People in Organisation: An Analysis of HRM Practices at Tesco Report

This report examines the human resource management (HRM) practices of Tesco, a British multinational retailer. The report covers three key areas: recruitment and selection, induction and training, and employee motivation. The recruitment section discusses Tesco's methods, including onlin...Read More

People in Organisation
1

2

INTRODUCTION
Human resource management is the function of organisation that take care of employee's
well being and satisfaction ( Cascio, 2015). This process includes recruiting, selecting, providing
orientation training and development, appraising performance of employees. The other main aim
of human resource management is to motivate employees and ensuring employee safety and
welfare measures. In the given project, the following topics will be covered- recruitment and
selection, induction and training, motivation and individual behaviour at work. The company
considered in this project is Tesco. There is a British multinational groceries and merchandise
retailer situated in United Kingdom. Tesco is a market leader of groceries in UK which was
founded in the year 1919.
3

MAIN BODY
TASK 1 Recruitment and Selection
Recruitment is defined as the process of searching and attracting individuals for the
vacant positions in the company. Process of selection is choosing right candidate and evaluating
the qualities that are required for a particular job. The selection of a right candidate for the
position in organisation is an asset for the company. Recruitment in TESCO is done by using
online applications, telephonic interview and group discussion (Bratton and Gold, 2017). The
selection process of this company includes two steps, first of all candidates are shortlisted after
the evaluation of interview. The personal interview one includes various assessments by which
best candidate is chosen for job.
A job advertisement is an announcement of the open job position and main objective of a
job advertisement is to reach right candidates and inform them about the vacant positions. A
good and well crafted hob advertisement will help in targeting and attracting perfect candidates.
The job description of TESCO is given below-
4

Person Specification
General Information
Name- John Wiles
Address- 29,Wood hills, London
Contact no.- 537767788
Email id- John.w@gmail. com
Career objective- To acquire a position where I utilise my capabilities and effectively
contribute towards increasing productivity and profits of the company.
Experience level- 5 years
Qualification
5

Educational Qualification University Grades
MBA in Marketing University of England 8.5
BBA Honours University of England 6.6
Roles and Responsibilities- Perform periodical performance evaluation
 Formulation marketing tactics for accomplishment of target.
 Assigning tasks to team as per their skills and qualification.
 Know how to prepare marketing budget and plan in a way that help in achieving
maximum result at minimum cost.
 Conducting marketing campaigns for company to promote product & services.
Computer proficiency- MS office
 SAP
 MS Excel
 MS PowerPoint
Personal Details
Date of Birth- 1st October, 1986
Languages Known- English, French, German
Interests- Reading, Sketching, Singing
Job advertisement
Marketing Executive required
Candidates must be aware of marketing tools & technique along with the capability to formulate
tactics to achieve targets of the company in given time frame.
Marketing Executive
Candidates with following skills are needed-
 Clearly representing the product or services in front of customer for influencing them.
6

 Maintain proper records of products sold and profit earned.
 Attractive incentives and benefit will be offered to deserving candidate. As per their
experience additional benefits will also be offered.
 Minimum 3 years of working experience in a marketing activities.
 Must be responsible for formulating effective strategic plan to promote companies
product or services.
 Capability to achieve sale target by attracting large number of people through
promotional activities.
Interested candidates can send their applications through personal e-mail with their qualification
documents over [e-mail]. In case of any query contact at 0112-7867897.
Schedule
Invitation for applications 22-25 May, 2019
Short listing of applications 1-7 May, 2019
Call for HR round 10-15 May, 2019
Interview date 18-22 May, 2019
Recommendations for future improvement
TESCO is a British multinational company that is involved in groceries and household
product manufacturing. It has several shops in UK and it is the largest grocery dealer of the
country. The recommendations for TESCO are listed below-
 Online interviews are not best to analyse skills of an individual thoroughly. That is why
TESCO should take direct interviews at first stage of selecting right candidates for the job
position.
 TESCO must emphasize on internal recruitment within the organisation. This will
increase motivation among existing employees and employee turnover will also be
reduced.
TASK 2 Induction and Training
The induction training is training given to new employees for assisting in adjustment to
new job tasks of individuals. This helps them in becoming familiar with organisational work
7

