Report on Performance Management Practices of Tesco, UK
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This report takes up the case of Tesco for delving deep into the dynamics of the training and development programs. It explores the performance management approaches, training and learning methods, and learning and development strategies of the company.
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Running head: BUSINESS RESEARCH REPORT Report on performance management practices of Tesco, UK Name of the student: Name of the university: Author note: Submission date:
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1 BUSINESS RESEACH REPORT Executive summary Training helps the employees to enhance their preconceived skills, expertise and knowledge. Lucrative training programs results in high involvement of the employees towards the services of the brands. Motivation and encouragement from the trainers is crucial in terms of moulding the employees into the workplace environment. This is possible only if the employees are provided with safe, comfortable and congenial working atmosphere. This report takes up the case of Tesco for delving deep into the dynamics of the training and development programs. Policies and legislations provide a proper shape to these training programs in termsof ensuring personal and professional development in case of the employees.
2 BUSINESS RESEACH REPORT Table of contents Introduction................................................................................................................................3 Body...........................................................................................................................................4 Performance management approaches and practices of Tesco..............................................4 Training and learning methods of Tesco................................................................................5 Applying learning approaches and models to Tesco..............................................................6 Learning and development strategies of Tesco......................................................................8 Learning through training..................................................................................................8 Development of employees at Tesco.................................................................................9 Employment legislation.......................................................................................................10 Conclusion................................................................................................................................10 References................................................................................................................................12 Bibliography.............................................................................................................................13
3 BUSINESS RESEACH REPORT Introduction Reports play an important role for the companies and organizations in terms of gainingawarenessabouttheperformancetilldate.Sendingreportsaboutthecurrent performance to the higher authorities is assistance for seeking an insight into the innovative waysintoupgradingthestandardsandqualityofthebusinessoperations.Forthis, management of the performance is crucial for modifying the drawbacks before launching the services for the customers (Bell et al. 2017). This assignment takes up the performance management techniques of Tesco for investigating the means for enhancing the productivity. Withinthis,focuswouldbeplacedonthedifferenttrainingandlearningmethods; performance appraisals and legislative requirements. Company profile Founded in 1919, Tesco has emerged as a private company, operating under retail industry. It takes pride in serving branded quality products in the form of supermarkets, hypermarkets, supermarkets and convenient stores to the customers across United Kingdom, Ireland, India, Malaysia, Thailand, Czech Republic and Hungary. Presence of 476000 employees is the main reason behind the sales revenue of 55.9 billion pounds in the era of 2017 (Tescoplc.com 2019). The operating income at this stage was 1280 million pounds as compared to the net income of 54 million pounds. The subsidiaries of Tesco are Tesco Stores Ltd, Tesco Bank, Tesco Mobile, and Tesco Ireland among others.
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4 BUSINESS RESEACH REPORT Figure 1: Market share of Tesco and other retail brands from January 2015 to October 2018 (Source:Tescoplc.com 2019) The above figure depicts the market share of Tesco and other retail brands in the UK market. Among these, Tesco and Sainsbury accumulate the largest share of 43.7% in March 2017. Before the advent of private brands, Tesco ruled the market along with brands like Sainsbury, ASDA and Morrisons. Body Performance management approaches and practices of Tesco Tesco’s human resource management is flexible due to the presence of performance management systems. Divisional organizational structure helps the personnel to expose collaborative approach towards regulating the performance of the employees. As per thye opinions ofSaks (2015), effective communication is established between the managerial levels for reviewing the performance. Journey mapping is one of an important activity, which
