Human Resource Management in an International Context

7HR505

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Contents
1.0 Introduction..................................................................................................................1

2.0 Company overview......................................................................................................1

2.0 STEEPLE analysis.......................................................................................................2

2.1 Social........................................................................................................................2

2.2 Technological...........................................................................................................3

2.3 Economic.................................................................................................................3

2.4 Environmental..........................................................................................................3

2.5 Political.....................................................................................................................4

2.6 Legal.........................................................................................................................4

2.7 Ethical.......................................................................................................................4

3.0 Organisation’s business strategy.................................................................................5

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

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

Weaknesses...............................................................................................................6

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

Threats........................................................................................................................6

3.2 Interrelationship between TESCO’s strategy and competition................................6

4.0 HR Strategies of Tesco...............................................................................................8

4.1 The current selection and recruitment processes of Tesco.....................................8

4.2 Reward and Motivation............................................................................................9

4.2.1 Reward system................................................................................................10

4.2.2 Motivation........................................................................................................10

5. Recommendations.......................................................................................................11

6.0 Conclusion.................................................................................................................12

7.0 References................................................................................................................13
Table of Figures
Figure 1:Showing a rightward shift in demand (D2) increasing price (P2) (Blais, 2012). .2
Figure 2: Porter Five Forces..............................................................................................7
Figure 3: Selection process of Tesco (Jung & Sosik, 2006).............................................9
Figure 4: Performance appraisal process.......................................................................10
1.0 Introduction
In this report we are going to analyse the external factors influence and impact the HRM
strategies and practices of an organization using STEEPLE analysis. Further the report
will analyse the business strategy and HR strategy of the chosen using academic
models and theories. At last, the report will provide recommendations for our chosen
organization.

2.0 Company overview

Tesco PLC is a multinational supermarket and general merchandise retailer
headquartered in Hertfordshire, United Kingdom. In 1919, Jack Cohen conceived of this
company. Tesco PLC is the world's largest retailer. The company earned £2.2 billion
during the 2020 fiscal year. Tesco operates in twelve distinct countries throughout
Europe, North America, and Asia. The United Kingdom is the market leader in the
grocery industry. Currently, it controls approximately 30% of the marketplaces in
Thailand, Malaysia, and Ireland. Tesco made $53 billion (£53 billion) in 2019. In the
same year, 42,302 persons were employed. Tesco Plc's mission statement, "We make
what matters, together," guides the company's interactions with its different
constituents. Tesco's mission statement defines the company's relationship to the
environment and community, which is crucial for any company seeking sustainable
performance. "To give value for consumers in order to gain their lifetime commitment" is
a mission statement and a statement of intent for Tesco. According to this viewpoint, as
a highly conscientious firm, Tesco plays a vital role in encouraging moral pride and
compassion. Our presence in the company's declared objectives demonstrates Tesco's
commitment to effectively connecting with the public through developing products and
services. Two of the essential tasks of a company's vision are defining its long-term
objective and giving employees and management the direction, they need to achieve
sustainable growth. Tesco's mission is "to be the most admired business by the
customers we serve, the communities in which we operate, our loyal and passionate
staff, and, of course, our shareholders." The vision is essential since every decision it
takes affects the business's stakeholders and the community's prosperity. The mission
of Tesco, which includes delivering services equivalent to those of other shops, is
crystal unambiguous.

2.0 STEEPLE analysis

Tesco is a big multinational corporation and one of the United Kingdom's leading
grocery chains. The external, unanticipated environment substantially impacts Tesco's
business operations, and STEEPLE analysis is an effective method for understanding
this. In recent years, Tesco has expanded its offerings to include apparel, technology,
broadband internet, insurance, mobile phones, and food and consumables.

