UNIVERSITY OF GLOUCESTERSHIRE

SCHOOL OF BUSINESS AND LAW

MBA-1 (GROUP-D)

MODULE: MHC

NAME: Nikunj Patel

STUDENT NUMBER: 0661SWSW1109

INTAKE: April 2010

Email: nikunjrpatel1986@yahoo.co.in

Lecturer: DR.Rajerdrakumar

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 PROJECT CONTAIN………………

1. Introduction..................................................................... 3

2. Literature review.............................................................. 3

3. Tesco and staff Retention................................................ 6

4. Tesco training and development...................................... 6

5. Pension............................................................................. 7

6. Retirement....................................................................... 8

7. Tesco Insurance.............................................................. 8

8. Health and Safety........................................................... 9

9. Motivation...................................................................... 11

10. Holidays......................................................................... 12

11. Employee Involvement or Empowerment...................... 12

12. Conclusion...................................................................... 13

13. Recommendations......................................................... 13

14. References and Bibliography........................................ 14

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INTRODUCTION:
Human resource management provides an occasion to return on the extent of the discuss
about establishment, in the term of changing the employment scenery, behaviour and
relationship and how to organisation and individuals are managed, while the role of Human
resource management in transforming and adding together value to or organisational
presentation (pfeffer 1999, 1998) the relationship between Human resources management
bundles and business performance (mcduffie,1995,Huselid 1995) the role of the psyochogical
contract in achievement employee agree (guest and Conway,1995).Human resources
management substitution of the grown-up traditions of workforce management and
manufacturing relations.HRM activity a vital role play to in the path and planning has been a
determined idea not easy in the educational creative writing but in specialist movement as
well. According to legge, 1995 HRM in occasionally distinct in term of exacting policies that
pressure a cost-minimisation approach with an importance on neatness in fabrication.HRM
policies is find out stuck between organisational goals and deliberate objectives on the one
face and HRM policies on other.HRM is depends upon rewording of breathing human
resources practice. There is, more understood to that HRM can, or yet could, live up to the
wider claims of its capability to renovate the employment relationship so totally that some of
the difficulty trouble of supervision a set of employee issues can be set on more acceptable
than by approaches that have developed out of the past progress of personnel management.

LITERATURE REVIEW:

Human Resource management according to fisher all practice and management decision.
That the directly affect or influence the people, or human resources, who work for the
organization. Human resource management functions within an organization that focuses on
job analysis, job enrichment, job enlargement, job description, selection, indexation, health
and safety, providing direction for people who work in the organization. Human resource
management is the organizational function that deals with issues related to people such as
organization development, wellness, safety, benefits, compensation, hiring, employee
motivation, communication, administration and training. Human resources are the efforts,
knowledge, capabilities and committed behaviours which people contribute to a work
organisation as part of an employment exchange and which are managerially utilised to carry
out work tasks and enable the organisation to continue in existence.HRM is often defined in
very general and broad terms. Human resources management involves all management
decisions and practices that directly affect or influence the people, or human resources, who
work for the organization

A advantage trend in advance world human resource thinking has been to claim in advance
world growth highly and globally competitive times that times only one successful way for an
organization to deal with human resourcing issues. We have to need highly modern human
resource as a globally. This is a adopt with high involvement. Also it’s connected with high
level of performance we have to need in good level of organization. It’s also high
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commitment to making changes in human resources managements. According to Wood and
de Menezes (2008), work enrichment and flexible work practice are high performance such
as training in interpersonal skill or in teamwork and motivational HRM challenge in mergers
and acquisitions. On the basis of human resources management practices and organizational
culture require for successful mergers and acquisitions.Signorovitch (2004) this article
discussed how to create successful deal with change in the leadership in the company. Meyer
(2001) takes another approach to the topic, using understanding of the allocation processes in
mergers and acquisitions by applying an organizational justice perspective.Kochan and
Barocci (1985) give to business world different type of HR strategy are playing a different
role in different stages in an organisation life cycle.Schuler and Jackson (1987) against that
different type of HR strategy are required for organisation that follow what porter
(1980,1985) that need three key for the business purposes :quality enhancement ,innovation,
cost reduction. Just for HR to organisation cost reduction business strategy to reduce training
and development and on the basis of innovation strategy, the development of better skill of
employee would require more sophisticated and extensive provision of employee
development training.Delery and Doty (1996) made use of miles and Snows (1978) that
researchers organisation having different strategic configurations and, few would argue
against the importance of training as a major factor and make a successful organization.
According to Drucker manager expected more mission in business and they have to achieve
it. And managers give vision of the business and ability to perform. And basis of business
work cycle operation manager is to develop people and to direct, encourage and train
subordinates.

