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The role of SHRM (Full length)
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The role of Strategic Human Resource Management within Tesco plc UK.
Abstract
Strategic Human Resources Management (SHRM) is becoming an important

and vital issue within an organization that focus on the approach of managing
people in line with developing business strategies for the purpose of improving
employee and organizational performance and thus to achieve organizational
goals and objectives. SHRM is defined as the link between Human Resources
(HR) policies and practices with overall strategic business objectives of an
organization. So, SHRM has significant influence on managing employees in
accordingly with business strategy and thus gain competitive advantage in the
competitive business environment.
The research project is based on the investigation and analysis of the critical
roles of SHRM within an organization, a case study of Tesco PLC, UK. The
researcher has reviewed relevant literatures that show that SHRM is very
important to an organization to ensure effective and efficient HR policies and
practices as well as to develop better organizational structure and culture.
However, there is some gaps in knowledge on the critical roles of SHRM within
an organization that need to use as future and further research. In accordance
with primary research findings, it is clear that Tesco is committed to deliver
quality products and services to its customers through creating HR policies and
practices aligning with business strategy for the purpose of improving both
employee and organization performance.
Finally, the researcher would like to opine that SHRM is considered as one of
the most effective and appropriate aspects within an organization to ensure
better approach of managing people in accordance with business strategy to
achieve organizational goals and objectives.
Md Sabder Mollah
Sheffield Hallam University
1
1 Chapter 1: Introduction
1.1 Study background and rationale
Strategic Human Resources Management (SHRM) is the approach is managing people strategically
within an organization. According to Abuqayyas (2007), SHRM can be regard as general approach to
the strategic management of human resources in accordance with the intentions of the organization on
the future direction it wants to take. So, SHRM can be considered as the overall framework which
determines the shape and delivery of the individual strategies through explaining how HRM influences
organizational performance. Thus, it can be noted that SHRM is very crucial to integrates organizational
goals and objectives with the HRM policies and actions within an organization.
Tesco PLC has been established by Jack Cohen in 1919 and in 1924 it has started its business
activities. Now Tesco has been operating in 14 countries around the world with having more than
520,000 people (Tesco plc, 2012). Tesco plc has mainly seven strategies and to build our team so that
we can create more value is one of them. So, it is clear that there are significant and crucial roles of
human resources, i.e. employees within the organization. Tesco plc has been developing different
policies and actions to ensure effective and appropriate management of human resources in
accordance with the organizational structures and culture.
Thus, the investigation and analysis of the critical roles of strategic human resources management
within an organization, such a Tesco PLC, UK is very relevant and appropriate from academic and
organizational perspectives
1.2 Research aims and objectives

The key aim of this research project is to investigate and analyse the critical roles of strategic human
resource management within an organization, using a case study of Tesco PLC.
The researcher would like to list the following objectives of this research project as follows-
 To review the literature on strategic human resources management in relation to explore and
evaluate the current practices and policies of human resources management at the case studied
organization and how those are integrated with the organizational practices and policies to achieve
goals and objectives of the organization;
 To identify and evaluate the main roles of employees and staffs within an organization, particularly
at the case studied organization;
 To explore key issues and concerns of strategic human resources management and how strategic
management of human resources are contributing to ensure effective and efficient performance of
an organization, including Tesco PLC;
 To present research findings by using different statistical and descriptive methods that will reflect
the issues and concepts arrived during the critical review of literature and collection of primary and
secondary data from the case studied organization; and
 To develop valid conclusions and recommendations through collecting all relevant data and
information from the case studied organization as well as from other sources in accordance with
the critical roles of strategic human resources management within an organization both from
academic and organizational perspective.
1.3 Research questions

Research questions are considered as important issues that help the researcher to investigate and
analyse the real situations in respect to the research subject. As an example, Wood and Ross-Kerr
(2010) have noted that research questions provide some direction to the researcher to answer
something on the subject under the research project. The primary research question of this research
project is- what are the critical roles of strategic human resources management within an organization,
a case study of Tesco PLC, UK. Some of the major research questions are as follows-
i. What are the common policies and practices of human resources management those are
developed and implemented in accordance with the strategies of an organization, including
Tesco PLC, UK?
2
ii. What are the common roles of strategic human resources management within an organization,
including Tesco PLC, UK?
iii. How Tesco PLC, UK has been developing and implementing organization’s strategies to ensure
most effective and appropriate management of people within the organization and thus achieve
goals and objectives of the organization?
iv. What are the future plans and approaches to develop organization’s structures and strategies
in accordance with the effective policies and practices of human resources management to
increase organizational performance and thus increase brand loyalty as well as customer
loyalty of the organization?
1.4 Study motivation

The research project is focusing on the critical roles of strategic human resources management within
an organization, a case study of Tesco PLC, UK. The researcher was self-motivated and enthusiastic
to select this research project. This research project has significance from academic as well as
organizational point of views. The researcher would like to mention following reasons for selection of
this research project-
Table: 1.1. Rationale for selection of research project
Main perspective Main reasons for selection of this research project
Individual To improve knowledge and understanding about the critical roles of SHRM
within an organization from individual perspective.
Academic To explore and analyse key issues and concerns as well as existing gaps or
lacking regarding the critical roles of strategic human resources management
within an organization from the academic perspective.
Organizational To asses and analyse current practices and policies of strategic human
resources management at Tesco PLC, UK and to provide recommendations
from organizational perspective.
Source: Author’s analysis
1.5 Scope of the study

