Human Resources Management Free Essays

string(193) " they have presented a detailed account on the changing functions of Human Resource Development personnel, the increased need for innovation and the continually changing management strategies\." Introduction Benson et al. (2002), points out that the adoption of technology in the workplace raises solutions to previous Human Resources Management and development problems. However, they are also known to create new problems for the Human Resource department or personnel to address. We will write a custom essay sample on Human Resources Management or any similar topic only for you Order Now In the past, the use of technology in HRD focused around training support, for example educational facilitating media. Currently, technological advancement combined with the support of HRD is used to increase job performance, enhance work-place learning, and facilitate institutional change and development. However, these advancements come with challenges, including the level of access, due to disparities in the availability of software and equipment upgrade, slow uptake of technological innovations, and the affordability of technology facilities. Another challenge is that of the skills required for the deployment and the attitudes of users; this limits the uptake of IT facilities. Dickey et al. (1999) points out that the development and positioning of information technology in the workplace, particularly at local government centers, draws greatly from the organizational and the managerial issues of the workplace. Furthermore, they point out that despite the positive impacts of adopting IT usage in the workplace, there are challenges resulting from the deployment. These include that strategic planning should be effective, interdepartmental coordination should be at its best, and there is the need for strong expertise among the HR personnel in using the IT facilities, if the deployment p rocess is to register effective results. A broad study of the HRM process The human resources management of an organization plays the role of administrating the human resources/ the workforce available for deployment. The functions of the HRM include the sourcing of staff, the selection of the right staff, training the staff to meet the duties of the organization, assessing their performance and rewarding their input towards the success of the organization. On the other hand, the adoption of IT in the workplace is done to influence the automation of certain functions of the organization, and reduce the human resource burden. IT in the workplace, also offers a more effective administration of resources and results, a reduction in operational costs as well as causing an improvement in the overall performance of the organization. The relationship between the adoption of IT and the focus of the HR is that, both seek to offer better results for the organization, through more specialized, easier and more manageable execution of the organization’s duties ( Taylor, Beechler Napier, 1996). The study by Benson et al. (2002) employs a working hypothesis framework as the study starts with an acknowledgement of the great influence of technological development and the use of IT facilities in the workplace. From adopting a working hypothesis framework the researchers were not able to explore the problem of adopting IT in the workplace as one that presents challenges to the HR personnel from other perspectives. For instance, by looking at the problem of the challenges of adopting IT facilities at the workplace, the researchers could have viewed the perspective of the increasing levels of usage of IT facilities among the general population. Therefore, they would realize that the adoption of such facilities does not actually present a challenge to the HR personnel, but a call for the utilization of the IT skills of employees. Through adopting the framework, the researchers were also not able to shed more light on improvement areas, for example the improvement in organizational communication, due to the adoption of IT facilities (Usunier, 1998). The strengths of adopting this framework was that the context of the problem was developed for the audience, where emphasis was placed on the need to address the challenges inhibiting the adoption of IT facilities at the workplace. An example is the need to invest in the required software and hardware. The framework was strong in that through the study, tenable theories were generated, regarding the correlation between adopting IT usage and the need to address limiting areas. For this reason, the study area was communicated effectively, creating the need for more in-depth studies. Through the framework, the hypothesis of the study was proved, showing the need to employ the use of IT facilities, based on consideration of the readiness of the human resource base and the entire organizational framework (Benson et al., 2002). The study by Dickey et al. (1999) uses a problem definition framework, as the study particularly addresses