environment and employees (Brewster and Hegewisch eds., 2017). This kind of training helps in
determining overview of business and new job roles. The induction program includes process of
organisation by which new employees are greeted and their job roles and responsibilities are
described. This helps in getting familiar with work culture and environment. This also helps in
analysing policies and regulations of the company. There are some challenges which are
encountered during induction process. TESCO is facing some challenges in induction program.
These are described below-
Role clarity- Induction programs are not able to explain the job role properly to new
joiners. The role of marketing manager in TESCO are vast as it includes promotional activities,
customer relation, pricing, etc (Cooke, Saini and Wang, 2014). It is not possible to describe
whole job role in an induction program. For avoiding this problem, TESCO must provide on the
job training to it's employees.
Navigating the culture- Culture of the organisation affects new joiners of the company.
A positive work culture attracts an employee and on the other hand, a negative work culture
develops job dissatisfaction. The culture of a company directly affects working and performance
of an individual. That is why TESCO should ensure to adopt positive work culture and fulfil the
demands of new employees as well as existing employees.
Training and development programs of the organisation
Training and development programs are essential in the organisation for continuous
growth and better performance of employees (Jabbour and de Sousa Jabbour, 2016). Training is
defined as the systematic way by which employees are given instructions on technical
knowledge regarding their job role. Trainings focuses on teaching job tasks and activities to
employees and increase their efficiency. Development is defined as the overall holistic growth of
an individual in managerial position. This focuses on attitude, insights, leadership, human
relations and adaptability. Development is known as helping individuals to grow and extend their
capabilities and abilities. TESCO takes a shared responsibility approach to development and
training. A program called as Options programme is adopted by TESCO that gives a long term
strategy for development of employee as well as organisation. The personal Development Plan of
an individual consists of activity plans, plan checklist and learning log. This helps trainees in
carrying out analysis of progress. The personal development helps in producing long lasting
competencies. The development also enhances level of motivation and satisfaction of employees.
8

TESCO has a structured and flexible approach to training and development. This helps
individuals to enhance skills and leadership capabilities for performing different job activities
effectively. The different off the job and on the job trainings are provided to employees of
TESCO. On the job training methods at TESCO include the following-
 A manager acts as a coach who helps in providing training to do work and find effective
solutions for business problems.
 An experienced staff member acts as a mentor and provide good advices.
On the job training is cheaper than off the job training. Learnings given to employees
during the training are applied while working so it increases productivity (Jackson, Schuler, and
Jiang, 2014). Off the job trainings enhances new skills for development of individuals in
communication skills, team building and strategy management. The different on the job trainings
provided to TESCO employees are given below-
Apprenticeship programme- This training is a combination of on the job and classroom
training. In this, new joiners are provided employees who guide them regarding work and job
role. This develop skills and clarify job role to individuals of TESCO. The limitation of this
training is that it sometimes creates negative image of the organisation in front of new
employees. If the mangers of TESCO who is providing on the job training is dissatisfied, then he
will not be a good example for new joiners. The mindset of new employees will be negatively
affected and they will think that workplace has negative work culture.
Theatrical training- The marketing department of TESCO is given this training. This
training enhances customer relationship skills of the employee. In this training, a person is taught
about effective body language, personality development and communication skills (Kramar,
2014). The main disadvantage of this training is that it emphasises on improving outer
personality of a marketing employee. This training is not able to explain actual job or
responsibility of the employee.
TASK 3 Motivation
Motivation is defined as the inner urge to work effectively and achieve targets and
objectives. An organisation can build motivation among employees by giving them safe
environment or providing praise or rewards. The motivating factors of employee are appreciation
for good work, A sense of achievement, responsibility and empowerment, challenge and
9

