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Human resource management

COURSE: DIPLOMA IN STRATEGIC MANAGEMENT


INTRUCTOR: ISHMAEL BARTIMEUS
UNIT: LEVEL 7 (ATHE)
SUBMITTED BY: SANJARI TABASSUM
STUDENT ID: 99224390
SUBMISSION DATE: 25.6.2015

TABLE OF CONTENT
ACTIVITY

TOPIC

Definition of strategic human resource


management
An explanation of the importance of human
resource management in organizations
An analysis of the framework of strategic
human resource management
Analyze the strategic human resource process
Assess the roles in strategic human resource
management
Analyze the development and implementation
of human resource strategies
Identification and analysis of the
contemporary issues affecting strategic human
resource management
An identification of a range of HR strategies
for an organization
An assessment of HR strategies and their
application in an organization

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3

PAGE
4
4-6
6-9
9-11
11-12
12-14
15-17
17-18
18-19

Conclusion

19

Reference

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Introduction
Human resource management shows an vital role in an organization that deliberates
on recruitment, selection of management and providing guideline to the employee
working in an organization.
HRM is also apportioning with the presentation valuation, hiring, training, developing
and benefits of employee and motivates them. Effective HRM allows staffs to
subsidize effectively and industriously to the overall company path for the execution
of the organizations goals and objectives.
HRM is now anticipated to add significance to the strategic application of employees
and that employee programs control the business in quantifiable techniques. HRM is
the manipulation and deployment of human resources of an organization or a
company in a fair and efficient manner.
HR management can be effectually applied in all industrial, economical, financial
sector, not only in production and business houses.

AC 1.1 Definition of Strategic human resource management


The HR strategies developed by a strategic HRM approach are indispensable modules
of the establishments business strategy.
The field of strategic HRM is still evolving and there is little agreement among
scholars regarding an acceptable definition. Sketchily speaking SHRM is about
systemically linking individuals with the organizations, more specifically, it is about
the incorporation of HRM strategies into commercial strategies.
According to Schuler (1992), HR strategies are essentially plots and databases that
address and solve primary strategic issues related to the administration of
human resources in an organization
Greer (1995) explained SHRM as they debate on affiliating organizational
manpower obligation, HR exercises, policies and programs with corporate and
intentional business unit proposals.
Other SHRM definitions are
All those doings affecting the activities of persons in their efforts to put
together and put into action the calculated needs of business (Schuler, 1992)

The archetype of planned human resource activities estimated to simplify the


forms to accomplish its goals (Wright,Macmahan,1992)

Boxall and Purcell (2003) argue that Strategic HRM is worried with
strengthening how HRM influences organizational performances. They also
point out that strategy is not the equal as strategic plans. Strategic planning is
the formal method that takes place, generally in larger organizations, defining
how things will be done.
Hence SHRM can be explained as, all the efforts by management to link the
manpower requirements to of an organization to its goals. It is the harnessing
of manpower to achieve a defined organizational strategy

AC 1.2

Importance of strategic human resource management


Manpower is the furthermost appreciated reserve of all corporate bodies. They are
their force. Importance of HRM can be seen in three contexts: 1.Organizational
2.social and 3. Professional.
Organization context of SHRM significance