the issues and the areas affecting the development and the deployment of IT facilities in the workplace. In defining this problem area further, the study identifies that the perceptions and the needs of administrators at local government centers influence the effectiveness of the information technology facilities adopted at the centers (Scandura Williams, 2000). The limitations of the framework include that its coverage was very shallow, restricting the study, mainly to definitions, which did not offer solid explanations into the association between the problems inhibiting the adoption of IT facilities and different workplace settings. Another limitation was that the study does not mention other variables like the IT skills of the administrators working at the local government centers, as this could possibly affect the success realized from the adoption of IT. These limitations disfavored the understanding of the issue of study (Scandura Williams, 2000). The strengths of the framework, in developing an understanding of the issue are that the major variables within the study were identified, including the deployment of IT facilities and the needs and perspectives of administrators amongst others. Through the framework, the researchers focused on the area of local governments, eliminating the case of drawing inferences based on a wide area of study. Furthermore, the establishment of the direct correlation through the study, points out the need to research the issue at other organizational and workplace settings (Dickey et al., 1999). Research methodologies Benson et al. (2002) use a descriptive qualitative methodology, as they carry out a detailed description of the specific situation, mainly by sourcing information from document reviews. For example, they have presented a detailed account on the changing functions of Human Resource Development personnel, the increased need for innovation and the continually changing management strategies. You read "Human Resources Management" in category "Essay examples" Through their review of literature, the researchers explore sources like Malhotra (1998), Reich (2000), and Friedman (1999) as well as other sources (Benson et al., 2002, p. 392-393). Through the review of the different sources about the challenges facing the adoption of IT in the workplace, they deeply explore the digital workplace, organizational change and development, IT tools and the challenges presented by IT to HRD personnel. The wide coverage shows that the methodology was used effectively, as it portrays the problem area cle arly (Scandura Williams, 2000). The advantages of the methodology is that it is featured in many other studies which demonstrated the correlation between IT usage and increased HRD tasks, which serve as challenges to the HR. The methodology explores literature on different areas of interest, demonstrating that it considered other perspectives, thus increased the credibility of the inferences (Benson et al., 2002, p. 401). The limitations include that the study over-relies on literature review, demonstrating the replication of information, which reduced the credibility of the information communicated by undermining the need to offer new information (Scandura Williams, 2000). Dickey et al. (1999) used a cross-sectional study; regression analysis methodology, as the study focuses on developing a quantifiable analysis of the strong association between the variables under study. Strategies included the creation of an IT coverage database, interview of executives, and the development of a survey. These include the development and the deployment of IT facilities in the workplace, and the limiting effect of the perceptions, and needs of HR personnel, among other organizational and managerial issues that are directly related to the deployment of IT facilities at local government centers, and the effectiveness realized. In developing the scope of the methodology, the researchers identify three areas, which greatly determine the effectiveness of IT deployment: strategic planning, interdepartmental coordination and the skills levels of executives (Dickey et al., 1999, p. 54). The advantage of the study is that it gathered all descriptive data in support of the relationship under study, through the modes of a database coverage, interviews and the deployment of a study survey. Through these different sets of data, the inferences were supported, thus fostering the understanding of the issue. The coverage of the study was also a demonstration of the factual nature of the data, as the surveys were distributed to all IT professionals and administrators in Virginia. This reduced the levels of information biasness, for example, in the case it was collected from a few local government centers. The wider coverage offered better coverage of the dynamics of IT usage (Scandura Williams, 2000). The limitations of the study include that the study relied on data collection methods, which do not offer guarantee of feedback, for instance the database coverage and the