TESCO: Analysis of People Management, HR Operations and Skills Report

This report provides an in-depth analysis of people management practices within TESCO, a retail market store. It begins with an introduction to the importance of employee training, development, and motivation in enhancing organizational productivity. The report explores contemporary problems faced by line management, focusing on training and development, reinforcement theory, and leadership development, including contingency theories. It then delves into the essential knowledge, skills, and behaviors required for effective people management, such as leadership approaches and motivation theories like Maslow's hierarchy of needs. The report examines HR operations and support management for performance management, covering performance management reviews, goal setting, and 360-degree appraisals. Finally, it offers recommendations for improving management and HR processes, including employee feedback, job descriptions, and performance evaluations, concluding with a summary of key findings and implications for TESCO's workforce management.

HR
Table of Contents
INTRODUCTION...........................................................................................................................1

Contemporary problem faced by line management correlated with people management.....1
Knowledge skills and behaviour for people management......................................................2
HR operation and support management for performance management.................................3
Recommendation for improvement of management and HR process....................................5
CONCLUSION ..............................................................................................................................6
REFERENCES................................................................................................................................7

INTRODUCTION
Handling of employee in an organisation is concern with the operation of training,
development and employee motivation. The motivation and other are help in directing the
employee which help to enhance their contribution towards productivity and higher
organisational enhancement (Doyle and et. al., 2017). In every workplace leadership is essential
and the role of departmental heads and manager are using various approach of people
management to see the work in fluidity and concentrate on raising up the employee value with
their performance. In this context, the analysis of various tools and techniques that have to be
used for the concept of handling workforces in retail market store of TESCO. There are various
issue faced by the line management, further skills and attitude for effective management must be
understood. The role of HR is to hire potential employee and make a clear statement about the
objective and goals of the organisation. According to the brief observation, there are formation of
recommendation for improvement of management and HR operation which is useful in
organisation purpose.
Contemporary problem faced by line management correlated with people management
Training and development:
in the context to training an development, there are various employee who need proper
training and direction to make create the personality and attitude towards with the preface of
organisational objectives (Fujita and et. al., 2016). The top management of TESCO using this,
for enhancing the skills and abilities of their overall workforce. This theory is all about learning
with experiments. In this the cognitive and experimental are the two major important learning
outcomes reported by the author named C. Roger.
According to the author Rogers: The need and expectations of new learner have must
known according to their type. Experience is generally provided by people so that their learning
power can be increased and skill are to be developed. With proper personal attachment with new
learner are reliable to self evaluation that allow them to understand the all effect of developing
new skill in them as attitude form.
Theory of reinforcement: this consist the learning approach of an individual and advices
the learner to have positive feedback (Greenwood and et al., 2017). This concept must be related
with reinforcement theory. So that their ar5e development of several techniques that are the part
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human resource that is related with training programs. There are various type of rewards
provided by TESCO for salary raise, certification for good work and promotion this help in the
formulation of positive result in future.
Leadership development:
There are many of theories which explained about the leadership theories. In TESCO,
these theory are applied for context in leadership:
Contingency theories: in this, the theory is focused on the way that there are no leadership style
were applicable in overall condition. There are certain variable that are influencing a particular
condition. According to perception of two author white and Hodgson the attractive leadership is
about striking of the right virtue between context, expectations and behaviour (Miller and et. al.,
2016). There are many leadership theories which is driven by management which focused on just
single leadership style. This approach help in the analysis of many situation.
Knowledge skills and behaviour for people management
There are various knowledge in field of specific mentoring, the skills and behaviours,
which is required for the process of effective people management, for this there are proper
implementation of certain develop skills. In which there are skill in the present of TESCO for the
process of people management. The proper leadership approaches from the TESCO is very
effective and played by the skill part of people. According to the Tuckman's developing mode.
Thus, this team approach help in the development. The essential salient feature are maturity and
ability, leadership style and relationship variations. The major step are:
Forming stage: in this stage, the leader have higher dependence for the proper path and usually
needed a guidance, the overall individual roles and responsibilities. The leader play a vital role in
the formation of new stage.
