HR Practices in Tesco and Morrison's: A Detailed Comparison

This report provides a comparative analysis of Human Resource (HR) practices at Tesco and Morrison's, two prominent organizations. The report delves into various aspects of HR, including training and development programs, performance management systems, and strategies for employee engagement. It examines how these practices impact productivity, employee morale, and overall organizational success. The report highlights specific HR initiatives adopted by each company, such as Tesco's focus on employee capital and various training programs, and Morrison's emphasis on employee well-being and career development. The analysis considers the effectiveness of these practices, drawing on research and industry insights to provide a comprehensive understanding of how HR strategies contribute to organizational goals. The report concludes by summarizing the key findings and offering insights into the importance of effective HR management in fostering a positive and productive work environment.

Managing HR
Practices

TABLE OF CONTENTS
Table of Contents.............................................................................................................................1
INTRODUCTION...........................................................................................................................1
TASK 1 TESCO..............................................................................................................................1
1.1 HR practices in TESCO.........................................................................................................1
Training and development in TESCO.........................................................................................1
Performance management at TESCO..........................................................................................2
Impact of HR practices on productivity.......................................................................................2
TASK 2 Morrison............................................................................................................................3
HR practices in Morrison.............................................................................................................3
Training and development in Morrison’s....................................................................................4
Performance management at Morrison’s.....................................................................................4
Employee engagement in Morrison’s..........................................................................................5
Conclusion.......................................................................................................................................7
References........................................................................................................................................8

INTRODUCTION
The entire project report will give a brief insight about the HR practices being followed in
various organisations and its serious impact on the productivity, human capital management,
employee involvement and training and development. As every organisation adopt different HR
practices according to their working environment and requirement. The report will provide
learning about the HR practices being adopted by organisations like TISCO and Morrison’s.
Also, it will explain about the importance of HR functions and practices in any organisation and
its effectiveness and impact upon the growth and development.
TASK 1 TESCO
1.1 HR practices in TESCO
‘Employees are our capital and our job is to grow that’
As per the above statement it becomes clear that for TESCO how important role human
capital plays in the organisation. TESCO has adopted capital strategy for leading and achieving
the company’s desired agenda. It worked really well in respect with the human capital they say
we are working hard upon the employee demographics and we will alter it in a much better way
than it was before. They have framed the vision and mission so well just to take the Human
capital at a different level (Bell, 2013).
Training and development in TESCO
 The technical education advisory committee guides employees about the training and their
personal development into the organisation, and train them about the strategic goals of the
company i.e., about the short term and long term objective.
 The in-house training programmes are also conducted for the training and development of
the employees working in TESCO which is been conducted by (Technical Institute and
Management Development Centre).
 The major concern of TESCO is to develop the employees not in a specific field but to
develop them on the whole, to make them capable for which the company also depute
employees to other organisations and training centres all around the country for every
possible specialist training to enhance their knowledge and skill. (Habisch,2012).
 Not only the employees but even the officers are being guided and trained into the business
mangers through some specialist general and seniors managers so that they can effectively
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look after (Habisch,2012) their employees and become a source of motivation for them to
work more efficiently for the company.
 Employees are trained to know about the various changes in the working environment,
external market and about the prevailing steel prices to build a quality of knowledge about
the product the company is dealing into.
 The employees are also trained about how to solve the problems and real cases, how to deal
with the conflicts among the subordinates. They are trained about the stress management
and its benefits.
Performance management at TESCO
 90degree appraisal system is adopted by the TESCO Company to review the performance
of the employees.
 Also, the company uses 360degrees of feedback which provides direct communication and
reviews from the employees.
 Some modernized system of appraisal is done based on KRA’s and targets. (Hyslop and
et.al,2012) It focuses on reviewing on the performances of the employees on regular
interval bases so that in case of changes correct rectification could be made.
 And if the employees get successful in meeting the set level of standard of performance
than they are appraised by rewards and incentives includes long term training and
development facilities for them, inclusion in various profit schemes etc.
Impact of HR practices on productivity
Focusing on the above HR practices being followed in the TESCO impacts a lot on the
overall productivity of the organisation. (Armstrong and Taylor, 2014) A number of researchers
have reported that the HR practices result in a positive manner in the growth and development of
the organisation. Reaching to such a level of growth for TESCO was not an easy task but a lot of
plans, practices and methods were adopted to meet with prevailing Japanese and other
competitors in the market.