interviews, which were used as the basis for the development of the survey. The study also relied on descr iptive as opposed to inferential techniques of analysis, due to the non-random distinctiveness of the sample population. Based on these areas of limitation, the credibility of the information is compromised (Dickey et al., 1999). Through the two sources, a number of new and contemporary issues are expressed. These include that the varied needs and the perceptions of HR administrators can influence the creation and the deployment of IT at the work place, either positively or negatively. The sources also establish a direct correlation between organizational and managerial issues and the implementation needs for different workplace settings. Through these sources, it is also pointed out that for effective deployment of IT at the workplace, a number of factors play a significant role. The factors include strategic planning over the deployment, the interdepartmental coordination at the workplace, and the expertise of HR personnel among other staffs (Dickey et al., 1999). Through these sources, new concepts are communicated, including that the use of IT at the workplace has changed from a training tool to a system for enhancing learning, addressing the expanding role of the HR, enhancing performance, and facilitati ng institutional change and development (Vanderbroeck, 1992). Conclusion In conclusion, it is evident that the sources greatly inform HR personnel and administrators planning to deploy IT at the workplace, as they outline the benefits of the deployment alongside the challenges. In developing the field of HRM, the two studies inform HR personnel that more is required from their administration – than planning for the creation and the deployment of the IT facilities, so as to enhance the work of employees, as the case may seem to be. For example, they point out the need for administrator education, to enhance their acceptance of the deployment; the need to streamline organizational and managerial practices, to allow for effective deployment; the need to plan strategically, prior to the deployment; the need for excellent interdepartmental coordination, and the value of training HR personnel and employees prior to the deployment of IT. References Benson, A., Johnson, S. kuchinke, K. 2002. The Use of Technology in the Digital Workplace: A Framework for Human Resource Development. Advances in DevelopingHuman Resources, 4: 392. Retrieved on Nov 20, 2012 from http://adh.sagepub.com/content/4/4/392.full.pdf Dickey, J., Dudley, L., Rees, J., Thompson, J. Wamsley, G. 1999. Information Technology Implementation Issues: An Analysis. Dissertation submitted to the Faculty of the Virginia Polytechnic Institute and State University in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Public Administration and Public Policy: 1-5. Retrieved on Nov 20, 2012 from http://scholar.lib.vt.edu/theses/available/etd-042399- 053715/unrestricted/DISSERTATION2.PDF Scandura, T.A., Williams, E.A. 2000. Research Methodology in Management: Current Practices, Trends, and Implications for Future Research. Academy of Management Journal, 43(6): 1248–64. Taylor, S., Beechler, S. Napier, N. 1996. Toward an Integrative Model of Strategic International Human Resource Management. Academy of Management Review, 21(4): 959–86. Usunier, J. C. 1998. International and Cross-cultural Management Research. Thousand Oaks, CA: Sage Publishers. Vanderbroeck, P. 1992. Long-term Human Resource Development in Multinational Organizations. Sloan Management Review, 34 (1): 95–102. How to cite Human Resources Management, Essay examples Human Resources Management Free Essays Questions 1. What should be the format and final form of the store manager’s job description? There is no standard format as to what should be included in the job description of store manager but most job descriptions cover the following sections †¢ Job identification †¢ Job summary †¢ Responsibilities and Duties †¢ Authority of incumbent †¢ Standards of performance †¢ Working conditions †¢ Job specification 2. Is it practical to specify standards and procedures in the body of the job description, or should these be kept separate? Not all the standards and procedures are important to mention in the body of job description except the ones that are relevant and important for the applicants to know i. We will write a custom essay sample on Human Resources Management or any similar topic only for you Order Now e. Performance and Competency standards. Note: It depends upon the type of job under discussion as to what sort of standards to include. 