Analysis of HRM Strategies, Culture, and Employment Models at Tesco

This report analyzes the Human Resource Management (HRM) practices of Tesco, a multinational retailer, focusing on how the company creates value through strategic HRM. It explores key concepts like defining customers, understanding and optimizing processes, measuring value, and allocating resources effectively. The report investigates the impact of regional and national cultures on HRM practices, emphasizing the need for adaptation in a globalized environment. It examines various employment models, including the 9 am to 5 pm model, international career marketplaces, tours of duty, internal project platforms, and the gig economy, along with organizational levers like strategic direction and communication. The report also discusses Storey's 27 points of difference between HRM and personnel management and addresses the importance of considering cultural significance in hiring and firing practices. Corporate examples and literature are used to support the analysis, culminating in recommendations for improved HRM strategies at Tesco.

INDIVIDUAL PROJECTS

Contents
INTRODUCTION...........................................................................................................................3
How value was created by the firm by using HR strategies. Concepts of strategic HRM must
be evident.....................................................................................................................................3
Impact of regional and national culture on the practices of HRM..............................................4
Model of employment and organizational levers........................................................................5
Storey’s 27 points of difference between HRM and personnel management.............................6
Is it necessary to consider importance of significance culture and local culture with HRM
practices for hiring or firing?.......................................................................................................8
Differences in terms of employment laws when international HRM changes local business
systems.........................................................................................................................................9
Corporate examples of firms using good HR practices and literature for justification.............10
Recommendations......................................................................................................................10
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12

INTRODUCTION
HR practices are the means through which your human resources personnel can develop the
leadership of your staff. This occurs through the practice of developing extensive training
courses and motivational programs, such as devising systems to direct and assist management in
performing ongoing performance appraisals. Tesco is a British multinational groceries and
general merchandise retailer headquartered in Welwyn Garden City, England. It is the third-
largest retailer in the world measured by gross revenues and the ninth-largest in the world
measured by revenues. This report contains issues such as value developed by strategies of HR
and their concepts. Impact of regional and national culture on HRM, model of employment and
organizational levers, storey’s 27 points of difference, differences in terms of employment laws
(Neves, Almeida and Velez, 2018).
How value was created by the firm by using HR strategies. Concepts of strategic HRM must be
evident.
Define the customers-
Companies such as Tesco have their own customers even HR has a role in it their
customer tend to be the top level of management of company, their employees and those people
who work under the corporate. HR has to define everyone of their customer so that they can
observe and deliver a good experience. With this they will be able to form processes so that they
can meet their expectations (Mom and et.al., 2019).
Understand and Optimize-
Once the target is selected HR then focuses on providing them with value. Corporate
culture, engagement between employees, system of performance evaluation and efficiency in
operations are some of the areas where they can make the necessary changes. It is the department
of HR that helps in defining the goals of company and break them down to their employees. This
is why they make it clear to them by making the path of communication clear. This way they
work optimally by working on a proactive approach (Rana and Malik, 2017).
Measure the value-

It is necessary to have an insight about the market value of company moreover when the
HR want to explain it to their employees. They need to measure their progress so that they can
set the standards in their industry. The right approach will be to begin with objectives of value
any change that has happened at the positive side can be looked over at the progress. This way
HR will be able to assess their value.
Resources and Budget-
After the department of HR has insights about their initiatives taken they can easily focus
on exploring or expanding their options so that they can get more return on it. For that HR plans
and form a budget on the basis of which they allocate resources. This will be done by meeting
the needs of customers it will be done at faster pace if they use the resources in the right
direction (Kooij and Boon, 2018).
Strategy and Connect-
Strategy of HR works on the approach and motive of connecting to everyone that is
engaging between employees or it will help them to keep them motivated which will ensure that
Tesco will have a strong culture.
Impact of regional and national culture on the practices of HRM.
Due to the rise of globalization effect of national culture has impacted more. In order to
adapt this managers of Tesco need to work with approaches and negotiate aspects on cross or
intercultural aspects. It gets difficult for management when company starts working in a new
environment that is expand their business to different markets. At this stage chance of conflicts
increases because many times practices enforced are not fair as per the purpose. HR of company
has to reduce the behavior of conflicts between them and encourage them to improve cultural
diversity. Due to high level of conflicts it gets difficult for HR to enable their practices in work
culture. In UK these differences are mostly concerned with fair pay to labors. There are different
dimensions to culture and it is the duty of HR to assess the impact of each one so that they can
maintain smooth flow of operations without any controversy. HR of Tesco will have to make
sure that employees have adapted to the culture of country because it has a powerful influence on
attitudes, values and behavior and if not controlled it will affect the smooth working of business.