2.1 Social
The success of a business depends on its capacity to adapt to the values of the
communities in which it operates. However, the social norms within a company are
susceptible to change due to generational shifts (McKitrick & McKitrick, 2014).
Therefore, a company's success in a given society is contingent on the extent to which
its products and services reflect that society's values, culture, and social norms (Blais,
2019). The social aspect is the essential feature that impacts how the Tesco industry
performs organizationally. Services and return policies that are easy to work with can
significantly impact customer retention and revenue. In order to meet the needs of its
customers, Tesco has expanded its product line to include numerous new categories
(Muli, 2019). PWC found that over 65% of UK customers are repeat buyers, giving
Tesco numerous opportunities to build relationships with those customers. Tesco PLC's
recent attempt to convince customers of all ages, but especially the elderly, to shop
online rather than in-store is one example. The public's level of health consciousness is
another crucial factor influencing sales (Tesco Plc, 2022).
Figure 1:Showing a rightward shift in demand (D2) increasing price (P2) (Blais, 2012)

2.2 Technological
Due to technological innovation, Tesco enterprises today have several opportunities to
attract a broad spectrum of customers. RFID technology was recently implemented to
increase the pleasure of prospective customers (Adamyk, 2019). Additionally, this
technology benefits the organization's suppliers. According to Lowe and Wrigley (2009),
technology advancement offers organizations a significant opportunity for growth by
reducing operational expenses and fostering a more streamlined company environment.
For instance, demand for commodities has increased due to Tesco's technology
deployment in online shopping. Tesco PLC has been able to reduce manufacturing
expenses, such as shop employee pay, due to the growing number of customers who
make purchases online. In addition, Tesco PLC has created its "Pay+" app, which
leverages a new customer hub to facilitate the convenience and longevity of online
shopping. As a result of this technology, customer satisfaction and convenience may
increase while the company's overhead would decrease (Tesco Plc, 2022).

2.3 Economic
In 2018, Tesco Organization's shift costs increased due to a £4.5 billion increase in the
UK minimum wage. Numerous additional economic elements also impact Tesco's
corporate operations. The lockdown period following the current COVID-19 outbreak
has affected the United Kingdom's GDP and several other nations (Baliyan, 2021). This
has had a negative influence on Tesco's firm growth and profitability.
2.4 Environmental
Although the majority of environmental changes may be unavoidable, they may severely
hinder the growth of businesses. For example, the rate at which global temperatures are
rising may be connected to greenhouse gas emissions caused by humans (McKitrick &
McKitrick, 2014). Tesco has vowed to meet the U.K. and global targets of the zero
carbon program by 2035 and 2050, respectively, in compliance with the clean energy
policy. Tesco PLC has reduced its carbon output by 54%, significantly exceeding its
aim. Environmental concerns have nevertheless driven Tesco PLC to restructure its
business strategy, which includes plastic recycling, to become an environmentally
responsible company. To protect the environment, Tesco van drivers used to collect
and recycle plastic bags from consumers.

2.5 Political
Tesco's expansion into over a dozen new nations has been facilitated by its physical
store network. Tesco's day-to-day commercial operations are impacted by the
legislation, tax rate, and political stability of many countries (Shtal et al., 2018). This
group must be well-versed in each nation's employment, business, and tax legislation to
gain governments' support globally.

2.6 Legal
Legislative changes have the potential to disrupt the daily operations of a business. In
2016, 17 Tesco employees filed complaints against the firm, alleging age and gender
discrimination. This corporation has faced legal accounting fraud litigation, resulting in a
settlement payment of nearly 12 million GBP. Tesco must run its business in
compliance with the FRC's rigorous requirements to counter this claim in court.

2.7 Ethical
Due to the company's strict code of conduct, Tesco employees are held to a high
standard of integrity. This year, the most ethical supply chain management system was
determined to be Tesco's (Nagaraj, 2013). However, Ethical Consumer has given this
company the lowest possible grade due to their usage of damaging preservation
techniques in their food and meat products.
Due to its thorough market analysis and segmentation, this organization has fulfilled its
customers successfully. To better serve its consumers, Tesco, a British grocery
business, has expanded its product line to include electronics, clothes, and insurance.
Customer happiness and loyalty have increased due to strategic customer services
strategies, such as simple returns and timely shipping. As a result of the organization's
successful management of social statuses, Tesco's capacity to grasp competitive
advantages in a highly competitive market has increased (Awadari and Kanwal, 2019).
Using digital marketing analysis, this organization is more educated about its customers'
preferences. This company has made important environmental management
advancements. This company should begin using biodegradable packaging to lessen its
environmental impact. The company should eliminate its rapid shipping option to reduce
its environmental impact. On the other hand, Tesco has implemented effective,
sustainable development initiatives and is promoting environmental health via many
hashtags. Tesco's CSR efforts should prioritize tree-planting and other environmental
rehabilitation because rising deforestation destroys animal habitats and raises
atmospheric CO2 levels (Zhao, 2021).