HRM is of vivacious prominence to the single organization, as a means for


succeeding their goals. It affords to the accomplishment of organizational purposes .It
is described below:
1. Moral human resource practice can help in appealing and preserving the best
people in the association
2. Emerging the necessary abilities and right approaches among the employees
through coaching, improvement, performance, evaluation etc.
3. Procuring willing collaboration of employees through inspiration,
participation, complaint handling etc.
4. Efficient utilization of accessible human resources.
5. Certifying that business will have in future a team of skillful and dedicated
employees.
Social significance of SHRM
Social significance of HRM positions in the need satisfaction of employees in the
organization. Since these employees are stressed from the society, their productivity
promotes to the welfare of the society. Society as a whole is the major recipient of
good human resource practice.
1.Employment opportunities multiply.
2.Conservation of physical and mental health through diminishing human resource
waste.
Professional significance of SHRM
Professional significance of HRM lies in evolving people and offering healthy
environment for operative application of their competences.
It can be happened through following:
1.Emerging people on permanent base to meet test of their job
2.Endorsing group task and spirit among workers.
3.Employees who have that possible to climb, giving them excellent growth
opportunities
4.Delivering environment and enticements for evolving and utilizing creativity.
Other importance of SHRM
Strategic human resource management provides manpower utilization direction for
the organization. All the other functional areas will have to develop and plan their
manpower management activities in terms of the strategic human resource directional
plan.
Finally SHRM ensures manpower is well and effectively employed for competitive
advantage and gain in the market. By harnessing manpower requirement effectively

SHRM provides a cushion for the organization to harness other resources within the
organization.
The above significances are achieved through the five main Strategic Human
Resource Management activities; namely: Staffing
Training and development
Compensation
Health and safety
Employee and union relations.
Staffing
The process of recruitment an organization in forthcoming and goal directed ways that
backing the organizations business tactic and enhance organizational efficiency. This
includes the association of people throughout of the organization. Staffing outcomes
determine who will work for and represent the firm and what its employees will be
willing and able to do.
Long term plan for training and development
Training and development is a task that is concerned with organizational activity .Its
aim is to improving the presentation of individuals and groups within organizational
environment.
Reward/compensation like employee and labor relations, one SHR specialist with
dual expertise often can handle the compensation and benefits functions of SHR. On
the compensation side, the SHR functions include setting compensation structures and
evaluating competitive pay practice.
Health and safety: One of the main functions of HR is to support workplace safety
training and maintain federally mandated logs for workplace logs for workplace
injury and fatality reporting
Employee relationship: Employee relations is the HR discipline concerned with
strengthening the employers-employee relationship through measuring, job
satisfaction, employee engagement and resolving workplace conflict

AC 1.3 An analysis of the framework of strategic human resource


management
Strategic HRM is concentrating more on functioning matters rather than operational
issues . However the directorial work must still be done effectively.

Strategic Human resource management involves making the utility of supervision of


the people, the most imperative precedence in the organization and assimilating all
human resource programs and guidelines within the context of a companys strategy.
There are various approaches to SHRM. These approaches are categorized into two
main groupings namely hard or soft.
Explain Soft and Hard SHRM
Human resource management (HRM) has customarily been marked as a observation
with two different techniques: soft and hard.
The soft model highlights individuals and their self-direction and places obligation,
persuasion, and self-regulated performance at the centre of any calculated method to
people.
For instance, A manager holding the Soft HRM style (aka Harvard/Theory Y) will be
more easy-going. They will faith the employees a lot more and congregate judgment
and take it on board. They also believe that workers/employees request responsibility
and come and work with the intention to amaze and progress.
In contrast, the hard model forces the rationalism of strategic apt and provides
prominence on act management and an influential approach to the management of
entities.
As an example; a manager occupying the Hard HRM approach (aka Michigan/Theory
X) will be harsh and assume employees are naturally idle and will elude duty
whenever possible. They also consider that workers/employees have one reason to be
in work and that is money. They are viewing out for themselves only with no
admiration for organisational ambitions.
There are various SHRM frameworks. The most notable ones include
The Harvard framework
Guests model of HRM
Best practice model
Storeys hard and soft HRM
Pattersons model of HRM
Best fit/contingency model
The Harvard framework presented below would be analyzed to draw a meaningful
conclusion on the nature of the SHRM practices that it defines.

The Harvard model of HRM (from beer et al, 1984)


From the above figure we can see that this framework has included stakeholder
interests. Therefore comprising or contemplating stakeholders interest is imperative
for the medley policies by human resource management group. Stakeholder groups
include owners, employees, government, unions, and many other interest groups.
Hence needs of these interest groups to be met in a balanced from thus maximum use
of resource can be achieved by the human resource management group.
Afterwards it can be seen the situational factors like work force individualities,
business conditions and strategies, viewpoint of management, markets of labor,
knowledge, laws and social morals etc. These situational factors influence the interest
of different interest group practices a demand or probability from organizations. On
the basis of this interest different human resource management policies are set which
take into consideration.