This research project is based on the investigation and analysis of the critical roles of strategic human
resources management within an organization, a case study of Tesco PLC, UK. The researcher has
collected and gathered both primary and secondary data from the case studied organization through
semi-structured interviews, questionnaire surveys and document review & analysis etc. The researcher
identified some key issues and concerns through the critical review of literature and during the collection
of primary and secondary data from the case studied organization that need to further investigation and
analysis and thus can be considered as future research areas.
The researcher would like to opine that this research project has created many scopes for further and/or
future research in the field of strategic human resources management within an organization, a case
study of Tesco PLC, UK.
1.6 Research limitations
Every research project has factors that can influence the overall research activities and thus the
preparation of research report (psychologyandsociety.com, 2012). As this research project is based on
a case study approach, so there may have different limitations. The author would like to mention
following major limitations of this research project as follows-
 Lack of available time: The main limitation for this research project is lack of available time to
review literature as well as to collect data and information from the case study organization.
However, the researcher has reviewed relevant books, articles, journals and other publications as
much as possible to explore and analyse key issues on the critical roles of human resources
management within an organization. Data and information has been collected and gathered through
interviews and surveys from the case studied organization.
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 Lack of financial resources: Lack of financial resources was another vital limitation for this
research project and for this reason the researcher has reviewed limited literatures and has carried
limited number of interviews and surveys. But, there was great effort by the researcher to review all
relevant literatures from different sources and to collect relevant data and information from case
study organization, such as Tesco PLC, UK.
 Concern for ethical issues: The concern for ethical issues can limit the overall research activities
and thus in some cases the preparation of research report. For example, confidentiality and privacy
of case studied organization can influence to represent all data and information into the research
report. In this case, the researcher has followed and maintained standard methods to ensure better
ethical practices within the research project.
 Concern for access to organization: This research project is based on a case study organization,
such as Tesco PLC, UK. So, access to the organization was one of the major limitations for this
research project. However, the researcher has maintained informed consent to carry out interviews
and surveys within the case study organization.
1.7 Brief outline of the research study
The researcher would like to represent brief outline of the research study as follows-
Chapter 1: Introduction and Background: This chapter has been designated to discuss and explain
the introduction of the research project, the background information, research aim and objectives,
research questions, research problem/issue/opportunity and analysis, research scope and research
limitations. So, it is clear that this chapter has depicts the overall activities of the research project and
thus the preparation of research report.
Chapter 2: Critical Review of Literatures: In this chapter, the researcher has explored and identified
all of the relevant issues and concerns in relation to the critical roles of strategic human resources
management within an organization, a case study of Tesco PLC, UK from different secondary and
tertiary sources, such as books, articles, journals and other publications.
Chapter 3: Research Methodology: The overall research methodology has been discussed and
explained in this chapter. For example, the research philosophy, research approach, research methods,
research sampling & sample size, data analysis tools & techniques, data presentation, validity &
reliability, and other related aspects of research methodology has been discussed and explained in this
chapter.
Chapter 4: Research Findings and Analysis: This chapter has been designated to represent the key
findings from primary, secondary and tertiary sources. The researcher has presented and analysed all
of the issues and concerns on the critical roles of strategic human resources management within an
organization, a case study of Tesco PLC, UK for the purpose of making valid conclusions and
recommendations both from academic and organizational perspectives.
Chapter 5: Conclusions and Recommendations: In this chapter, the researcher has provided cost-
effective conclusions and recommendations on the issues and concerns on the critical roles of strategic
human resources management within an organization that have explored and identified through critical
review of literatures and collection of primary and secondary data and information from the case studied
organization.
4
Chapter 2: Review of Literature
2.1. Introduction
This research project is based on the investigation and evaluation of the role of strategic human
resource management within Tesco PLC, UK. The review of literature has crucial influence and impact
on the completion of any research project. For example, Saunders et al. (2009) have mentioned that
the review of literature builds the foundation and provides framework of the research project. They have
also mentioned that critical review of literature has following importance-
 To identify and analyse the key issues and concerns of the proposed research subjects;
 To avoid repetition of the previous works in the same or similar fields, whereas, it helps to compare
the current practices within the case studied organization against practices discovered by other
authors and scholars;
 To set out relevant and appropriate research questions and thus collect and gather most effective
data and information from different sources;
 To formulate and develop research methods and methodology that helps to critical analysis of the
research findings and thus make standard research report with valid conclusions and
recommendations.
Thus, it is clear that the critical review of literature has significant roles to carry out all research activities
and thus produce standard research report with valid conclusions and recommendations based on the
research aims, objectives and research questions.
In accordance with key objectives of this research project, there is need for review of the existing
theories and practices from different sources of literature. So, for the purpose of exploring key issues
and debate on the role of strategic human resources management within Tesco PLC, UK, the author
has conducted a critical review of the literatures.
The researcher has reviewed most of the relevant books, articles, journals, and other publications for
the purpose of exploring and analysing key issues and concerns on the role of strategic human resource
management within an organization, case of Tesco PLC, UK. However, there may have some
limitations during the review of literature because of lack of available time and financial resources as
well as lack of technical and academic skills and competencies of the researcher.
2.2. Structure of critical review of literature including key points: The author will explore following
key terms through the critical review of the literature-
2. 2. A. Definition and explanation of the strategic human resource management;
2. 2. B. Significance and importance of strategic human resource management;
2. 2. C. Approaches to ensure effective strategic human resource management; and
2. 2. D. Strategic human resource management and its link with organizational performance.
The researcher would like to discuss and explain all of the above major terms as follows-
2. 2. A. Definition and explanation of the strategic human resource management: Bratton and
Gold (2001) has defined strategic human resource management as a process of linking the human
resource function with the strategic objectives of the organization in order to improve performance.
Several prominent authors and scholars have stated different meanings and concepts of the strategic
human resource management (SHRM). For example, Snell et al (1996) have stated that SHRM is an
outcome: as organizational systems designated to achieve sustainable competitive advantage through
people. However, SHRM is viewed as a process that links HR practices to business strategy (Ulrich,
1997). In similar way, Bamberger and Meshoulam (2000) describe SHRM as the process by which
organization seek to link the human, social and intellectual capital of their members to the strategic
needs of the firm.
According to Beer (1984), an organization’s HRM policies and practices must fit with its strategy in its
competitive environment and with the immediate business conditions that it faces. So, it can be said
that this concept has following three aspects:
 The linking of HR policies and practices with the strategic management process of the organization;
 The internationalization of the importance of HR on the part of line managers; and
 The integration of the workforce into the organization to foster commitment or identity of interest
with the strategic goals.
Fombrun et al. (1984) have described that strategic human resource management can be discuss and
explain from both the ‘rationale choice’ and the ‘constituency-based’ perspective. From a ‘constituency-
based’ perspective, it is argued that HR academics and HR practitioners have embraced SHRM as a
5
means of securing greater respect for HRM as a field of study and, in the case of HR managers, of
appearing more ‘strategic’, thereby enhancing their status within organizations (Bamberger &
Meshoulam, 2000).
According to Ulrich (1997, p. 190) ‘HR strategy’ is the outcome: ‘the mission, vision and priorities of the
HR function’. Consistent with this view, Bamberger and Meshoulam (2000, p. 5) conceptualize HR
strategy as an outcome: ‘the pattern of decisions regarding the policies and practices associated with
the HR system’. The authors go on to make a useful distinction between senior management’s
‘espoused’ HR strategy and their ‘emergent’ strategy. The espoused HR strategy refers to the pattern
of HR-related decisions made but not necessarily implemented, whereas the emergent HR strategy
refers to the pattern of HR-related decisions that have been applied in the workplace. Thus, ‘espoused
HR strategy is the road map … and emergent HR strategy is the road actually traveled’ (Bamberger &
Meshoulam, 2000, p. 6).
Purcell (2001) has also portrayed HR strategy as ‘emerging patterns of action’ that are likely to be much
more ‘intuitive’ and only ‘visible’ after the event. Bratton and Gold (2001) have identified following
dimensions of the strategic human resource management-
HRM practices and performances- strategic human resource management focus on the alignment
between business strategy and HR strategy that help an organization to achieve competitive
advantage through improving organizational performance.
Re-engineering and strategic human resource management- all strategic human resource
management models emphasize on the importance of organizational design, for example, the ‘soft’
HRM model is concerned with job designs that encourage the vertical and horizontal compression
of tasks and greater worker autonomy.
Leadership and strategic human resource management- the theory and practice of work
organization depends on the leadership approach and hence the concept of leadership and
strategic human resource management is comes in mind to develop and implement effective
leadership approach to achieve goals and objectives.
Workplace learning and strategic human resource management- to achieve substantive goals of
HRM in terms of commitment, flexibility and quality etc., formal and informal work-related learning
is a key factor for the strategic managers (Beer et al., 1984). Some prominent writers have noted
that workplace learning has critical roles on several aspects, such as to strengthen cultural control,
to strengthen the power of those at the apex of the organization, and a source of conflict when
linked to productivity or flexibility bargaining and job control etc. within the effective strategic human
resource management.
2. 2. B. Significance and importance of strategic human resource management: Strategic human
resource management (SHRM) has crucial significance and importance within an organization for
several reasons, such as better managing of human resources, increasing performance of employees,
providing benefits and rewards to the employees, motivating and inspiring employees to improve
efficiencies and competencies and so on. As an example, Bratton and Gold (2001) have stated that for
organizational practitioners who are looking for ways to gain a competitive advantage, the implication
of HR strategic choices for company performance is certainly the key factor.
Organizations are increasingly looking at human resources as a unique asset that can provide sustained
competitive advantage. The changes in the business environment with increasing globalization,
changing demographics of the workforce, increased focus on profitability through growth, technological
changes, intellectual capital and the never ending changes that organizations are undergoing have led
to increased importance of managing human resources (Devanna et al., 1981). As an example, the
author would like to mention that Huselid and Becker (1997) found that there were noticeable financial
returns for organizations whose human resource management (HRM) systems have achieved
operational excellence and are aligned with strategic business goals. According to Ulrich (1998), a
major role of HR personnel is to become a strategic business partner. Youndt and Scott (1996) find that
firms employing HR practices according to the stated strategy are regarded as having better perceptual
performance.
According to Beer et al. (1985), there is great importance of effective management of people within an
organization in relation to achieve competitive advantage. So, they have mentioned that there is a
managerial logic in focusing attention on people’s skills and intellectual assets to provide a major
competitive advantage within the organization.
6
Human resources are extremely important to established long-run business in both local and
international market. A company can achieve competitive advantage by managing their employees
properly, making their expertise by provide proper training and ingenuity to meet appropriate company
aims and objectives. For instance, Wright and McMahan (1992) explained that the field of human
resource management has ‘sought to become integrated with the strategic management process
through the development of a new discipline referred to as strategic human resource management.
According to Porter (1985), human resource management can help a company to achieve competitive
advantage by lowering cost, by increasing sources of product and service differentiation or by both.
Najia (2008) has mentioned that a good fit within the organization through effective strategic human
resource management can lead to several positive benefits, including- people are more committed with
their organizations, more satisfied with their jobs, learning something new to improve and increase their
performance and so on. He has also mentioned that people who are well socialized, trained and content
with the organization by strategic human resource management, the work in are less likely to quit their
jobs and more likely to build successful careers within the organization.
Jayne (2006) has developed a model of human resource management as a source of sustained
competitive advantage. The model can be represent as follows-
Developmental assignment
Strategic (Socialization);
human
resource Teaming (Socialization);
practices Training (Combination);
Manage social contract;
Manage turnover; and
Tacit knowledge
Manage diffusion.
Socialization
Human Sustained