3. How should Jennifer go about collecting the information required for the standards, procedures and job description? First of all Jennifer should conduct a complete job analysis for the job of store manager and she should also check out existing policies and procedures of the company in place, then she should use one or more of the following methods for collecting information about Standards, Procedures and Job description for the job of Store Manager. †¢ The Interview †¢ Questionnaire †¢ Observation †¢ Participant Diary/ Logs In addition to these basic methods Jennifer Carter can also use these Quantitative techniques as well for measuring job description of store manager Position analysis questionnaire †¢ Department of labor procedures †¢ Functional job analysis 4. What, in your opinion should the store manager’s job description look like and contain? The Sore manager’s job description should look like and contain the following things. Carter Cleaning Center Store Manager Job Description |Title |2025 Store Manager | |Department(s) |Cleaning | |Reports t o |President (Jennifer Carter) | Job summary The store manager is responsible for directing all store activities in such a way that quality work is produced, customer relations and sales are maximized and profitability is maintained through effective control of labor supply and energy costs Summary of essential job functions In accomplishing the general aim the store manager’s duties and responsibilities are †¢ Quality control †¢ Store appearance and cleanliness †¢ Customer relations †¢ Bookkeeping and cash management †¢ Cost control and productivity †¢ Damage control †¢ Pricing †¢ Inventory control †¢ Spotting and cleaning Machine maintenance †¢ Purchasing †¢ Employee safety †¢ Hazardous waste removal †¢ Humane resource administration †¢ Pest control Knowledge, skills and abilities (The knowledge, skills and attitudes required for satisfactory job performance) Knowledge The incumbent must have proficient knowledge in the following areas: †¢ Cusom er service †¢ Accounts payable accounts receivables †¢ Store and motel management and administration Skills The incumbent must demonstrate the following skills: Personal Attributes The incumbent must also demonstrate the following personal attributes: be honest and trustworthy †¢ possess cultural awarenes and senstivity The Store Manager would normally attain the required knowledge, skills and attitudes through related in experience in a retail setting. Equivalencies will be considered. Disclaimer The above statements are intended to describe the general nature and level of work being performed by people assigned to this classification. They are not to be construed as an exhaustive list of all responsibilities, duties, and skills required of personnel so classified. All personnel may be required to perform duties outside of their normal responsibilities from time to time, as needed. Additional information |HR use only | |Job code | | |Generic title | | |Pay grade | | |Management? (Yes/No) | | |E/NE status | | |Last revised | | ———————– †¢ excellent customer service and interpersonal skills †¢ effective verbal and listening communications skills †¢ effective written communications skills †¢ decision making skills †¢ time management skills †¢ analytical and problem solving skills †¢ How to cite Human Resources Management, Essay examples Human Resources Management Free Essays string(86) " not have the same level of employer relationship as does Tesco with their employees\." Introduction How Does the health of the employment relationship impact on the overall success of an organization? The health of the employment relationship at Tesco is a dynamic and at times ambiguous role within the organization that interlinks the employee with departmental contacts and coincidentally, at times, others within the organization. Generally, the aforementioned employee relationship does apply to the organizational worker, such as the sales clerk at a retail store. These employees will operate within the organizational framework of their inherent role, such as customer interaction and customer checkout. We will write a custom essay sample on Human Resources Management or any similar topic only for you Order Now The employment relationship is therefore a function of the employee relationship and is subject to the relative happiness of the employee within their position and with the organization. The organization selected for this analysis is Tesco Plc., which is, â€Å"Great Britain’s biggest private sector employer.†(Partnership delivers the goods at Tesco, 1999) The organization is the employee base and the managerial and executive leaders that run the operations. The pyramid description of the organization is true for most organizations. The majority of the employees are at the bottom of the organization and do the grunt work of the business, such as the actual sales transactions or the actual tire change, for example. In a more complex and technical organization, the grunt work may be programming and the organization may be made up of programmers. At Tesco, the workers are going to be the retail staff that must attend to customers and ensure the floor operations are attentive to customer needs. With regard to organizational effectiveness at Tesco, â€Å"Tesco Human Resources director for retailing service Therese Procter and CIPD strategic adviser Lee Sears regarding the role of the development of business organizations which include ensuring that the companies goal is met at every stage of the business process and engaging the employees toward the companies goals.