. As a with universal “best practice” view, there is flexibility in “best thinking”. A hire and
fire policy in the company apply when organisation going on best concern. And low-job
description type of human resourcing strategy. According to Delany, organisations that get
the people things right are the organisation likely to be around in the future. Some
organisations regard human resources as purely transactional item. Selection, recruitment,
salaries, laying off, trying to manage a meaningful people strategy but fail. Successful
organisations keep the people their thinking and at the core concept of planning and decision
making. According to Pugh and Hickson, 1976, Different type of human resourcing practice
may indeed be appropriate to the different circumstances identified by best fit thinkers.
According to Woodward, 1994 and researcher perrow 1986, organisation fit better to likely to
add. Human resource strategies are the outcomes of strategic choice by managers.
(child,1992,1997).According to Lorange we will see many changes in the behavioural side of
human resources management a typical structure instead of chief executive find out how to
work with team easily in company and focus on the realigning people want to interest in work
together and find out best opportunities and learn how to learn them. The strategic human
resources supported to mostly self organised. And also supported in virtual team process,

However as a logical and other problem (Boxall and Purcell, 2003; marchington and grugulis,
2000; legge, 2001; Purcell and Hutchinson 2007; Purcell and Kinnie, 2007) that the arise
demonstrate and the universal of human resources best practice. Some of the other researcher
support to claim that such policies and best practice pay off(Huselid,1995;becker and

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Gerhart,1996;Ichniowaki et al 1997;Macduffie 1995;Guest 1997;Patterson et al 1997;)Human
resources management practice is need to give proper regard and attention to employment
legislation and other requirement. Human resources planning will provide the link between
objectives and organisation structure and clarification of personnel policies. Human resource
management best practices are the concern of all managers and supervisors and executive
level senior manager. And also human resourcing considerations are part of all strategic level
deliberations. Human resources supported to employee undertake continually to develop their
skills to achieve both personal growth and task flexibility.

The supermarket retail inspiration of the second half of the 20 th century shows of running out
of steam. In the term of Britain’s biggest grocery retailers, the original concept of a self
service store has continually evolved to meet the changing needs of consumers. In the early
1990s Tesco was criticised for being slow to smart the huge store building agenda which was
the main piece of tools for its enlargement throughout the previous decade. Every little helps
is much more than just the slogan in company adverts. Now chief executive officer of the
TESCO Terry Leahy is say “every little helps means going the extra mile-whether that’s
constantly striving to improve the service and products we offer our customer, or our internal
operations, right through to supporting the local communities where we operate.”

This report reviews and discusses the human resources policies and practices at TESCOS.the
administration has introduced high obligation model which offers training and development
or other HR functions like retention, recruitment,selection,health and safety, job enlargement,
job specification, job enrichment. Organisations are implementing strategic HR as a change
agent organisation that will be reviewed is Tesco’s during the past decade they have
introduced strategic HR with increased training of employees. The role of HR within the
organisation has increased in important. This best practice and the HR will be reviewed with
the current policy.

This section will report on the organisation HR policies, the information taken from Tesco
HR department log book, current articles of retail business, Tesco employee staff hand book,
welcome pack book and start career at Tesco.

TESCO AND STAFF RETENTION:

Tesco, the supermarket chain, uses of different type of information on employee attitudes,
including attitude surveys, and also focus on group and questionnaires staff who have give to
HR department. Tesco developed a new programme to train hourly paid staff to become
manager. They need skill and training level before being accepted. They must be improving
by shelf to reach the final stages of current role. The programme consists in three stages:

Stage: 1 – all staff attend the open day that explain the good and bad aspects of being a
manager. Staff also completed three of the training like bronze, silver and gold. At the end of
the each course participant complete small employee hand book. Once they have been satisfy,
staff attend a one day development centre where they are assessed against the competencies
required for managers.

