Human Resource Management Report

This report critically examines HR practices at Tesco and Aldi, two prominent UK retailers. It analyzes the role and priorities of HR functions using the Ulrich model, exploring internal and external influences on employee behavior and actions. The report investigates anticipated organizational changes...Read More

HUMAN RESOURCE MANAGEMENT

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
METHODOLOGY..........................................................................................................................1
FINDINGS.......................................................................................................................................2
Critical reviewing the statements for the organisations in the modern professional’s work.......2
Analysing the different internal and external influences brought about through challenging
inappropriate behaviour and actions............................................................................................3
Discussing the changes envisage for organisations over the next three years and the impact of
these on structure of the HR functions........................................................................................4
CONCLUSION................................................................................................................................6
RECOMMENDATIONS.................................................................................................................6
REFERENCES................................................................................................................................7
BIBLIOGRAPHY............................................................................................................................9
APPENDIX....................................................................................................................................10
Reflective...................................................................................................................................10

TABLE OF FIGURES
Figure 1: The Ulrich three legged model.......................................................................................2
Figure 2: Kurt Lewin Model............................................................................................................5

INDEX OF TABLES
Table 1: Factors required by management and employees.............................................................5

EXECUTIVE SUMMARY
The present work has been made to critically examine the HR practices that inculcate
major impact on the entire working of the organisation. Managers of the organisations are into
adhering to the policies and plans so that employees can be well managed with regards to
successful achievement of organisational objectives. This report work is a medium to present the
critical analysis work where employees, their behaviour, attitude and long term stability has been
analysed. For this, research work has been worked out on Tesco and Aldi. The interpretation and
deep study will help to know the required future aspects of the organisation well.

INTRODUCTION
Human Resource Management (HRM) contribution has always been integral in attaining
organisational success and achievement. Since last many years, the consistent rise in competitive
business environment, firms are working to gain extra advantage. This is the reason manpower
are given high consideration by infusing various initiatives that enhances their interest and
commitment towards job. Performance upgrading is thereby important parameter on the basis of
which all the three levels of the management are judged and managed. However, it becomes
necessary as well to examine the challenges and difficulties that are faced in people management
(May, 2016). The application of strategic models and HRM theories are applied in practice to
meet with those changes. Companies are laying efforts in investigating ways to evaluate the
impact of any recent change on their workforce. The present report is therefore is an effort to
study the strategic initiatives of two retail organisations of the UK namely Tesco and Aldi. Both
these eminent and well known firms of the nation are recognised for developing HR processes in
successful and excellent forms. The current work will analyse the roles and responsibilities of
HR working in these cited firms. Further, internal and external influences on driving
transformation at work for the coming three years will be analysed.
METHODOLOGY
The present research will be undertaken on the strategic HR initiatives that are taken by
the companies as a part of their contemporary activities of managing human resources.
Methodology is applied so that relevant effective research is undertaken by gathering
information from published and unpublished sources in order to meet the objective of current
study (Dimba, 2010). In an order to deal with the recent changes in organisation, both primary
and secondary sources of data collection has been used. Methods such as survey, observation,
interview etc are used for gathering primary data. Books, journals, online articles etc are used for
assessing the published information through secondary data sources. In order to facilitate the
current study on recent HR initiatives, survey methods will be used where questionnaires will be
prepared which will be asked to HR managers of Tesco and Aldi to know about the new HR
initiatives and their impact to the cited retail firms. Next, secondary sources such as UK
newspaper articles, Tesco and Aldi’s website, books, journals, online articles will be referred for
gaining deep insight into these HR issues.
1

FINDINGS
Critical reviewing the statements for the organisations in the modern professional’s work
Assessing the role and priorities of the HR functions
According to the provided statement approximately 4 in 10 functions saw themselves as a
single HR team with a mix of expertise and that only 27% saw using “The Ulrich Model”. As
analysed by Kozlowski and Salas (2009), HR role has acquired a shift from traditional to
contemporary shift where muti-facet approach is imparted to gain extra efforts of personnel in
management working.
With reference to HR initiatives, Aldi is inclined to work for betterment of manpower. A
major initiative is to offer maternity leaves to the employees where Aldi was the first retail
company. For their HR, Aldi is rated among the one for best of working conditions as per
Nielson Barometer (HR Outlook, 2015). However, in contrary to that Tesco always focuses more
on HR development rather than providing facilities to them. They believe in equipping them so
that attainment of long run success can be acquired easily.
Tsai and Yen (2008) asserted that recent development must be inclined towards the
Ulrich’s model of HR practices. These ‘three legged stool’ or ‘three box models’ has been
applied to interpret the role and priorities of the HR functions for the firms such as Tesco and
Aldi.
Figure 1: The Ulrich three legged model
(Source: Johnston, Bringall and Fitzgerald, 2002)
HR strategic partners
2