Storming stage: in this second stage the lack of essentially in the operation of team discussion,
in TESCO the group member are making attempt to establish their position in context with team
member so that can be higher clarity may be sometime this leadership style called the situational
leadership.
Norming stage: the agreement and formation of team or individual behaviour with facilitation by
leader is driven out. All the big clarity with the decision is made by the team member which help
at the level of unity and commitment is enough strong in the stage with selected organisation
TESCO
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Performing stage: in this stage, the rate of making new strategies is higher the vision is guileful
with every team member. The concentration of leader in this stage as reference with TESCO is
on resolving the disagreements which help in the adoption of positive process and structural
changes.
Motivation theories:
Motivation is a part of activities that include with the motivating the workforces is able to
enhance the contribution of employee. According to their level of abilities. It is essential for the
team member who motivated in TESCO for the brief management of work using the maslow law
which also called the motivation theory (Neumann, M. and Cowley, S.J., 2017). Which help in
the identification of need of employe and then use strategic measure to motivate them.
Maslow hierarchy of needs:
there are five stage of need of every individual as mentioned below:
physiological needs: this indicate the part of survival necessities such as food shelter and water
without the people and other can't survive.
Safety: safety include the protection from deprivation, threats and other type of safety concerns
which include the health safety as well as financial concerns in the context with workers.
Social or belongingness needs: these are related with social goals, friends, colleagues, which is
required to fulfil the needs of individual or group.
Self esteem needs: this need defined as the need of name and respect. This need are related to
people help to realising the confidence in order to perform their job roles.
Self actualisation needs: its help in personality development and learning of new skills and
knowledge which is based on the group or individual. which help him to achieve the objectives.
The above stage just defined the need of employee while they are working in any
organisation. Its help to motivate the employee and enhance the present scenario of contribution
towards the role and responsibilities in context with TESCO. This maslow theory offer to
employee a satisfaction and create the motivation inside us for the job and their role and
responsibilities.
HR operation and support management for performance management.
Performance management reviews:
performance management is defined as the managing human resource which is allocated
in the various places in organisation. It is operation process and go with continuous flow with the
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identification, measurement and also formulate new skill in individual performance so that there
can be enhance the performance or overall organisation. In the context with effectiveness process
performance in market are the basic concept are taken into consideration as mentioned below:
GOAL SETTING THEORY CONTROL THEORY SOCIAL COGNITIVE
THEORY
In this context, the use of
applicable goals in order to
concentrate on creativity of
strong condition. That are
very major for the
achievement of objective
(Nyberg and et. al., 201). In
TESCO it will be performance
is increasing while choosing
the target market.
Most of the performance
management techniques are
not able to take as feedback,
performers have in charge of
the own feedback loop to
focus on negative discrepancy
of achievements.
The employee are able to take
performance at higher to
achieve the goal which is
difficult and laid by top
management.
The human resource in TESCO are just concentrating in the above discuss techniques of
management for the purpose of ensuring that employee which have ability to maximize their
contribution towards the goals of management which help to fulfil the objective of organisation.
360 degree appraisal: it is techniques which bis generally used in organisation to evaluate the
performance of the employee. And it also help to employee by providing a single core of
opportunities to receive the feedback for their head regarding the time to time opportunity review
with the customer and co workers (Ruengtam, P., 2017). Is is total performance assessment
techniques that is correlated with performance of the candidate to know what are the total
working hour and how effective the work is, and total dimension of organisation and pattern
depends. In TESCO, the 360 degree appraisal is used as tool for making a detail assessment of
the staff potential and performance so that there can be 360 degree assessment before the major
decision in company. The result are drawn form such analysis and used in organisation are
mentioned below:
Self appraisal: it is about the part of opportunities and new arrival that offer to employee for
deep observation of their strength and weakness regards with the judging itself, the traditional
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parts of the 360 degree appraisal, where the actual performance and employee responsibilities are
being reviewed and enumerated by the employee itself (Shahaj and et. al., 2019).