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Stage: 2 – staff undertake three week of full time tanning in store. This included on and off
both type of training and focuses on people management skill, including how to give
feedback and conduct appraisal interviews self-learning package is included here as well as
more on and off the job training. And successful completion directly jumped on stage 3.

Stage: 3-appoinment to a department manager post. Tesco believes that the new programme
has contributed to reduced turnover rates amongst hourly paid off staff and managers.tesco
offers to opportunity for promotion had increased to 60% in 2009.

TESCO TRANING AND DEVELOPMENT:

Training is a process within the organism which results in the capacity for changed
performance which can be related to experience rather than maturation.

Tesco will work through the Know your Stuff Framework Supported by manager. The
structured training programme is split into three levels:

 BRONZE = BASIC
 SILVER =COMPETENT
 GOLD =EXPERT

Each level is split into two streams:

 For everyone, which all employees will go through.

 For your department, which is specific to your job role. For Tesco express, this covers
the operational training in all areas of the store.

The framework is made up of a number of modules. The length of employee training depends
on job role and how employee learns as everyone learns at different speeds and in different
ways. It will be interactive and fun and will often be run on shopfloor.when employee have
completed both streams, they will be signed off at a level. Employee tools available to help
them.

 How am I doing?
- Once a year employee will have a review of their performance with his manager
to discuss own achievements and career goals.
 Personal Development Plan (PDP):
- Manager will support to staff with an individual training plan to help them get
even better at his job or prepare for his next role.

DEVELOPMENT:

 Option: are you looking for promotion?if you ambition and have been identified for a
bigger role,teco option programme will support to employee every step of the way

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 .this is scheme which involves designing a training and development programme
which is right for employee.
 Graduate option: if employee have degree and are interested in developing his
management career within stores, distribution or the office, a graduate may be for
employee. And also note. Specific qualifications may apply to some office role.
 A level option: A 6 month programme available to
 Staff and external applications with 3 A level grade D and above to develop from
customer assistant to manager.
 Apprentices in retail skills (level 2): A 12 month programme available in selected
stores, giving the opportunity to staff to gain a qualification equivalent to 5 GCSEs
while working. Also if employee wants more information on development
programmes, speak to their manager or personnel manager or Tesco developed their
official web site log onto www.tesco.com/careers or www.tesco-graguates.com.

PENSION:
Tesco has great pension scheme for employee up to age 75 that offers you a range of benefits.

 Pension builder is a defined benefit scheme, which few other employees still offer.
 Employee benefits are based on pay and how long they are in the scheme. The longer
staff stay, the better their benefits, and each pay rise they get will increase his
benefits.
 Employee can join at once, and the scheme gives them immediate: life cover tax free
cash of three times employee contractualpay, life time spouse or civil partner’s
pension, and pension for employee school age children. If they don’t leave spouse, the
trustees can pay a pension to a partner with whom employee in a marital type
relationship.
 If employees are permanently unable to work, they could receive an immediate
lifetime pension, whatever age.
 If employees don’t join straight away, company will join them automatically when
employee age 25, unless employee should inform to company. If they are over age 25,
company will join them when they have been with Tesco a year.
 Employee yearly benefits report will show them how they pension is building up.
 Employee could receive retirement benefits even they stay in the scheme a short time.
 If employee to continue to work at Tesco after age 65.they can choose to carry on
building up benefits in the scheme, leave the scheme and take their pension or leave
their pension to increase and take it anytime. If employee any problem that query they
can ring on that helpline no.08450701113

PRIVILEGECARD:

 Tesco issued after completion of one year service for the personal use of staff and
their immediate family and partner living with them at their home address.

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  Employee can receive 10%discount on most purchase over £1,with a limit of £712.50
discounted per year.(reviewed annually)
 Discount can be obtained at any UK Tesco store and through Tesco direct and Tesco
dotcom.
 This also doubles up as a clubcard.earn one club card points for every £1 spend.

