The international HRM practices

Running head: INTERNATIONAL STRATEGIC HUMAN RESOURCE MANAGEMENT
Human resource management of Tesco PLC
Name of the student:
Name of the university:
Author note:

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Contents
Task 1.........................................................................................................................................2
Summary of who did what.....................................................................................................4
Task 2.........................................................................................................................................6
Introduction............................................................................................................................6
Discussion..............................................................................................................................6
An insight into Tesco.........................................................................................................6
Human resource management of Tesco.............................................................................7
Conclusion............................................................................................................................12
Task 3.......................................................................................................................................14
References................................................................................................................................20

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Task 1
There are several factors, which underpin the differences between domestic and
international human resource management in MNC’s like that of the Tesco PLC. As a matter
of specification, these factors are risk exposure, broader external influence, diversified HR
activities, employee engagement, need analysis and alterations in the focus of the operations.
According to the arguments of Bell et al. (2017), taxation is one of the factors, which
differentiates the location and the national human resource management practices.
Expatriates in the foreign countries encounter tax liabilities, which has increased the
instances of relocation. Tesco PLC needs to be praised for exposing conscious approach
towards segmenting the domestic and the international HRM practices. Mention can be made
of the pre-departure training, which is provided to the employees filing resignation. Along
with this, the employees coming from abroad are engaged into the detailed process of
verification, consisting of the immigration details, accommodation services and others. Using
online means saves time, which is devoted towards upgrading the standards and quality of the
human resource management practices.
Dewhurst et al. (2015) states that perspective also differs in the domestic and the
international human resource management practices. Domestic practices revolve around the
policies and benefits for luring the employees towards the services. On the contrary,
international practices require the employees to undertake tasks and responsibilities, which
are out of their domain. This is a means for enhancing their professional development. Tesco
PLC ensures that domestic practices are executed according to the rules and regulations,
which are severe in case of the international parameters. In case of the indulgence into
personal life of the employees, international attains a high position as compared to the

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domestic. This reflects the need for developing career development plans and including it
within the domestic policies.
According to Fletcher, Alfes and Robinson (2018), the risks exposure is higher in the
international parameter, as there are issues like that of the tax obligations, language barriers,
cultural differences and others, which most of the employees and expatriates find difficult to
adjust. The recommendation in this context is that of the risk assessment and management, so
that the implications are not that severe. Tesco PLC needs to be praised for adhering to the
ethical code of conduct for resolving the taxation issues. In this context, mention can be made
of the Working Ombudsman, which helps in averting the illegal instances. The major drive
behind this is the effective communication with the international representatives. This
communication proves beneficial for Tesco in terms of detecting the solutions for financial
instabilities and political unrests, which stalls the import and export activities.
Apart from this, external influences are managed through the means of quality
training programs. The employees are exposed to the various devices, which helps in
connecting with the international partners. Herrmann and Herrmann-Nehdi (2015) states that
Equal Employment Opportunity Act is followed for providing equal opportunities to the
employees. In this context, one of the other aspects is that of the impact of the culture, which
cannot be transferred to the other spheres. However, language barriers are evident in the
expatriates. Typical example can be cited of the approaches towards performance appraisal.
Behavioral tests are conducted for measuring the effectiveness of the task allocation. The
managers of Tesco practice the culture of higher power, demanding loyalty and obedience
from the subordinates. The leadership style is that of transactional, which initiates upon the
decisions being levied by the managers (Hughes 2018). Herein lays the effectiveness of
Hofstede’s culture dimensions for mapping the power distances of the officials in Tesco
PLC.

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Coordination is important both for the domestic and international human resource
management practices. However, Larsen (2017) is of the view that support practices are
needed in the domestic sphere for enhancing the standards and quality of the team work. As a
matter of specification, attention needs to be given to the primary activities. Therefore, the
selection and recruitment standards need to be uplifted for enhancing the triple bottom line
approach of Tesco PLC. Product differentiation and diversification strategies are to be
followed for effective management of the operations in the foreign markets. One of the
important activities in this context is that of the measurement of the effectiveness of resource
and capabilities. The differentiation also lies in the manner of decision making process and
control mechanisms. Ramazani and Jergeas (2015) are of the view that the decisions
undertaken adversely affect the operations of the subsidiaries. This adds an interrogative
parameter to the control measures, degrading the streamline businesses in the global
perspective. Institutional differences are there in the staffing levels, which impacts the
communications regarding the negotiations. In this context, Reyna (2015) is of the view that
systematic review of the recruitment process is needed for achieving the desired results.
Herein mention can be made of the Tuckman’s stages of team development.
Summary of who did what
Member 1 was given the charge of conducting market research on the international
and domestic human resource management practices. In this process, he used the keyword
search and search engine optimization for directly going to the relevant articles. He took
notes of the important factors and synthesized the information for deducing relevant
conclusions. Member 2 was given the charge of collecting information on the different
perspectives from which the human resource management practices are perceived. This task
broadened the scope and arena of the knowledge horizons. Group discussions were
organized, which resulted in the knowledge transfer, reducing the knowledge inadequacies.

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Member 3 was in charge of collating all the information and assessing whether it is relevant
to the topic. After this, he was to select the design for the presentation through consulting the
other team members 4 and 5. After the selection of the design, supervisor is involved in a
meeting process, where he is briefed about the main points to be presented. His approval
seemed to be effective in initiating the respective tasks. Among these, member 3 was the
leader, who prepared the schedule. After completion of the tasks, he evaluated the
performance through the means of alternative analysis. This report of work break down
structure was submitted to the supervisor after the selection. Time was allotted for making the
changes if any in the plan and update to the supervisor. After all of the things were finalized,
the supervisor called the leader and briefed him about the presentation, which the team
members are to make within the time limit of 15 minutes in front of the foreign delegates.
(refer to the attached PPT)