HR practices like performance appraisal, (Norton, 2010) training and development
programs, employee participation in the organisation plays a vital role to raise the productivity
level of the organisation. However, if an employee is judged by his performance through
performance appraisal he will be able to see the gaps between his failure and success in the work.
Knowing his gaps employee can work hard upon them and take corrective measures to improve
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the same. (Moynihan, Gardner and Wright 2002) Similarly, if the employees are praised in a
positive way they get motivate to work more effectively and efficiently for their organisation.
Their dignity is their strength and confidence which reflects in their work. If the employees are
appraised and rewarded for the same it helps them to raise their morale high, it provides them the
courage to participate with the management with equal confidence. Providing them regular
training helps them to enhance their skill, knowledge to take effective decisions for the
organisation. (Martin and Whiting, 2016) A trained employee is a valuable asset for the
organisation. It gives them the ability to resolve the problems and conflicts in the organisation
and better relations affect positively on the result productivity and growth. Poor relations
sometimes down on their work, and into worse scenarios of strikes and lockouts where workers
slow disturb the entire (Edmondson, 2010) working of the organisations unless their demands
aren’t fulfilled where the organisation suffer a huge loss which indirectly increases the
production cost. Also, the employee engagement in the work is very necessary for which the
organisation must prepare effective plans to keep control over every activity of the employees to
know whether they are working with the right capability and with correct time management.
Proper utilization of time is necessary for the organisation productivity. Hence, HR practices
plays a vital role in organisation productivity on the whole. (Beardwell and Claydon, 2007)
TASK 2 Morrison
HR practices in Morrison
According to some of the researcher the statement once used by Morrison’s was ‘we make
sure that employees enjoy coming to work at Morrison’s’. Morrison’s focuses well upon its
people. They focus on attracting the best talent and pay more attention to give a warm welcome
to the freshers and on the ongoing training and development of the employees. They provide
training even to their managers with proper skills and knowledge so that that they can guide their
employees and subordinates in a better way which they need to lead in the future. Morrison’s
builds various new policies and procedures just to check that the work is being done rightly and
everyone is treated with respect into the organisation. They provide all possible rewards to their
employees to show that Morrison’s really value them and their time. They say our employees
make “Morrison’s”. The HR practices are well conducted in Morrison’s just to train and develop
their employees so that they could play their role very efficiently and effectively I the
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organisation. Morrison’s helps each and everyone in the organisation to achieve their ambition
and play the best role. (Vogelsang, 2013). They believe that HR practices plays a vital role in
increasing the productivity as well as removing the conflicts in the organisations. Proper HR
practices may help in effective growth of both the employees and the organisation.
Training and development in Morrison’s
 They provide wide ranging training to their employees as well to their managers so that
they could provide the correct skills and knowledge to their subordinates so that they can
lead the same in the future.
 The most important area where Morrison’s focus is discovering the inner potential,
capabilities of their employees so they could know their real self and develop them
entirely. (Murphy and Southey, 2003).
 Morrison’s provide them a complete training and development programme to enhance
their personality on the whole.
 They provide a wider scope for individual career development so that each of them could
achieve their ambition to meet up their targets and goals.
 They provide managers with the coaching (Tsui and Lai, 2009) and skills they need to
lead their subordinates.
 And focuses highly upon building an employee the best he could be for the job.
 They give their career the priority that is why every individual has a career conversation
with their line manager once in a year to discuss the right oath and right career for them.
 Also, they have various accelerated development programmes and apprenticeships build
help individual to get progress in their suggested career.
Performance management at Morrison’s
 Morrison implement a good level of performance improvement and behaviour
management to ensure good relationships between the employees of the organisation.
 They have a perfect structure which supports the effective functioning and follow up the
correct process for conducting the performance appraisal within the organisation.
(Beardwell and Claydon 2007)
 They ensure that employees understand what is actually expected by their jobs and by the
organisation as well as their role and assigned position. (Willens,2009).
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 In case the individual lack in any of the factor, Morrison keep complete focus on
providing those essential skills and knowledge to the individual.
