Overview of Tesco and its Diversified Services

Jack Cohen in 1919 founded Tesco as the group of market stalls. According to the gross revenue, it is the largest retailer around the globe. It is the ninth-largest retailer within the world by revenues. Tesco is known as the British multinational groceries and merchandise retailer. Headquarter of the organization is established in Welwyn garden city, Hertfordshire, England, United Kingdom. It is a market leader of groceries within the UK. This organization has expanded worldwide from the 1990s through the operations within the 11 other nations in the globe. This organization is diversified within the areas like retailing of books, electronics, furniture, clothing, telecoms, financial services, and internet services (Coe & Lee, 2013). This organization has repositioned itself to attract the range of social groups through offering the products that ranging from low-cost “Tesco Value” products to its “Tesco Finest” range.

In today’s time, every HRM requires to consider staff retention and motivation very effectively (Goswami, & Jha, 2012). TESCO faced an economic downturn in which the organization faced difficulties in trade and make cutback and employees are likely to be demotivated. The economic storm has presented many issues for the TESCO as transporting cost of goods increased due to the rise of oil price and spending of customers taking a massive rinse as a person is full-blown through the recession. The HRM of TESCO faced an issue regarding employee attrition. Further discussion will cover the recommendation to improve the situation.  

The attrition of employees changed within the 20^th century. This was rechristened like the employee attrition. Attrition is a procedure that starts after an individual is employed within the organization and quite the job. This term attrition of employees is used interchangeably by employee attrition. An employee within the organization tends to leave the organization because of the ergonomic experienced faced by the employee and the functional incompatibility among the workers and corporate management. There are many occasions at which employee attrition occurs, due to the conflicts between the superiors and co-workers. The important attrition reason is that remuneration of an employee is not voluminous, as there is no growth within the present job. Tesco faced the attrition problem. Attrition cause and effects are distinct to every sector. In the UK rate of attrition is at a large level in IT-enabled services. The rate of attrition is also high within the retail, pharmaceutical, etc. Tesco follows many strategies to reduce the attrition rate (Sengupta & Gupta, 2012). HRM of Tesco is believed that female employees like to stay within the organization for a long time compared to men.

Importance of Staff Retention and Motivation in HRM

Organizations to compete based on revolutionary trends like accelerating product and technological changes, product changes, deregulation, changes within the demographic, and competition at a global level (Nappinnai, & Premavathy, 2013). Organizations like Tesco strive regarding implementation trends to the information age. Competition has increased due to this HRM of Tesco faced the challenge to retain employees. Businesses are competing for retaining the best employees. Capabilities of organizations have become a significant and crucial factor for organizations. Organizations’ emphasis has shifted towards strategies that manage human capital and generate capabilities of organizations to accomplish and sustain competitive advantage. Retaining and developing main workers has become the key issue for Tesco and its human resource management. Tesco faced the issue of shortage labor, operative recruitment strategies that are significant regarding survival and creates its main strategic issue.

There have been many research framed within the different models and conceptual ideas. Bill Mobley has developed a model recognized as a traditional model of attrition. According to him, the decision to quit the job is happened due to the main dissatisfaction within the present organization. Employees within the Tesco try to evaluate the present job and satisfaction level. Employees in an organization with dissatisfaction have the quitting ideas and assess the quitting cost and success of penetrating for the alternative organization. The attrition rate of an employee decreases as the satisfaction of job increases. The concept of the model is correct as the procedures involved are more critical for many reasons. In Tesco this model is applied by the factors that lead to dissatisfaction like the nature of benefits, work, and pay, supervision, and co-workers. Dissatisfaction lead to quite the organization and employees like to search for alternatives. HRM of Tesco has the liability to identify the sources regarding job dissatisfaction and make the employee retain the job. An alternative leads to improved satisfaction within the current job as worker discovers that alternatives were not as positive as believed (Jain, 2013). There are many types of attrition that HRM of Tesco faced.

• Internal and external attrition

Attrition like recruitment can be defined within the internal and external attrition. Internal attrition of Tesco includes workers that left the present position within the organization and took up a new position within the organization. This kind of reason within the organization appeared within the negative aspect. It happened because of the relational disruption and expertise lack within the specific department. This also presented the typical mechanism of HRM known as a succession planning (Van Droogenbroeck, & Spruyt, 2016). External attrition within Tesco presents that employees within the organization for effective terms of employment status or preferring the salary at a high level. This generates a higher impact on the Tesco.

• Skilled and unskilled attrition of employee

Employee Attrition in Tesco

The unskilled position has high attrition and workers can be replaced without the business incurring any performance loss. Ease of replacing workers delivers little inducement to organizations to offer many employment contracts; it can favor the organization and increased attrition as employees seek and find favorable employment. The large rate of attrition of skilled professional can pose the risk to Tesco as the human capital lost regarding skills, knowledge, and training (Alao, & Adeyemo, 2013). There is the natural specialization of skilled professionals and likely to be re-employed in the similar industry by the rivals. It generates the cost of replacement to the Tesco and competitive disadvantage regarding business.