† (Orme, Procter, Sears, 2009) Tesco inherently makes an attempt to engage their employees to create a sense of belonging to the organization and reinforce their importance to the underlying operations. At every stage of the business process, company goals are met. The employees are therefore empowered to create an organization that is reflective of their work. The employee engagement is dynamic in many aspects but primarily because the organization employs a wide range of people. â€Å"Plans of Tesco to open stores in early 2005 that would employ long-term unemployed people in deprived areas in a bid to recruit staff from a wider labor pool and create new markets for its business. Tesco guarantees them a job providing they complete a training course lasting eight to 10 weeks. The company has found its policy has improved retention, with 55 percent of staff taken on through the scheme staying for at least six months.† (Hope, 2004) As aforementioned – Tesco’s organizational attempt to hire the unemployed is a policy designed to motivate by indoctrinate the Tesco way as is predicated on the Tesco training program. â€Å"Tesco will ring-fence a significant number of the 11,000 jobs it expects to create this year for the long-term unemployed. After announcing a 10% rise in annual profits to 3.1bn last week, Hayley Tatum, Tesco’s UK personnel director, said that where stores were located in high areas of unemployment, the retailer would put aside jobs for who have been out of work for more than 12 months.† (Baker, 2009) The decision by Tesco to reserve 11,000 jobs for individuals out of work for more than 1yr and living in a high unemployment area is an example of enhancing the employment relationship by enabling the new hire with an immediate opportunity to contribute to the organization. SOCIAL IMPACT OF CORPORATE RESPONSIBILITY The social impact via corporate responsibility by providing opportunity to the individuals ostensibly who have the least opportunity available to them is a policy that increases the effectiveness of the employment relationship by enabling loyalty and therefore sustainability. â€Å"The news came as the jobless total soared to 2.1 million, according to official statistics released last week. So far, the retailer has taken on 3,000 long-term unemployed people through Jobcentre Plus using the government’s Local Employment Partnership (LEP) scheme. Tatum said potentially thousands more could be hired in this way as 200 new Express stores and 30 larger stores would be opened this year.† (Baker, 2009) TESCO’S EMPLOYER RELATIONS HISTORY The crux of the employee relationship is inherently established on trust which extends into loyalty. As the employee gains trust into the organization, the level of loyalty one contributes into the organization will rise. â€Å"If the store is in an area of high unemployment, we will try to ring-fence more jobs for LEP’s,† (Baker, 2009) Enabling the long-term unemployed as new hires will also reinvigorate the local economy and enable new hires to spend at the store and become customers as well as employees. The combination seeks to improve and stabilize employment relations and to bolster the consumer base and the quality of service of Tesco. â€Å"Tesco is working up plans for a regional distribution centre of around 500,000 sq. ft. in Havering, east London. The LDA had hoped to reserve the site for hi-tech manufacturing, but said that it would soften its stance to bring â€Å"long-term employment† to the site. The agency is thought to look favourably on Tescoà ¢â‚¬â„¢s proposal as it could create as many as 500 jobs.† (Tesco ready to chill in Havering, 2009) Tesco’s UK personnel director described the LEP’s as a function of enabling the organization to make hiring decisions, but does not guarantee a job. â€Å"Tesco was the only employer to offer those who complete its LEP scheme the guarantee of a job at the end. In March, McDonald’s said it would offer those on its LEP scheme the guarantee of an interview.† (Baker, 2009) Tesco has a market advantage by guaranteeing a job after completing the LEP program whereas competing businesses may not receive the same level of hire given the probability of obtaining a job as less than with Tesco. McDonalds for example, may not have the same level of employer relationship as does Tesco with their employees. You read "Human Resources Management" in category "Essay examples" If an employer can guarantee a job after completing the LEP then intuitively the most qualified individuals within that job market will seek that particular job via the LEP program. SAFEGUARDING PRODUCTIVITY INCREASING NEW HIRES To provide further safeguard to prevent against the hire of individuals that may harm the corporate culture or that may constitute a ‘bad hire’ requisite to the violation of one or more corporate rules.