Strategic Human Resource Management Report

This report is a case study analyzing Tesco plc's strategic human resource management (SHRM) practices and their impact on the organization's performance. It employs an exploratory research design using secondary data sources like books, journals, and past research. The report examines various HRM models, including Ulrich's model, and explores how Tesco's approach (or lack thereof) affected employee morale, productivity, and ultimately, profitability. Key findings reveal that Tesco's failure to effectively implement structured HRM practices, particularly in aligning HR objectives with business strategy, led to significant losses. The report concludes with recommendations for Tesco to improve its SHRM practices, emphasizing legal compliance, efficient HR processes, effective HR programs, and strategic alignment to enhance employee development, retention, and overall organizational success.

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Strategic
Human
Resource
Management

EXECUTIVE SUMMARY
Employees are one of the major assets of an organization. Companies create wide impact
on growth and development within this competitive market by managing strong and committed
team of employees. SHRM is a process of analysing organizational goals and objectives and
linking those with the employees’ development and growth. It is a system whereby companies
develop strategies to enhance competency by involving employees in the key decisions of the
company. This helps the companies in enhancing competitive edge through acquiring a strong
team of committed employees. Present study evaluated various measures adopted by
organizations in order to attain global success in this competitive world. The report will focus on
creating an in depth analysis of Tesco plc by evaluating the impact of implementing strategic
human resource management in the organizational operations. The current study is an
exploratory research as it seeks different methods and strategies that have helped Tesco in
developing in measures of human resource management system to attain high measures of
success within the organization. Exploratory research design helped researcher in developing a
clear analysis of various theoretical models into practical business situation. On the basis of
finding and evaluation of the research study it is evident that Tesco has not implemented
structure measures of managing human resource functions. This caused wide impact on HR
practices. The company was unable to attain a strong and committed team of employees.
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TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................4
METHODOLOGY..........................................................................................................................5
FINDINGS.......................................................................................................................................6
Human Resource management....................................................................................................6
Role of SHRM.............................................................................................................................8
Ulrich models of HRM..............................................................................................................10
Internal and External Influences................................................................................................12
Changes that Envisage in Three Years......................................................................................13
CONCLUSION..............................................................................................................................13
RECOMMENDATIONS...............................................................................................................14
REFERENCES..............................................................................................................................15
APPENDIX....................................................................................................................................17
Company analysis......................................................................................................................17
Action Plan................................................................................................................................18
Reflective study.........................................................................................................................19
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INTRODUCTION
Employees are one of the major assets of an organization. Companies create wide impact
on growth and development within this competitive market by managing strong and committed
team of employees. Global growth of business units has increased organizational efficiency by
introducing the process of culture diversity within organizational operations. Employees are the
only resources which could be trained and developed to attain loyalty to attain effective measures
of success in this competitive market. Human resource management within the organization
develops a system of creating wide measures of growth in the economy through growth and
development of the employees. Strategic HRM is an operational measure which links employee
development and growth as one of the major objective of the company in order to attain high
measure of growth and success within the market. From the statistics, it has been found that 4 out
of 10 HR functions perceives as a single HR team whereas 27% saw themselves as adopting
Ulrich Model. However, this has been argued by Storey, (2014) that by developing a team of
expertise, each one doesn’t possess the opportunity to resolve the issue or problem that exists in
the organization. Also it has been state that this viewpoint promotes task culture in the
organization whereas Ulrich model focuses on developing role culture. From this, discrepancies
attains in the motivational level of employees that somewhere affects the morale of the
employees.
According to Akhtar, Ding and Ge (2008) SHRM is a process of analysing organizational
goals and objectives and linking those with the employees’ development and growth. It is a
system whereby companies develop strategies to enhance competency by involving employees in
the key decisions of the company. This helps the companies in enhancing competitive edge
through acquiring a strong team of committed employees. Lepak and Shaw, (2008) defines
SHRM ensures the integration of strategic planning with HR policies to adhere system
development of business while managing day to day activities. In addition to it, CIPD research
states that 17% of HR professionals focus on prioritizing business issue rather than HR problems
but 43% focuses on HR more primarily. It is been stated in favour of the statement by Urtasun-
Alonso and et.al., (2014) that large organization are highly focusing on HR issues. HR manager
are developing appropriate strategies in this context so that employees can be retained for longer.