enjoyment and opportunity for advancement. Motivated employees will work hard and they will
achieve goals and objectives in given time frame. Such workforce achieves better results in less
time and it reduces labour costs (Sheehan, 2014). This creates good impact on customers and less
supervision is required by motivated employees. These workers have better concentration and
they make less mistakes than other demotivated employees. They are loyal employees and have
less absenteeism. On the other hand, demotivated employees are not able to achieve their targets
in time. In TESCO, business depends on two groups of people i.e. staff and customers.
According to this organisation staff people are unique and they have different lifestyle. TESCO
motivates it's staff by providing a work/life balance and rewards. This is done by the following
ways-
 Health benefits are provided to employees like reduced rate of check-up, medicines, etc.
 Flexible working hours are given to employees
 Employees are provided discounts in gym membership
 Staff people are given discount coupons of various brands
 Shares of company are given to employees on their choice
Measuring staff satisfaction- TESCO invites the staff members for participating in a staff
satisfaction survey known as Viewpoint. This provides an opportunity to employees in
expressing their opinions and views on different aspects of job (Sikora, and Ferris, 2014). The
results of survey helps TESCO in analysing problems and issues of employees and what
management can do to improve motivation among workforce. There are following benefits
provided to employees of the company-
 Lifestyle break the offer five to twelve weeks off work and guarantees the job back at the
end
 Career break allows employees between six months and four years away from work with
right to return
 The long term benefits like pension schemes and award winning schemes are given to
employees.
Maslow's hierarchy of needs theory
According to this theory there are several levels of satisfaction of an employee. This
consists of Physiological needs, Safety needs, Belongingness and love needs, Esteem needs and
self actualisation (Wilkes, Yip and Simmons, 2011). This five level model is divided into two
10

parts- the first four levels are called as D-needs or the deficiency needs and the top level needs
are known as B-needs or growth needs.
Lower level Needs - The beginning of employees focuses on lower needs of physiology
and security needs. When a person begins his career, physiological needs like adequate wages
and stable income and security needs like benefits and positive work environment are required
(Stone, and Deadrick, 2015). Employees will make decisions on the basis of compensation,
stability and safety if the lower level needs are not met.
Higher level Needs - These are needs of self esteem and self actualisation. The esteem
needs are related to image of employee and desire for respecting and recognising by other
people. The management of company involves employees in decision making on operational
matters for increasing their esteem needs.
McClelland's Need Theory
The McClelland's needs Theory was given by a psychologist named David McClelland.
He explained that there are specific needs of employees which are acquired over a period of time
and gradually they become experience of an individual's experience of life. This theory is also
known as Learned Needs Theory and Three need theory. According to McClelland, it is
necessary to fulfil the present needs rather than developing new needs. An employee makes
needs according to achievements, power and affiliation. The basic needs given by McClelland
are need for power, need for affiliation and need for achievement. Power is the ability for
inducing and influencing the behaviour of others. Moreover, the need for affiliation means a
good relation must be present between workers within the company. The need for Achievement
consists of two characteristics- The high achievers take moderate risks such as calculated risk
while operating activities. In TESCO, workers are motivated by giving rewards and power.
Good and Better performers are rewarded and provided incentives and bonuses.
Taylor's motivational Theory
The motivational theory adopted by TESCO is the Taylor's motivational theory which
was given by Frederick Taylor. According to this theory, employees work only for money. This
approach of paying employees is good for business. The employee reward programme of
TESCO is similar to Taylor's theory (Wellin, 2016). This theory's motivating factor is financial
reward packages. There are different factors that can motivate employees in their personal as
well as professional lives. TESCO believed in increasing pay of employees and improving
11