RETIREMENT:
The following are available to employees with ten years service:

 Pre-retirement scheme:-opportunity to reduce employee working week by one fifth of

your contractual hours (without losing any pay) for the last six months leading up to
their retirement.
 Retired staff association: local groups organise meetings and events and social
activities throughout the year.

TESCO INSURANCE:
Tesco provide to employee three type of insurance like car, home and life insurance.

 Car Insurance: - Tesco want to make sure employee don’t pay a penny more for
insurance than staff need to. Company teamed up with UK insurance ltd one of the
country’s biggest insurers to offer to employee cover at a great price, hats packed with
benefits.

HOW EMPLOYEE COULD SAVE THE MONEY:

Customer price + Latest customer offer + club card discount +10 % exclusive staff
discount = A great deal for staff.
If employee currently have a car insurance with Tesco and aren’t on the staff deal,
please inform to company employee renew his policy and Tesco will apply the 10%
staff discount.
Get the complete package, with Tesco standard cover:-
 Cover the damage to shelf and other vehicles in an accident.
 Personal accident cover.
 Cover for fore and theft.
 UK based 24-hour accident helpline.
 Choice of voluntary excess.
 Cover for personal possessions.
 Discounts from Nationwide Auto centres.
 Basic cover for most European countries.
 Home Insurance:- All covers level come with these great benefits:-

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  Home repair network-all repairs are undertaken by vetted builders and all
costs are paid directly to them with no fuss or hassle.
 All calls are answered in Tesco UK call centres.
 24 hour emergency helpline.
 Any work undertaken is guaranteed for 12 months.

HOW TESCO COVER LEVELS COMPARE....

 Insure Staff Home For Less: at Tesco home insurance that home come in all
shapes and sizes. That’s why with Tesco value, standard and finest policy
options staff can choose cover for all buildings,conents or both, staff can
choose from 3 great policies, that Tesco think will be right up employee street.
 Life Insurance:-it’s simple and straightforward............

 Cost effective cover-so staff can be sure that loved ones will be financially
provided for should they die, during the period of cover, or suffer a critical
illness. (If critical illness cover is included.).
 Quote in seconds-Getting a price is quick and simple.
 Staff could be covered in 20 minutes-just phone or go online.
 Staff can apply for joint cover for by shelf and partner.

HEALTH AND SAFETY:

RETAIL AND LOGISTIC DIRECTOR/OPERATION DIRECTOR:

 Tesco is committed to providing a safe environment for our people, our customer and
visitors.
 Ensures the right resources, planning, monitoring and review arrangements are in
pace for effective management of health and safety in store.

FOR ALL STAFF:

 Work safety to protect ourshelf, your colleagues, your customer and visitors to store.
 Report all accidents and tell line managers about health and safety concerns, including
near misses.
 Use protecting clothing and equipment provided.
 Use work equipment in accordance with company policy.

STORE MANAGER AND STORE MANAGEMENT TEAM:

 Ensure back door safety arrangements are well understood and correctly followed.
 Ensure our people have the right information training and supervision to work safely.
 Support our young people, pregnant women and disabled people.

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  Carry out risk assessment for fire in the store and at the petrol filling station.
 Hold fire drills, keep fire safety equipment is maintain and fire routines follow.
 Investigate all accidents and take action to prevent further accident.
 Report accident in accidence with the law and company policy.
 Encourage staff to report safety concerns.
 Take action to stop any unsafe ways of working.
 Consult our people on health and safety issues through the store forum.
 Use safe and legal rewards to review compliance with health and safety procedures.
 Report building, electrical or equipments fault.
 Monitor activity of visitors and contractors to ensure they are working safety.

GROUP TRADING LAW AND TECHNICAL DIRECTOR:

 Develop health and safety policy and coordinate arrangements at Tesco.

 Monitor and report on health and safety standards in stores.
 Investigate serious accident and enforcement challenges.
 Risk assesses work activities and identify.

DISTRIBUTION DIRECTOR:

 Risks assess delivery arrangements to store.

 Ensure that all drivers also deliver to our store are competent and provided by
approved hauliers and contractors.

DOT COM DIRECTOR SUPPORT OFFICE:

 Develop routines, guides, training material and safe, legal records to enable the Dot
com business to operate safely.
 Develop processes to monitor compliance with routines and policies.