Moreover, they are prioritizing HR functions to talent management, employee empowerment,
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talent acquisition, high compensation scheme and other related. Contrary to this Armstrong and
Taylor, (2014) found that small and medium sector are struggling with HR issues and are highly
focusing on recruitment only. Very less concern are shown towards motivation and retention of
employees.
Further, CIPD claimed that driving change in one of the major challenges in present
scenario. This is the actual scenario now a days as employees need to change their working
pattern due to high amount of uncertainty and differences in the external environment. In this
context, Nyberg and et.al., (2014) stated that employees are now working in a stressful
environment which is another concern for HR to drive change in the company. Hence, it is
required that company must focus on activities through which resistant to change can be
managed.
Present study will evaluate various measures adopted by organizations in order to attain
global success in this competitive world. The repost will focus on creating an in depth analysis of
Tesco plc by evaluating the impact of implementing strategic human resource management in the
organizational operations. The organization is a well established global organization operating
successfully in more than 12 countries. The study will implement theoretical models and
examples to critically analyse the factors which have helped the company to grow and develop in
this high level of market competition.
METHODOLOGY
This segment of the report focuses on creating a proper understanding of the given topic
by adopting an appropriate structure to analyse the topic for the given study. Research
methodology creates a well developed measure of studying the given topic for the research study
(Wei and Lau, 2008). Appropriate research plan can be defined as a methodology of
investigation which comprises different tools and techniques of research which helps in
completing the whole investigation in smooth way. It provides a detailed idea about various
methods and theories implemented in the report to carry out the conclusion.
The current study is an exploratory research as it seeks different methods and strategies
that have helped Tesco in developing in effective measures of human resource management
system to attain high measures of success within the organization. Exploratory research design
helped researcher in developing a clear analysis of various theoretical models into practical
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business situation (Li, Frenkel and Sanders, 2011). Qualitative research method has been adopted
to analyse the subjective concepts of the give topic. This research type has been adopted as
employee behaviours is subjected to behavioral factors which is efficiently understood applying
qualitative research measures.
To carry out the research, secondary sources of data collection have been used. The
secondary sources of data such as books, journals, findings of past researches and various articles
has been considered which has helped in developing a means of creating research analysis for the
given topic. This previously approved data creates high level of reliability for developing
efficient finding for the given research problem.
FINDINGS
This part of the report creates a detailed understanding of all the models and theoretical
concepts regarding human resource management in the business units. It creates a detailed
analysis of various concepts, theories and models adopted by the organizations. This segment of
the study critically analyses the application of stated theories and models in the business
operations of Tesco. It creates an analysis of various measures which the organization has
adopted to gain the global success.
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Human Resource management
Figure 1 HRM
(Source: Buss, 2015)
Analysis
Human resource is of the most basic need of every business unit. Various researches and
studies have helped the companies in analysing the need and significance of talented team of
employees for the success of business unit. As per the Sudin, (2011), employee helps a business
unit to grow and develop efficiently within the competitive market. Researches revealed the fact
that every business unit is focusing on developing competitive strategies recruiting and retaining
the employees as this helps in managing the cost and profitability of the companies.
According to Paauwe and Boon, (2009) employees are the resources which help the
business unit in creating an affluent organizational culture within the company. This provides
them a competitive edge in the market as organizational culture is the integral and exclusive part
of the company which cannot be replicated by the competitive firms. Human resource
management as per the Alvesson, (2009) carries out the basic roles planning, organizing staffing,
directing and controlling.
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Findings
On the basis of above findings it is evident that HRM functions are significant for the
organizations to grow and develop within the market. Researches and data helps in analysing that
Tesco is facing a major issue of managing HRM functions within the company (Schuler and
Jackson, 2008). The recent crisis of the company revealed inefficiency of the organizational
practices within the economy. This was one of the leading factors which led to low employee
productivity and high labour turnover. The organization was unable to work as a team thus faced
major financial crises in the year 2014-15.
Evaluation
Employees are one of the most crucial resources of the company. Organizations
efficiently focus on developing and managing human resource of the company in order to create
an effective impact on organizational growth and development. Tesco did not develop
appropriate policies and values within the organization to manage and maintain the development
of employees. The leading practices of employee bullying and ill-treatment resulted in adverse
impact on trust and loyalty within the employees. This minimized the level of productivity of
employees thus resulted in high business losses. Effective management of HR functions would
have resulted in favourable outcomes for the company.