5 BUSINESS RESEACH REPORT enables the managers to make estimates regarding the progress with the current performance. Along with this, journey mapping also helps the managers in ensuring better career placement for the employees. Performance management systems prove effective in management of the strategic and operational goals. Stable relationship with the research and development team seems productive for developing future growth strategies in order to enhance the skills, capabilities and competencies of the employees. As a matter of specification, six components play an important part in performance management of Tesco. These are:performance management component, performance appraisalandreview,feedbackmechanism,payandrewardsystem,performance improvement plans and future growth plans for the employees.Larsen (2017) is of the view that synchronization of the business goals with that of the human resource goals is the primary activity in the workplace of Tesco. For this, the managers involve the employees, as they are the assets towards enabling the organization in the fulfilment of the identified and thespecifiedgoals.However,negligentapproachtowardstheusageofperformance management systems creates imbalances in the business operations. Training and learning methods of Tesco Flexible and structured approach is exposed by the managers of Tesco in terms of catering to the training and development needs. Mention can be made of both on-the-job training and off-the-job training methods, to which the employees are acquainted with. In case of on-the-job training, there are skilled and proficient trainers, who guide the employees in carrying out the allocated duties and responsibilities.Fletcher, Alfes and Robinson (2018) points out that themanagers inspire the employees to find solutions for the problems, which they face during the process of executing the operations. This approach helps in enhancing theirleadershipskills,abilitiesandcompetencies.Mentoringtheperformanceofthe
6 BUSINESS RESEACH REPORT employees enhances the functionality of the advisers of Tesco. This is in terms of ensuring their better career establishment. Rotational shifts are provided to the employees of Tesco, which proves beneficial in terms of gaining a deeper insight into the allocated duties and responsibilities. The managers prefer on-the-job training as compared to off-the-job training, as it is cheaper and within the expenses. Along with this, on-the-job-training puts the employees into learning process as theycarryoutthetasks.Herein,HerrmannandHerrmann-Nehdi(2015)relatesthe appropriateness ofcognitive learning theory, as the employees learn the concepts in a practical manner. As the employees learn, they face doubts and challenges, which is obvious. Getting the doubts cleared through the help of the trainers and the managers is a planned approach in terms of achieving a deeper understanding of the duties and responsibilities. On the contrary,Dewhurst et al. (2015) is of the view that off-the-job training is more beneficial for the employees of Tesco. This is because the training helps the employees in enhancing their skills in specific areas like teamwork, communication, planning and self- organizational skills among others. External experts are hired by the managers for enhancing the extracurricular skills of the employees. Mention can also be made ofA-level Options Program,which is conducted by Tesco for organizing induction training. New managers are recruited for providing this training. Interactions between new managers and trainees result in knowledge transfers, indicating reduction in the knowledge gaps. Assessing the performance of the employees in the training helps the managers to align it with the identified and specified objectives.Ayeleke et al. (2016) proposes that this alignment is assistance in terms of developing plans for enhancing the organizational productivity. Applying learning approaches and models to Tesco There are three learning approaches:Behaviorist, Cognitive and Humanist.
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7 BUSINESS RESEACH REPORT Behaviourist approachto learning reflects the learners’ response to the stimuli in the surrounding environment. The approach of the trainer is crucial in terms of assisting the employees to make appropriate response to the lectures and gain the necessary skills, abilities and competencies. One of an important aspect in this approach isclassical conditioning.This type of conditioning helps the managers of Tesco to assess the approach of the employees towards various and wide ranging conditions within the training. The approach of the employees is taken note for gaining an insight into their capability towards executing the allocated duties and responsibilities (Vickerstaff, Phillipson and Loretto 2015). Cognitive approachis concerned about the mind of the learners during the learning process. Engagement of the tutor in the learning processes helps them to identify the appropriate means for conveying the essential information to the trainees. According to the arguments of John Dewey, when an individual performs an activity, he reflects on his performance, which helps in developing certain experiences. Dewey also proposes that this reflection helps the employees to achieve solutions for the problems, which they might face during the course of executing the tasks (Tracey 2016). In case of Tesco, Dewey’s concept of experiential learning is productive in terms of enhancing the professional skills, abilities and competencies of the employees. Humanist approachof learning involves the concept ofpedagogy and andragogy, indicating the interaction of the individual with the society. Pedagogy relates with the traditional methods within which the individual in trapped. Andragogy can be considered as the desperate means adopted by the individuals for gaining an escape into a place suitable for him. This desperation indicates the freedom, which the learners need from the traditional and stereotypical methods. As per the opinions ofReyna (2015), this freedom, further, develops newexperiencesforthelearners,enhancinghisprofessionalskills,abilitiesand competencies. Tesco trainers are conscious of the needs, demands and requirements of the