Tacit-to-Tacit
resource competitive
behaviour advantage
Internalization
Explicit knowledge Externalization
Explicit-to-
Tacit Combination Tacit-to-
Explicit
Knowledge Explicit-to-Explicit
Figure:
creation
process
Figure: 2.1. A model of human resource management as a source of sustained competitive
advantage (Source: Jayne, 2006)
Based on the above figure, the researcher would like to say that strategic human resource management
has been playing crucial roles to achieve and sustain competitive advantage within an organization. For
example, strategic human resources practices focus on the tacit knowledge, explicit knowledge and
human resource behaviour etc. of an organization that provides most effective and efficient
organizational performance and thus sustained competitive advantage within the organization.
Tesco PLC, is the largest and biggest retail supermarket chains in the UK. The organization has most
successful and effective human resource management approaches and systems to achieve
organizational goals and objectives. The organization has been using modern technologies to deliver
products and services to its customers and thus ensuring effective strategic management of the
employees. For example, Foot and Hook (2008) have stated that the modern technology and finance
alone does not help to achieve organizational objectives, human resources also most important assets
in any organization who is responsible to operate those technology and they represent a vital role to
gain competitive advantage. In most cases, the success of the company is mainly depending on the
strategic management of human resource management within the Tesco PLC, UK.
7
2. 2. C. Approaches to ensure effective strategic human resource management: For the purpose
of developing and implementing most effective and appropriate models of strategic human resource
management several authors and scholars have been working on it. For example, Bratton and Gold
(2011) have mentioned that since the early 1990s, academics have proposed at least three models to
differentiate between ‘ideal types’ of HR strategies. The first model examined here, the control-based
model, is grounded in the way in which management attempts to monitor and control employee role
performance. The second model, the resource-based model, is grounded in the nature of the employer–
employee exchange and, more specifically, in the set of employee attitudes, in behaviours and in the
quality of the manager–subordinate relationship. A third approach creates an integrative model that
combines resource-based and control-based typologies.
i. The control-based model: This model is based on the nature of the workplace control and more
specifically on managerial behaviour to direct and monitor employee role performance. According to
this perspective, management structures and HR strategy are instruments and techniques to control all
aspects of work to secure a high level of labour productivity and a corresponding level of profitability.
This focus on monitoring and controlling employee behaviour as a basis for distinguishing different HR
strategies has its roots in the study of ‘labour processes by industrial sociologists.
ii. The resource-based model: This model is grounded in the nature of the reward-effort exchange,
and more specifically, the degree to which managers view their human resources as an asset as
opposed to variable cost. This exploits the distinctive competencies of a work organization: its resources
and capabilities. An organization’s resources can be divided into tangible (financial, technological,
physical and human) and intangible (brand-name, reputation and know-how) resources. To give rise to
a distinctive competency, an organization’s resources must be both unique and valuable.
iii. An integrative model: This model is based on the both control-based approach and resource-based
approach in relation to ensure better management of human resources within the organization. Based
on this model, there is focus on four key areas, such as commitment HR strategy, collaborative HR
strategy, paternalistic HR strategy and traditional HR strategy etc. that have significant impact on the
effective strategic human resource management within an organization.
The researcher has revealed information from Hodder Education (2012) that shows in the mid 1990s
Tesco began to see the benefits of trying to secure employee commitment through the process of
involvement and communication, and established an Involvement Director who ensures compliance
with legal developments in the employee relations field, including consultation and information. It was
also concerned that existing union/management arrangements were not conducive to getting the best
from staff. The changing external context and particularly the election of a Labour government
committed to a partnership approach also influenced the company’s thinking in moving forward.
In late 1997, Tesco PLC and USDAW has prepared an agreement based following nine pillars for the
purpose of ensuring most effective and appropriate strategic human resources management within
Tesco PLC-
Representation- all staffs have the opportunity to put their views on a staff forum;
Training- training will be provide to all staffs in relation to employment legislation, company cultures
& values, and Tesco’s terms and conditions;
Consultation- the company has the right to make decisions about the business, with the concern
of union;
Understanding issues- encouragement to raise issues, for company to listen and act where
appropriate;
Communication- to provide regular information about developments in the business;
Business-focused- acknowledging change for the improvement of the business performance;
External influence- promotion by USDAW and Tesco of the company and of retailing as a career
for people;
Values and culture- work together to meet the needs to Tesco staffs and customers; and
Conscience- social responsibility of the company and to help ensure the company lives up to its
values and culture (Hodder Education, 2012).
Thus, the author would like to opine that Tesco PLC, UK has most effective approaches to ensure better
management of human resources and thus achieve organizational goals and objectives.
2. 2. D. Strategic human resource management and its link with organizational performance:
Strategic human resource management is closely linked with several key parts and aspects of the
8
organizational performance. As human resource management has been playing vital roles within an
organization to provide quality products and/or services, so the organizational performance is mostly
dependent on the strategic management of the people. For instance, Bratton and Gold (2001) have
noted that SHRM has focusing on the link between organizational strategy formulation and strategic
HR formulation. A range of business– HRM links has been classified in terms of a proactive–reactive
continuum (Kydd and Oppenheim, 1990) and in terms of environment–human resource strategy–
business strategy linkages (Bamberger and Phillips, 1991). In the ‘proactive’ orientation, the HR
professional has a seat at the strategic table and is actively engaged in strategy formulation.
From the hierarchy of strategic decision making model, proposed by Bratton and Gold (2001), it is clear
that the two-way arrows on the right-hand side showing both downward and upward influence on
strategy depict this type of proactive model. At the other end of the continuum is the ‘reactive’
orientation, which sees the HR function as being fully subservient to corporate and business-level
strategy, and organizational-level strategies as ultimately determining HR policies and practices.
Once the business strategy has been determined, an HR strategy is implemented to support the chosen
competitive strategy. This type of reactive orientation would be depicted in hierarchy of strategic
decision making model by a one-way downward arrow from business- to functional-level strategy. In
this sense, a HR strategy is concerned with the challenge of matching the philosophy, policies,
programmes, practices and processes – the ‘five Ps’– in a way that will stimulate and reinforce the
different employee role behaviours appropriate for each competitive strategy (Schuler, 1992).
Extending strategic management concepts, Bamberger and Phillips’ (1991) model depicts links
between three poles: the environment, human resource strategy and the business strategy. In the
hierarchy of the strategic decision-making model, the HR strategy is influenced by contextual variables
such as markets, technology, national government policies, European Union policies and trade unions.
Purcell and Ahlstrand (1994) argue, however, that those models which incorporate contextual
influences as a mediating variable of HR policies and practices tend to lack ‘precision and detail’ in
terms of the precise nature of the environment linkages, and that ‘much of the work on the linkages has
been developed at an abstract and highly generalized level’.
In a major study of HRM in multidivisional companies, Purcell and Ahlstrand (1994) argue that what
actually determines HR strategy will be determined by decisions at all three levels and by the ability and
leadership style of local managers to follow through goals in the context of specific environmental
conditions. Case study analysis has, however, highlighted the problematic nature of strategic choice
model building. The conception of strategic choice might exaggerate the ability of managers to make
decisions and take action independent of the environmental contexts in which they do business (Colling,
1995).
Another part of the strategic HRM debate has focused on the integration or ‘fit’ of business strategy with
HR strategy. This shift in managerial thought, calling for the HR function to be ‘strategically integrated’,
is depicted in Beer et al.’s (1984) model of HRM. The authors espoused the need to establish a close
two-way relationship or ‘fit’ between the external business strategy and the elements of the internal HR
strategy.
An organization’s HRM policies and practices must fit with its strategy in its competitive environment
and with the immediate business conditions that it faces’ (Beer et al., 1984, p. 25).
The concept of integration has three aspects: i. The linking of HR policies and practices with the
strategic management process of the organization; ii. The internalization of the importance of HR on
the part of line managers; and iii. The integration of the workforce into the organization to foster
commitment or an ‘identity of interest’ with the strategic goals.
Singh (2003) gives a broader approach to looking at strategic human resources management (SHRM)
by integrating various functions and establishing the linkage of these functions with the business plan.
It is important not only to identify HR competencies in concurrence with the business needs and to
develop selection and development practices to secure those competencies, but also to evolve and
implement a performance evaluation plan that links the performance of the employees to the strategic
goals.
According to Richard and Johnson (2001), SHRM has been significantly affecting organizational
performance and organizational outcomes. Based on their research findings, it is clear that SHRM
significantly reduces employee turnover and increases overall organizational performance as well as
SHRM affects the productivity of the firm.
9
Devanna et al. (1984) have proposed a model, known as matching model that reflects the strategic
human resource management and its link with organizational performance. The model can be shown
as follows-
Political
forces
Economi Cultural
c forces forces
Mission
Organizatio Human
and
n structure resource
strategy
managemen
Firm
Figure: 2.2. Strategic human resource management matching model (Source: Devanna et al., 1984)
Thus, from the above figure, it can be said that strategic human resource management has closely
linked and interconnected with some of the key aspects, such as political forces, economic forces,
cultural forces, mission and strategy, organization structure and overall human resource management
etc. within an organization that greatly affect the performance of the organization.
So, the author would like to opine that strategic human resource management is linked with several key
parts and aspects of an organization that significantly influence the performance of the organization to
achieve goals and objectives.
2.3. Theoretical framework of key reference: The author would like to represent the theoretical
framework of key reference as follows-
Table: 2.1. Theoretical framework of key reference on the roles of strategic human resource
management within an organization
Name of Year of Main theme on strategic human resource management
author(s) publication
Saunders et al. 2009 Importance of review of literature to complete a research project by
exploring key issues and concerns relating to research topic.
Bratton and 2001 Strategic human resource management is the process of linking of
Gold the human resources function with the strategic objectives of the
organization in relation to improve organizational performance.
Bamberger and 2000 Strategic human resource management is the process by which an
Meshoulam organization seeks to link the human, social and intellectual capital
of the employees towards the strategic needs of the firm.
Devanna et al. 1981 There is need for strategic human resource management because
of the changes in the business environment with increasing
globalization, changing demographics of the workforce, increased
focus of profitability with growth, intellectual capital, technological
changes etc.
Beer et al. 1985 Strategic human resource management has been playing significant
roles to ensure effective management of people to achieve
competitive advantage within the organization.
Hodder 2012 Some effective approaches within Tesco, to ensure effective
Education strategic human resource management through creating values and
culture for the staffs and customers.
Bratton and 2001 There are mainly three models, such as the control-based,
Gold resource-based and an integrative model for the purpose of effective
strategic human resource management within an organization.
10
Schuler 1992 Strategic human resource management is concern with philosophy,
policies, programs, practices and processes etc. that have
significant influence on stimulate and reinforce employee behaviour
to achieve competitive advantage within an organization.
Singh 2003 Strategic human resource management is linked with various
business functions and the business plan of an organization as well
as linked with performance of the employees towards the strategic
goals of the organization.
Devanna et al. 1984 A matching model of strategic human resource management that
focus on key issues, such as political forces, economic forces,
cultural forces, mission & strategy, organizational structure and
overall human resource management etc. within an organization.
2.4. Conclusion
From the review of literature, it is clear that strategic human resource management has been playing
significant roles within an organization to achieve and sustain competitive advantage in the current
competitive business environment. Several authors and scholars have provided their opinions and
suggestions on the role of the strategic human resource management within an organization. However,
there are some critics as well in relation to the best practices and policies of the strategic human
resource management and its roles in achieving organizational goals and objectives. For example,
Bratton and Gold (2001) have identified that several authors and scholars explored different limitations
of the strategic human resource management, including- the lack of focus on strategic decision; the
absence of internal strategies; and the conceptualization of managerial control etc.
In conclusion, the researcher would like to say that there will be great effort to explore all relevant issues
and concerns, including advantages and limitations of the strategic human resource management within
an organization for the purpose of making standard research report on the investigation and critical
evaluation of the roles of strategic human resource management within Tesco PLC, UK.
Chapter 3: Research Methodology

