Impact of Employee Relations and Employment Legislation on HRM Decision Making

This report discusses the impact of employee relations and employment legislation on HRM decision making. It explores the role of workplace representation and the relevance of employee relations in HRM. It also examines key employment legislation, such as equal opportunity and employment contracts, and their impact on HRM practices. Additionally, the report discusses the importance of effective recruitment and selection in HRM and the significance of HRM documentation.

Human Resource
Management

Table of Contents
Human Resource Management........................................................................................................1
INTRODUCTION...........................................................................................................................4
MAIN BODY..................................................................................................................................4
Employee Relations and Employment Legislation......................................................................4
Human Resource Management practice......................................................................................6
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
Human Resource Management is a system in organisation which involves management
of employees of an organisation. HRM mainly includes functions staffing, employee
compensation and benefits and performance management of the organisation. This report will
discuss factors which impact HRM decision making and documentation of HRM in Tesco,
multinational British groceries and general merchandise retailer. This report will also include job
and person specification in Tesco and along with recruitment and selection and its effectiveness
in Tesco.
MAIN BODY
Employee Relations and Employment Legislation
a. Role of Workplace representation and relevance of employee relations in Human
Resource Management
Human resource management is based on employees and their role in the Tesco. This is
why employee relations have significant impact on Human resource management. Workplace
representation is also a significant force behind decision making of HRM in Tesco. Tesco
colleagues are only member of Usdaw (Union of Shop, Distributive and Allied Workers) as
recognized trade union (Belloc, 2016). The relationship of Tesco and Usdaw is based on clear
and shared values, mutual trust and respect and open and honest way of working together
constructively. Usdaw is representative of workers in Tesco and agreement between Tesco and
Usdaw affect their decision regarding human resource decisions of the Tesco. Agreement lays
out process and principle for how they can work together, engage and listen to the colleagues,
improve terms and conditions and solve problems together. This agreement plays major role in
decision making at Tesco.
Employee relations in the Tesco also affect its human resource management. Usdaw though
decide terms for formal employee relations but other than this relationship between employees
and management of Tesco affect its human resource management. Human resource management
have objective of providing improved working condition and job satisfaction of the employees.

Employee relations means relation in the employee and employer affect it significantly. Formally
this relationship is governed by laws and regulations but when employees are working are being
treated as regulations and laws but other than this informal relations also affect Human resource
management in Tesco (Fredericks and Yu, 2018). Conflicts and disputes which are result of
negative employee relations in the Tesco also affect success of the human resource management.
Just like conflict and disputes which are result of negative employee relations harmony at
workplace is also result of positive employee relations. Tesco has positive employee relations
that reflect in performance of the employees at Tesco. Positive employee relations are result that
human resource management is able to think and act for welfare of the employees at the
workplace. These were internal organisational factors which affect Human resource management
and its decision making at the Tesco.
b. Key Employment Legislation and impact of following-
Equal Opportunity
Equal opportunity at the workplace is governed by Equality Act, 2010. This means that
all the all the employees regardless of their age, gender, culture and race are provided equal
opportunity in the Tesco. This also restrict any type of discrimination on the basis of age, gender
etc. and this requires Tesco to give equal opportunity. The opportunity are for recruitment and
selection, promotion and growth and any other functioning of the Tesco where company needs to
select some of its employee so that they can use their competency and knowledge (Seth, 2017).
The Equality Act, 2010 says that any type of discrimination in employees on the basis of any
feature that differentiate them from others is illegal and Tesco might have to face legal
complications because of such act.
Employment Contract
Employment contract refers to contract which includes terms of employment and the
rules which employees are required to be followed by the employees at the workplace.
Employment contract also includes benefits which employees will receive in exchange of their
services to the Tesco. These terms and regulations are based on laws and regulations of UK.
According to Employment Rights Act 1996 requires that all the employee are entitled to a

written document which is known as employment contract and contains terms of the employment
and this contract is the basis of employment relationship.
Data Protection
Data protection Act, 1998 provides safeguarding to the data of employees about their data
which they provide to Tesco. This act provides that without permission of the employee
employer cannot process the data of employee (Seth, 2017). The data includes individual
information of the employee from which individual can be identified. The employees and
concern people protected by this are, candidates who apply for job in Tesco regardless of they
are selected or not. Employees of the Tesco including former employees, consultants of the
business, interns and volunteers associated with Tesco.
Human Resource Management practice
a. HRM Documentation
Documentation is very important for all functional areas in the organisation and this is
important for HRM as well. Some of the important documents of HRM are job description,
person specification and interview checklist.
Job Descriptions
Job Description is the description related to a job which contains basic details related to
job role of the organisation (Pató, 2017). This involves important tasks which are required to
perform for a particular job role in the organisation. Job role of marketing manager at Tesco is as
follows-
Company TESCO
Post Marketing Manager
Report to Head of Marketing Department
Qualification MBA or equivalent qualification
Responsibilities Designing and developing marketing