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Role of SHRM
Figure 2 Strategic HRM
(Source: Veld, 2012)
Analysis
Various researches and organizational audits revealed the fact that HRM roles have
changed in due course of time. Business units have developed and system of employee
management and development to create a valid impact on overall growth and development of the
business units. As per Veld, (2012) traditional HR practices focused on basic HR roles such as
recruitment, selection, training, development, remuneration etc. however recent era has
developed the Strategic human resource management system which has changed the perception
for employees. In words of Stanton and Nankervis (2011) employees are assets of the company
which helps the business units in developing growth prospects in the overall development of
business. This measure has created wide impact on employee retention and organizational
profitability.
The above model clearly analyses the changing role of HR for the business organizations.
On the basis of the given mentioned theory businesses today focuses on integrating the strategic
planning of the company with overall HR strategies. Minbaeva, (2013) mentioned in one of the
research that companies revolved the business strategy around the HR strategy in order to create
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a competitive edge within the market. The management develops the internal organizational
strength by creating positive impact on the employees. The major objective of companies is to
retain strong and committed team of employees. This has forced the business units in changing
the role of HRM. The Role of Strategic HRM is discussed henceforth.
 Resourcing strategy: This strategy focuses of measures adopted by the entities to pool the
talent for the organizations. It includes the strategic role in terms of HR planning,
recruitment and selection functions (Wood, 2009).
 Human resource development strategy: This role focuses on creating effective strategies
of developing the employees of the company in order to motivate them for retaining
employees. Functions such as training, development, career development etc. are
considered by the businesses.
 Reward strategy: This role of SHRM focuses on developing appropriate measures of
compensating employees and creating high impact on overall organization growth.
Functions such as employee compensations, developing reward measures etc. are
considered for this strategy (Brewster and Mayrhofer, 2009).
 Employee relation strategy: Managing employee relations to create a valid impact on
enhancing employee satisfaction and trust for the company is focused here. Functions
such as considering regulatory framework of working, grievance management measures,
collective bargaining, labour welfare measures etc. are considered for the same.
Finding
On the basis of above analysis it has been analysed that Tesco plc did not effectively
meet the expectations and needs of employees. As per the organizational audit and financial and
organizational review the company was unable to implement appropriate measures of employee
development and growth within the company. The strategic analysis of Tesco reveals that the
organization was solely focused on cost minimization strategy which resulted in ignoring
employee needs and demands (Sparrow, 2013). Moreover the organization involved the
employees in strategic development of the company to a limited extent. News regarding bullying
practices clearly states that the company ignored the safety needs of employee which ultimately
resulted in losing the trust and loyalty of employees thus creating wide impact on the
profitability of the company.
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Evaluation
On the basis of above analysis it is evident form the report that HRM has changed the
roles significantly in the present era. This has helped the companies in creating wide impact on
overall growth and development companies. Tesco is one of the leading retail business units
(Youssef and Luthans, 2007). Employees are the crucial part of the growth and development of
the company as they are the face of the business. Managing a strong and motivated team of
employees would have helped the company in enhancing overall growth by developing high
market sales. However ineffective HR practices and low integration of HR objectives with
business strategy resulted in developing low impact on employee motivation.
Ulrich models of HRM
Figure 3 Ulrich model of HRM
(Source: Taking HR Analytics Beyond Technologists. 2015)
Analysis
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Dave Ulrich developed a model of creative HR practices in order to enhance the
organizational functions efficiently. This model created an effective impact on the growth and
development of employees of the company through strategic implementation of HR roles and
responsibilities. The model was based on the four HR philosophies.
 Strategic partners: This philosophy of the organization ensures that its practices,
processes, and policies complement the overall organizational strategy. It must develop
a capacity to execute the strategies such that organization has to invest minimum time in
implementation of new measures (Colquitt, Lepine and Wesson, 2009). This helps in
enhancing the organizational functions to a high extent such that the growth of the
company is ensured. The model ensures effective HR planning and culture development
in order to ensure success and development in the competitive market.
 Change agent: This philosophy of the company focuses on managing change within the
company efficiently. Companies focus on developing HR activities such that it
efficiently supports the change management of within the business (Wright and Nishii,
2007). Functions such as staffing, advocacy, performance management etc. supports the
philosophy efficiently. Companies develop the organizational designs to infuse effective
flexibility within the system.
 Administrative experts: This role involves HR infrastructure, such as recruiting, hiring,
compensating, rewarding and disciplining, training, recordkeeping, and terminating, and
any other process that involves people. HR executives carry out the effective planning,
monitoring and controlling roles in order to ensure the growth and development of the
company (Spector, 2008). This role helps the organization in creating a wide impact on
developing a competitive edge within the market.
