can lead
to failure to some legal compliance like equality act.
It has adverse impact on organisational brand value and also influences the employee
loyalty towards the company. In adverse situations when organisation requires support from its
staff members then employees may not cooperate or work with full focus if company neglect
their welfare. Such type of ineffective relation between employees and employer cannot be
considered as good for the growth of organisational success. For the multinational organisations
such as Sainsbury the situations become more critical as with multinational working more strong
connection is required between teams working from different regions (Krishnaveni and Monica,
2018). If employees will not have faith or satisfaction on HRM policies then they will never
open up about innovative ideas or the efforts required for the growth of organisation. Human
resources are distinguishing feature which can influence the productivity and competitive
advantage of the firm. Without adaptation of the progressive HR policies it can also become
challenging for the Sainsbury to understand the diverse needs of its customers and to build a
team which is capable to deliver satisfactory and quality services. Hence for gaining competitive
advantage and long terms success organisations must adopt robust HR practices.

CONCLUSION
It can be concluded from the above report that for competitive advantage regular updates
and progression is mandatory in HRM policies. The organisational efficiency and success greatly
depends upon its employees and thus their management must be done in competitive way. It
helps companies to achieve organisational goals with the help of skilled work force. It has been
also analysed that lack robust HR system can affect the performance of firm in negative way.
Thus it is required that companies must understand the role and importance of robust HR policies
so that they can be implemented and sustainable growth can be maintained by firm.

REFERNCES
Books and Journals
Bryson, A. and White, M., 2019. HRM and small-firm employee motivation: before and after the
great recession. ILR Review. 72(3). pp.749-773.
Bryson, A. and White, M.R., 2017. HRM and Small-Firm Employee Motivation: Before and
after the Recession.
Chowhan, J., 2016. Unpacking the black box: understanding the relationship between strategy,
HRM practices, innovation and organizational performance. Human Resource
Management Journal. 26(2). pp.112-133.
Gurkov, I., Morgunov, E. and Saidov, Z., 2017. Robustness and flexibility of human resource
management practices. Employee Relations.
Jirjahn, U., 2018. Works councils and employer attitudes toward the incentive effects of HRM
practices. Journal of Participation and Employee Ownership.
Krishnaveni, R. and Monica, R., 2018. Factors influencing employee performance: the role of
human resource management practices and work engagement. International Journal of
Business Performance Management. 19(4). pp.450-475.
Tatoglu, E., Glaister, A.J. and Demirbag, M., 2016. Talent management motives and practices in
an emerging market: A comparison between MNEs and local firms. Journal of World
Business. 51(2). pp.278-293.
Vanhala, M. and Ritala, P., 2016. HRM practices, impersonal trust and organizational
innovativeness. Journal of Managerial Psychology.
Veth, K.N. and et.al.,2019. Understanding the contribution of HRM bundles for employee
outcomes across the life-span. Frontiers in psychology. 10.
Veth, K.N., and et.al., 2019. Which HRM practices enhance employee outcomes at work across
the life-span?. The international journal of human resource management. 30(19).
pp.2777-2808.
Zhou, A.J., Fey, C. and Yildiz, H.E., 2018. Fostering integration through HRM practices: An
empirical examination of absorptive capacity and knowledge transfer in cross-border
M&As. Journal of World Business, p.100947.