3.0 Organisation’s business strategy

TESCO intends to extend its international operations to fulfill its long-term objective of
robust and sustainable growth. Therefore, the company's mission and strategic goals
are to expand its presence in the UK market and to preserve its position internationally
as a top physical and digital retailer. The company's strengths and growth areas, as well
as the opportunities given by these diverse aspects, can be illustrated using internal and
external factors. Human resource management (HRM) plays a significant role in Tesco's
business strategy since the company places a premium on retaining a competitive
advantage in the fiercely competitive food market. Human resource management
devises a plan to liberate front-line employees so they may focus on boosting customer
service output. In the future, employee profiling will improve if jobs are outlined more
clearly. Through open communication and consultation, current human resource
management ensures that everyone in the organization knows their responsibilities,
whom they can consult for solutions, and how their work impacts the organization.
When enhancing employees' essential skills, the organization relies on a group of thirty
individuals and management practices. Human Resources is responsible for the
engineering department's management skills training and ensuring that all employees
benefit from it (Paauwe & Boselie, 2003).

3.1 SWOT Analysis

Strength
TESCO's 13% share of the UK retail market is a significant advantage over the
company's key competitors. Increasing TESCO's prominence in non-food categories will
need hypermarkets to devote more space. In addition, Tesco anticipates that a quarter
of its revenues over the next five years will come from its fast-expanding international
operations. Tesco's online expertise and global expansion have made it the world's
largest online supermarket. Last year, the company's sales of $577 million were up 29%
over the previous year. One million more homes will have access to the company's
services and platform due to TESCO's online operations at more than two hundred
nationwide locations.

Weaknesses
Foreign undertakings, particularly those outside the United States, are contributing less
to the corporation's total success, even though domestic operations are expanding at a
good rate. Future developments in the grocery industry may have a detrimental impact
on TESCO's operations and bottom line in the coming years, despite not being the
company's key weakness in its short-term aims. In the United States, numerous smaller
grocery businesses compete with Tesco. Even though the company's operations have
expanded to accommodate a significant portion of U.S. consumers, it continues to
experience losses and requires significant management attention.

Opportunities
However, Tesco's popularity will only increase if the company invests in refurbishing its
existing stores and adding more employees to service customers. Tesco's non-food
sales are projected to triple over the next four years. The retail industry's profitability will
rise due to TESCO's commitment to price leadership.
Threats
Since being acquired by US retail behemoth Wal-Mart, achievement-oriented
competitors like Asda have emerged as a potential challenge to TESCO. Unlike
TESCO, Asda can offer competitive pricing and a wide selection of products. Asda is
currently the UK's third-largest supermarket, posing a serious threat to TESCO's market
dominance (TESCO, 2004).

3.2 Interrelationship between TESCO’s strategy and competition

If a business wishes to sustain long-term profitability, it must adapt its strategy to its
competitors. This requires consideration of the firm's current and potential future
competitors. By analysing the competitive forces utilizing Porter's five forces, a company
can determine what influences its profitability, which is a great starting point for any
examination of this nature.

Figure 2: Porter Five Forces

Discovering upcoming trends is advantageous for capitalizing on them and adapting to

changing conditions (Porter, 2008). While the threat of food substitutes to TESCO's
grocery retail business is relatively low, the threat of non-food alternatives is moderate
to high. Small chain stores, off-licenses, and organic food stores give consumers an
alternative to huge supermarkets like TESCO. Due to the volume at which it works,
TESCO can offer low prices on its high-quality goods. In addition, TESCO develops and
opens Express stores in the heart of cities and towns, making it a serious competitor to
these companies.