 Employee champion: This role of the model focuses on developing an effective
employee relations function which helps the employee in creating high level of trust and
loyalty for the business unit. Businesses employ HR development and relationship
measures to create high level of employee integration and management (Kotter, 2008).
This measure ensures employee safety and social development to develop belongingness
for the firm.
Finding
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The above study and analysis effectively helps in analysing the positive impact of Ulrich
model on the growth and success of the business unit. This model develops a creative and
structured way to enhance and develop HR roles and functions to create high level of employee
satisfaction within the company (Thoonen and et.al., 2011). Tesco was unable to adopt this
model efficiently as the HR outcomes of the company are highly unfavourable for the
organization. This can be evident with the fact that company changed its policies while booking
loss in one of the quarter of 2014 and they are not able to gain support from employees due to
practice of voluntary retirement (Tugby, 2015). Moreover the policies and regulations of the
company focuses majorly on managing the cost of production and services within the
organization which resulted in low impact on employee growth and satisfaction.
Evaluation
Tesco has developed global success on the retail industry and helped the business unit in
developing worldwide recognition. On the basis of above analysis and findings it is quite evident
that Ulrich model is highly effective and efficient for the growth and development of an
organization. The company this not managed the HR functions which adversely impacted
employee retention and productivity. This resulted in increasing organizational cost and
minimizing the profitability as well.
Internal and External Influences
There are different types of internal and external influences that shaped the HR function
and priority. In this, capability of the company is one of the interval influences that aids in
changing the priority of HR. Tesco needs to offer quality customer service and for this, it has
focused on training and development as HR priorities so that employees can able to work as per
the benchmark. In addition to it, the company is even focusing on talent management for the
purpose of sharing knowledge among the employees. Company need to motivate employees and
hence practice of talent management is helping in the same (Lepak and Shaw, 2008). Beside this,
job satisfaction is internal influences that involved career opportunities as HR priorities for the
cited company. With this, company is able to attain the business objectives and also able to retain
skilled employees.
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On the other hand, external influences that shape priority are extreme competition,
scarcity of skilled employees, changes in policies, dynamic business environment and other
related. Due to this, Tesco focuses on sharing knowledge among existing employees and retain
them by financial and non-financial methods. With this, priority has been shifted from
recruitment to retention and developing knowledge (Brewster and Mayrhofer, 2009). This helps
firm like Tesco in sustaining in the market for longer.
Changes that Envisage in Three Years
With the change in time, technology will become key platform where employees need to
work and therefore, it will make changes in the HR function also. In coming three years,
company need to involve new recruitment strategy where technological knowledge will play a
significant role. This is so because employees need to work on online platform only for
marketing and selling products to large set of customers. Further, company need to improve its
supply chain mechanism and requires to make it as per the customer needs. For this,
technological products need to implement at different level so that they can work as per the
requirement. Also, the company needs to recruit employees that possess knowledge of
technology with respect to supply chain so that operation can be carried out in desired manner
(Sparrow, 2013). Beside this, training and development will emerged in virtual manner where
employees can learn about different practices of working over the internet. Hence, internet will
became a key factor in T&D. In addition to it, Tesco will need to focus more on talent
management through which learning can be shared among the employees. In addition to it,
employees need to offer training with regards to customer service as within three years,
everything in retail will became virtual even customer service also. Hence, training in this regard
is also required so that Tesco can able to work with high efficiency and can able to attain an edge
over the rivals (Storey, 2014).
CONCLUSION
Human resource management has developed impact of the growth and development of an
organization. For the above report it can be analysed that the management system of the
company creates a wide impact on the growth and development of the company. Tesco has
developed a brand image within the market by focusing on cost effective measures. However the
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company has recently faced huge losses due to ineffective HR policies and system. The report
analysis the HR practices of the company and creates a theoretical analysis of the same. Hence
on the basis of finding and evaluation of the research study it is evident that Tesco has not
implemented structure measures of managing human resource functions. This caused wide
impact on HR practices. The company was unable to attain a strong and committed team of
employees.
RECOMMENDATIONS
In order to develop the growth prospect of the company Human resource functions plays
a significant role on creating an impact on the growth and development of the company. Tesco
has faced significant loss in the year 2014-15 due to many factors. In order to enhance
profitability of the company organization must implement measures of creating wide impact on
employee development. The organization must develop effective measures of strategic HRM to
integrate organizational policies with employee development. Moreover adopting regulatory and
ethical measures of working will help the company in creating trust and loyalty within the
organization. Tesco must adopt measures to analyse the need and requirement of employees and
implement the same in organizational development as well. This will create an impact on
employee retention. This strategy will help the company in managing the cost of replacing
employees thus enhancing measures for developing the profitability of the company.
