The role played by the human resources department: Its contribution to bringing success in the retail supermarkets in UK with reference to Tesco

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The role played by the human resources department: Its contribution to bringing success in the retail supermarkets in UK with reference to Tesco

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Abstract

During the past few decades, the world has observed an unparalleled growth of business into universal markets. To compete with changing trends in the market businesses are becoming more system oriented. In UK the retail landscape has changed over the past 40 years in terms of changes in location of shops, shop formats and product offerings. The retail sector in general is fiercely competitive. The grocery sector in particular has produced the most aggressive competitors in the industry with Tesco, Asda-Walmart, Sainsbury's and Morrison's dominating the market. The grocery market is worth 76 billion pounds annually for food alone and 130 billion pounds annually when non-food groceries are included (Web3). Extensive research has been done on human resource management from many different angles. One aspect that was not deeply explored is the role played by this department and its contribution in the growth of retail sector in U.K. This study aims to bring into limelight the contribution of human resource department in the retail sector and how human resource can be used strategically and effectively to enhance results in the retail sector. In the year 2004, the retail sales in U.K reached 246.3 billion pounds, a figure larger than the combined economies of Switzerland and Ireland. There are 184,695 business operating 278,630 shops in the UK, which constitutes 11% of all UK businesses. Retailing is a valuable business sector that exerts a major influence on the lives of people. With over a one third of consumer spending typically in the retail sector, retailers play a major role in sustaining the economy. Retail outlets are usually the end point for any supply chain; they are the main channel for consumers to access goods.

Introduction
1. Background information
2. Aim and objectives
3. Research questions
Literature review
1. Introduction
2. The role of HR
3. HR and the organisations' performance
4. Contemporary and future HR role
5. Soft and hard models of HRM
6. Recruitment/selection and training
7. Summary
Methodology
1. Introduction
2. Research philosophy
3. Research approach
4. Research method
5. Data collection
6. Data analysis
Finding and data analysis
1. Introduction
2. Data analysis
3. Personal attribute and employees' performance
4. HR leadership role
5. Team working and co-operative behavior as HR practice
6. HR practice and workplace equality
7. Reward and recognition and HR practice
8. Effective HR practice in the form of training
9. Summary
Conclusion and recommendation
1. Introduction
2. Summary of findings
3. Recommendations
Bibliography

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[...] Behaviors that are regarded to be employees' supportive behaviors in labor firms are those that are carried out by employees when they side with their interests with those of the employer and other employees (Barnard and Rogers, 2000). Supportive behaviors comprise a range of behaviors that are valuable to the employer or co-workers. Instances of such behaviors are working jointly with colleagues in a team, sharing knowledge, working overtime, and presenting information required to keep the firm running (Holbeche, 2005) . [...]

[...] (1997), transformation of the human resource function: Resolving the tension between a traditional administrative and a new strategic in Human Resource Management pp.49-56. Bloom, M./Michel, J.G. (2002): The relationships among organizational context, pay dispersion, and managerial turnover. In: Academy of Management Journal 33-42. Bowen, D. E./Ostroff, C. (2004): Understanding HRM-Firm Performance Linkages: The Role of the "Strength" of the HRM System. In: Academy of Management Review, 203-221. Brelade, S. (2000); “Using human resources to put knowledge to Knowledge Management Review March-April, p26-29. [...]

[...] In relation to HR practices, the research literature proposed that HR must be managed in a mode that increases commitment to the firm and its objectives and goals; where firms that create strategies that scientifically consider HR and business strategies will, in the long term, perform better than firms that manage human resources largely as a means to resolve competitive strategy issues. In the light of this proposition, it was examined in this research as in which criterion, employees' performance should be assessed in UK based retail chains. [...]

[...] (web 1.2 AIM AND OBJECTIVES The aim of this dissertation is to identify the role played by human resource department and how it can contribute to bring success in the retail supermarkets in UK with case study of Tesco. The objectives to be met to achieve this aim are: To identify the role played by human resource department in companies, particularly their contribution in the retail sector. To identify how human resources can be strategically used for better results in retail sector. [...]

[...] Chapter 5 CONCLUSION AND RECOMMENDATION 5.1 INTRODUCTION The aim of this research was to identify the role played by HRM and its contribution in the success of retail sector in UK with case study of Tesco. The research has attempted to accomplish following objectives: to identify the important role played by human resources in the retail sector; to identify how human resources can be strategically used for better results in retail sector; and to examine the functioning of HR department of Tesco SUMMARY OF FINDINGS The purposes of HR roles or practices in organizations should be to facilitate them to make best use of the input of people to achieve their goal; where recruitment and selection, and training and development are general practices, but the real and specific practices are addressing personal issues, implementing employment standards, implementing support and safety programs, and others. [...]

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