Running head: HUMAN RESOURCE MANAGEMENT

The Role and Scope of HR

[Name of the Writer]

[Name of the Institution]

[Date]
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Table of Contents

Introduction......................................................................................................................................3

The Purpose and Scope of Human Resource Management.........................................................3

The Key Elements of Human Resource Management.................................................................3

Approaches of HR........................................................................................................................3

Workforce Planning.................................................................................................................3

Recruitment and Selection........................................................................................................3

Training and Development.......................................................................................................4

Performance Management........................................................................................................4

Reward Systems.......................................................................................................................4

Internal Factor..............................................................................................................................5

SWOT Analysis...........................................................................................................................5

Strength....................................................................................................................................5

Weakness..................................................................................................................................5

Opportunities............................................................................................................................6

Threat........................................................................................................................................6

External Environment..................................................................................................................6

Political.....................................................................................................................................6

Technological...........................................................................................................................7

Social........................................................................................................................................7

Environmental..........................................................................................................................7

Human Resource Management Practices.....................................................................................7

Conclusion.......................................................................................................................................7
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The Role and Scope of HR

Introduction

The main purpose of this study to provide information about the role and scope of Tesco's

Human resource management. Tesco is a multinational grocery chain and general merchandise.

Jack Cohen founded Tesco in Hackney, London. It spread throughout the world with its stores

operating in 16 countries across North America, Europe, and Asia. Tesco has more than 30%

grocery market share in the U.K. market and operating with around 60000 stores worldwide. The

main products of Tesco include supermarkets, department stores, hypermarkets, superstores,

warehouse club, and cash, etc. for the sale of grocery products and general use. Tesco has around

500,000 employees throughout and it's all stores over the world developing revenue of more than

64 billion Euros (Vom Brocke, Zelt, and Schmiedel, 2016). Tesco managed all the resources and

spread at a rapid speed over time to become the market leader. The HR department needs to be

aware of the organization's goals and have the capability to innovate on behalf of the

organization to make measurable progress toward defined business objectives. Human resources

would, therefore, benefit from a role dedicated to promoting HR as an essential business asset, an

asset aided by technology solutions and predictive analytics. The purpose of HR establishing that

being proficient in the identified competencies indeed leads to successful job performance.

Purpose and Scope of Human Resource Management

A lack of knowledge about quantifiable metrics, for the purpose of benchmarking, can

inhibit HR from developing appropriate business strategies. Additionally, insufficient

information may preclude HR's ability to influence a board-level strategy concerning new

workplace initiatives and adoptions. According to modern human resource management theory,
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strategic management refers to the process of determining and implementing organisational

strategic planning by matching organisational capabilities with external environmental

requirements. Human resources strategic management means developing and implementing a

range of human resources policies and measures that help organisations achieve the competency

and behavior required to achieve their strategic goals. That is to say, from the perspective of

strategic development, human resources are the first resource for organisations to gain

competitive advantage, and the human resources are scientifically managed around the

realisation of the overall strategic goals of the organisation, emphasising the consistency of

employee goals and organisational goals (Villamil, and Wolbring, 2019). Moreover, the purpose

is to provide high-quality human resources supply to achieve organisational strategic goals. HR

analytics and outlined the following considerations: taking a data inventory to gather information

and reveal issues; correlating data to gain insights, and incorporating the findings into a plan of

action based on priorities. These considerations help analysts reach solutions about the following

goals: how to improve performance (individual, team, and organizational); how to improve the

work experience (job satisfaction, purpose, wellness, organization culture); and how to reduce

risk (business continuity, people investments, hiring, and retention).

Key Elements of Human Resource Management

Workforce Planning

Organisational strategy is investigated through currently available resources and the

appropriate capabilities of the organisation and within the broader market. So organisational

strategy has been made by the market, competition of the brands and products of the company.

Strategic workforce planning is made by the appropriate development of the organisational

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strategy. If an organisation is seeking to increase its revenue in the next two years then it will

have a great impact on the workforce of the company (Rees, and Smith, 2017).