Employee influence on the judgment making process or any objectives of the


firm
Human resource flow and revenue
The remaining and probable reward system
Enlargement of work environment those policies have some implication in the
organization and originate some results for the organization which are
assurance toward different stakeholders group and attainment of organization
goals
Employee stimulus on the decision making development or any objective of
the firm
Human resource flow and turnover
The existing and potential reward system

Equivalence among the management and other stakeholders like employees


Accomplishing cost efficiency. Developing these result has long term
consequences of over the organization and positive result cause in sustainable
growth of the organization. Therefore the consequences are:
Individual well being and advancement
Augmentation of organizational usefulness
Advancement of the societies as a whole

Ac 2.1 Analysis the strategic human resource process


Every organization has its own vision for which it works throughout. The HR
department formulate certain strategies and execute the same also which is to be
achieved. At the base of this strategy formulation lie various processes and the
effectiveness of the former lies in the meticulous design of these processes. But we
have to check the exact processes.
The following are various HR process:
1.Human resource
planning(recruitment,selecting,hiring,training,induction,orientation,evaluation,promot
ion,and lay-off)
2.employee remuneration and benefits administration
3.performance management
4.employee relations.
The efficient designing of these processes apart from other things depends upon the
level of correspondence of each these. This means that each process is subservient to
other. For instance anyone start from human resource planning and there is as
continual value addition at each step. To exemplify, the PMS (performance
management system) of an organization like Infosys would different from an
organization like Walmart. We will discuss each step process separately.
Human resource planning: Generally, human resource planning includes the
procedures of promotion, evaluation and lay-off.

Recruitment: it includes spotting applicants whom will match a certain job


criteria.
Selection: This is the second level of filteration. It aims is short listing eligible
candidates whom are nearest match in terms of qualification, expertise and
potential for that particular job.
Hiring: the final decision about the candidate who get the job.
Training & development: it includes process that work for the upgradation of
employees skills and abilities.

Employee remuneration and benefits administration: this process involves about


employees salary, wages, fringe benefits and perquisites etc. Money is the main factor

and motivating scale in any job and hence equally important for this process. It also
includes better salaries, bonuses.
Performance management: It is meant to motivate the workers and the overall
organization train. It also ensures that the organizational goals are met with efficiency.
This process also includes for a department, product, service or customer process for
enhancing or adding value to them.
In modern days there is an automated performance management system that carries all
the information to help managers evaluate the performance of the employees and
assess them accordingly on their training and development needs.
Employee relations: Employee relations is a sensitive topic with organizations
especially in industries that are hugely competitive in nature. Though these are small
factors that motivate and employee to leave or to stick with an organization, but
certainly fews are under our control.
Employee relations include labor law and relations, working environment, employee
health and safety issue, employee conflict management, quality of work life, workers
Compensation, employee wellness and assistance programme, counseling for
occupational stress. All these are critical to employee retention apart from the money
which is only a hygiene factor.
All processes are integral to the survival and success of HR strategies and no single
process can work in isolation, there has to be a high level of conformity and
cohesiveness between the same.

Ac 2.2
Roles in strategic human resource management
There are various types of roles in human resource management from upper to mid to
lower level. These can be described as follows:
Director: The HR director (or head of human resources, depending on the size of
business) has many responsibilities towards all people who worked within an
organization from both an operational and strategic perspective. The head of HR is the
mastermind behind many issues such as resource planning and recruitment, managing
a variety of ER issues and is responsible to contact all the staff regarding company
issues. The director also accompany and closely in touch with the CEO,FD and other
department heads.
Stakeholders: Stakeholders is an investor who determine the result or final outcome
of a company. They dont have to be just equity shareholders but they can be
employees, business partners. They all are incentive for the company to succeed.In
human resource management stakeholders are the board of directors, comprised of
high ranking officials and occasional outsides with large amount of equity in the
company. They hold the authority to appoint all levels of senior management and
include CEO and terminate them if necessary.