SECURITY AND SHRINKAGE DIRECTOR:

 Develop policies and procedures to protect our people from criminal acts of violence
whilst at work.
 Investigate serious acts of violence.
 Ensure the consumables, equipment and services are purchased from approved
competent suppliers and contractors to a legal and safe specification.

MOTIVATION:
Motivation is an individual phenomenon-people unique, and this means that motivation
theories usually allow for uniqueness to be reflected in behaviour.

Tesco is faced problem with motivating its young staff, tesco giant supermarket head of
sourcing has told personnel today. Lorna Bryson who head of overseas company. She said in
personnel today. Apprenticeship and A- level joined that workers aged between 17 and 24

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were typically the least motivated. She said for workers often referred to as generation –Y
needed more work for managers to inspire them to progress at the firm. Tesco got a problem
with motivate to young people. They got to learn how to develop theory Y as they are high
protection and deprived. We need to hold off then as they absolutely want to know where
their career is going .nearly 20,000 Tesco employee aged between 17-25, compared with
2,50, 000 employee company got. Lorna Bryson said more she want to start “A” level
programme against next month. Will help to provide young generation career as successful
recruitments can end up as managers in just 12 months.

Tesco motivated with employee they give to employee discount for staff purchases. Same
like employee can use via privilagecard. Also getting a double club card points and getting a
free voucher for online clothes, Tesco insurances, loan and grocery and staff motivated by
flexibility is main important in job. Tesco provided to student transfer service like as shown
as below:-

 Open to Tesco website and membership open for student free join to company.
 Employee will have access to benefits from advice on finance to interview techniques,
plus exclusive discounts from Tesco and other companies.
 Dedicated student transfer team help members try to find vacancies near university or
town to enable to keep earning through team time and holidays.
 To recognise company people for “living the vaults” and going that little bit further
for Tesco and customer. Company give “every little helps” values awards to show
appreciation.
 After receiving four awards employee will be presented with a blue badge after seven
awards, employee will get a gold badge.
 Also employee will received extra bonus from company when mystery shoppers
report come out 100% or stock inventory control and audit of the store came good
rated with resulted.
 Company give to employee free uniform, footwear and safety jacket.

HOLIDAYS:
In Tesco there are three holiday schemes and a member of staff will be on the scheme that
applied at the time they joined Company. Holiday allowances increase with length of
service and is prorated from the anniversary of joining. The Holidays year runs from 1 st
April to 31st march. Where employee changes their number of working days, holiday
allowance will change on a pro-rata basis.

 Current year scheme:- those employee joining after 31st march 1992.Holidays
allowance is calculated on the number of the days worked and how much service
employee could achieved in the current holidays year. Employee who joined
between 31st march 1991 and 11th January 2003 would have the holiday allowance
earned in the first three months of service frozen. Any excess holidays taken at the

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 time of leaving will be deducted from this and the balance paid when employee
leave the company.
 Accrued Frozen Holiday Scheme:-Employee who joined between 1st April 1991
and 31st march 1992.Employee would have accrued a part year allowance for the
following year. The allowance was frozen and employee transferred onto the
current year scheme. The frozen allowance will be paid when employee leave the
company.
 Accrued Holiday Scheme:-Employee who joined before 1st April 1991.Allowance
is based on length of service at the end of the previous holiday year. Any
outstanding holiday entitlement will be paid when employee leave the company.

EMPLOYEE INVOLVEMENT OR EMPOWERMENT:

Such statements disclose little of the environmental, economic and industrial situation which
has led to differences in focus and terminology. Nor do they consider the continuity which
they reveal about employing organisations. Employee involvement and empowerment can be
seen to be organizationally insired, with restricted powers given to employee. They have
tricky joined with HRM strategies. It is likely to be part of an overall culture change, which
may involve hold-up circle, the creation of flatter organisational structures, and
improvements in communication. To involve employee is to gain their obligation to the
organisational goals, and this has often been couched in terms of empowering employee to
take liability for their roles and purpose within the organisation.

