Report on Performance Management Practices of Tesco, UK

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.

Running head: BUSINESS RESEARCH REPORT
Report on performance management practices of Tesco, UK
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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 terms of ensuring personal and professional development in case of the
employees.

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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

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Introduction
Reports play an important role for the companies and organizations in terms of
gaining awareness about the performance till date. Sending reports about the current
performance to the higher authorities is assistance for seeking an insight into the innovative
ways into upgrading the standards and quality of the business operations. For this,
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.
Within this, focus would be placed on the different training and learning methods;
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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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 of Saks (2015), effective communication is established between the managerial
levels for reviewing the performance. Journey mapping is one of an important activity, which

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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
appraisal and review, feedback mechanism, pay and reward system, 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
the specified goals. However, negligent approach towards the usage of performance
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 the managers inspire the employees to find solutions for the problems, which
they face during the process of executing the operations. This approach helps in enhancing
their leadership skills, abilities and competencies. Mentoring the performance of the

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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
they carry out the tasks. Herein, Herrmann and Herrmann-Nehdi (2015) relates the
appropriateness of cognitive 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 of A-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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Behaviourist approach to 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 is classical 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 approach is 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 approach of learning involves the concept of pedagogy 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 of Reyna (2015), this freedom, further, develops
new experiences for the learners, enhancing his professional skills, abilities and
competencies. Tesco trainers are conscious of the needs, demands and requirements of the

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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
offers to the employees results in quality output, indicative of enhancement in the
productivity. Strategic approach is exposed towards the provision of training to the
employees. Identification of the training needs is 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
the process of enhancing Tesco’s productivity. Typical example of this is Personal
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.

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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
Development of the employees at Tesco is completed through three steps:
apprenticeship in retail, options and twist. Retail apprenticeship provides 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. Options cater 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 are Store 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
professional development along with retail management. Experiential learning is an
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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(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 the Human Rights
Policy for protecting the individual interest of the employees. Along with this, reference can
be cited of the Data Protection Act (1998), which helps the personnel in looking after
community wellbeing. Apart from this, Hughes (2018) points out that Equality 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
Forums play an important role in helping the employees to restore their justice through the
means of compensations. Ethical Code of Conduct is 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

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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.

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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
and development and employee retention: the mediating role of work attitudes. 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. In Policy and practice in
European human resource management (pp. 107-121). Routledge.

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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 9th Jan
2019]
Theguardian.com 2019. Employment law means all workers are equal wherever they come
from. Available at: 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.

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Srivastava, A.P. and Dhar, R.L., 2015. Training comprehensiveness: construct development
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