8 BUSINESS RESEACH REPORT trainees. The major drive behind this is the need assessment before planning for the training to be provided. Informal nature of support within the training is adopted by Tesco managers, which improves the stability in the relationship with the employees. Learning and development strategies of Tesco Learning through training Like all other brands, Tesco believes that customers and the employees are the agents towards achieving growth and development. One of the efficient ways to achieve large scale customer satisfaction is “value for every penny invested in availing the products and services. The managers are aware of the fact that comfortable working conditions and job satisfaction are the agents, which help in extracting the required labour (Tescoplc.com 2019). Prospective offerstotheemployeesresultsinqualityoutput,indicativeofenhancementinthe productivity.Strategicapproachisexposedtowardstheprovisionoftrainingtothe employees.Identification of the training needsis the initial step. This is done through the means of involving the employees in various kinds of seminars and lectures. After the assessment, training programs are designed. Within this, learning objectives are developed. Components of the training are identified through the conglomeration of specific methods. Once the assessment, conglomeration and identification is completed, they are implemented in order to detect gaps and challenges, which might act as obstacles within theprocessofenhancingTesco’sproductivity.TypicalexampleofthisisPersonal Development Program, which enhances the personal skills, competencies and abilities of the employees (Tescoplc.com 2019). One of the positive aspects is the interaction of the managers and the employees to fill in the gaps at the earliest to maintain the balance between the activities.
9 BUSINESS RESEACH REPORT At the initial step, the trainees are made aware of the history and achievements of Tesco. After this, the trainers take up the issue of working system, which includes policies, ethical code of conduct and safety measure, which they have to follow. One of the essential training aspects in this stage is organizational behaviour, which makes the employees a better human being. Development of employees at Tesco DevelopmentoftheemployeesatTescoiscompletedthroughthreesteps: apprenticeship in retail, options and twist.Retail apprenticeshipprovides employees with the opportunity to enhance their preconceived skills and qualification through recognition by CITY and GUILDS. The program starts in September in the selected stores and lasts for one year.Optionscater to the needs of the employees, who intend to get promotion within the organization. Flexibility of the trainers helps in catering to the personal needs of the employees in terms of enhancing their skills, expertise and knowledge. The duration of the program is from 6 months to 2 years. Twist is the program where the managers visit the store and monitor all of the operations for five days (Tescoplc.com 2019). Consistency in this activity helps in detecting the areas, which needs to be improved for upgrading the standards and quality of the operations. Other development programs areStore Development Programs and Commercial Development Programs. Store development programs require the trainee to attend all the examinations for attaining the university affiliated degree.In the 2 days programs, a team leader is appointed on day 1 for helping the trainee to enhance their skills in personal and professionaldevelopmentalongwithretailmanagement.Experientiallearningisan important component of this program. On the other hand, personal development programs include activity plans, which acts as a reflection for what the employees have learnt. The employees are made aware of the effective use of checklists in order to make future planning
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10 BUSINESS RESEACH REPORT (Tescoplc.com 2019). These checklists help the employees in assessing the effectiveness, appropriateness and feasibility of their performance. This assessment makes the employees more productive in their approach to the workplace operations. Employment legislation In order to achieve positive results in the operations, Tesco complies with the standards and protocols of the legislations. Mention can be made of theHuman Rights Policyfor protecting the individual interest of the employees. Along with this, reference can be cited of theData Protection Act (1998),which helps the personnel in looking after community wellbeing. Apart from this,Hughes (2018) points out thatEquality Act (2010)is also followed by Tesco for providing equal treatment to all of the workers. This Act helps in reducing the instances of conflicts, discriminations and harassments within the workplace. The Legal Services Act (2010) is implemented by Tesco for legalizing the benefits, which the employees are liable for. The employees are provided with the opportunity to file a suit or claim against the instances of which they have been victimized.Staff Redressal Forumsplay an important role in helping the employees to restore their justice through the means of compensations.Ethical Code of Conductis also implemented in the workplace of Tesco for enhancing the standards of workplace behaviour (Ramazani and Jergeas 2015). Conclusion Like all other retail brands, Tesco exposes strategic approach towards the training and development of the employees. Need assessment is done prior to the planning of training methods. This helps the managers in gaining an insight into the capability of the employees towards performing the allocated duties and tasks. This assessment, further, helps the managers in identifying the areas, in which the employees are lacking the essential skills. Motivation and encouragement generates an urge within the employees to upgrade the
11 BUSINESS RESEACH REPORT standards and quality of their performance to the extent to performing challenging and enduring tasks. Adhering to the standards and protocols of the employments legislations seems productive in terms of yielding positive results towards enhancing the organizational productivity.