Managers: Managers in human resource is determined to strengthen the relationship


between employers and employee. This goal got support from variety of functions
within the human resource department and throughout the organization. Manager in
human resource always make sure that department employees are expertise in their
own field. Managing the human resources department also requires knowledge of
federal and state employment and labor laws and regulations that apply to human
resource professionals. Human resource manager is in constant communication with
executive leadership and last but not the least another function of manager is to gain
the trust and confidence of the employees within the workforce.
Consulting agencies: Human resource management (hrm) consulting firms, also
known as HR consulting firms or P&O consulting firms, are consulting firms that
advise their clients about the human resource policy, such as HR strategy, personnel
management such as job evaluations and salary processing and on board human
capital issues such as culture, talent management, reorganizations and mergers &
acquisitions.
Frontline staff: The primary job of of supervisors is to ensure that production or
service delivery happens, smoothly and efficiently and to dealing with their staff.They
have to deal with personal issues.The shift in responsibility for HR activities to the
line has tow important implications. First there is a growing theoretical and empirical
evidence to show that line managers,(particularly those at the lower levels of
management)play a key role in determining the HR-performance link and influence
employee attitudes and behavior by the way in which they deliver HR policies and
practices.

Ac 2.3
Development and implementation of human resource strategies
Strategy formulation is about preference; choices and matches (Minzberg) regarded
the human resource strategy formulation as a viewpoint rather than exact process of
mapping the future action. Boxall has made the following suggestions regarding the
formulation of human resource strategies.

Over all business policies stimulus the human resource strategies


Formulation
Strategy formulation procedure in multidimensional and extremely
rationalistic that links between strategic planning and human
resource planning
Interests of stakeholders and trade off between the interest influence
the formulation of human resource strategies.
For developing effective human resource strategies Gratton suggested six steps which
areStructure the guiding alliance

In this step the attachment of people to take the opinion about the problem and their
reactions are taken. Opinions are taken from the people within the organization.
Image the future
The second step is about the envisioning of future. In this step the future magnitudes
are determined and recommend probable explanation that has to be taken.
Understand current capabilities and identify gap
Human resource management attempts to draft the current proficiencies of the
organization that whether the organization can run with the taken approaches and
pinpoint the cavity of latest inclinations in organization.
Create a map of the system
This step is to ensure the system to be developed in a significant manner thus that can
be comprehensive and transmissible.
Bridge into action
After having agreed provision the strategy is formulated and interconnected.
Therefore the actions are achieved and control mechanism work for identify the gap
between performance and expectation.
How to implement human resource strategies
Implementation of human resource management strategy according to Saylor
foundation is shown in the graph

Determine human resource need: This is heavily tangled with the strategic plan.
The advancement or falling-off that is anticipated in the organization, the effect of
staff and the economic situation, the forecast sales of next year. These all are included
in this step. Most of the HR managers will prepare an portfolio of all current
personnel, which includes their educational level and capabilities. This gives the HR
manager the clear picture on what current employees can do. It can help as a device to
cultivate employees skills and abilities. HR manager will closely monitor at all job
constituents and will scrutinise each job. By undertaking this analysis ,they can get a
healthier picture of what kinds of proficiencies are obligatory to perform a job
magnificently.