It has been evaluated through researchers that role of business partners is key to achieve
goals. They must play proactive role through strategic contribution whereby role of knowledge
and capabilities must be utilised effectively in order to build strong workforce.
HR centres of expertise
As per the Ulrich model, the best practices must be adopted by the manager as a part of
their role and responsibility (Johnston, Bringall and Fitzgerald, 2002). On that note,
implementation of strategy must focus towards working in collaboration, assessing need of
manpower and then apply the best crafted solution in order to meet with the expertise that
support and drive for change.
Shared HR service
Shared provisions must be infused where cost, quality and organisational change
contributes major role. On analysing both Tesco and Aldi, it has been found that prior one is into
close proximity to technology in providing employee training etc whereas Aldi is inclined
towards cost leadership as a part of their HR centric strategy.
Analysing the different internal and external influences brought about through challenging
inappropriate behaviour and actions
17% of senior HR professionals thought that they should be prioritising business issues
over what matters to HR whereas 43% through that they should be challenging inappropriate
behaviours and actions. According to the given statement, contemporary business activities must
be identified so that process of employee’s behaviour and attitude can be analysed effectively. In
context to Tesco and Aldi, both internal and external factors that demonstrate the actions of
considering the impact of behaviour change in the working have been assessed as follows:
Internal factors
 Leadership: There are organisations where HR professional are inclined to rule the
employees. They use different strategies in order to work out the changes. On evaluating,
it has been assessed that Tesco is a huge firm but HR manager is highly adapted to focus
on situational leadership (Ryan, 2012). The way employees are leaded depends highly on
use of autocratic, democratic or sometime laissez faire as well at the time of decision
making. Through this, employee behaviour and attitude becomes positive as they feel
involved, valued and important to the Tesco.
3

 Knowledge, skills and abilities: Employee ability is very much important and has major
contribution to the development of the respected firm. HR professionals sometime do not
weigh much importance to employee’s knowledge and strengths. For instance skills and
knowledge set within the Aldi is limited. This becomes constraint factor in dealing with
the changes. There are instances while launching of new technology becomes problem as
employees faces difficulty in working with the same.
External factors Socio cultural, Political and Economic: The behaviour of employees is also influenced
by the external factors as well. There are instances when the people do not able to scan
the external features that change the working and attitude of people (Shamim Khan and
et.al, 2013). Again, it can be stated as well that with respect to alteration in these factors
such as rise in price rates, tax rates, impact of government pressure, competitor’s level etc
is directly infuses by the HR manager on employees and thereby that may affect their
working pattern and behaviour. This is evidenced when there was recession in UK and
Tesco faced such instances.
 Media: Effective communication flow need to be maintained at the organisation. For that
it is vital that firms work on same on regular basis. For instance, HR manager at Aldi
arranges face to face interaction of new employees, plans outside party, leisure activities
etc so that employees get into effective loophole of communication and therefore
continuous with positive behaviour and attitude (Bell and et.al., 2012).
Discussing the changes envisage for organisations over the next three years and the impact of
these on structure of the HR functions
At this tremendous growth rate and turbulent aspects that goes in parallel with the
changing internal and external business environment, there is need to assess changes that Tesco
and Aldi will see in the coming three years (Swift, 2013). It is also vital to assess the impact of
those changes with respect to structure of the HR functions. It has been critically examined as
well that the most common area where HR professionals are required to seek and report is to
work with the organisation to drive change. Management of these two firms always expect their
employees to get in new changes. However, the sources and mode for driving and accepting may
be different for both Aldi and Tesco. On the basis of understanding and researching different
changes, fundamental concerns for changes have been pointed out.
4

Table 1: Factors required by management and employees
MANAGEMENT EMPLOYEES
Improve quality Recognition
Enhance reputation Career development
Satisfy shareholders Being a part of something ‘new and
exciting’
Increase market share Salary and/or benefits
Expand the business Empowerment
On interpreting above stated impact on both management and employees both, it can be
well stated as well that HR professionals of these two firms need to make employees inclined
towards the type of change but it is highly important to make manpower aware (Bridgstock,
2009).
In an order to implement effective change in the coming next three years, Kurt Lewin’s
change model is sounds vital and has been explained as follows:
Figure 2: Kurt Lewin Model
(Source: Jabbour and Santos, 2008)
With regards to change aspect, HR professionals must think of the three steps of getting
employees into change aspect for next three years (Khatri, 2000). Unfreezing is the primary step
where phase of understanding change and interpreting it acquire the favourable outcome
becomes very important (Jabbour and Santos, 2008). Changing is another stage where focus is
made on using different strategies so that change can be acquired and disseminated among the
5