It is the culture that brings value in the organizations and it does that irrespective of
religion or beliefs of people. With that it sets differences in different group of individuals which
is why different people work with different mindset. They have to adapt it externally and
integrate it internally with the values of organization. The dimensions that are covered in
national culture are the same as hofstede’s dimension culture such as power distance,
individualism vs. collectivism, masculinity vs. femininity, uncertainty avoidance and long term
vs. short term orientation. This dimension reflects an impact on style of leadership,
communication and design of business (Polat, Bal and Jansen, 2017).
Model of employment and organizational levers
9 am to 5pm model
Many of the companies use this model to solve their issues out as many employees work
with full efforts in order to impress higher authorities so that they can attain higher position in
the company. This model is meant to be work best when they focus on security instead of
productivity.
International career marketplaces
Companies such as Tesco consider this option when they want to go in a new direction.
They motivate their employees so that they can achieve growth in new areas. This way
management gets help to explore areas those are new without even investing for hiring and
training (Khoreva and Wechtler, 2018).
Tours of duty-
Focus of this mode of employment is to change their path on career instead of focusing
on getting a job or promotion. Companies that works with a creative approach will agree on
completing a mission with a set period. This helps to align the goals of employees with the goals
of business so that they have more chances of keeping employees with the right amount of
inspiration or motivation.
Internal project platforms-

This project takes place internally so that they can find projects that exist on achieving
their day job. Duration of these type of projects are usually a month or two which provides
employees with right set of opportunities so that they can improve their existing skills and add
more to the list which will help them to understand the working of company in a better way.
Gig Economy-
Older and traditional models of employment focus on rise of degree of agency over their
work with the focus fully working on by dedication. This model of employment works by trading
on loyal measures and works with a more focused approach. Earlier companies such as Tesco
had to engage with a local agency to bring specialization in their work so that they can meet
aggregate demand but now with the help of communication being done remotely and
technologies that are sharing their resources they have to limit their work by location.
Organization levers
Tesco has applied organization levers such as strategic direction or strategic
communications so that they can add more value in their operations.
Storey’s 27 points of difference between HRM and personnel management
Dimensions Personnel HRM
Contract Forming the contract in a clear and
careful manner so that there are no
problems in future.
Aim of HR is to bound them and
takes them to go beyond contract.
Rules Importance of assessing and
devising rules that are clear on a
mutual level.
Impatience on outlook with rule.
Guide to
management
Work on guided procedures. Work as per the needs and demands
of business.
Managerial task Main focus is on monitoring the
performance of labor.
Main focus is on nurturing the labor
of company.
Nature of
relations
Nature of employees comes in the
category of pluralist.
Nature of HR comes in the category
of unitarist.
Conflict Conflicts arise in institutionalized Conflicts arise in deemphasizing

manner. manner.
Key relations They maintain and manage their
relation with labors of company.
They maintain their relation with
customers.
Initiatives Decisions taken by them are
followed step by step.
Decisions taken by them are done
in integration.
Corporate Plan Planning is done very marginally in
this area.
Planning is done on a central level.
Speed of
decision
Decision taken is slow. Decision taken is fast.
Role of
management
They prefer transactional role of
management.
They have to work with
transformational role of
management.
Key managers Personnel or IR specialists are
managers.
General or business line managers
work in this area.
Communicatio
n
Communication is done on indirect
basis.
Communication is done on direct
business (Jennings, Dempsey and
James, 2018).
Standardization Done on high level. For instance
parity is an issue.
Done on low level for instance
parity not considered to be
relatable.
Prized
management
skills
Skills they are known for are
negotiating with other.
Skills they are known for are
facilitating things in order to ensure
smooth flow.
Selection Form separate and task on a
marginal level.
They work their task by integrating
in it.
Pay Their pay is decided by evaluating
their job.
Their pay is judged on the basis of
their performance.
Conditions They believe in negotiating
separately.
They believe in harmonization.