Determine recruiting strategy: Once we have plan in place, its compulsory to


transcribe a strategy concentrating how we will convert the right people at the right
time. Signing persons who have not only the abilities to do the job but also the
methodology, personality, and fit can be the biggest challenge in employing. No
matter where we agree to employ, it is imperative to keep in mind that the employing
method should be rational and reasonable and diversity should be considered.
Select employees: After revised outlines for a position, now is the occasion to work
toward choosing the right person for the job. Numerous scholarships have been done,
and while they have various results, most of studies say it outlays an average of
$45,000 to hire a new manager. Because it is so pricey to hire, it is important to do it
right. First, outlines are reviewed and people who closely match the right skills are
taken for interviews. HR managers are commonly responsible for this part. Once the
candidate fulfil the all criteria, the HR manager will offer the position to the person.
At this time, remuneration, reimbursements, and holiday time may be conferred.
Determine compensation: The process in determining the appropriate payment for
the right candidate can have many variables, in addition to keeping morale high. First,
as we have already examined, the organization life cycle can determine the pay
strategy for the organization. The stock and request of those skills in the market,
economy, region, or area in which the business is situated is a formative factor in
compensation strategy.
Develop training: The way we ensure success is training our employees in three main
areas:
1.company culture: A company culture is the organizations way of doing things.
Every company does things a bit differently and by accepting the corporate culture,
the employee will be set up for success. Usually this type of training is achieved at an
orientation, when an employee is first employed.
2.human relation skills: these are non job-specific skills .Employees need not only to
do their jobs but also to make themselves all around successful. Skills needed
include statement skills and questioning potential employees.
3.Appraise performance: sets of standards need to be established so we know how
to rate the performance of our employees and continue with their expansion. A
performance appraisal can be called many different things, such as the following:
1.employee appraisal
2.performance review
3.carrer development review
4.1 Identification and analysis of the contemporary issues affecting strategic
human resource management
Managing downsizing: While preliminary downsizing declarations should originated
from the uppermost and HR may need to contend that it does, Its depends on HR to

keep employees in the circle, he must clarify the reasons and the estimated effects of
the rearrangement and keep them up to date on advance. When the termination time
comes, HR should require the employees close supervisors to deliver the news in
person. Terminated employees should have time complete loose ends, say good bye to
coworkers, and contribute in company sponsored career coaching or training center.
Downsizing often instigates poor moral, high levels of anxiety and even guilt among
employees it would like to rehire at a later date as employees or as consultants.
Workforce diversity: Workforce diversity is taken as one of the main encounters for
human resource management in modern organizations. Despite in strategic location
the mainstream of models in this field absolutely consider workforce as a standard
and homogeneous category and do not take into account cultural clash among
employees. Effective management of human resource is directly linked to business
success.. Perhaps most significantly however from equality and diversity perspectives,
is the emphasis on the need for policies to be.
Managing sexual harassment:
Sexual harassment can occur in any combination of working relationships-among
employees or between employees and supervisors. Employers have one basic
obligation to their workers-to provide a safe working environment free from
discrimination and harassment. The first and foremost duty of HR would be to
prioritize the gravity of the offense. The second major role is to counsel regarding the
offense, its redressed procedure and remedy punishment. Third, the whole concept of
sexual harassment should be neutral not gender base. Counseling the victim as well as
the employee who commits the crime is must, and HR should play it as a major role.
The last but not the least not to make the act as an attention creator. It should be
treated as any other offense firmly and severely.
Managing work life balance:
Work life balance is a thought that backings the efforts of employees to fragmented
their time and energy between work and the other important phases of their lives.
Employers who start policies, processes, actions, and anticipations that enable
employers to easily pursue more well-adjusted lives, assist work life balance.
Managers who follow work life balance in their own lives, model suitable behavior
and backing employees in their search of work-life balance. They craft a work
environment in which work life balance is projected, reinforced, assisted.
Controlling HR cost: Four methods has been used to regulate the costs of human
resources .These are 1.Management by objectives (MBO)
2.ratio analysis
3.personnel productivity
4.personnel reports and budgets
Management by objectives (MBO): According to Peter F. Drucker, dimension is
precisely imperative characteristic in management. However, human resource
management has been fragile in respect of amount due to its qualitative variables
such as feelings, attitudes, job satisfaction etc. Experts have advised the use of
MBO to extent the qualitative variables of human resources.