3.1. Introduction
Research methodology is one of the key aspect of a research project where the researcher has to
discuss and explain some of the key issues, such as research philosophy, research approach, research
methods, data collection methods, sampling strategy, data analytical techniques, and other related
aspects of the research methodology. So, it can be noted that research methodology has crucial
influence on the overall research project for the purpose of collecting relevant data in accordance with
research aims and research objectives (Goddard and Melvile, 2004).
The author would like to mention that to collect most effective and appropriate data and information, it
is vital to develop research philosophy, research approach, data collection methods, sampling & sample
size, data analysis tools and techniques, and data presentation techniques etc. The researcher has
discussed and explained of all these relevant issues in this chapter.
For example, the researcher has used most common and effective research methods, such as semi-
structured interview, questionnaire survey and document review & analysis etc. in relation to collect
relevant data and information from the case study organization. All of these research methods are very
effective and appropriate to collect data and information in accordance with research aims and
objectives.
3.2. Research methodology

Research methodology has significant impact and influence on the overall research project. For
example, Saunders et al. (2009) have stated that research methodology helps the researcher to find
out the hidden and which has not been discovered yet about a particular issues and/or subject areas.
The most common three categories of research methodologies include-
3.2.1. Exploratory studies: Exploratory studies are concern with gaining familiarity with a phenomenon
or to achieve new insights into identified phenomenon. With the exploratory studies, the author will be
able to discover and explore some issues and concerns that are significantly related with the proposed
11
research subject areas. In this research project, in cases exploratory studies will be adopt for the
purpose of gaining familiarity of roles of strategic human resource management within the Tesco PLC.
3.2.2. Descriptive studies: Based on the descriptive studies, the researcher provides clear description
about a particular situation or aspect under the research investigation. The author may use descriptive
studies in relation to describe the real situation of the roles of strategic human resource management
within the case studied organization, such as Tesco PLC.
3.2.3. Explanatory studies: Explanatory studies concern with the investigation of causal relationships
and/or the reasons why something linked with something else. This approach is very common in any
research project. The author will use explanatory studies in order to explain key links or relations of
strategic human resource management with organizational performance at Tesco PLC.
So, research methodology has significant influence and impact on the overall activities and tasks of the
research project in relation to explore and evaluate as well as explain the main reasons or relationships
of a particular issue or subject under the research project.
3.3. Research philosophy and approach
Research philosophy is relates with the development of knowledge and the nature of that knowledge
(Saunders et al., 2009). They have mentioned that research philosophy contains important assumptions
about the way in which the researcher view the world and these assumptions underpin the research
strategy and the chosen methods by the researcher. The key research philosophy can be discuss and
explain as follows-
 Pragmatism: Pragmatism argues that the most important determinant of the epistemology,
ontology and axiology etc. the researcher adopt is the research question- one may be more
appropriate than the other for answering particular questions. Tashakkori and Teddlie (1998)
suggest that pragmatism is more appropriate for the researcher in a particular study to think of the
philosophy adopted as a continuum rather than opposite positions.
 Positivism: In positivism research philosophy, the formulation of research hypothesis that lead to
the gathering of facts that provide the basis for subsequent hypothesis testing is one of the key
tasks for the researcher. Another important component of the positivist approach to research is that
the research is undertaken, as far as possible, in a value free-way.
 Realism: According to the realism, the objects under the research investigation exist independently
into the human mind. Realism is a branch of epistemology which is similar to positivism in that it
assumes a scientific approach to the development of knowledge.
 Interpretive: Interpretive means there is an acknowledgement that facts and values cannot be
separated and that understanding is inevitably prejudiced, because it is situated in terms of the
individual and the event (Elliott and Lukes, 2008). They have mentioned that this research
philosophy is particularly important in ethnographic methodology and the case study research
methodology is suited to this approach.
As this research project is based on the case study organization’s approach and importance of strategic
human resource management, so the researcher has adopted positivism and interpretive research
philosophy. The author thinks that positivism and interpretive research philosophy were effective to
explore and analyse the critical roles of the strategic human resource management at Tesco PLC.
Research approach is the way of doing research tasks and activities during the collection of data and
information in accordance with research aims, objectives and research questions. For instance,
Newman and Benz (1998) have mentioned that qualitative and quantitative research approaches are
the most common and appropriate approach to identify, explore and analyse the key issues and
concerns of the proposed research topic. They have mentioned that qualitative research approach is
multi-method in focus, involving an interpretative, naturalistic approach to its subject matter. They have
also mentioned that quantitative research approach is frequently referred to as hypothesis-testing
research. The quantitative research approach is deductive in nature, contributing to the scientific
knowledge base by theory testing.
In this research project, the researcher has followed both qualitative and quantitative research approach
for the purpose of collecting most relevant data and information from the case studied organization in
respect to the investigation and analysis of the critical roles of strategic human resource management
at Tesco PLC.
12
3.4. Research designs and techniques
According to Oppenheim (1992), research design refers to the basic plan or strategy of the research,
and the logic behind it, which will make it possible and valid to draw more general conclusions from it.
Thus, research design tells the researcher about the sample, sample group, and comparisons among
the sample and so on. On the other hand, research techniques are the methods used for data
generation and collection. Essentially, research techniques are concerned with measurement,
quantification and instrument building and with making sure that research instruments are appropriate,
valid and reliable.
The researcher has collected and gathered all of the relevant data and information from the case studied
organization in relation to the investigation and analysis of the critical roles of the strategic human
resource management through applying following research designs and techniques-
3.4.1. Semi-structured interview: The researcher has conducted five semi-structured interviews with
the management personnel of the case studied organization, especially human resource management
personnel of Tesco PLC at Nottingham branch. There were minimum twenty five interview
questionnaires and duration of each interview was at least 20 minutes. The relevant advantages of
semi-structured interview for this research project can represent as follows-
i. To collect data and information of the case studied organization on the basis of in-depth views and
real happenings within the organization about the roles of strategic human resource management; and
ii. To collect data and information in more flexible ways as well as avoiding loss of data through proper
recording.
So, the researcher believes that semi-structured interviews were helpful in relation to get the real
situation of the case studied organization.
3.4.2. Questionnaire survey: The researcher has carried out questionnaire survey among the general
employees within the case studied organization in relation to explore their views and opinions of the
strategic human resource management and its importance within Tesco PLC. The questionnaire survey
was carried out at least 30 general employees of the organization who are playing vital roles within the
operation and management of the business. The major benefits of the carrying out questionnaire survey
for this research project can be shown as follows-
i. To get the general views and opinions about a particular issues and concerns of the role of strategic
human resource management at Tesco PLC; and
ii. To collect data and information in very simple ways from the general employees about the current
practices, policies, and procedures of strategic human resource management and their roles within the
achievement of competitive advantages by Tesco PLC in the retail supermarket industry.
3.5. Research questionnaire