employees. Lastly, after the implementation of change in effective manner, the entire process is
get into refreezing.
CONCLUSION
The above discussed instances have been made on the basis of primary and secondary
research conducted. The central idea of getting in depth knowledge about the contemporary
practices of HR professionals has been acquired through research. The investigation has been
made with regards to the Tesco and Aldi. HR managers of these firms are inclined into practices
the activities that could best serve their staff members for the long run. In similar fashion, the
changes may vary from one firm to another as is evidenced from the working pattern and
behaviour of employees and HR professionals but the resultant of varied practices followed is to
get into the change as a whole.
RECOMMENDATIONS
The central idea behind conducting this research investigation is to get deep insight into
the change prospective of Tesco and Aldi. Since, HR professionals of both these firms are into
very good practices. But after the study made in regards to above aspect, following
recommendations have been made as follows:
 HR professionals must involve employees in training sessions and conduct inductions so
that change aspect can be brought into work easily.
 HR practices must be planned and executed by considering the motivation and factors
that drive manpower in the long run (Laroche and Rutherford, 2007).
 Assessment of both internal and external factors must be there so that people
management can be made in suitable manner.
6

REFERENCES
Journals and Books
Ryan, J., 2012. Cross-cultural teaching and learning for home and international students:
Internationalisation of pedagogy and curriculum in higher education. Routledge.
Bell, D., Wilson, G., Mcbride, P. and Cairns, N., 2012. Managing quality. Routledge.
Bridgstock, R., 2009. The graduate attributes we’ve overlooked: Enhancing graduate
employability through career management skills. Higher Education Research &
Development. 28(1).pp. 31-44.
Shamim Khan, M. and et.al., 2013. Development and implementation of centralized simulation
training: evaluation of feasibility, acceptability and construct validity. BJU international.
111(3). pp.518-523.
Tsai, C. F. and Yen, Y. F., 2008. A model to explore the mystery between organizations'
downsizing strategies and firm performance: Integrating the perspectives of organizational
change, strategy and strategic human resource management. Journal of Organizational
Change Management. 21(3). pp.367 – 384.
Dimba, A. B., 2010. Strategic human resource management practices: effect on performance.
African Journal of Economic and Management Studies. 1(2). pp.128-137.
Jabbour, C. J. C. and Santos, F. C. A., 2008. The central role of human resource management in
the search for sustainable organizations. The International Journal of Human Resource
Management. 19(1). pp.2133-2154.
Laroche, L. and Rutherford, D., 2007. Recruiting, retaining and promoting culturally different
employees. Oxford: Butterworth Heinemann.
Johnston, R., Bringall, S. and Fitzgerald, L., 2002. ‘Good Enough’ Performance Measurement: A
Trade-Off between Activity and Action. The Journal of the Operational Research Society.
53(3). pp. 256-262.
Khatri, N., 2000. Managing human resource for competitive advantage: a study of companies in
Singapore. The International Journal of Human Resource Management. 11(2). pp.336-365.
Kozlowski, S. and Salas, E., 2009. Learning, Training and Development in Organizations.
Taylor & Francis.
Online
HR Outlook. 2015. [PDF]. Human Resource Service Delivery. Available through :<
https://www.cipd.co.uk/binaries/hr-outlook_2015-winter-2014-15-views-of-our-
profession.pdf>. [Accessed on 30th April, 2016].
7

May, E. K., 2016. [Online]. Work in the 21st Century: The Changing Role of Human Resources.
Available through :< http://www.siop.org/tip/backissues/tipjan98/may.aspx>. [Accessed on
30th April, 2016].
Swift, G., 2013. [Online]. Human Resource Service Delivery. Available through :<
http://www.cipd.co.uk/NR/rdonlyres/6ED61983-0123-4885-AA59-
51505F553297/0/9781843983149_sc.pdf>. [Accessed on 30th April, 2016].
8

BIBLIOGRAPHY
 http://www.scientificpapers.org/wpcontent/files/
1290_Mamin_Ullah_The_Emerging_Roles_of_HR_Professionals_in_Driving.pdf
 http://www.cipd.co.uk/NR/rdonlyres/6ED61983-0123-4885-AA59-
51505F553297/0/9781843983149_sc.pdf
 http://www.eremedia.com/tlnt/new-study-the-top-10-best-practices-of-high-impact-hr-
organizations/
 http://www.forbes.com/sites/louisefron/2014/08/18/what-organizations-need-now-from-
human-resources/#3d77caa11e7e
9

APPENDIX
Reflective
A successful achievement of the work presented has been focused upon the efforts that I
have infused in conducting research. In the entire research work, I think my major strength is on
collecting information through both primary and secondary sources. My strength is my research
skills and the power of understanding different facets of acquiring in depth knowledge regarding
the HR subject concern. However, there came across various limitations due to my weakness to
the current research work. I am lacking in writing skills and hence to meet that gap, I took help
from my mentor. Also, I lack some of the skills regarding searching of content. For that, I took
assistance from my friends for acquiring the knowledge of putting search word to the search
engine. In this way, I worked out the ways to improve some piece of work.
10