A policy is a formal statement of a principle or rule that members of an organization must follow. Each policy addresses an issue important to the organization’s mission or operations.
HR policies allow an organization to be clear with employees on:
The nature of the organization
What they should expect from the organization
What the organization expects of them.
How policies and procedures work.
What is acceptable and unacceptable behavior.
The consequences of unacceptable behavior
HR policies provide an organization with a mechanism to manage risk by staying up to date with current trends in employment standards and legislation. The policies must be framed in a manner that the companies vision & the human resource helping the company to achieve it or work towards it are at all levels benefited and at the same time not deviated from their main objective.
LEGAL AND REGULATORY REQUIREMENTS AND HR POLICIES
A number of legislations are in place for the safety and rights of workers in the UK. Some of those worth consideration in respect to Tesco include:
Employment/Labor Standards
Privacy legislation
Occupational Health and Safety
Human Rights
Workers Compensation
Tesco needs to be aware of how legislation may be applicable to their workplace, such as provisions for releasing staff to vote on Election Day or legislation relevant to organizing a union. HR management policies at Tesco comply with employment, workplace health and safety, and other related legislations (The Chartered Institute of Personnel and Development, 2013).
Tesco policies provide for equal opportunities and fairness in employment decisions. The company takes steps to comply with all applicable affirmative action legislations. It believes that employees are entitled to privacy and recognize its obligations as set out in privacy legislations.
The Company also makes sure that employees are treated with dignity. Tesco also takes every effort to protect employees from harassment and takes action to address any concern that arises in this regard.
REPORT TO THE HEAD OF HRD
INTRODUCTION
The HR Policies and procedures have a long term effect on how organizations function. At Tesco, a number of HR policies are at place which guides the HR department from hiring to training, development, and long term success of employees at their job. These policies also have a deep effect on the organizational culture and the overall structure of the organization and vice versa. The purpose of this report is to shed a light on the HR policies and procedure at Tesco and the recommendations to improve the implementation of HR practices in the company.
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ORGANIZATIONAL CULTURE AND STRUCTURE AND HR MANAGEMENT
One of the fundamental challenges facing companies of all sizes is determining how to organize and staff their operations. This task becomes even more complex when a company decides to do business across national borders. Culture defines the proper way to think, act and behave within an organization. Senior management defines what is considered proper within the organization. Leaders create cultures which they believe will provide them with a competitive advantage. If the company competes in an industry that relies on innovation, management will create cultures where creativity is consider the proper way to think, act and behave. This is because culture helps an organization adapt to its external environment as well as drives internal integration.
Human Resource professionals have at their disposal many of the necessary levers to create, sustain and change corporate culture.
Pay Systems: Compensation and reward systems are one of the most important mechanisms HR can use to motivate employees to perform in ways that are proper. Quite simply, those employees who think, act and behave in the proper way should be rewarded. Those who do not should not receive rewards.
Performance Management: Performance management programs can greatly impact corporate culture because they clearly tell employees what is expected from them as well as give a feedback mechanism to inform employees if they are being “proper” as defined by the corporate culture. To impact culture, performance management systems need to also address employee behaviors and not just work objectives.
Hiring and Selection: Talent acquisitions efforts impact culture by determining the types of employees brought into the organization. Savvy HR professionals look for more than just the right skills and capabilities in an applicant, they should also determine if the candidate will be a good cultural fit for the organization.
Training & Development: By focusing on training and development efforts that help employees to think, act and behave in the proper way, HR can impact the culture. Training programs can be designed to help employees demonstrate the behaviors desired by the corporate culture.
EFFECTIVENESS OF HRM AT TESCO
The biggest positive point of HR Management at Tesco is the chance for all employees to grow internally. Before hiring new staff from outside, the current employees are given a chance to apply for the job openings in the company. The company supports the employees’ efforts to grow and develop their careers while remaining a part of the organization.
RECOMMENDATIONS
Tesco should ensure that every worker has the chance to realize his or her person role in contributing to the Tesco core objectives and principles. This requires a program that caters for different cultures, styles of education and varying commitments to the job.
Tesco needs to increase the skills of its existing employees not just in the direction which the management sees fit but also according to the wishes and capabilities of its employees.
The firm should aim to create learning into a part of its culture, as an important way of developing organizational flexibility and remaining one step in front of its rivals.
CONCLUSION
Tesco is an international company with a strong reputation for providing quality products and services. The human-resource strategy at Tesco’s revolves around work simplification, challenging unwritten rules, rolling out core skills to all head-office employees and performance management linked to achieving steering-wheel targets. This highlights the way in which Tesco’s business measures are closely linked to performance management. Tesco ensures that each and every employee has the opportunity to understand his or her individual role in contributing to the Tesco core purpose and values. This requires an innovative induction program that caters for different cultures, styles of learning and varying commitments to the job.
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