Research questionnaire is the overall approach and description of the research questions that are used
for the collection and gathering of relevant and appropriate data. As an example, Brace (2008) has
noted that research questionnaire design is an important element for the successful collection and
gathering of data and information to make valid research conclusions and recommendations. In
research questionnaire, there are following two aspects-
3.5.1. Questionnaire design: Questionnaire design is known as the format of the research question.
The researcher will used semi-structured interview and questionnaire survey for the purpose of
collecting most relevant and appropriate data and information from the case studied organization i.e.
Tesco PLC in the field of critical roles of strategic human resource management. Some of the key
research questionnaires that will use in this research project can be shown as follows-
i. What are the current approaches, practices and policies of managing human resources within Tesco
PLC in relation to the implementation of business strategies to achieve goals and objectives?
ii. What are the common roles of the strategic human resource management within Tesco PLC that
provides the organization to carry out business operations and management in most effective and
efficient ways? and
iii. What are the future plans to develop and improve human resource management approaches within
Tesco PLC to compete in the markets and to achieve goals and objectives?
13
3.5.2. Pilot study: The researcher has carried out pilot study with colleagues to modify the research
questionnaire and thus collect most effective and appropriate data and information from the case
studied organization. Based on the pilot study, the researcher has modified some of the research
questionnaires both of semi-structured interview and questionnaire survey. The researcher has used
the modified research questionnaire into the actual interviews and surveys within Tesco PLC, in relation
to explore and analyse the critical roles of strategic human resource management.
3.6. Research sampling