Recruitment and Selection

The process of determining and evaluating the requirement of the position is said to be

crucial for the recruitment process. The units of employing who needs to hire people for a new

position or to backfill an existing position must be able to use the process as an opportunity in

order to review an organisational structure, staff expertise, and skills and there is way to advance

the positioning of workforce within college needs and priorities of the organisation. The talent

management framework, as well as the associated process, is made to support an appropriate and

positive experience of each candidate and thus it provides the appropriate structure of

recruitment and selection process (O'Leary, and Cunningham, 2016).

Figure 1: Recruitment and Selection

Training and Development

Training and development are structured processes that are designed by professionals in

different ways. As an instance, In an ever-changing environment within H&M, updating the

employees' skills and knowledge has become one of the most frequent and continuous tasks in an

organisation. Using current resources to improve costs has become an urgent need for every
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organisation, and it is only possible to provide employee training and development for employee

productivity (Mishra, et al., 2019).

Performance Management

Performance management usually refers to the two levels of department and employee,

and in many cases, the performance management of the department often comes down to the

management of the middle tier manager. In other words, performance management focuses on

the aspects of “people” in the organisation. This is also an important reason why performance

management is often considered to be only the work of the Human Resources Department in the

organisation. Performance management stated the performance seen within people working in

the organisation. Similarly, senior managers need to implement strategies to achieve strategies

and company goals. Middle managers can better accomplish departmental tasks through

performance management. For individual employees, performance management can help. To

achieve work goals, improve individual performance, and develop career development potential

there is a need to develop new strategies amongst employees in the organisation. In short,

performance management is the task of everyone in the organisation, and the HR department is

just responsible for coordinating it, just as the quality management department coordinates

product quality (Kaptein, 2015).

The performance management process usually begins with planning and setting goals. It

has been stated that vision is what the company's ultimate goal is. The idea is that what human

resource staff members do and don't do under what circumstances, strategy is the company's goal

this year and several actions that should be taken to achieve it. The goal of performance

management is to break down the company's strategy into departments, employees, and break
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down into their key tasks. The result of planning and setting goals is to work with employees to

agree on a handful of key performance indicators related to the strategy.

Reward Systems

In the reward systems that are developed in the organisation, different systems are based

on either performance or competency-based reward system. The incentives are provided to all

the staff members they are being paid as per expectations of their roles within the organisation

but the reward system has some limitations which usually creates disturbance amongst

employees within the organisation. This will deteriorate the spirit of the team and it can lead to

dissatisfaction amongst the company employee who will not be able to get the rewards based on

their outstanding performance in the college human resources. The Competency-Based Rewards

is known as CBR which is said to be a new technique that is adopted by different organisations.

In the process of CBR, the main emphasis is provided to the knowledge and skill set of each staff

member (Hunter, Saunders, and Constance, 2016).

Internal Factor

Internal factors could affect how well a company meets its aims and objectives and they

might be seen as strengths. It leads to an organisation success unavoidably characterise that

organisation connectivity to the external environment.

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SWOT Analysis

SWOT is a unique technique to analyses the strength, weaknesses, opportunities, and

threats for Tesco HR through inside or outside forces. The major problem at hand then would be

to reduce the threats to maximize the Tesco HR benefits. It is as follow:

Strength

New ways of building safety nets for human pilots may not lie in the development of new

hardware and airframe technologies, but in the focus on strengthening human abilities and

reducing human limitations. Such safety improvement design goals have been the focus of

engineers and designers for technology since the aviation industry began. Until recently,

however, the idea that the pilot's mental overload was an issue of serious importance as it

reduced situational awareness essentially fallen by the wayside. Task overload due to over 100

years of technical improvements has also lead to a new set of problems that involve innate

human limitations for pilots and other operational personnel (Chaudhary, et al., 2019).

