Tesco, the UK’s biggest retailer, was founded in 1919 by Jack Cohen when he began to sellsurplus groceries from a stall in the East End of London. From a first day’s profit of £1,Tesco has grown significantly as a company, nurturing profits of over £3.1 billion in the year ending April, 2009. (Tesco, 2010)
Tesco now operates internationally with divisions in 14countries. With such a complex company and over 470,000 employees worldwide, it is likelythat the existing human resource strategy will have great emphasis on the success of theorganisation, and as such, has utmost importance. For the purpose of this case study, themajority of evaluation will be placed on its core UK store operations.
Aim of Case Study
The aim of this case study is to provide a comprehensive evaluation and analysis of theexisting human resource strategy (HR) within Tesco, whilst considering the following:
The key components of a HR strategy and the implications which both the internal andexternal environments have on decision making
The role of the CEO, directors and line managers within Tesco in relation to thesuccessful implementation and development of the HR Strategy
The likely impact on strategic integration, commitment, flexibility and quality will bediscussed, all of which will be observed in conjunction with the various HR flows.
The Key components of Tesco’s Corporate and Human Resource StrategyBest Theory