Sampling is the means of gathering useful information about a population, i.e. any complete group that
shares a common set of characteristics (Lim and Ting, 2012). The process of sampling enables the
researcher to estimate some unknown of a target population. Research sampling concern with sample
selection and sample size along with other aspects involved during the data and information collection
and gathering.
3.6.1. Sample selection: The key aspect of this research project is to investigate and analyse the
critical roles of the strategic human resource management within an organization. So, it is clear that
there was focus on the human resources within the case studied organization, Tesco PLC. For this
reason, the researcher has select two different types of sample, such as management employees and
general employees. The author has conducted semi-structured interviews with the management
personnel and questionnaire survey with the general employees to explore real happenings in respect
of roles of strategic human resource management within Tesco PLC.
3.6.2. Sample size: Sample size is vital concern for the researcher to ensure the validity and reliability
of the research findings. In this research project, the researcher has conducted five semi-structured
interviews and thirty questionnaire surveys to collect data and information in accordance with research
aims, objectives and research questions.
3.7. Data analytical techniques
Data analysis techniques are the methods used for analysis of collected and gathered data both from
primary and secondary sources. In accordance with research approaches, it is clear that the researcher
has collected and gathered both qualitative and quantitative data from the case studied organization.
For example, by conducting semi-structured interviews, the researcher has collected mainly qualitative
data, on the other hand, by carrying out questionnaire survey; the researcher has collected mainly
quantitative data. So, the researcher has used some of the most common and effective techniques,
such as descriptive analysis, statistical analysis etc. to analyse data and information in most effective
and efficient ways to make valid conclusions and recommendations about the critical roles of the
strategic human resource management within an organization, such as Tesco PLC.
3.8. Conclusion
This research project is based on the investigation and analysis of the critical roles of strategic human
resource management within an organization, a case study of Tesco PLC, a retail giant in UK. This
research project was positive in nature. Both qualitative and quantitative approach has been followed
in this research project.
The researcher has used most common and appropriate research methods, such as semi-structured
interview and questionnaire survey to collect and gather data and information from the case studied
organization.
The sample was selected from the management and general employees of the case studied
organization during the conducting of semi-structured interviews and questionnaire surveys.
In conclusion, the author would like to mention that all of the issues in research methodology including
ethical considerations has been followed and maintained to collect relevant data and information in
accordance with research aims and objectives.
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Chapter 4: Research Findings and Analysis
4.1. Introduction
This chapter has designated in such a way that has discussed and explained the research findings and
their analysis in accordance with the critical roles of strategic human resources management within an
organization, a case study of Tesco PLC, UK. For the purpose of collecting related issues and concerns
on the critical roles of strategic human resources management within an organization, the researcher
has reviewed all relevant books, articles, journals, publications and websites. On the other hand, for the
purpose of collecting primary and secondary data and information from the case studied organization,
the researcher has conducted semi-structured interviews and questionnaire surveys.
Thus, the author would like to opine that the researcher has collected and gathered all of the relevant
issues and concerns on the critical roles of strategic human resources management within an
organization, case of Tesco PLC, UK in relation to make valid conclusions and recommendations both
from academic and organizational perspectives.
4.2. Discussion on semi-structured interview results and their analysis: The researcher has
conducted five semi-structured interviews with the management personnel of the case studied
organization. Each interview was more than twenty five minutes longer, containing at least twenty
questions. There was great effort by the researcher to collect data from the interviewee through creating
two-way communication approach and flexibility in answering the questions by the interviewee. The
researcher would like to discuss and analyse the findings from semi-structured interviews as follows-
4.2. A. Demographic profiles of the interviewees (Qs-1 to 5): The researcher would like to represent
demographic profiles of the interviewees in a table as follows-
Table: 4.2.1. Demographic profiles of the interviewees
Interviewee Gender Age Position in Duration of
company working year
Interviewee One Male 30-39 HR Assistant 11-above
Interviewee Two Male 40-49 Branch Manager 8-11
Interviewee Female 30-39 Branch Manager 8-11
Three
Interviewee Four Male 50-above HR Assistant 4-7
Interviewee Five Female 40-49 Trainee Manager 0-3
Source: Author’s interview data
Based on the interview results, it can be said that majority of the interviewees were male. Most of the
interviewees were aged between 30 to 49 year and these aged people have ability to manage human
resources within an organization. The interview results also shows that two of the interviewees were
Branch Manager and two of the interviewees were HR Assistant and remain one is Trainee Manager.
So, it can be noted that the interviewees were appropriate person to manage human resources in most
effectively and efficiently within an organization, like Tesco PLC, UK.
4.2. B. Defining strategic human resources management at Tesco by the interviewee (Qs-6):
Based on the interview results, the researcher would like to mention that different interviewee have
defined strategic human resources management in different way. So, the interview results in respect
the definition of SHRM at Tesco can be discuss as follows-
Interviewee One: Interviewee One has defined SHRM at Tesco as `` the approach of managing human
resources within an organization, such as Tesco in concerning with the overall organizational strategy’’.
Interviewee Two: Interviewee Two has defined SHRM at Tesco as ``the management of people within
an organization in relation to the organization’s goals and objectives’’.
Interviewee Three: Interviewee Three has mentioned that SHRM is one of the vital part within an
organization that focus on the business strategy and human resources management to achieve
particular goals and objectives of that organization.
Interviewee Four: Interviewee has stated that SHRM is concern with people management as well as
structure and culture within an organization.
Interviewee Five: Interviewee Five has defined SHRM as ``the overall HR activities that develops and
implement in accordance with strategic needs of the organization’’.
So, based on the definition and explanation of SHRM by different interviewee within Tesco, the
researcher would like to opine that SHRM is the management of people within an organization in line
with organizational strategy to achieve goals and objectives.
15
4.2. C. Common roles of strategic human resources management at Tesco PLC, UK (Qs-7): The
interview results on the common roles of SHRM at Tesco can be summarized as follows-
 The most common roles of SHRM is to integrate HRM with corporate strategy;
 SHRM is playing a vital roles in developing plans and actions through identifying future needs
of managing human resources within an organization;
 SHRM is also playing significant roles to create a better working environment for the people
where they can share knowledge and information among each other to perform tasks and
activities within an organization.
Thus, the author would like to say that SHRM has been playing various crucial roles within an
organization in relation to develop and implement effective and appropriate HR policies and plans in
accordance with organization’s strategy.
4.2. D. Level of satisfaction with current policies and practices at Tesco to manage human
resources in most effectively and efficiently (Qs-8): The researcher would like to represent the
interview results in respect to the level satisfaction with current HR policies and practices at Tesco in a
table as follows-
Table: 4.2.2. Level of satisfaction with current HR policies and practices at Tesco
Position within Number of interviewee Percentage of total (%)
organization
Highly dissatisfied 0 0
Dissatisfied HR Assistant 1 20
Neutral HR Assistant 1 20
Satisfied Branch Manager 2 40
Highly satisfied Trainee Manager 1 20
Based on the interview results, it is clear that nearly half, e.g. 40% of the interviewees were satisfied
and 20% are highly satisfied with the current policies and practices to manage HR at Tesco PLC, UK.
On the other hand, 20% interviewees were dissatisfied and another 20% have no comment on current
policies and practices to manage HR at Tesco PLC, UK.
Thus, it can be concluded that the management people within Tesco have different views and opinions
on the current HR policies and practices in relation to ensure effective and appropriate management of
human resources within the organization.
4.2. E. Agreement on the roles of SHRM to build strong employer-employee relationships within
an organization, like Tesco (Qs-9): The interview results in respect to the roles of SHRM to build
strong employer-employee relationships within an organization can be depict as follows-
Table: 4.2.3. Agreement by the interviewees on the roles of SHRM to build strong employer-employee
relationships within an organization, like Tesco
Strongly Disagree No comment Agree Strongly
disagree agree
Interviewee X
One
Interviewee X
Two
Interviewee X
Three
Interviewee X
Four
Interviewee X
Five
Based on the interview results, it can be noted that 40% of the interviewees were strongly agreed and
other 40% interviewees were agreed that SHRM has significant roles to build strong relationships
between employer and employee within an organization. On the other hand, only 20% interviewees did
16
not say anything about it. There was no interviewee on either strongly disagree or disagree on the roles
of SHRM to build employer-employee relationships. So, it is clear that SHRM has crucial roles in
developing strong employer-employee relationships within an organization, like Tesco.
4.2. F. Level of satisfaction with current workforce strategy and functional processes at Tesco
(Qs-10): The author would like to represent interview results on the level of satisfaction of management
employee regarding workforce strategy and functional processes at Tesco in a table as follows-
Table: 4.2.4. Level of satisfaction with current workforce strategy and functional processes at Tesco
Highly Dissatisfied Neutral Satisfied Highly
dissatisfied satisfied
Interviewee X
One
Interviewee X
Two
Interviewee X
Three
Interviewee X
Four
Interviewee X
Five
Based on the interview results, it can be said that more than half, such as 60% of the interviewee were
satisfied and 20% are highly satisfied with the workforce strategy and functional processes at Tesco.
On the other hand, only 20% interviewees were dissatisfied. Thus, it is clear that majority of the
management employees are satisfied and highly satisfied with workforce strategy and functional
processes at Tesco PLC, UK.
4.2. G. Level of satisfaction with highly commitment model at Tesco which offers training and
development to all employees (Qs-11): The interview results on the level of satisfaction with highly
commitment model at Tesco can be shown in a table as follows-
Table: 4.2.5. Level of satisfaction with highly commitment model at Tesco
Highly Dissatisfied Neutral Satisfied Highly
dissatisfied satisfied
Interviewee X
One
Interviewee X
Two
Interviewee X
Three
Interviewee X
Four
Interviewee X
Five
The interview results shows that 40% of the interviewees were satisfied and another 40% were highly
satisfied with the highly commitment model at Tesco. However, only 20% interviewees were dissatisfied
on it. So, it can be noted that majority of people are satisfied with the highly commitment model at Tesco
which offer training and development to all employees and thus playing roles to achieve organizational
goals and objectives.
4.2. H. Role of SHRM to achieve competitive advantage (Qs-12): SHRM has been playing several
roles within an organization and to achieve competitive advantage is one of the most vital among them.
The interview results in relation to achieving competitive advantage through SHRM at Tesco can be
discuss and explain as follows-
Interviewee One: Interviewee One has mentioned that SHRM can help an organization to achieve
competitive advantage through creating most effective organizational structure;
17
Interviewee Two: Interviewee Two has mentioned that SHRM can help an organization to achieve
competitive advantage through creating better organizational culture;
Interviewee Three and Interviewee Five: They have noted that selecting and recruiting of most
talented and multi-skilled people that is a part of SHRM and it can help to achieve competitive advantage
within an organization, like Tesco; and
Interviewee Four: Interviewee Four has mentioned that developing workforce planning to meet
demands of employees, a part of SHRM can help to achieve competitive advantage within an
organization, like Tesco.
4.2. I. Comments and suggestions on the critical roles of SHRM within an organization, like
Tesco PLC, UK (Qs- 14 to 16): Based on the interview results, it can be noted that most of the
interviewees have stated that SHRM is very important and significant to create effective management
of people in line with organizational strategy within an organization, like Tesco PLC, UK. The researcher
would like to summarized the interview results as follows-
 SHRM is becoming key issue and concern for an organization to compete in current competitive
and information-based business environment;
 An organization should develop overall business strategy by considering management of people in
most effectively and efficiently;
 There should be proper power distribution among employees to perform particular tasks and
activities on time and effectively;
 An organization should develop organization’s structure and culture in such a way that will help all
employees to share knowledge and information among each other; and
 An organization should provide relevant training to improve employee skills and competencies that
will help to increase organizational performance.
4.3. Discussion on questionnaire survey results and their analysis: The researcher has carried out
thirty surveys among the general employees within the case studied organization, Tesco. The questions
within the survey were designated in accordance with research aims and objectives. The researcher
has used large sample for the purpose of collecting primary data from the general employees in relation
to investigate the critical roles of SHRM within an organization, like Tesco PLC, UK. The author would
like to represent questionnaire survey results as follows-
4.3. A. Gender distribution of the respondent (Qs-2): The survey has been carried out among both
male and female. The gender distribution can be shown as follows-
4.3.1. Gender distribution of the respondent