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REFERENCES
Books and Journals
Akhtar, S., Ding, D. Z. and Ge, G. L., 2008. Strategic HRM practices and their impact on
company performance in Chinese enterprises. Human resource management. 47(1). pp.
15-32.
Alvesson, M., 2009. Critical perspectives on strategic HRM. The Routledge companion to
strategic human resource management, 52-67.
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Brewster, C. and Mayrhofer, W., 2009. 16 Comparative HRM. Strategic HRM.pp. 278.
Colquitt, J., Lepine, J. A. and Wesson, M. J., 2009. Organizational behavior: Improving
performance and commitment in the workplac. McGraw-Hill/Irwin.
Kark, R. and Van Dijk, D., 2007. Motivation to lead, motivation to follow: The role of the self-
regulatory focus in leadership processes. Academy of Management Review. 32(2).pp.
500-528.
Kotter, J. P., 2008. Force for change: How leadership differs from management. Simon and
Schuster.
Lepak, D. P. and Shaw, J. D., 2008. Strategic HRM in North America: looking to the
future. The International Journal of Human Resource Management. 19(8). pp. 1486-
1499.
Li, X., Frenkel, S. J. and Sanders, K., 2011. Strategic HRM as process: How HR system and
organizational climate strength influence Chinese employee attitudes. The International
Journal of Human Resource Management. 22(9). pp. 1825-1842.
Minbaeva, D. B., 2013. Strategic HRM in building micro-foundations of organizational
knowledge-based performance. Human Resource Management Review. 23(4). pp. 378-
390.
Nyberg, A. J. and et.al., 2014. Resource-based perspectives on unit-level human capital a review
and integration. Journal of Management. 40(1).pp. 316-346.
Paauwe, J. and Boon, C., 2009. 3 Strategic HRM. Strategic HRM, 38.
Park, S. M., and Rainey, H. G., 2008. Leadership and public service motivation in US federal
agencies. International public management journal. 11(1).pp. 109-142.
Schuler, R. S. and Jackson, S. E., 2008. Strategic human resource management. John Wiley &
Sons.
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Sparrow, P., 2013. 5 Strategic HRM and employee engagement. Employee engagement in
theory and practice. Pp. 99.
Spector, P. E., 2008. Industrial and organizational psychology. Research and.
Stanton, P. and Nankervis, A., 2011. Linking strategic HRM, performance management and
organizational effectiveness: perceptions of managers in Singapore. Asia Pacific
Business Review. 17(01). pp. 67-84.
Storey, J., 2014. New Perspectives on Human Resource Management (Routledge Revivals).
Routledge.
Sudin, S., 2011, June. Strategic green HRM: A proposed model that supports corporate
environmental citizenship. In International Conference on Sociality and Economics
Development, IPED (10). pp. 79-83.
Thoonen, E. E. and et.al., 2011. How to improve teaching practices the role of teacher
motivation, organizational factors, and leadership practices. Educational
Administration Quarterly. 47(3).pp. 496-536.
Urtasun-Alonso, A. and et.al., 2014. Manufacturing flexibility and advanced human resource
management practices. Production Planning & Control. 25(4). pp. 303-317.
Veld, M., 2012. HRM, Strategic Climate and Employee Outcomes in Hospitals: HRM Care for
Cure?. Instituut Beleid en Management Gezondheidszorg (i)BMG.
Wei, L. Q. and Lau, C. M., 2008. The impact of market orientation and strategic HRM on firm
performance: the case of Chinese enterprises. Journal of International Business
Studies. 39(6). pp. 980-995.
Wood, S., 2009. 4 HRM and organizational performance. Strategic HRM, 55.
Wright, P. M. and Nishii, L. H., 2007. Strategic HRM and organizational behavior: Integrating
multiple levels of analysis. CAHRS Working Paper Series.
Youssef, C. M. and Luthans, F., 2007. Positive organizational behavior in the workplace the
impact of hope, optimism, and resilience. Journal of Management. 33(5). pp.774-800.
Online
Buss, F. T., 2015. US expert talks Lee Kuan Yew leadership, post-Lee Singapore future, 2015.