Technology has also been developed to significantly improve pilot and flight crew workload;

however, this too has come with even more unexpected, sometimes catastrophic, consequences

that again need human factors examination.

Weakness

One of the reasons behind store weakness is represented by the shortage of unskilled and

skilled manpower in the European countries. This is one important factor as human capital

encompasses the skills, intellect, attitudes and tacit knowledge driven by employees and

management structures. The networks developed by the companies' relational capital can create
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synergies within the entire value system. Due to the shortage of local manpower in Tesco HR,

the labor force is constituted by 70% by expatriates, a phenomenon that challenges the

involvement of the national workforce in the competitive sector (Chandrasekar, et al., 2019). As

an effort to overcome this challenge, the U.K. plans to increase the national workforce and to

produce qualified employees via the implementation of the "Britain" program. Tesco HR is

embedded in the national strategies, therefore the stores developed a Britain Program to form

highly educated workers who will help to transform the economy into a knowledge-based

economy.

Opportunities

The ability of competitors to cooperate even under conditions where conflicts arise, by

empowering top management of the alliance with governance purely based on mutual trust. For

Tesco stores that promote such individual company independence, like these three global stores

alliances, the remarkable nature of their voluntary participation is inspiring in planning regional

nation-state normalization. Again the concept from system safety of shared responsibility

between stakeholders for safety is demonstrated from the alliance's efforts to improve their

economic viability (Castro Barros, et al., 2018).

Threat

Threats to the success of this endeavor include a long list of difficult obstacles. Some of

those discussed in this project are listed here. First, improper planning to include intellectual and

technological innovation so that safety and efficiency are not necessarily different from decades-

old designs. Second, failure to include parallel plans involving other modes of transportation, to
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better coordinate resources, could be disastrous at some future point. Third, the inefficient use of

resources by overly-complex political systems that hemorrhages wasted taxpayer funds. Fourth,

ineffective social legislation based on questionable premises that involve tyrannical measures to

impede individual transportation choices. Finally, inappropriate decision-making authority by

levels of government too-far-removed to experience the consequences of those actions. This

might have the opposite effect on Tesco stores where management might be reduced to little or

no pay at the threat of their employees and employee benefits might be forced on management

regardless of the economic cost related to company survivability (Brandler, et al., 2018).

Figure: Shows the SWOT Analysis of Tesco

External Environment

The rise of growth of capacity demand is also important external factors to consider in

the national regulation/ deregulation discussion. Finally, in spite of all of these outside pressures

and debate on store deregulation. The fundamentals of air transportation as a part of a global,

multimodal transportation system, including the technological, social, environmental, and

political aspects of the system to examine.

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Political

Examination of the idea of national regulation of commercial air transportation in the

U.K. and other nations, to determine if such is an improvement or detriment to global

infrastructure is the first step. That first step, examination to determine what lead the Tesco HR

and other nations to leave regulation, and it the best alternative. A little over a decade away from

the successful revolutionary movement, the U.K. averaged three miles per hour (mph), with short

bursts on a horse of up to 40 mph with a yearly range of about 1,500 miles. The per capita

income at this time, around the year 1800, about $1,200 in 2007 dollars. Fifty years later, in 1850

the per capita income was $1,500, the average person's range was 1,600 miles per year, and the

average speed was four mph (Boucher, et al., 2018).

Technological

For global store standardized systems to be the best use of resources and space possible,

the best technologies will need to be employed, both present and future. Space should be

allocated for future technologies or at least future expansion. Establishment of technologically

based solutions, such as a light-rail system next to international stores where economically

feasible, would stimulate investment from outside the community for favorable cheap

connections for commerce, and trade (Angrave, et al., 2016).

Social

Such is the importance of airports to a national economy, and for further growth on a

global level that it is considered by some to be the economic backbone of international

commerce and passenger transport. The symbiotic nature of 21st-century aviation with economy
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and prosperity, places the role of aviation ground infrastructure, in clear timeline progression

with the development of other forms of transportation systems such as railroad and canal

systems, with further power to increase both individual mobility and income. Commercial

aviation accounts for eight percent of global domestic product, representing $2.6 trillion U.K.

dollars and 29 million workers (Allcock, 2019).