Employee involvement is created successful HRM strategies. The Harvard HRM programme
casts employee as one of the main stake holders in the organisation. And therefore “it is
critical that managers design and administer various mechanisms for employee influence “.of
the Harvard business school academics, Walton has had the most to say on the subject. In the
view, employee influence is most effective when employee have commitment to the
organisation, and this can only be achieved if there is congruence between the HRM and
general management policies of the organisation.

CONCLUSION:
All the businesses and multinational company have the qualities of all HRM policy, style and
approaches but according to their personnel vision and mission about future organisation
skill, understanding and capacity of integration of resources they applies this style and
resources.

Human resources department performed as architect of organisation of the maximum level if

its services in the terms of function like job specification, retention, selection. Training and
development, motivation,performance,health and safety, job enlargement created new
culture by emphasising to improve their service sectors and HRM giving to employee

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freedom and inspiration to personnel’s to be more creative towards goal and value of the
company their personnel achievements. The organisational change approach was used at
highest level by Tesco to acquire cultural and transformational changes in the organisation.
Tesco restructured the the training process, recruited more committed managers for the value
of the company and restructured the reward system and introduced compensation model to
inspire the employee. Also Tesco HR policy established that the higher level of learning to all
employees. This leads to employee feeling valued and therefore more committed to work
force and also training has always been reduction cost in time of recession.HR policy needs
to be change in nature employee, embrace knowledge and training towards to physiological
contract.

RECOMMENDATIONS:
The other organisations and CEO can learn a lot by the analysing the duration of training and
development programme. They performance in the business a good level conduct. Other
regeneration also inspires their employee to be more creative then doing just job. The
communication system is the back boon of any organisation, by interacting with employees
and all staff of the company not only top level managers or senior executive but bottom level
they can improve the productivity of the company. The effective training just like HR
department introduced for effective use of resources and understanding of different agendas
with employees other organisation can also formatted training according to their need and
situation of the company. Self assessment as HR department applying with 360 qualities to
find out the error in the operating system this kind of also can be used to improve the
productivity.

The company apply in business three principles of organisation. First to achieve expected
result regarding return on stockholders investment. Second is maintenance and development
of capacity that the make the achievement possible and third the most important is integration
of technical task different areas of management like marketing, finance, research and
personnel. The CEO as personnel leader gives the free environmental to their managerial staff
to contribute in the achievement of companies to objectives. To makes this system effective
CEO announce policy which give the proper guideline to follow.CEO spent more time to
analyses behaviour and emotions of their employee.

REFERENCES AND BIBLIOGRAPHY:

Armstrong M (2005) (9th edition) A Hand book of Human resource Management practice
Kogan page, London.

Braedwell L et al.(2004) (4th edition) Human resources management contemporary Approach

Prentice Hall, Harlow.

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Babson. S. (1995) learns work: Empowerment and exploitation in the global auto industry
Detroit, Mich: Wayne state university press.

Harrison, R (2002) (3rd edition) Learning and development, CIPD publishing London.

Mullins (2005) (7th edition) management and organisational behaviour prentice hall, Pearson
education, Edinburgh.

Mumford, E and Hendricks, R. (1996)”business process re-engineering RIP, people

management.2 may, pp22-29.

Lan Beardwell, Len Holden and Tim Claydon.(2004) “Human Resource Management (a
contemporary approach)”fourth edition.,pp 540-542.

Walton, J (1999), Strategic Human Resource Development

JOURNALS:

Anonymous (2003) Human Resources deliver Tesco’s bright future human resource
management international Digest, Bradford: jul/Aug 2003 Vol.7 iss 4.

Poulter, s.(2005) 2billion Tesco, daily mail, London U.K;Apr 13th 2005.

Rogers, S,(2004)Power to the people managers people management ,London;sep 2004 vol 10

Training and management development methods Bradford, 2003 vol 17 iss 1.

WEB LINKS:

http://www.tescofinance.com/personal/finance/insurance/homeins/index.jsp

http://www.tescocompare.com/

http://www.fairinvestment.co.uk/tesco_life_insurance.aspx

tesco.benefits@uk.tesco.com

www.peopleattesco.com username: tesco password: mybenefits

www.unbiased.co.uk

www.tesco.com

DTI (1998) Building the knowledge Driven economy Green paper accessed through
www.dti.gov.uk.

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