Ratio analysis: In this method, the significant performance indicators are called
personnel ratios and cover the following
1) Cost of recruitment: This is also called cost per hire. It includes the
recruitment cost and includes costs such as cost encountered in signing
process, cost of advertising, fee paid to the employment agency, cost
experienced in managing tests; company discussion and personal
interview; cost of medical examination; and organizational expense
such as stationary, postage, telephone etc.
2) Recruitment cycle time: It means the period taken from the
origination to the conclusion of recruitment method. The main
objective of scrutinizing employment cycle time is to know the perfect
time needed to recruit and compete the employment process.
3) Cost of turnover: Employee turnover is exclusive as its includes both
straight and secondary costs, the cost of turnover can be calculated by
using the following formula:
Turnover rate(%)=number of separations/average number of
employees*100
4) Cost of training: training is an fragmentary occupation in
administrations to heighten the employee skills and competence. It can
be articulated in the subsequent techniques:

Cost of training per trainee=training cost/number of


employees trained
Cost of training per employee=training cost/number of
employees
Training ratio=no of training/number of employees

Personnel productivity: Productivity is verbalized as the proportion of organizations


output .For example, commodities and assistances to its physical, financial and human
resources. One technique to switch the costs of human resource is growing the
efficiency of employees working in the association. Organizations can increase the
effectiveness of their employees across some practices like studies , work
simplification, quality circles, efficiency linked with rewards and productivity,
rewards and appropriate utilization of manpower at different levels thus when the
proportion increase in personnel efficiency is higher than ratio increase in personnel
costs, per unit costs of personnel will be condensed.
Personnel report and budget: Personnel booms require useful report observing
manpower employment. These can be used for governing human resource costs. A
contrast of actual cost with budgeted cost helps the manager take educative actions to
switch the personnel costs.

3.1 Identification of range of HR strategies for an organization


Human resource management is the complete plan that leads the engagement of
specific HRM efficient areas. HRM strategies guide personnel choices that guarantee
the best fitting for the organization. All purposeful areas of HRM strategies need to
counterpart the over all business strategy.
Leadership and organizational strategy
Top corporate executives and other leaders of the organization upset the success or
failure of the organizational goals. HR plays a main role in the selection of the
company administrators by earning the esteem of the decision making team through
previous staffing victories and accompanying effective quests. As a business
companion HR specialists need to take leadership roles in creation imperative choices
and indorsing ideas and policies to other organizational leaders.
Talents strategy
Human capital talent is one of the supreme resources in a company. HRM is liable for
estimating future operating requirements and generating plans for employing, signing
and holding top talent. HRM strategy includes the identification of job capabilities
such as knowledge, skills, and abilities to perform each function and develops farreaching job descriptions that describe these aptitudes and accountabilities.
High performance culture strategy
According to the American Management Association, a high possible organization is
one that has clearly defined performances methods. Top leaders influence employees
in the prominence of workplace performances that disturb the success of the company.
HRM strategy support leaders in the forecasting of activities to foster an
Organizational culture where employees enjoy working and are esteemed. In a high
performance organization, employees are acknowledged for high performance levels
and creative positions.
Downsizing strategy
Downsizing infrequently attains its proposed level of cost savings. For example,
downsizing often clues to more overtime pay for continuing employees. Secondary
significances that leave their grades on employees and the organizations culture can
further offset cost savings. Downsizing lessens costs more capably when it serves as
one of an armory of tactics in an over all cost decreasing policy.
Outsourcing strategy
Strategic outsourcing is the procedure of fetching the facilities of a worker to
accomplish indispensable jobs that would otherwise be achieved by in house
workforces. This is often completed to permit a business to organize the use of its
assets to best improvement and allow the company to move closer to the
accomplishment of its goals. An outsourcing strategy of this type may be retained by
businesses and other organization of any size, and normally comforts to reduce the
cost of operation as well as permit available resources to be allotted to the other
necessary functions that are still accomplished within the organization .