Environmental

Environmental concerns that may arise from the local populace and other small groups of

concerned citizens. What lessons could be learned about success from one area that might

develop into state or U.K. policy to maintain environmental drains on efficiency and resources?

To remain competitive in an ever more global economy the rise of such multimodal structures

will require additional planning to maintain outside appeal from investment and new growth,

handle future capacity demand as the area continues to grow for decades to come, and make the

most efficient use of available space and resources. In building a multimodal infrastructure for a

metropolitan area, environmental concerns represent significant challenges. What works, what

doesn’t, and what just wastes resources will be an important topic of research so that costly

mistakes and successes are used to full advantage (Singh, 2019).

Human Resource Management Practices

Tesco establishes an environment where all the employees feel safe and secure,

empowered and supported by the other employees and management to work for the services

team of the organisation. However, there is a large group of employees that come over from

different areas of deprivation and thus they wrap around the team services that help them to
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provide an improvement in the performance of employees working in the organisation. There is a

collaborative approach between the employees and HR to understand the issues that have been

faced by the employees in the organisation. The achievement gaps between various employee

groups have been demolished through proper monitoring and appropriate interventions with

many employees who are getting success at a high level. Singh, (2019) suggested that by 2015,

90% of job positions would require technology skills, especially as new applicants' first area of

contact with potential employers is through the online recruiting and application process. The

changing nature of life and work is often attributed to the rapid rate of change in technology.

Human resources managers should be concerned with the increased use of the Internet and

electronic communication by employees, which should lead to new policies and best practices

often outlined by HR departments. By 2020 nearly 75% of the global workforce will be

comprised of millennial employees, those often considered to be the most technologically fluent

generation who are expecting up-to-date digital services (Rees, and Smith, 2017).

As technology resources become an increasing concern for organizational development

and employee performance it will be important for companies to take an effective stance on how

employees interact with technology in the workplace, as well as how HR can utilize technology

solutions to support business goals. Understanding HR technology, software evaluations, and

metrics has never been an explicit competency for HR professionals, but a recent update to the

HR Body of Knowledge has suggested an increased emphasis on analytics. Department staffing

in HR represents a median ratio of 1.1 full-time employees per 100 organization employees, so

difficulty can arise when managing the exponential growth of employee information. The

software market has responded by providing talent management support. Now employee self-

service (ESS) and manager self-service (MSS) applications allow for self-reporting and the
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handling of other tasks such as those related to benefits and performance reviews. Employees are

given access to computer-based applications to input their data into a management system, which

assembles data for storage and processing. These services include cloud-based functions that

allow employees to engage with the system through various devices and from various locations.

Over 30% of core HR functions are now maintained through cloud computing. Organizations

produce an enormous amount of content and the information technology (IT) department

oversees data storage. However, the relevance of employee data to the HR department

demonstrates the need for collaboration between the HR and IT divisions to speed organizational

innovativeness (Kaptein, 2015).

Conclusion

Human Resource functions and scope are mainly different from HR practices. The

functions are consist of transactional activities that can be balanced in-house or can easily be

used by the third party. The HR practices in the organisation are mainly conceptual and

implementation of HR strategy that uses different HR systems which will follow a path for

performance and appraisals of employees. Throughout the market, it will be found that the vast

majority of human resources management systems are still based on basic personnel information,

payroll accounting, and report management. Performance management is a recurring

management process to achieve organisational strategy and business objectives. Performance

appraisal is a link in the five major aspects of performance management. The company's

management methods, talent strategy management, etc. are the key points of the company's

future transformation. The human resource management system is an effective way to promote
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the transformation and development of enterprises, and the performance appraisal module is the

most important part of the system.

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