 They are provided with the proper feedback and a good opportunity to discuss their work
and performance with the concern persona which helps them to fill up the gaps.
 Morrison honour them with bonus and rewards for their good performance which helps
the employee to get motivated and work efficiently.
 They are supported by the organisation so that they could enhance their inner potential
and achieve the optimum performance.
 They invest the proper time in evaluating and taking the corrective measures for the same
through the performance of the individual.
 Also, they regularly monitor upon the performance of the employees towards achieving
of the performance standards which are set by the organisation itself.
Employee engagement in Morrison’s
 They give employee the complete freedom of speaking out their suggestions, views and
problems i.e., the organisation focuses upon the effective two-way communication.
 They manage a recognition schemes just to let the employees know Morrison’s value
them and give every individual a voice. Martin and Whiting,2016)
 They let every employee to provide their personal feedback through forums, engagement
surveys just to know the real experience the employees felt while working.
 Providing them such development and training programmes gives them a positive zeal to
get engaged in the organisation.
 They take ideas and suggestions from the employees so that that could feel involved into
the organisations.
 Morrison focuses on maintaining a good relationship between the employees and the
employers as to make the people engaged in the organisation.
 They provide enthusiasm and motivation to the employees so that feel positive about
their work and job being assigned to them. (Leatherbarrow and Fletcher,2010) They involve employees in the business planning of the organisation and makes them feel
equal part of it. (Guire,2012)
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 The organisation creates a knowledge sharing system so that the employees may have
complete knowledge about the essential information so that cost of a high employee
turnover rate covered and not avoided.
 Morrison builds a trust with their customers and employees by showing them the
presentation of their financial statements so that they may know the exact status of their
organisation as well.
 The organisation creates excitement in the mind of the people about the upcoming
opportunities so that they get enthusiast and participate with their energy.
Conclusion
None of the organisation could run for the long run if the HR practices would be lacking
behind. The entire report has provided learning about the impact of HR practices on the
productivity of the organisation. Also, how every organisation has different process for handling
with performance management and employee engagement in the organisation. Moreover, it also
reflects the positive benefits of adopting good HR practices in increasing not only the
productivity of the organisation but also enhances the individual personality and helps them to
develop. The report focused upon how HR practices are necessary in increasing the productivity
of every organisation to achieve the desired goals.
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References
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Practice. Kogan Page Publishers.
Armstrong.M,2006.A Handbook of Human Resource Management Practice. Kogan Page
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Beardwell.J, and Claydon.T,2007. Human Resource Management: A Contemporary Approach.
Prentice Hall/Financial Times
Bell.G,2013. HR at the heart of SME performance: an interview with Dr Jill Miller, Research
Adviser, CIPD.Human Resource Management International Digest. 21(5). pp.43–45.
Bratton.J, and Gold.J.2003, Human Resource Management: Theory and Practice. Palgrave
Macmillan.
Edmondson.M,2010. Short case studies and research papers that demonstrate best practice in
HR. Strategic HR Review 9(5).
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Hyslop.K.E, and et.al,2012 .Plastic” repair of natural stone in Scotland: perceptions and
practice. Structural Survey.30(4). pp.297–311.
Leatherbarrow.C, and Fletcher.J,2010. Introduction to Human Resource Management: A Guide
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Martin.M, and Whiting.F,2016. Human Resource Practice. McGraw-Hill Education.
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Martin.M, and Whiting.F,2016. Human Resource Practice. McGraw-Hill Education.
Moynihan.M.L,and Gardner.T, Wright.M.P,2002. High performance HR practices and customer
satisfaction: employee process mechanisms. Center for Advanced Human Resource Studies,
Cornell University.
Murphy.D.G, and Southey.G, 2003. High performance work practices: Perceived determinants
of adoption and the role of the HR practitioner. Personnel Review.32(1). pp.73–92.
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Norton.J,2010. Interview with Michael Armstrong, co
‐author of Evidence Based Reward
Management. Human Resource Management International Digest.18 (7). pp.41 – 43.
Torrington.D, Hall.L, and Taylor. S,2008. Human Resource Management. Financial Times
Prentice Hall.
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Kong: Linking HRM to Organizational Success. HongKong University Press.
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