â€Å" The graduate recruitment process of Tesco PLC, a British international grocery and general merchandising retail chain, has been revamped to address the problem of a growing number of unsuitable candidates being invited for interview. The company has introduced the Talent screener software programme, which analyses applicants’ suitability for a role, at the first stage of recruitment. The system, made by WCN, rates candidates on a traffic-light scale from red, which means not suited, to green, which means highly suited.† (Chubb, 2007) The talent screener provides a system to identify the best candidates based on established criteria. Reduction of error with regard to bad hires will propel the organization further and faster than if enabling hires that a re not fully integrated with the system. The talent screener is the backup or the mitigating factor with regard to the use of the LEP program. The talent screener will enable such practices as their major recruiting initiative to hire for the marketing department. Marketing is a higher level organizational role than what is on the floor and likely will involve advertising initiatives and soft sales skills. â€Å"The retailer aims to fill more than 40 marketing vacancies, including head of online marketing for FF and marketing manager for Clubcard. The drive is part of Tesco’s bid to redefine its marketing approach, in a strategy dubbed internally as ‘One Voice.’ The project, believed to be designed by UK marketing director David Wood, is designed to improve coherence across Tesco’s businesses. ‘As it has all these new marketing executives coming in, it wants to try out a new initiative, and ensure Tesco speaks with â€Å"one voice†, said a source close the retailer.† Barnes, 2013) The improvement of coherence across all of Tesco’s business lines will provide the most com prehensive integration effort to unify the organization within the framework of the company underlying employment relationship strategy. The organization wishes to speak with one voice and to reduce the stigmatism of ‘the bad job’ or the role that no one wants in the organization by unifying the importance of all jobs into one singular voice. EMPLOYER RELATIONS ISSUES AT TESCO Alternatively, there is a history of employer relations issues at Tesco, to which statistically, almost all organizations will have some issues with their employees. For example, the case of Miss Gaurilcikiene v Tesco Stores Limited purports Tesco Stores violated the discriminatory workplace law that protects employees from discrimination. â€Å"This case deals with an appeal on the grounds of a procedural irregularity made against a judgment in the employment tribunal. Miss Gaurilcikiene, a Lithuanian, raised a grievance alleging that her colleague’s behaviour towards her at work amounted to race discrimination. The grievance letter was sent by email to Tesco’s head office and copied to the area personnel manager. When she did not receive a reply to her grievance, Miss Gaurilcikiene presented a claim to the employment tribunal alleging that Tesco’s failure to deal with her grievances amounted to victimization and/or direct race discrimination.† (Miss Gaur ilcikiene v Tesco Stores Limited, 2013) The Miss Gaurilcikiene case against Tesco is indicative of a weakness in Tesco’s employer relationship model as potentially there could be racial discrimination and thus policy violations that create underlying issues with the employee base. If employees begin to feel their work environment is potentially bigoted or prejudiced in any way, the perception of the organization may change and employees may lose trust in the internal members of the organization. The internal members are to refer to the organizational members at the bottom of the pyramid, or the employees that do the organizational work, such as, direct contact with the customer and with the produce, as in handling and shipping. An example of Tesco’s business operations rendering human resources mishap is the meat labeling and unfair employment practices. â€Å"Reportedly, Tesco has called on Unite to put up after Union to take on the retailer due to country of origin meat labeling and unfair employment practices. It cites that Unite, which held protests in December 2008, believes Tesco’s use of imported meat would result to down conditions among meat sector workers.