The researcher would like to mention that more than half, such as 55% of the respondent are male,
followed by 45% female. So, it is clear that Tesco has been following equality and diversity in the
management of HR within the organization.
18
4.3. B. Age distribution of the respondent (Qs-3): The survey results can be shown as follows-
Figure: 4.3.2. Age distribution of the respondent

Based on the survey results, it is clear that nearly half, such as 46.6% of the respondent are aged
between 31-35 year, followed by 23% of aged between 26-30 years. So, it can be noted that majority
of the general employees are young who are dedicated and committed to perform tasks within an
organization, such as Tesco PLC, UK.
4.3. C. Position of the respondent within Tesco (Qs-4): The survey has been carried out among
different position holding general employees at Tesco. The survey results can be shown as follows-
Figure: 4.3.3. Position of the respondent

The survey results shows that nearly half, such as 40% of the respondent are team leader, followed by
33.4% sales assistant. However, 26.6% respondents are team assistant. So, it is clear that Tesco has
different position holding general employees who are important part of SHRM at Tesco.
4.3. D. Common roles of SHRM at Tesco (Qs-6): In accordance with the survey results, the researcher
would like to represent the common roles of SHRM at Tesco as follows-
 To provide training to employees to increase performance and productivity, mentioned by 43.4% of
the respondent;
 To maintain the workforce for competitiveness of the organization, stated by 26.6% of the
respondent;
 To develop communication systems and channel with all employees, mentioned by 10% of the
respondent;
 To asses and manage organizational climate and employee relations, described by 13.4% of the
respondent; and
 To develop different strategies in line with HRM within an organization, mentioned by 6.6% of the
respondent.
19
4.3. E. How SHRM is playing role to achieve organizational goals and objectives (Qs-5): The
survey results can be shown as follows-
Figure: 4.3.4. How SHRM is playing role to achieve organizational goals and objectives at Tesco
Based on the survey results, it is clear that SHRM is playing different roles to achieve organizational
goals and objectives. For example, 43.4% of the general employees have mentioned that to enhance
the core competencies of the employees is considered one the most significant role of SHRM. The
second highest respondents i.e. 30% of the respondents have mentioned that SHRM is playing role to
ensure organizational success in future within an organization, like Tesco. In similar ways, SHRM is
playing vital roles in different aspects within an organization, like Tesco PLC, UK.
4.3. F. Level of satisfaction with current policies and practices of HRM at Tesco (Qs-7): The
survey results can be shown as follows-
Figure: 4.3.5. Level of satisfaction with current policies and practices of HRM at Tesco
The survey results show that more than half, such as 53.4% of the respondent is satisfied and about
13.4% of the respondents are highly satisfied with current policies and practices of HRM at Tesco.
However, only 16.6% of the respondents have mentioned that they are dissatisfied with current policies
and practices of HRM at Tesco.
20
4.3. G. Level of satisfaction with current organization’s structure and culture at Tesco (Qs-8):
The survey results can be shown as follows-
Figure: 4.3. 6. Level of satisfaction with current structure and culture to ensure effective HRM at
Tesco
The survey results shows that more majority, such as 57% of the general employees are satisfied with
current organization’s structure and culture to ensure effective HRM at Tesco. About 16.6% of the
general employees are highly satisfied on it. Only small portion of employees, such as 13.4%
dissatisfied and 6.6% highly dissatisfied with current organization’s structure and culture to ensure HRM
at Tesco.
4.3. H. Agreement on the development of HRM through aligning business strategy at Tesco (Qs-
11): The survey results can be represent as follows-
Figure: 4.3.7. Agreement on the development of HRM through aligning business strategy at Tesco
The survey results show that nearly half, such as 45% of the general employees agreed that Tesco has
been developing HRM through aligning business strategy. Moreover, 21% of the general employees
21
are strongly agreed that Tesco has been developing HRM through aligning business strategy; on the
other hand, 17% of the respondents have mentioned that they are strongly disagreed on it.
4.3. I. Level of satisfaction with current training and development policies to improve employees’
skills and competencies at Tesco (Qs-13): The survey results can be depict as follows-
Figure: 4.3.8. Level of satisfaction on current training and development policy at Tesco
Based on the survey results, it can be noted that more than half of the general employees are either
satisfied, such as 33.4% or highly satisfied, such as 20% on the current training and development policy
at Tesco. On contrast, nearly of the respondent, such as 16.6% of respondents were highly dissatisfied
and 20% of respondents were dissatisfied with current training and development policy at Tesco.
4.3. J. Comments and suggestions on the critical roles of SHRM within an organization, like
Tesco (Qs-14): The general employees to whom questionnaire survey has been carried out, provides
their comments and suggestions on the critical roles of SHRM within an organization, like Tesco. The
comments and suggestions can be shown as follows-
SHRM has significant influence, including developing of HRM strategy in accordance with overall
business strategy; improving skills and competencies of employees; increasing organizational
performance etc. within an organization;
SHRM is becoming important to deliver quality products and services through delivering
commitment to the customers and thus achieve competitive advantage as well as organizational
goals and objectives; and
SHRM is playing crucial roles on selecting and recruiting of most talented and skilled people within
an organization and thus ensure effective and efficient performance of the employees to achieve
organizational goals and objectives.
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Chapter 5: Conclusions and Recommendations
5.1. Introduction
This chapter has been designated to discuss and explain conclusive remarks and recommendations in
according to the investigation and analysis of the critical roles of SHRM within an organization, case
study of Tesco PLC, UK. The researcher has reviewed some of the relevant books, articles, journals,
publications and websites for the purpose of exploring existing theories and practices on the SHRM
within an organization. The researcher has also collect primary data through semi-structured interview
and questionnaire survey within case studied organization, such as Tesco PLC, UK at Nottingham
branch.
So, the author believes that he has reviewed and collected all relevant data and information in relation
to make valid conclusions and recommendations both towards academic and organizational point of
views in relation to the critical roles of SHRM within an organization, such as Tesco PLC, UK.
5.2. Summary of findings from the review of literature: The key summary from the review of
literature can be represent in following table-
Table: 5.1. Summary of the findings from the review of literature
Name of author/authority and Key theme or issue on critical roles of SHRM within an organization
year of publication
Bratton and Gold, 2001 SHRM is a process of linking the HR with organizational strategies
to improve organizational performance.
Snell et al., 1996 SHRM is an outcome: as organizational systems are designated to
achieve competitive advantage through managing people within the
organization.
Bamberger and Meshoulam, SHRM is an approach of linking the human, social and intellectual
2000 capital of the human towards the strategic needs of the
organization.
Huselid and Becker, 1997 An organization can achieve financial returns which align HR with
its strategic business goals through increasing operational
excellence compare to other competitors.
Najia, 2008 A good fit with HRM and organization’s strategy can provide several
benefits, including commitment from employees, job satisfaction,
environment for learning and sharing and increasing of employee
performance etc.
Jayne, 2006 There is a model of SHRM that can provide competitive advantage
to an organization through aligning strategic HR practices with
strategic business practices.
Richard and Johnson, 2001 SHRM has significant influence on organizational performance and
organizational outcomes, as SHRM reduce employee turnover and
thus increase overall organizational performance.
5.3. Summary from the primary findings: The researcher would like to represent the summary from
of primary findings as follows-
i. SHRM has been playing significant roles, such as developing effective HR policies and practices
through aligning business strategy and improving employee performance that affect organizational
performance within an organization, like Tesco PLC, UK;
ii. Majority of the management and general employees of Tesco are satisfied with current HR policies
and practices that offering training and development to employees to improve skills and competencies
and thus improve organizational performance to achieve goals and objectives;
iii. Majority of the interviewees and respondents have mentioned that Tesco has effective and
appropriate organizational structure and culture to ensure effective and efficient management of human
resources within the organization;
23
iv. More than 80% management employees are either satisfied or highly satisfied with the current
workforce strategy and functional processes at Tesco that focus on the effective management of HR in
line with overall strategic objectives of the organization; and
v. Tesco has developed one of the most effective and efficient HRM model, known as highly
commitment model that offers training and development to all employees for the purpose of delivering
quality products and services to the customers and thus achieve organizational goals and objectives.
5.4. Conclusions on research findings