• Functional and dysfunctional employee attrition

The attrition of functional employees is not hurt the organization. Workers within the organization elect to leave the organization can be part-time workers without unique skills or known as the bottom performers. The loss of talents does not prevent Tesco work from completing work efficiently. Lower performers within the organization replaced by effective performers and improve the affected work outcomes. The organization gets benefit by replacing outgoing workers that exceed the incurred costs. Dysfunctional attrition within Tesco hurt at a large level. This kind of cost exceeds organization potential benefits. Employees within the Tesco that left the organization can be the good performers that wok proved and have an uninterrupted impact on the profitability. This kind of employee within the Tesco hired by the HRM department that makes it difficult and costly to replace and recruit. This kind of employee is a group that impacts the diversity of Tesco’s employees. Lose of these kinds of employees within the organization fit the scenario like the cost associated with the replacing within the costs associated with the problems of quality and complaints of the customer. This kind of issue is known as an avoidable or unavoidable. This kind of attrition can be unavoidable and caused by the employees leaving to address the health and family issues, move to a new location for many reasons. This kind of attrition for the HRM department of Tesco is avoidable when organizations have control. Employees within the organization leave as not satisfied with the job or career requirements. This happened due to the poor scales of pay or opportunities lack to advance (Gupta, 2013).

• Voluntary and involuntary attrition of employees

This kind of attrition happened due to the own will of employees (Augustin, & Mohanty, 2012). These kinds of employees leave the Tesco due to the many factors like problems of salary, lack of interest, and many issues with its peer groups, management, etc. Involuntary attrition presents that employee discharge through the organization and happens within for many reasons like suspension, changes within the corporate and unethical behavior. The HRM department of Tesco faced the issue of compulsory in which employees left the organization because of the implementation of UK government regulations and rules.

Causes and Effects of Employee Attrition

Factors that cause attrition of employees studied by many researchers from time to time and classified within the many groups (Upamanyu, 2014).

• Monetary considerations

The employee’s expectations are increasing every day. The primary reason is employees demand within the Tesco. Employees leave the Tesco as they offered a higher salary by the competitor’s organizations. In today’s time, it is for the workers to find a new job that leverages their experience and pays more effectively.

• Lack of mobility of career

An employee within the organization prefers the latter as it allows them an opportunity on the wider base its domain expertise and delivers the opportunity to work with the technology of cutting-edge. HRM of Tesco sometimes not delivers the expectations and exodus of the employee cannot be contained.  

• Slow career growth

Employees with relevant experience are very precious in today’s growing market. This is not unusual for growing organizations like Tesco to fill the new opportunities by the external applicants that hold prior and relevant experience with other organizations and bring to a higher level and provide a new role with effective and great responsibility.  

• Lack of clarity of role

Lack of clarity role provided by the HRM department of Tesco that is the expectation of employees of the organization. Tesco is known as a performance-driven organization. The clarity lack regarding duties of job and expectations cause the anxiety and fear between the employees that are unclear about the expectations. Employees receive a negative performance with the evaluation based on the expectation and liabilities of job that employee is unclear and unaware about.

This is very important for the Tesco to improve the statistics of employee attrition (Samuel, & Chipunza, 2013). The HRM department of Tesco knows that losing an effective employee is not in favor of the organization. HRM of Tesco can implement that following policy to control the organization’s attrition.

• Onboarding and orientation

An employee hired by the HRM department of Tesco should be set up regarding success form the start of the first day of work. The orientation of work is a component of onboarding that can be last regarding months. The objective of the organization should be to develop the onboarding procedure at which employees not only learn about the job but also the culture of the organization to contribute by ongoing objectives, opportunities.

• Mentorship programs

Pairing with the new employees by the mentor is a great idea regarding onboarding. Employees within Tesco through the support of the HRM department can learn the ropes through the veteran by the wealth of resources. The new employees offer a good view of the experienced workforce. Management of the organization should work as a guide and welcome within the organization’s culture.

• Employee compensation

Strategies to Reduce Attrition Rates

This is important for the HRM department of Tesco to offer attractive packages of compensation. This should bonus with the salaries, benefits regarding health, plans of retirement, paid time off and many other perks that distinguish one workplace from another. An employee within the organization should have an understanding of the benefits (Zhou, & Fishbach, 2016).

• System of rewards and recognition

In today’s time, every employee within the organization likes to feel appreciated for the work that they do. This is important for the HRM department of the Tesco to make a habit to direct reports and go to the extra mile through sincere email and gift card. Tesco HRM department should recognize the importance of retaining and motivating employees through restructuring, downsizing, reengineering, and consolidation efforts. This is the responsibility of the department to present and set them up a rewards scheme that incentivizes good ideas and innovation. This can be an institute recognition program on the small team by a small budget.

