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Role and Scope of Human Resource Management in Tesco

HRM in TESCO

  • It is the process of training, acquiring, attending to the health and safety of the employees, fairness concerns, and appraising.

Responsibilities include

  • Independent contractors,
  • Employees high performance
  • Managing employee benefits
  • Personnel policies.
  • It is the process of training, acquiring, attending to the health and safety of the employees, fairness concerns, and appraising.

Independent contractors, ensuring that employees always give high performance, managing employee benefits, personnel policies.

Function and Responsibility of HR Tesco

  • Jack Cohen established the TESCO PLC.
  • Given motivation and training to its employees.
  • Employing its employees according to the need of the organisation.
  • Responsible to make strategic workforce.
  • Internal source and external source
  • Jack Cohen established the TESCO PLC.
  • The purpose of the HRM function and department in Tesco is to give motivation and training to its employees.
  • Department of the HR in Tesco employing its employees according to the need of the organisation with the required skills and talent for the desired position.
  • The HR function of Tesco is responsible to make strategic workforce planning as this helps them in determining the required workforce for the Tesco.
  • There are two approaches in HR which is internal source and external source which help in the hiring process.

Employee Engagement and Relation

  • Employee Engagement and Employee motivation.
  • Uses different strategies for motivation.
  • Listening
  • The success of the organisation is mainly depending on employee engagement and employee motivation.
  • Tesco is considered as a vital company that uses many different strategies in order to increase the motivation of the employees.
  • Tesco boosts its employee's engagement through listening and fixing their problems and needs and maintain a good relationship with them

Effectiveness of Employees Relation

  • Effective employee relations.
  • Communication
  • Career development opportunities
  • Motivation
  • Good health.
  • Human resource management increases the performance of the employees at the workplace through effective employee relations.
  • In order to manage a better relationship with employees, Tesco adopt the following strategies. These strategies include communication, career development opportunities, motivation, and good health.

Legislation of Employment in Tesco

  • Employemment legislations are
  • Employment Protection Act 1978
  • Health and Safety at Work Act of 1974
  • Equality Act of 2010

Decisions that Tesco HRM making has been affected by the different employment legislation. These legislations are

Employment Protection Act 1978

  • -specific working hour
  • -commencement
  • -structure of salary
  • -pension of the job.
  • Employment Protection Act 1978 provide and describe a specific working hour, commencement, structure of salary and pension of the job.
  • Tesco must consider this act and provide all elements to its employees otherwise the company will declare the breach of law by the court

Health and Safety Act 1974

  • Provide basic treatment
  • First AID
  • Health and Safety Management
  • According to health and safety at Work Act, 1974 Tesco must have the basic treatment facilities within the company.
  • Tesco should give training to employees related to health and safety management

Equality Act of 2019

Prohibits Discrimination against

  • Race
  • Gender Sex
  • Religion
  • Age

Equality Act of 2019 prohibits any discrimination related to race, gender, religion, sex, and age.

These rules and regulations should follow by the Tesco so that the government cannot stop the Tesco's business operations

HRM Practices

  • Formulating strategies
  • Executing HR Systems

HRM also helps in formulating strategies and executing HR systems so that the organisation can achieve its goal and objectives and these strategies are job specification.

Job Specification

The HR department of the Tesco makes the job specification for the post of HR Assistant and this is its example.

HR department of the Tesco job specification

Evaluation

  • Hard to select the desired candidates.
  • Education level of the candidate
  • Experience,
  • Hr knowledge
  • Communication skills,
  • Physical appearance
  • Age of the candidate.
  • It is very hard for the Tesco to select the desired candidate from the pool of applicants
  • Tesco used the following criteria which include the education level of the candidate, experience, hr knowledge, communication skills, physical appearance and age of the candidate.

Conclusion

  • Independent contractors,
  • Ensuring that employees always give high performance,
  • Managing employee benefits
  • Personnel policies.
To conclude HRM is responsible for the use of the independent contractors, ensuring that employees always give high performance, managing employee benefits, personnel policies. Tesco should provide necessary information to its employees related to the new products and features of the product so that they can easily market the product in the market and increase the profit of the company

References

  • Albrecht, S.L., Bakker, A.B., Gruman, J.A., Macey, W.H. and Saks, A.M., 2015. Employee engagement, human resource management practices and competitive advantage: An integrated approach. Journal of Organizational Effectiveness: People and Performance, 2(1), pp.7-35.
  • Albuoul, B.Z., 2017. Management Practice. International Journal of Contemporary Research and Review, 8(10).
  • Bailey, C., Mankin, D., Kelliher, C. and Garavan, T., 2018. Strategic human resource management. Oxford University Press.
  • Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
  • Brooke, J., Zelt, S. and Schmiedel, T., 2016. On the role of context in business process management. International Journal of Information Management, 36(3), pp.486-495.
  • Guest, D.E., 2017. Human resource management and employee well‐being: Towards a new analytic framework. Human Resource Management Journal, 27(1), pp.22-38.
  • Head, B.W. and Alford, J., 2015. Wicked problems: Implications for public policy and management. Administration & Society, 47(6), pp.711-739.
  • Hegewisch, A. and Brewster, C., 2017. Human resource management in Europe Issues and opportunities. In Policy and Practice in European Human Resource Management(pp. 1-21). Routledge.
  • Jamali, D.R., El Dirani, A.M. and Harwood, I.A., 2015. Exploring human resource management roles in corporate social responsibility: the CSR‐HRM co‐creation model. Business Ethics: A European Review, 24(2), pp.125-143.
  • Lăzăroiu, G., 2015. The role of the management consultancy industry in the knowledge economy. Psychosociological Issues in Human Resource Management, 3(2), pp.71-76.
  • Paauwe, J. and Boon, C., 2018. Strategic HRM: A critical review. In Human Resource Management(pp. 49-73). Routledge.
  • Quirke, B., 2017. Making the connections: using internal communication to turn strategy into action. Routledge.
  • Tay, A., 2017. HRM Practices of an International Retailer in Malaysia: Comparing the Perceptions of Subordinates and Supervisors at Six Retail Outlets. Asian Journal of Business and Accounting, 4(2).
  • Tregaskis, O., Mayne, L., Hegewisch, A. and Brewster, C., 2017. Employee communication and participation. In Policy and Practice in European Human Resource Management(pp. 154-167). Routledge

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