In accordance with identified issues and concerns from review of literature as well as from primary
findings, the researcher would like to opine that SHRM is one of the most vital part within an organization
in relation to ensure best HR policies and practices aligning with strategic business goals of the
organization. Based on the primary and secondary research findings, it is clear that SHRM is playing
vital roles within an organization, like Tesco PLC, UK; however, there are some lacking in developing
SHRM to achieve overall goals and objectives of the organization. For example, Colling (1995) has
mentioned that SHRM is still a problematic approach in the strategic choice model as well as to reflect
the ability of the leaders/managers to lead others within an organization. Another example shows that
nearly half, such as 46.6% of the general employees are not satisfied with current training and
development policies to improve employee skills and competencies at Tesco PLC, UK.
In conclusion, it can be noted that though SHRM has been playing vital roles within an organization, it
has some lacking or drawbacks as well within an organization in relation to achieve overall goals and
objectives of that organization.
5.5. Recommendations on research findings

Based on the primary findings i.e. findings from interview and survey and secondary findings, i.e.
findings from review of literature, it is clear that SHRM is becoming key issue within an organization to
develop HR policies and practices in line with business strategy to achieve competitive advantage
through increasing organizational performance. However, it can be said that there is some lacking or
drawback on SHRM both from academic and organizational point of view. Thus, the author would like
mention following points as recommendation both to academic and organizational perspective-
5.5. A. Recommendations to academic perspective: These are as follows-
i. There should be more efforts to conduct academic research on the approach of SHRM and its critical
roles and contributions towards organizational effectiveness;
ii. Some academicals, such educational institutions should be carry out research on the key difference
between SHRM and HRM and the roles of SHRM to achieve competitive advantage within an
organization; and
iii. There should be more research by different academic institution on the link between SHRM and
strategic choice to explore the ability of leaders/managers to make critical decisions within an
organization to improve organizational performance.
5.5. B. Recommendations to organizational perspective: These are as follows-
i. An organization, like Tesco needs to define SHRM and thus needs to identify critical roles of SHRM
to achieve organizational goals and objectives through improving employee and organizational
performance;
ii. An organization, like Tesco should ensure equal opportunity and diversity management within the
business for the purpose of providing quality products and services to the customers;
iii. An organization, like Tesco need to create balance between individual commitment and
organizational commitment in relation to make better working environment and thus to ensure sharing
of knowledge and information as require by all employees within the organization; and
iv. An organization, like Tesco should develop its structure and culture to reflect its commitment to
employees and customers as well as to consider strategic HR as change driver within the organization.
5.6. Consideration of ethical issues: The consideration of ethical issues is an important part of a
research project. The main ethical issues include- access to organization, informed consent,
confidentiality, privacy, honesty, integrity, and so on. All of these issues are followed and maintained all
of the relevant ethical issues during the completion of this research project. For example, for the
purpose of conducting interview and carrying out survey, the researcher has sent letter of authority from
24
University to relevant body of authority of the case studied organization. The researcher has cited all
sources of previous research works that have used in this research project.
Finally, the researcher has maintained the issue of confidentiality and privacy of the case studied
organization as well as has followed honesty and integrity to complete research project to make valid
conclusions and recommendations on the critical roles of SHRM within an organization, a case study
of Tesco PLC, UK.
5.7. Overall research limitations: The researcher has prepared research report with carefully through
reviewing of relevant literatures and collecting primary data from the case studied organization;
however, there was some limitations that have affect the overall research activities and research report
itself. Some of the most common limitations were as follows-
i. Number of samples in interview and survey were not enough to get appropriate data and information
on the approach of SHRM at case studied organization, such as Tesco PLC, UK at Nottingham branch.
So, the limited samples were one of the most vital limiting factors in this research project.
ii. The researcher did not get enough time to review more literatures on current theories and practices
of SHRM and its roles within an organization, like Tesco PLC, UK. Thus, lack of available time was
another important limitation to this research project.
iii. The researcher has lack of skills and competencies to conduct interviews and carry out surveys. So,
it was another vital limitation for this research project to collect relevant data and information from the
case studied organization, such as Tesco through interview and survey.
5.8. Future and further research opportunity: This research report has created many future and
further research opportunities both from academic and organizational point of view. During the review
of literature, the researcher has identified some gaps in literature on the critical roles of SHRM within
an organization that can be used for future and further research from academic perspectives. On the
other hand, during the collection of primary and secondary data and information from case studied
organization, the author has explored some lacking to link HR policies and practise with strategic
business objectives to achieve organizational goals and objectives and these issues can be used for
future and further research from organizational perspective.
Finally, the author would like to mention that this research has explored and identified different issues
and concerns on the critical roles of SHRM within an organization, such as Tesco PLC, UK that have
significant values and importance as future and further research project.
5.9. Conclusion
The researcher would like to opine that this chapter has provided relevant conclusions based on the
issues and concerns derived from the review of literature and primary research findings. This chapter
has also provided constructive recommendations both to academic and organizational perspective in
accordance with gaps and contradictions identified from review of literatures and primary research
findings. The researcher has mentioned some of the future and further research scopes and
opportunities in relation to this research project.
In conclusion, the researcher would like to say that this chapter has covered all of the issues involved
in conclusions and recommendations of a research project.
25
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Strategic Human Resources Management (SHRM) is becoming an important

1.2 Research aims and objectives

1.3 Research questions

1.4 Study motivation

1.5 Scope of the study

Chapter 3: Research Methodology

3.2. Research methodology

3.5. Research questionnaire

3.6. Research sampling

4.3.1. Gender distribution of the respondent

Figure: 4.3.2. Age distribution of the respondent

Figure: 4.3.3. Position of the respondent

5.4. Conclusions on research findings

5.5. Recommendations on research findings

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