Labor
management
Contracts that are bargained
collectively.
Contracts that are collected
individually.
Thrust of
relations
Facilities and training are ensured. Marginalizes so that they can easily
change their model.
Categories of
job and grades
There are many categories (Garg,
Jiang and Lepak, 2021)
Few are available in this area.
Communicatio
n
Flow in this area is restricted. It is done on a high level.
Job design It divides labor in different areas. They believe in working as a team.
Conflict
handling
They form truce but on temporary
basis.
They manage climate and work as
per the culture of business.
Training and
development
They have access to courses which
are controlled.
These companies are learning.
Focus of
attentions
Procedures that are for employees. Strategies that cover wide area and
involve strategies even for their
personnel.
Is it necessary to consider importance of significance culture and local culture with HRM
practices for hiring or firing?
It is necessary for management of Tesco to assess that if or not their culture includes
hiring and firing in their process. This will help them to either attract or remove those who are
beneficial or wasting the resources of their business. Tesco has to make sure to integrate modern
platforms which involves managers for hiring and firing, interviewers and evaluators so that they
can take right decisions. It is important for businesses to work these measures as per their culture
because it will help them to gain acceptance of outer society as people will tend to think that they
follow and work as per their culture which is why no or less negative word of mouth will be
spread by those who will be fired by the company. apart from that at the time of hiring they will
be able to make better decisions if they give importance to their culture because employees
finalized will be fit for the business which will keep the working and operations flow smoothly
and they will be able to achieve growth as they will cope up with practices of HRM which will

help them to reduce conflicts between them. It has been clearly assessed that following the
culture be it local or of significance matters through which employees can have potential. This
helps them to find right employees with whom even existing employees can easily work and
bond up with and with this they will be able to make sure that the rate of productivity of their
business is improving. If they predict and pertain these forces of market they will be able to
make decisions on an international level. As Tesco operates in international markets it is
necessary to work with this approach (El-Kassar and Singh, 2019).
Differences in terms of employment laws when international HRM changes local business
systems
There are two laws for employment and that is employment and labor. Employment law usually
focuses on contracts for employment in which the employee is not considered to be a part of
union or bound by agreement which is bargaining collectively. On the other hand labor law is
applicable in areas where their work environment has an approach to work with collective
bargaining and they include them as a part of their union. Point of difference for both of these
laws is that contract of employment will be either oral or written but bargaining agreements
which are collective will not be oral. Their issues may be similar but they cases and procedures
in which they are applicable are different. Although there are measures which companies needs
to assess because international HRM changes local businesses (Ybema, van Vuuren and van
Dam, 2020).
Varied HR activities-
In international markets more activities of HR is required because they play on a high
level which requires work to be done in more volume. For instance if small company wants to
excel at other areas then they will need to make sure that their employees have right amount of
training so that they can achieve their goals and objectives (De Prins, Stuer and Gielens, 2020).
Need for broader perspective-
System of local businesses changes because employment laws involves dealing in
perspective with broad state as at that local business won’t be able to maintain their operations
with a rigid or complex perspective. They will need to make changes as per the demands of
market and labor.