TESCO does not have to worry about Porter's army, but small businesses do. However,
when non-food items are added, it becomes evident that buyers are more likely to cut
costs and seek out discount enterprises so long as the economic recession persists.
TESCO stores may be in jeopardy if this trend continues. According to Porter, new
competitors entering the market and jeopardizing TESCO's position seems unlikely.
This is because sustaining competitiveness against established competitors like TESCO
requires large additional capital expenditures.

Eighty percent of all purchases in the United Kingdom are done by the same major
corporations that have already dominated the retail food market. To enter the market,
new entrants must offer a differentiated product at an extraordinarily low price and high
quality. TESCO knows that competition in the grocery and food retail market is strong.
Its primary competitors are Asda, Sainsbury's, Morrison's, and Waitrose, which all
compete with one another. Asda, for instance, is one of TESCO's largest competitors,
having increased its market share from 16.6% to 16.8% between 2009 and 2010. They
compete in terms of pricing, merchandise, and special offers. Sainsbury's growth has
increased to 16.1%, while Morrisons' growth has increased from 11.1% to 11.6%.

4.0 HR Strategies of Tesco

4.1 The current selection and recruitment processes of Tesco
Through HR planning, a company can determine the need for additional staff.
Specifically, the organization seeks a strategy that will assist them in locating and hiring
the most qualified candidates. The HR planning technique gives the information
necessary to effectively attract individuals whose qualifications correspond to those of a
vacant position (Boxall, Purcell & Wright, 2007). Tesco's recruitment strategies include
an internal Talent Strategy and an extensive external presence. The candidates for
Tesco's Internal Talent plan are found through the company's internal E-recruitment
method and advertisements posted within Tesco's intranet. Promotion on the company's
website; traditional media like television, radio, and newspapers; managerial
applications and future staff needs waiting lists conducted online.

The phrase "selection" refers to choosing the most qualified applicants for a job
opening. Tesco has a comprehensive screening procedure to identify applicants who
are suitable for their available roles. Human resources professionals at Tesco
meticulously examine resumes to determine whether individuals fulfil the position's
prerequisite credentials.

Figure 3: Selection process of Tesco (Jung & Sosik, 2006)

4.2 Reward and Motivation

The company employs efficient tracking and evaluation procedures to ensure that every
employee contributes to Tesco's success. As part of this procedure, we compare each
employee's performance to the company's established benchmarks. Performance
reviews can be used to evaluate the performance of employees (Mumford et al., 2007).
Performance evaluation refers to how an employee's contributions to the organization
are measured and rated. There are numerous methods for assessing an employee's
performance, including rating scales, personality-based methods, job-behavior-based
methods, results-oriented assessment systems, and rating forms. The evaluation
procedure consists of completing an evaluation form, conducting an interview, deciding
on a course of action, and developing a work enhancement, promotion, or salary review
strategy. The graphic below demonstrates this principle (Brown, 2013).
Figure 4: Performance appraisal process

4.2.1 Reward system

Tesco utilizes a non-analytic broad-banding reward system, categorizing employees'
performance across six separate tiers without using quantitative indicators. This
facilitates adaptation and usability. Several ranges with broad parameters determine
wages. With performance-based pay, the top of each band is at least double the
bottom, allowing managers to determine salaries with maximum flexibility. As part of its
broadband system, the company uses fair and open methods to establish pay reference
points by market data, including continuity payments, stretch payments, and consistent
criteria for promotion and development rises. As part of the company's pay system,
employees have greater flexibility in using their perks and can convert them into cash
(monetization). A more effective application of scale is another component of the reward
system's effort to maximize benefits. The total pay package also includes a yearly
bonus and a performance share plan related to employees' performance at Tesco. The
company has instituted this plan to encourage top management at Tesco to focus on
the company's long-term success and increase shareholder value.

4.2.2 Motivation
In human resource management, "motivation" refers to strategies that encourage
workers to be more enthusiastic and dedicated to their jobs. Any competent manager
should be able to allocate tasks effectively. Staff members inspired to give even higher
levels of customer care to their clients are a boon to the company and help it advance
toward its objectives (Leroy et al., 2018).
In order to increase the self-esteem and dedication of their employees, managers use a
wide range of motivational approaches. To motivate employees, incentives are widely
employed, and with good reason: they bring many benefits to the business.