Succession planning strategy


A succession plan, merely set is a component of good HR planning and management.
Succession planning recognizes that, staff will not be work with an organization
eternally and it provides a design and progress for adopting the changes that will
happen when they time-out. Most succession preparation emphases on the most senior
manager-the executive director, however, all crucial opinions should be included in
the plan. A succession plan confirms that there are competent and interested
employees (or a means of recruiting them) who are able to take over when the
executive director or other key people leave an organization.
3.2 An assessment of HR strategies and their application in Tesco
The management of Tesco has formulated a comprehensive human resource strategy.
The firms overall human resource strategy entails integrating employee training as
part of the organization culture. The objective is to attain a competitive edge in its
operation. The firms human resource strategy revolves around challenging rules that
are not in the firms human resource policy-work simplification, performance
management and ensuring that all the firms employees in all its head office have the
necessary core skills.
Resourcing: Tesco undertakes comprehensive recruitment in the process of
increasing the size of its human resource. Both internal and external sources of human
resources are considered during recruitment to ensure that the firm becomes
competitive in relation to human capital.
The firms external sources in human resource are the external market by
posting the vacancy on the internet, offline mediums, radio and television.
Internal recruitment is aimed at ensuring that the employees are motivated to
move up in their carreer. Internal recruitment is based on the performance of
the employees.
To ensure that internal recruitment is effective ,the management has
formulated a talent plan. The talent plan lists the firms employees who are
seeking to move for a promotion
Employee relations, rewards and performance: To ensure that employee are
satisfied and productive within the organization ,the management of Tesco has
developed a good relationship with them both in the domestic and foreign market.
According to Tesco, this is achieved by developing an employee relations team. The
team is charged with the responsibility of developing policies that enable effective
management of the firms employees.
Horizontal Integration: Ways in which the firms human resource practices enable
Tesco to attain integration:
There are three major part of the HR strategy .
The biggest part of HR strategy in Tesco is training & development
The second one is communication and consolation

The third one is reward and benefit


Training: Tesco pay more attention on training & developing program. This
programme is for everyone who works in Tesco. There will be huge number of
employees in Tesco who dont have any prior work experience. Tesco will
train them before they start their work so that they will feel their value been
improved, that result in they will more committed work for Tesco,
Developing: The employees can improve their skills which they think should
be improved. This will increase the employees interest on his work ,as a result
the individual development will impact for the organization development
which can improve the organizations level.
Communication & consolation: This part is also mandatory for HR goal.
Sometimes communication is a part of the training and individual developing.
Because after the training, the manager needs to get some feedbacks for them
to improve their next training. And when they arrange the training, there will
make some other conflict or unsatisfied. Therefore the manager has to
understand what the conflict is made by, and how to deal with them.
Reward and benefit: This is a basic & direct strategy of HRM. That can let
the employees work hard, that because sometimes this is link to their salary
and their own portfolio. The discount for the employee is very kindly for
them. In addition, training and individual developing can be seen a kind of the
reward.

Tesco SHRM framework is a Harvard framework. The Harvard framework unlike the
Michigan framework analyses both the external and internal environments of the
organization. The results of such analyses forms the basis for the emerging SHR
strategies in Tesco. The feature of Tescos SHRM framework also shows that Tesco
applies a soft approach to SHRM. His is evident in the fact that they emphasize on the
importance of employees as a key source of competitive advantage and growth for the
company. The soft approach applied by Tesco is evident in the SHR policies such as
investment on training and developing employees, a vibrant reward system, flexible
working hours and hourly contract which takes into consideration he UK minimum
wage standards among many other strategies.
Conclusion: At last we can say that organization need to develop different HR
strategies for having the good effect of it in the setting of organization. Human capital
is the set of human factors in the organization(bontis et al,1999).So human resource
management is the procedure of working with the manpower who worked in the
organization and on whom the success of organizations depends. Human resource
capital is one of the important asset for ay organization and therefore it is the key
asset for achieving organizational objectives (Michale Armstrong,2006)

Reference:
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