Subordinate appraisal: in this the employee are get judged by the subordinate based own their
performance and also with help of several parameter like delegation work, leadership qualities
and also help to give improvement knowledge for employee. It is also called as the internal
customers so that they correct the response based on evaluation. The sensitivity are holding for
their subordinate. In TESCO the 360 degree are used as appraisal feedback system which is
powerful to change the dynamics which help to track the overall performance of any employee
and what kind of change they want must be driven out. Its help to improve the the credibility of
employee performance to strengthen the process of self development.
Recommendation for improvement of management and HR process
As per the context of regular improvement of overall operation in an company. There is a need to
brief analysis on certain chapter which is needed to rated by the employee. They are totally
adhered in the organisation (Waite, A.M. and McDonald, K.S., 2019). For this purpose there are
several recommendation that is being drawn in context with the selected firm as mentioned
below:
Development of employee feedback: its is emphasis as requirement that employer must able to
make employee handbook that is totally based in proper compliance of human resource practice.
With the management and human resource so that can be development of insight of company
need and expectations which should be fulfilled.
Development of job deceptions: the job description is bone of the crucial part which consist of
hiring the valuable employee for the employee, their orientation, employee performance
management. In respect with the TESCO, the management has to ensure that there is proper
analysis of job description that to be signed so their detail view of the role and responsibilities by
employee.
Development of evaluation performance: the overall performance should be analysis on the
base of work performance. The overall efforts of employee are according to the need and set a
status of performance (Wypler, J., 2019). This method is very crucial in analysing the present for
the stage level of performance so that lead to attempt are taken in many regions. Where the
performance is low in some cases behind to manage the employee in more effective and efficient
mode of manner.
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CONCLUSION
From the above discussion, the analysis is just take out and have be summarises that there
are various practice are taken drive in the process of employee management in an organisation.
There are various function which is performed by employee in order to get the high productivity
on part of employee and sometime employer too. They have proper theory so that, their cab ve
effectively uses the overall process of motivating employee and also have capabilities to handle
the group and enhance the level of knowledge and skills with their performance.
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REFERENCES
Books and Journals
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multimorbidities: a multi-stakeholder approach. In Proceedings of the 11th EAI
International Conference on Pervasive Computing Technologies for Healthcare (pp. 78-
87).
Fujita and te. al., 2016. The role of a network of human resources for health managers in
supporting leadership for health systems strengthening in Francophone African
countries. Health Systems & Reform, 2(3), pp.254-264.
Greenwood and et al., 2017. A systematic review of reviews evaluating technology-enabled
diabetes self-management education and support. Journal of diabetes science and
technology, 11(5), pp.1015-1027.
Miller and et. al., 2016. Consultant pharmacist case management of older people in intermediate
care: a new innovative model. European Journal for Person Centered Healthcare, 4(1),
pp.46-52.
Neumann, M. and Cowley, S.J., 2017. Human agency and the resources of reason. In Cognition
beyond the brain (pp. 175-192). Springer, Cham.
Nyberg and et. al., 2018. Human capital resources: A call to retire settled debates and to start a
few new debates. The International Journal of Human Resource Management, 29(1),
pp.68-86.
Ruengtam, P., 2017. Factor analysis of built environment design and management of residential
communities for enhancing the wellbeing of elderly people. Procedia engineering, 180,
pp.966-974.
Shahaj and et. al., 2019. Supporting self-management for people with hypertension: a meta-
review of quantitative and qualitative systematic reviews. Journal of Hypertension,
37(2), pp.264-279.
Waite, A.M. and McDonald, K.S., 2019. Exploring challenges and solutions facing STEM
careers in the 21st century: A human resource development perspective. Advances in
Developing Human Resources, 21(1), pp.3-15.
Wypler, J., 2019. Lesbian and queer sustainable farmer networks in the Midwest. Society &
natural resources, 32(8), pp.947-964.
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