Exposure of risk-
International HRM may change or make the system of local business more viable or
modern for them but it surely brings more risky measures for them which can be either political
or regulatory. Still management of companies takes action through which they can meet local as
well as international requirement so that they can control the outcome of risk.
Corporate examples of firms using good HR practices and literature for justification.
FedEx-
Management of company believes that reason of their success is because of the
performance and efficiency of employees. They believe in their practice of people service profit
and with that they track the level of satisfaction of employees (Bulińska-Stangrecka and
Bagieńska, 2019).
Sage Products-
This company deals in healthcare and medical as a distributor and they believe that their
best HR practice is tangible way because it helps them to appreciate the work of their employees.
Eileen Fisher-
This company deals in line of clothing and they provide high end customer services
which is done by their employees. In order to make them feel appreciated they give them
discounts on their products announce annual bonus for them which keeps them satisfied.
As per the analysis of HR practices done above it can be clearly stated that in order to achieve
success and use the practices of HR in the right manner it is necessary that company gives the
rightful credit to their employees which may be in any form either monetary or non monetary as
without it they will be undervaluing their employees which will not keep them satisfied and they
will look out for other options. This in turn will affect the rate of growth and turnover of labor
which will make them lose their position in market (Bos-Nehles and Veenendaal, 2019).

Recommendations
It is important for companies to make sure that they enroll best practices of HR so that
they can make sure that they achieve growth and do not face issues that are concerned with rate
of turnover of employees, their performance, level of satisfaction they get from company or to be
a part of them. Companies such as Tesco needs to look at these measures so that they can make
sure that employees stay with them till the end and chances of their success grows more. There
are many areas in which better HR practices can be enforced. They can provide security to their
employees who will give them a sense of security and increase the loyalty from their side as it is
a big gesture by company. With that they can add even the security of their families. This way
they will be able to earn their respect. Other than that they can make changes in their policy to
make sure that they will only select people who are right for the job and perfect fit for the
company so that with the help of their skills they can go way ahead than they are right now. It
will be helpful that they manage to make them learn about their own duties and role so that they
can build teams that will prove to be more effective than they are now. Management of Tesco
need to make sure that they enroll competition between them and judge them on the basis of their
performance with ethical and fair play so that even employees do not misjudge each other and
participate in this initiative in a healthy manner which will be helpful to assess the current
position of each and everyone.
CONCLUSION
From the above studies it has been assessed that management of Tesco need to work with
effective practices of HR so that they can implement and work with modern platform and
approaches which will help them to make and establish new image. This will help them to reach
new heights, other than that they need to understand the importance of employment roles and the
impact of national culture on internal as well as external environment so that they can work and
adjust their business on the basis of that.

REFERENCES
Books and Journal
Bos-Nehles, A.C. and Veenendaal, A.A., 2019. Perceptions of HR practices and innovative work
behavior: the moderating effect of an innovative climate. The International Journal of
Human Resource Management, 30(18), pp.2661-2683.
Bulińska-Stangrecka, H. and Bagieńska, A., 2019. HR practices for supporting interpersonal
trust and its consequences for team collaboration and innovation. Sustainability, 11(16),
p.4423.
De Prins, P., Stuer, D. and Gielens, T., 2020. Revitalizing social dialogue in the workplace: the
impact of a cooperative industrial relations climate and sustainable HR practices on
reducing employee harm. The International Journal of Human Resource Management,
31(13), pp.1684-1704.
El-Kassar, A.N. and Singh, S.K., 2019. Green innovation and organizational performance: the
influence of big data and the moderating role of management commitment and HR
practices. Technological Forecasting and Social Change, 144, pp.483-498.
Garg, S., Jiang, K. and Lepak, D.P., 2021. HR practice salience: explaining variance in employee
reactions to HR practices. The International Journal of Human Resource Management,
32(2), pp.512-542.
Jennings, J.E., Dempsey, D. and James, A.E., 2018. Bifurcated HR practices in family firms:
Insights from the normative-adaptive approach to stepfamilies. Human Resource
Management Review, 28(1), pp.68-82.
Khoreva, V. and Wechtler, H., 2018. HR practices and employee performance: the mediating
role of well-being. Employee Relations.
Kooij, D.T. and Boon, C., 2018. Perceptions of HR practices, person–organisation fit, and
affective commitment: The moderating role of career stage. Human Resource management
journal, 28(1), pp.61-75.
Mom, T.J., and et.al., 2019. A multilevel integrated framework of firm HR practices, individual
ambidexterity, and organizational ambidexterity. Journal of Management, 45(7), pp.3009-
3034.