† (Goldstein, 2009) The down conditions are to infer the workers will be laid off until further notice given the employment practices are being scrutinized in court. This case coupled with the allegations from the previous case indicate there, at times, is a discrepancy between the actual employment practices of the organization as viewed upon by employees or vendors and the expectation of the organization with regard to their employer relations. Another allegation of worker exploitation was rendered by Driving Edge. â€Å"Tesco has launched an investigation into the suspension of a shop steward at its Manchester depot amid claims of workers exploitation. CM revealed last week (CM29 June) that TG shop steward Adam Gietkowski, employed by agency Driving Edge, had been suspended, allegedly for criticizing the agency’s treatment of Polish workers at the supermarket’s Wincanton-run RDC. A Tesco spokesman says: â€Å"Tesco has a code of conduct that governs how our suppliers deal with their employees, and we take alleged breaches very seriously. We will be contacting Driving Edge to investigate this matter thoroughly. Driving Edge MD David Richardson says that while an employee was suspended, it was no for the reason claimed by the TG. â€Å"The current employment contracts we offer at Middleton are very competitive and we don’t have significant labour turnover at the sites,† he adds. â€Å"Any issue s that have been raised as a grievance have been dealt with through the company’s grievance procedure.† (Carter, 2006) The allegation again supports that Tesco has operations that are potentially misaligned with their employer relation mission of integration into one voice. The health of the employment relationship given the specifics to the case files of the lawsuits filed against the company does indicate there are misappropriate employment practices at the company that have hindered the ability to work for some of the members of the company. The lawsuits appear to describe the inferior treatment of the workers given the parameters of the of the worker exploitation claims posed against Tesco. The worker exploitation claims from a shop steward often arise due to the poor work conditions or the lack of pay relative to the work requirement. Tesco has a code of conduct with regard to how they deal internally with employee breaches of policy. But does Tesco have a code of conduct with regard to how they treat their employees employed by other agencies? CONCLUSION The health of the relationship is inherently based on the employee opinion of the employer and therefore the employer acts as a facilitator of its own employee relations by enabling their workforce to perform at or above their potential and more toward their ability. The Tesco relationship as a function of their hiring practices is to enable a population that may not generally have a job if not for the work programs that enable the jobs. Therefore, Tesco has an employee base that may be somewhat disgruntled or have the propensity to be disgruntled with regard to potential workplace treatment to which workplace violations are filed in response to the subpar working conditions. The conditions at Tesco appear to be conditional to the operations of the underlying business. This is to say, Tesco has a sales floor that seeks to enable the flow of goods and sales within a timely fashion. The health of the employee relationship to that regard appears to be strong and without issue. The main issue appears to be with the potential for racial discrimination and to the treatment of non-employees that are agency hires that contractually work for Tesco. The work relationship and employer relations with agency workers are often neglected and not part of the underlying human resources contract that is enforceable with regard the hires made by Tesco’s Human Resources Department. The lack of worker’s rights to the agency employee is an issue that has arisen in court via the law suits filed by plaintiffs. The issue of the health of Tesco employment relationship and its impact on the overall success of an organisation has been positive with regard to Tesco†™s ability to grow their organisation and to increase the value to their shareholders. If the health of Tesco’s employment relationship had been ineffective or with major human resources violations, class action law suits or similar activity would have occurred. The isolated incidents that have occurred in the past at Tesco appear to be specific to each case and perhaps Tesco has improve upon these areas of employer-employee relations and have prevented further issues in the future. References Baker, K. (2009). Tesco to reserve new jobs for unemployed. Personnel Today, 19. Barnes, R. (2013). Tesco in hiring drive to boost marketing team. Marketing (00253650), 5. Carter, B. (2006). Tesco investigates shop steward’s suspension. Commercial Motor, 204(5185), 6. Chubb, L. (2007). Why green means ‘go’ for Tesco. People Management, 13(25), 12. Goldstein, S. (2009). Tesco challenges Unite over food origin label claims. Packaging News, 2. Hope, K. (2004). Tesco to recruit in deprived areas. People Management, 10(25), 11. Miss Gaurilcikiene v Tesco Stores Limited. (2013). Employers Law, 8. Partnership delivers the goods at Tesco. (1999). IRS Employment Review, (686), 4. Pickard, J. (1998). Retail giants view temping as past its sell-by date. People Management, 4(12), 14. Manchester takes HR into next generation. (2009). People Management, 15(25), 8-9. Sonne, P. (2012, February 22). Tesco Job Sparks Outcry. Wall Street Journal – Eastern Edition. p. B7. Tesco jobs at risk after Eddie Stobart taiceover. (2012). Truck Driver, 8. Tesco ready to chill How to cite Human Resources Management, Essay examples