[Online]. Available Through: < http://tuoitrenews.vn/international/27089/us-expert-talks-
lee-kuan-yew-leadership-postlee-singapore-future >. [Accessed on 8th November 2015].
Taking HR Analytics Beyond Technologists. 2015. [Online]. Available Through:
< http://www.forbes.com/sites/rawnshah/2015/04/13/taking-hr-analytics-beyond-
technologists/>. [Accessed on 8th November 2015].
Tugby, L., 2015. Tesco staff given deadline to apply for voluntary redundancy. [Online].
Available through: <http://www.retail-week.com/sectors/grocery/tesco-staff-given-
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deadline-to-apply-for-voluntary-redundancy/5072073.article>. [Accessed on 5th December
2015].
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APPENDIX
Company analysis
Tesco Plc is one of the leading British retail company which supplies grocery and general
merchandise all over the world. The organization is a well established global unit which is
successfully operating operation in more that 12x countries around the world. Tesco is the
second largest retailer in the world on the basis of revenue. The business operations of the
company are well developed and help in attaining the needs and requirements of the consumers
efficiently. Wide market share and effective brand image of the company highly contributes in
the growth of the company.
This retail giant has gained wide market share in the global market and has created an
effective measures of competitive edge within the market. Effective services and price
effectiveness has helped the company in creating an edge within the market. Recently the growth
prospects of the company have widely fallen. Company suffered a loss of 6.4 billion GBP in the
year 2014-15. Ineffective leadership programs and inefficient human resource services have
efficiently contributes in the same. The company efficiently is facing heavy crises due to change
in management and employee issues as well. Apart from these issues Tesco has lost faith of its
stakeholders due to following unethical practices in business activities. The organization
currently is focusing on developing the business activities to overcome the financial crises within
the business.
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Action Plan
Figure 4 Action Plan for Tesco
The current issues in Tesco have created wide impact on the growth of the company in
the global economy. In order to develop the HRM practices within the company the following
measures will be adopted by the company:
 Legal compliance: This is one of the most crucial requirements of the company. Tesco
has faced many issues regarding employee disputes and cases of bullying and ineffective
practices as well. Thus the company will take the first measure to develop a developed
measure of working. The company will develop the policies abiding the regulatory and
legal framework in order to keep close check on unethical practices within the company.
 Efficient HRM process: HRM process within a company comprises of basic functions of
HRM which helps the organization in creating a well structures measures of working.
These processes develop effective measures of managing and developing the employees
to attain the organizational objectives. Tesco will focus on developing an effective and
competitive HR process in order to manage the HR functions and creates effective
growth of the company in this competitive market.
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 Effective HRM program: HR programs focuses on creating a competitive edge within
the market and develop organization for effective management of employees.
Management programs such as employee welfare measures, off the job training
programs, employee relation programs etc. will help in developing a strategic partnership
between employees and management, this will help the company in enhancing trust and
loyalty for the given business unit.
 Strategic alignment: This is one of the most effective and crucial part of developing the
human resource management system. This measure will help in integrating the
organizational objective of the company with HR policies which in turn will lead in
effective development of the company by efficient employee involvement. Tesco will
thus regain the competitive edge within the market.
Reflective study
Human resource management is an effective part of business development. The concept
has significant relevance in profitability of the business and growth of employees. The above
report helps me in creating a deep insight about the significance of human resource functions and
its impact on the overall growth and development of the company. I effectively evaluated various
elements which contribute in organizational success in this competitive market. Apart from this I
also gained an in-depth understanding about the concepts of strategic human resource
management and its implication of the organizational functions.
On the basis of this report I efficiently analysed the factors which help the business units
in analysing and meeting the needs and requirement of employees. I also understood the
changing role of human resource management in this highly competitive market. I significantly
developed a clear understanding about how companies implement various strategies in daily
business operations and how these measures help the companies in training success. The case
analysis of Tesco helps in developing a practical understanding about working of large business
units.
Analysing the function of Tesco helps me over viewing the retail industry. I gained wide
knowledge about the roles, responsibilities and scope of retail industry. This report helps me in
creating an in-depth analysis about the same. The research about the issues and problems faced
by Tesco helps me in efficiently developing a practical application of theoretical knowledge. I
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analysed various theories and models to create a deep and effective understanding about the
issues faced by businesses and what effective strategies help them in overcoming the same.
Various books and journal helped me in creating a wide knowledge about overall concepts of the
given study. Hence by conducting the present study I efficiently enhanced my knowledge and
broadened by level of understanding about various business concepts within the global economy.
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