Maslow’s Hierarchy of Needs

Maslow's hierarchy of needs, based on the five primary necessities for human life, is the
most conventional, well-known, and widely-applied theory of motivation. These five
requirements are: The four basic human needs are Physiological Needs, Safety Needs,
Esteem Needs, and Self-Actualization Needs. According to this theory, Tesco seeks to
compensate its employees with a greater base salary and annual bonus if they exhibit
indicators of increasing production. They prioritize providing for the health and safety of
their employees (Leroy et al., 2018). Tesco then focused on enhancing working
conditions, including providing a better work-life balance and encouraging workplace
health and safety. Following a specified period, employment with them becomes
permanent. The organization cares deeply about the well-being of its employees and
strives to address their emotional and social needs so that they can focus on their work
and reduce stress. From Tesco's perspective, they provide a vast array of formal and
informal services to help their employees achieve self-respect and personal
development (Kramar and Syed, 2012).

Herzberg Two Factor Theory of Motivation

The Herzberg two-factor theory of motivation is an additional well-known paradigm for

comprehending what motivates individuals. Here, Herzberg divides incentive factors into
two categories: Motivators and Hygiene factors, which are explored based on Tesco's
strategy for utilizing them.

A variety of elements known as "motivators" can assure an employee's motivation,

although these "motivators" are not essential for employees to be motivated. Lacking
these can lead to workplace unhappiness, but they have little to do with motivating
employees (Kramar & Syed, 2012). As a result, Tesco can increase employee
satisfaction and business loyalty by delivering these bonuses.
Elements of hygiene are necessary for ensuring staff excitement and enhancing vitality.
Because their absence may diminish long-term production. Important hygiene factors
are remuneration, a nice job, and helpful co-workers (Kramar & Syed, 2012). Tesco
strives to offer its employees the best possible working environment by placing a
premium on employee wellness and rewarding hard work.

5. Recommendations
Tesco must emphasize the essential facts for new hires to become familiar with the
company's operations. Utilize available technologies and present a comprehensive
explanation that persons of all ages can comprehend (Kramar & Syed, 2012). Finally,
consider the input of professional employees and address their queries and concerns.
Tesco is comparable to the best employers in terms of employee care. They motivate
them economically and otherwise to maintain high production, and they are
continuously looking for the most eligible applicants to hire (Blum & Wall, 1997). In
addition, the organization provides educational opportunities for its members to develop
their skills. In general, they are careful and concerned about the happiness of their
employees in order to achieve the greatest success (Kramar & Syed, 2012)

To thrive in an increasingly competitive market, Tesco recognizes that it must retain and
enhance its present, successful strategies (Wood & McCarthy, 2014). According to
Tushman and O'Reilly (2002), human resource management should always seek to
enhance its employees' potential and identify their skills. Since Tesco has many long-
tenured employees, they play a vital role in the company's efforts to welcome and
instruct new hires. The firm is also responsible for training its professionals and keeping
them abreast of advancements in their respective sectors. All the training strategies
described in this task will result in a more capable staff for the organization.

Tesco adheres to all applicable rules and regulations regarding employee compensation
and wages, including the minimum wage law (Tesco, 2014). However, there is potential
for improvement in establishing a clearer link between work and remuneration,
particularly regarding the company's bottom line (Metzger, 2014). Therefore, it is only
fair that when annual earnings increase, so should wages and perks. The organizational
and personnel benefits of such acknowledgment of brilliance are evident (Fernie &
Sparks, 2014).

6.0 Conclusion
Tesco is among the finest employers in providing for its employees. In order to sustain
high levels of performance, they provide their staff with financial and non-financial
incentives (Blum & Wall, 1997). After completing a comprehensive STEEPLE analysis
of Tesco, we have determined that it is one of the greatest food stores in the United
Kingdom and globally. Significant risks to the business include legal action, public
controversy, and an unsteady economy. The company must be aware of the ever-
changing regulatory situation. This organization also provides educational opportunities
for anyone seeking to develop their skill sets. They are careful and concerned about the
well-being of their entire population in order to attain optimal results.

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