• Work-life balance

This is important for the HRM of Tesco to send a message that presents a culture of sending good messages. Workers within the organization expected to work for long hours. This is important for the organizations to much healthy work-life balance that is important and employees require knowing about its importance. Organization should encourage workers to take time of vacation and if late night is important to wrap up the project (Subramony, & Holtom, 2012). Late arrivals and extra off will offer the employees to increase and compensate satisfaction of job. Tesco should offer the flexible and telecommuting schedules to improve balance of work life for its employees.

• Training and development

In today’s time employees prefer the possibility of advancement. Human resource management within the Tesco should invest in its workers to increase their professional development and give opportunities to grow. Direct report regarding short and long term objective helps to determine and achieve them effectively. Organization should pay for employees to attend industry and conference events every year and provide regular training of education or tuition reimbursement.

• Feedback and communication

This is important for the HRM of Tesco to open the line communication line. This is very effective for retention of employee. Direct reports will provide the feeling to come with ideas. This is also important for the organization to become honest and open with the improvement of employees and make within own performance. This is also important for the organization to make sure about the members of the staff on a regular basis (Burkholder, 2012).

• Dealing with change

Types of Attrition Faced by Tesco

The human resource department of Tesco should deal with the unpleasant change as employee’s looks towards the management for reassurance. In today’s time organization goes with the many changes. It is the responsibility of the organization to go through by the change and avoid the feeding of the rumor mill. Big announcement within the organization will provide the surety to employees to prepare for the organizational change.

• Forecasting framework

Employees within the organization work together and achieve more objectives. Fostering of the culture with the collaboration accommodates employee’s style of working and lets employees as a talent to shine.  It also supports management to clarify the objectives of team, organization, roles, and encourage contributing to solutions and ideas.

• Team celebration

This is important for the HRM of Tesco to provide the milestone for the individual and team. By the successful finished and huge quarterly budget will provide the chance to celebrate by excursion of group (Goonetilleke, & Caldera, 2013).

• Mentorship programs

Pairing the employees with the mentor is the good ideas for attracting people to work. This will also support the HRM to learn the ropes from the veteran by the resource wealth. The HRM department with the new and fresh viewpoint will offer the guidance and sounding board for the organization culture.

• Employee compensation

This is important for HRM of Tesco to offer effective compensation packages. It should include incentives and many other perks that distinguish one workplace from competitors. Employees within the organization will have the understanding about the benefit.

• Identify employees that will stay the course

The human resource management of Tesco should use the key indicators. These will support the management to build the right place by retaining employees. Promoting employees will also provide the organization a clear path with the great compensation and responsibility. This provides the feeling to company as a main part for the organization success. Promotion within the organization will also support the HRM to foster new skills, technologies, processes, and reimbursement. The focus on the employee’s education will also support to retain employees as an intellectual property within the stiff competition.

• Transparency and openness

It is also important for the organization HRM department to communication employees and management to foster the community sense and shared purpose. Continue meetings will support employees to foster new ideas and policies like open door will support the organization to encourage employees to speak frankly with its management and support employees to feel that their input are valued (Hardy et al., 2017).

• Leverage technology

The main approach to pooling employees Tesco should implement is to explain action and open the transparency to improve retention. Organization human resource management should focus more on the data of employee and identify the step to prevent employees through the advanced technologies.

• Motivation strategy

Involuntary and Voluntary Attrition

This is known as the factor that provides employees a perception regarding worth, and work within the organization. Human resource management of Tesco should focus on the motivational factors that are shared by the employees. These kinds of factors will support the organization to lead and managed properly. Motivation is also known as the psychological procedure that caused individual to be aware about the objective orientation. The proper framework will support the management to generate effective actions with the attractiveness. As per the theory of Maslow hierarchy action of management generate an atmosphere for the employees to reach full potentials.

Conclusion

In the limelight of the discussion it can be concluded that human resource management of Tesco faces issues to motive and keep the employees within the organization. Human resource management of Tesco sometimes not has the approach regarding the employment, and hiring. The prior objective of the organization is to earn profit. The HRM of Tesco should focus more to retain employees and concentrate them to stick to the organization for long time. Employees of the organization are known as the assets. It is also important for the HRM to minimize the rage of attrition and support the employees and organization growth. Further discussion covers the recommendations and suggestions that should organization implement for higher success. HRM of Tesco should generate an environment to foster opportunities of growth with the appreciation of work accomplished with the friendly cooperative atmosphere that make employee to feel connected within the respect to the organization. Plans of retention are the important ways to increase the organization productivity and engage employees at emotional level. Effective employees keep the quality at good level and operations of business at high level to run business smoothly by saving the cost within the longer run.

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