12 BUSINESS RESEACH REPORT References Ayeleke, R.O., North, N., Wallis, K.A., Liang, Z. and Dunham, A., 2016. Outcomes and impact of training and development in health management and leadership in relation to competence in role: a mixed-methods systematic review protocol.International journal of health policy and management,5(12), p.715. Bell, B.S., Tannenbaum, S.I., Ford, J.K., Noe, R.A. and Kraiger, K., 2017. 100 years of training and development research: What we know and where we should go.Journal of Applied Psychology,102(3), p.305. Dewhurst, D., Harris, M., Foster-Bohm, G. and Odell, G., 2015. Applying the Kirkpatrick model to a coaching program.Training & Development,42(1), p.14. Fletcher, L., Alfes, K. and Robinson, D., 2018. The relationship between perceived training anddevelopmentandemployeeretention:themediatingroleofworkattitudes.The International Journal of Human Resource Management,29(18), pp.2701-2728. Herrmann, N. and Herrmann-Nehdi, A., 2015.The Whole Brain Business Book: Unlocking the Power of Whole Brain Thinking in Organizations, Teams, and Individuals. McGraw-Hill Education. Hughes, C., 2018. Conclusion: Diversity intelligence as a core of diversity training and leadership development.Advances in Developing Human Resources,20(3), pp.370-378. Larsen, H.H., 2017. Key issues in training and development. InPolicy and practice in European human resource management(pp. 107-121). Routledge.
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13 BUSINESS RESEACH REPORT Ramazani, J. and Jergeas, G., 2015. Project managers and the journey from good to great: The benefits of investment in project management training and education.International Journal of Project Management,33(1), pp.41-52. Reyna, J., 2015. Active learning and the flipped classroom.Training & Development,42(5), p.30. Saks, A., 2015.Managing Performance Through Training & Development, (Canadian ed.). Nelson Education. Tescoplc.com 2019. About us. Available at:http://www.tescoplc.com/[Accessed on 9thJan 2019] Theguardian.com 2019. Employment law means all workers are equal wherever they come from.Availableat:https://www.theguardian.com/uk-news/2013/aug/12/employment-law- workers-equal[Accessed on 9th Jan 2019] Torraco, R.J., 2016. Early history of the fields of practice of training and development and organization development.Advances in Developing Human Resources,18(4), pp.439-453. Tracey, W.R., 2016.The human resources glossary: The complete desk reference for HR executives, managers, and practitioners. CRC Press. Vickerstaff, S., Phillipson, C. and Loretto, W., 2015. Training and development: the missing part of the extending working life agenda?.Public Policy & Aging Report,25(4), pp.139-142. Bibliography Kirwan, C., 2016.Improving learning transfer: A guide to getting more out of what you put into your training. Routledge.
14 BUSINESS RESEACH REPORT Srivastava, A.P. and Dhar, R.L., 2015. Training comprehensiveness: construct development and relation with role behaviour.European Journal of Training and Development,39(7), pp.641-662.