Human Resource Practices at ASDA: Training and Motivation

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CASE STUDY- ASDA
TRAINING AND DEVELOPMENT

Table of Contents
INTRODUCTION...........................................................................................................................3
DISCUSSION..................................................................................................................................4
CONCLUSION................................................................................................................................7
REFERENCES................................................................................................................................8

INTRODUCTION
The report will cover the aspects of the human resource in training and development such as
motivation and culture for ASDA. In this highly competitive market, ASDA has significant
competitive position through which quality training enable the individual to perform better at
their job (Nda & Fard, 2013). The employee training and development can help in engaging the
workforce to communicate with each other. Training can not only help in improving
performance but also handling the specific attitudes, skills and behavior for the business.
ASDA has design and deliver the training and development programs for the employees in order
to improve the performance within the organization. The Training and development stage come
after the recruitment of the employees. Therefore, the viable sources that are apprehend by the
organization to train the employees direct on the need of change within the organization.

DISCUSSION
With the pace of time, ASDA has been changing their learning aspects and functionality of the
business. It has been examined that the training and development has become a crucial element
of the modern businesses. ASDA is the UK competitive supermarket chain which offers
merchandise products and foods and clothing. The progress in the human resource management
field has argued with the multiple levels of the issues that are inherent in the work careers of the
employees nowadays (Jehanzeb & Bashir, 2013). In order to meet the challenges the employees
are required to update their skills, knowledge and managing the habits to invest highly in the
development of the human capital. It is evident that the lack of the scientific rigor can lead to
inefficient dispersion of the financial and human resources practices. The lack of training and
development goals can also affect the competitive market position and economy of the business.
According to the selective area Training and development, it is necessary to gain the knowledge
of cognitive psychology of the employees. The key area of motivating the employees should be
known to a company (Hameed & Waheed, 2011). The Colleague culture is something which is
adapted by ASDA in order to motivate team with the growing market share. As per ASDA, the
staff or Colleague is the most important asset for the business.
The changing consumer behavior has directed on the fact that the business needs to operate on
high competitive retail. Therefore, employees must be equipped with the complex challenges and
managing the customers. For example, ASDA has now go on self-scan checkout and employees
are now hosting customers with the queries and multiple checkouts at their sites in the single
time.
The concept of motivation is applied to ASDA employees in order to overcome worse situation.
It is important for the organization to train their employees to handle the challenges and
determine the natural ways of doing things (Costen & Salazar, 2011). It can be directed that the
training motivate employees. There are certain ways through which the training motivates
employees. However, the motive behind enraging the employees is solely based on the
unfulfilled needs. This can direct on the performance of the employees as how motivated they
are, and how properly they work to achieve their goals.

Figure1: Training Motivates Employees
Source: Author’s work, 2019
The ASDA culture focuses on the conscience, dedication and doing things in the right way. This
can pervades the operations of the ASDA and maintaining trust within the organization. The trust
among the employees can extent the training and development practices of the business. This can
also help in diverse settings (Brown & Sitzmann, 2011). The employees of the ASDA are usually
trained by following stages:
Step In- The four week induction programme is conducted at ASDA which helps in culminating
the performance of the colleagues.
Step On- This direct on the six month services and also include the retail apprenticeship and
coaching for the further responsibilities in the business
Step Up- This phase is considered to the career development phase where the performance of the
employees is reviewed and if foreseen progression can be appointed to higher post.
Training
Motivate
Employees
Community
Responsible citizen
in community
concern and
influence
World Altruist
Making it a better
place
Work-life
balance
Integration of
different work and
life drivers for
balance
Security
workplace safety
and physical and
emotional well-
being
Belonging
Self-identity and
your connection
Expertise
Professional
excellence
Self-
actualisation
Exploring potential
within oneself

The ASDA supermarket has analyzed the training and development in correlations with the
declarative knowledge and job performance (Khan et al., 2011). The skills of the individual
working at ASDA are examined and this can help in development of them in the organization.
Figure 2: Impact of Training on Employees Motivation and Performance
Source: Khan et al., 2011
The key importance of training in ASDA is that it is twofold concept through which skills and
knowledge of the team can be built up. This can be helpful in increasing quality of work and
improving the market situation for the business totally. Presently, the change in the nature and
environment of the workplace has affected the growth of the business. Therefore, it is necessary
for the organization to regularly update the skills of the employees (Brown & Sitzmann, 2011).
This has enhanced the competencies and motivating the employees towards work. The practice
of training has become inevitable and henceforth a schedule for the daily work has been
prepared. This will motivate the employees to work continuously and in appropriate pattern.
Thus, it will improve their performance at the present position in the organization.
Performance based Pay
Participation in Pay
system
Adequacy of Pay
Independent
Variable
Interactional
Justice
Mediating
Variable Job
Satisfaction
Dependent
Variable

CONCLUSION
The discussion on the HR practices i.e. maintaining a culture and motivating the staff at the
workplace is managed by effective training. The concept of training and development can help in
approaching the job performance and improving the productivity of the ASDA. At ASDA,
employees deliberately work on the basis of the schedules provided to them. This helps them to
be attentive and reluctant in the work and henceforth proper training improves their performance.
This can result in the performance appraisal in terms of rewards, incentives and other.

REFERENCES
Brown, K. G., & Sitzmann, T. (2011). Training and employee development for improved
performance.
Costen, W. M., & Salazar, J. (2011). The impact of training and development on employee job
satisfaction, loyalty, and intent to stay in the lodging industry. Journal of Human Resources in
Hospitality & Tourism, 10(3), 273-284.
Hameed, A., & Waheed, A. (2011). Employee development and its affect on employee
performance a conceptual framework. International journal of business and social science, 2(13).
Jehanzeb, K., & Bashir, N. A. (2013). Training and development program and its benefits to
employee and organization: A conceptual study. European Journal of business and management,
5(2).
Khan, R. A. G., Khan, F. A., & Khan, M. A. (2011). Impact of training and development on
organizational performance. Global Journal of Management and Business Research, 11(7).
Nda, M. M., & Fard, R. Y. (2013). The impact of employee training and development on
employee productivity. Global Journal of commerce and management perspective, 2(6), 91-93.