strategies and promotional campaigns.
Personal Specification
Title of the job Marketing Manager
Qualification required Essential Desirable Met
MBA or
equivalent
qualification
MBA or
equivalent
qualification
MBA
Need of Experience 4-5 years 5-6 years 5 year
Personal
characteristics &
conduct
Managerial
Skills, good
communication
skills,
interpersonal
skills,
Organizational
skills, team
working skills,
effective writing
skills.
Managerial Skills,
good
communication
skills,
interpersonal
skills,
Organizational
skills, team
management,
leadership skills.
Managerial Skills, good
communication skills,
interpersonal skills,
Organizational skills,
team management
skills.
Roles and
Responsibilities
Planning and
developing
marketing
strategies,
Designing
promotional
campaigns,
directing the
marketing team
Planning and
developing
marketing
strategies,
Designing
promotional
campaigns,
directing the
marketing team
Planning and
developing marketing
strategies, Designing
promotional campaigns,
directing the marketing
team for execution of
the plan.

for execution of
the plan.
for execution of
the plan,
designing and
developing
training for the
team.
Interview Checklist
Information to present company’s strategy, mission and vision. Yes/No
Knowledge of Perks and benefits to offer for the position Yes/No
Information of all aspects of this position (job description, duties and
requirements)
Yes/No
Preparation of interview questions to reflect required skills Yes/No
Discussion with fellow interviewers Yes/No
Reviewed questions for legality Yes/No
Candidate resume review Yes/No
b. Effective Recruitment and Selection Practices
Recruitment and selection and their effectiveness gets affected from various aspects and
this is why it is important that all the aspects are required to identified and analysed so that Tesco
can understand their impact and practice recruitment and selection accordingly. Some of the
factors which are related with effectiveness of recruitment and selection are as follows-
Employee Relations
Employee relations are relevant to effectiveness of recruitment and selection. Employee
relations affect image of the Tesco and it determines candidates to who apply for the job and
their capabilities (Kim and Ployhart, 2018). Employee relations are result of effective
recruitment and selection as effective and efficient employees will be able to have positive
relations with the management. Employee relations are more relevant with internal recruitment
because when employee relations are favourable than chances of internal conflicts will be less.
Otherwise internal recruitment have chances that employees might have conflict because chances

are there that management might have to chose selected people from those who are equally
qualified and competent. Employee relations also affect the image which new employee
develops about the Tesco. This also affects their long term performance and attitude of the
employee for the management, peers and organisation.
Employment Legislation Compliance
Employment legislation compliances are also important factor related with effectiveness
of recruitment and selection. Employment legislation includes regulations for every aspect of
employment and also determines terms for employment and this is why recruitment and selection
procedure also have regulations. Legislations related to work time, working hours and work load
of the employees and this becomes basis for decisions related to recruitment and selection
(Andronikos and et.al., 2016). One of the important employment legislation which is important
for effective recruitment and selection is following the regulations and equality and
discrimination. Tesco needs to pay attention to this regulation that it provides equal opportunity
to all the candidates regardless of their age, culture, gender and race. This means that Tesco
cannot discriminate in the candidates for interview and selection process and their competency
and suitability needs to be only basis for their selection. Discrimination on any basis is illegal
and this will make negative influence on effective recruitment and selection process of the
Tesco.
CONCLUSION
On the basis of above analysis it can be concluded that functions of human resource
management are very significant for the effective functioning of organisation. Decisions related
to this function of the organisation get affected from various factors and internal factors include
workers representation and employee relations. External factors which affect HRM decision
making are employment legislation. Documentation which is essential for organisational
functions and HRM also includes documentation as well. Documentation of HRM includes job
and person specification and interview checklist.

REFERENCES
Books and Journals
Addison, J.T. and Teixeira, P., 2017. Strikes, employee workplace representation, unionism, and
trust: Evidence from cross-country data.
Andronikos, G and et.al., 2016. Relative age effect: implications for effective practice. Journal
of sports sciences. 34(12). pp.1124-1131.
Belloc, F., 2016. Employee representation legislations and innovation.
Fredericks, F. and Yu, D., 2018. Examining employment discrimination in South Africa, 1997–
2016. Development Southern Africa. 35(4). pp.527-553.
Guest, D.E. and Clinton, M., 2017. Contracting in the UK: Current research evidence on the
impact of flexible employment and the nature of psychological contracts.
In Employment contracts and well-being among European workers (pp. 201-223).
Routledge.
Kim, Y. and Ployhart, R.E., 2018. The strategic value of selection practices: antecedents and
consequences of firm-level selection practice usage. Academy of Management
Journal. 61(1). pp.46-66.
McCabe, D.M., 2019, July. Contemporary Trends in Employee Relations and the Employment
Relationship: A Competitiveness Perspective. In Competition Forum (Vol. 17, No. 2,
pp. 248-251). American Society for Competitiveness.
Pató, B.S.G., 2017. Formal options for job descriptions: theory meets practice. Journal of
Management Development.
Seth, V.K., 2017. Economics of Minimum Wage Legislations—Lessons for Emerging Market
Economies. Emerging Economy Studies. 3(1). pp.19-33.