lifestyle of individuals working in the company. Employees are motivated by providing a good
working environment where employees feel valued and engaged. Employee motivation enhances
the skills, knowledge and job satisfaction.
TASK 4 Individual Behaviour at work
Factors affecting behaviour of employees at workplace
A positive work environment affects performance of employees and it increases the level of
satisfaction of workforce. The individual behaviour is analysed for performing better tasks and
activities. The management of company assess the behaviour of subordinate and the subordinates
also make continuous efforts for evaluating the perspective of management and this results in
positive outcomes. There are following factors that influence individual behaviour described
below-
Abilities- The ability of an individual are natural or learnt traits and these are categorised
into two parts – mental and physical ability. The mental abilities reflects analytical and verbal
comprehension, intelligence and deductive reasoning. Moreover, the physical abilities consists of
stamina, muscular strength, motor skills and body coordination. The ability of an individual will
help to evaluate the type of task that will be perfectly done by subordinate.
Perception- This is cognitive process which transforms stimuli into meaningful
information. Managers and subordinates should recognise perceptual differences are present and
these are reason for mutual dissatisfaction (Taylor, Doherty, and McGraw, 2015). Selective
perception is the categorisation of people that supports the pre existing belief system.
Leadership- The leaders of the organisation are essential for maintaining behaviour of
employees. This is because managers provide path to subordinates and building effective team.
The managers of TESCO adopts autocratic form of leadership that eliminates creativity of
employees and decreases efficiency.
Compensation- This is pay scale or salary that is provided to employees. This is an
important factor as income is directly linked with livelihood of an individual. A satisfied
employee will be motivated towards working hard and achieving goals of the company. In
context of TESCO, bonus and promotions are provided to employees. Moreover, they have a
flexible working hour.
12

Communication- This is an necessary factor which plays an important role in success of
business. Communication helps in creating an effective channel between people of the
organisation and so they effectively exchange information while doing business activities. In
context of TESCO, there is no proper communication channel and subordinates are not able to
contact their managers when they are having problems in handling job responsibilities.
Recommendation for enhancing employee behaviour
Employee behaviour must be positive towards organisation as it helps in developing
positive work culture and improving performance of employees. It is essential for TESCO to
provide positive work culture to employees that will increase employee satisfaction. It should
implement democratic leadership so that subordinates feel involved in decision making process
of the company. This will help in reducing the employee turnover rate. In addition to this if
employees are given appropriate incentives and bonuses then, employees will work more
efficiently thereby increasing the productivity.
CONCLUSION
From the above report, it has been concluded that human resource management of an
organisation performs several necessary roles in recruiting right candidates for the company. The
main objective of HRM is to motivate employees and increase job satisfaction. The other
responsibilities of Human resource management are recruitment, selection, training and
development, induction and managing individuals at workplace. A good management will help n
reducing employee turnover rate of the company.
13

REFERENCES
Books & Journals
Cascio, W. F., 2015. Managing human resources. McGraw-Hill.
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
Brewster, C. and Hegewisch, A. eds., 2017. Policy and practice in european human resource
management: The Price Waterhouse Cranfield survey. Taylor & Francis.
Cooke, F. L., Saini, D. S. and Wang, J., 2014. Talent management in China and India: A
comparison of management perceptions and human resource practices. Journal of
World Business. 49(2). pp.225-235.
Jabbour, C. J. C. and de Sousa Jabbour, A. B. L., 2016. Green human resource management and
green supply chain management: Linking two emerging agendas. Journal of Cleaner
Production. 112. pp.1824-1833.
Jackson, S. E., Schuler, R. S. and Jiang, K., 2014. An aspirational framework for strategic human
resource management. The Academy of Management Annals. 8(1). pp.1-56.
Kramar, R., 2014. Beyond strategic human resource management: is sustainable human resource
management the next approach?. The International Journal of Human Resource
Management. 25(8). pp.1069-1089.
Sheehan, M., 2014. Human resource management and performance: Evidence from small and
medium-sized firms. International Small Business Journal, 32(5), pp.545-570.
Sikora, D. M. and Ferris, G. R., 2014. Strategic human resource practice implementation: The
critical role of line management. Human Resource Management Review. 24(3). pp.271-
281.
Stone, D. L. and Deadrick, D. L., 2015. Challenges and opportunities affecting the future of
human resource management. Human Resource Management Review. 25(2). pp.139-
145.
Taylor, T., Doherty, A. and McGraw, P., 2015. Managing people in sport organizations: A
strategic human resource management perspective. Routledge.
Wellin, M., 2016. Managing the psychological contract: Using the personal deal to increase
business performance. Routledge.
Wilkes, J., Yip, G. and Simmons, K., 2011. Performance leadership: managing for flexibility.
Journal of Business Strategy. 32(5). pp.22-34.
14