Comparative HRM Practices: UK, France, Tesco, and Carrefour

This presentation provides an overview of comparative Human Resource Management (HRM), emphasizing its importance and exploring the differences in HRM practices between the UK and France. It delves into key aspects such as training and development, reward systems, and the broader cultural contexts influencing HRM. The presentation then contrasts the HRM strategies of Tesco and Carrefour, highlighting how these retail companies balance global effectiveness with national differences in their approaches. It examines specific examples of how HRM differs between the two countries, including part-time work and institutional factors, and concludes by summarizing the key differences in training, development, reward, and compensation practices between the two companies.

INTERNATIONAL
AND COMPARATIVE
HRM
SCHOLAR ID:

INTRODUCTION
• This presentation illustrates the importance of comparative HRM.
• It also discusses the difference between HRM practices of UK and
France.
• It also illustrates the different between training as well as development,
reward and alumni of Tesco and Carrefour.

IMPORTANCE OF COMPARATIVE HRM
• Human Resource Management deals with the concerns associated
with performance management, safety, wellness, training and
development, and rewards and compensations.
• Comparative HRM compares the strategy that HRM is focused,
conceptualised as well as, targeted in, specifically in UK and France.
• As a proficient subject, it is associatively recent research area, although
it develops the current foundations in fields like international business
and industrial relations (Forth and Rebérioux, 2016).

DIFFERENCE BETWEEN CULTURE OF UK AND
FRANCE
(Sources: Hofstede insights,
2020).

DIFFERENCE BETWEEN BEST HRM PRACTICE IN
TRAINING AND DEVELOPMENT OF UK AND FRANCE
• In Uk, the workforce may practice training and development tool at the
time of working in the workplace. It could support to meet the
objective of the organization.
• In France, on average, workforces receive 3 to 5 days of training per
annum (French and Rees, 2016).

DIFFERENCE BETWEEN BEST HRM PRACTICE
IN REWARDING AND APPRAISAL
• In Uk, rewards as well as bonuses could set by the decentralized bargaining.
• In Uk, salary is usually reviewed yearly.
• In Uk, ministry and appropriate experience are most important factors of base
wage for all marks with job content, qualification, as well as performance.
• In France, rewards are exchanged centrally at decentralised level or independently.
• A variety of aspects contribute to base income levels and, educational educations
being mainly feasible for administration and specialists (Ganesh, 2018).

BEST FIT MODELS OF HRM
• In UK, Tesco have placed heavy reliance on statistical forms of elasticity
as compared to more qualitative forms of rigidity.
• In Uk, Tesco follows traditional short-termist pragmatism model in its
HRM practices (French and Rees, 2016).

REASONS WHY UK AND FRANCE COUNTRIES REMAIN
DIFFERENT IN THE WAYS THAT THEY CONCEPTUALISE AND
CONDUCT HRM
• The reason of difference between conceptualise and conducting HRM in
UK and France is related to institutional components.
• For illustration, female return to organisation after childbirth in France
is much more probable to pursue full-time employ as compared to its
UK complements (Forth and Rebérioux, 2016).

SOME OF THE WAYS IN WHICH HRM DIFFERS
BETWEEN UK AND FRANCE
• In France, part-time employment is very often entered into only in case
of unavailability of full-time employment, therefore such constrained
for performing part-time would seem moderately long employed times
with respect to increases their earnings.
• In the UK, there is indeed a willing supply of work for part-time work for
short days (French and Rees, 2016).

HOW TESCO AND CARREFOUR RETAIL COMPANIES HAVE TO
BALANCE BETWEEN BEING GLOBALLY EFFECTIVE AND FAIR
WHILE APPRECIATING AND BENEFITING FROM NATIONAL
DIFFERENCES
• In Tesco, part-time work is significantly smaller (15.4 hours) than in
Carrefour (23.1 hours).
• It is imperative as it means which is significance for workers of practicing
part-time staff are likely to be distinguished (Ganesh, 2018).

CONCLUSION
• From the above interpretation, it can be concluded that there is
difference between training and development HRM practices of Tesco
and Carrefour.
• It can be summarised that there is difference between reward and
compensation HRM practices of Tesco and Carrefour.

REFERENCES
• Forth, J. and Rebérioux, A., 2016. Workplace structure and governance: how do
employers differ between Britain and France?. In Comparative Workplace Employment
Relations (pp. 27-60). Palgrave Macmillan, London.
• French, R. and Rees, G. eds., 2016. Leading, managing and developing people. Kogan
Page Publishers.
• Ganesh, A., 2018. Intricacies of connection between incentives and employee
productivity. Training & Development Journal, 9(2), pp.121-134.
• Hofstede insights. 2020. Country comparison. [Online]. Available at:
https://www.hofstede-insights.com/country-comparison/france,the-uk/ (Accessed: 30
March 2020).