A Plan for Operationalizing the Recommendations

In an organisation, Human Resource Management (HRM) is considered as a strategic approach for managing the employees in an effective manner. According to Papa et al. (2018), in order to gain a competitive advantage, the organisations focus on designing the maximization of the employee performance as per the strategic objectives of the organisation. The study mentioned that the HRM of an organisation prioritizes the management of the people along with emphasizing the systems and the policies. As such, through enhancing the level, training and hiring, appraisal and reward and recognition, the employee benefits system is managed.

The current study has focused on the employee retention issue of Tesco Plc due to the poor practice of HRM. in the chosen case study; it has been mentioned that due to the poor retention policy of Tesco, the hierarchical department has bound to cut approximately 4500 jobs over the 153 outlets in the UK (Davies 2019). however, the hierarchical department of Tesco Plc has revealed that this job cutting was part of the effort associated with the reducing and simplifying process for their administrative tasks over its Metro stores. As the retail industry is evolving the various challenges nowadays, therefore it has led to the high cost in the context of the sustainable business of Tesco (Bibi, Ahmad and Majid 2018). based on the chosen case scenario, the study will critically analyse the article in regard to the future prospects of HRM. Apart from that, the specific area of HRM will be discussed for proving the appropriate recommendations. At the end of the report, a reflective blog will be added considering the experiences of this learning, including the outcomes to be informed in future practice.

In terms of the future of HRM, it can be stated that the HR process and the roles are expected to be developed by the end of the year 2025. As per the discussion made in the chosen article, it has been understood that in the near future, HR professionals need to take care of the process of creating disruption like Tesco. Here, the appropriate strategy is required throughout the processing of human resources and its planning. According to Azeez (2017), in order to retain the employees in an appropriate manner, the HR managers need to be more agile for achieving collaborative decision making in a fast manner. Herein, the study focused on devising the recruitment policy of HR for improving the experience of the candidates. Here, development of the hassle free on-boarding programs for the employees could be a better idea suggested in this study. As argued by Elsafty and Ragheb (2020), the outbreak situation of the COVID-19 has brought an enormous change in the HR industry. As such, in order to save the job as well as retain the existing employees at the same time, the cost-effectiveness is to be maintained in an outstanding manner. As mentioned in this study, nowadays, the advancement of artificial intelligence has increased, which puts a great diversity for the future HRM (Elsafty and Ragheb 2020). based on the context of the chosen case study, it can be stated that employee performance needs to be increased virtually. In support of this statement, the research by Jayathilake et al. (2021), revealed that work from the policy is required to be continued in order to embrace the new reality to make the work elevated and normalized at the same time. This could be an effective approach as the employees are still preferred to continue their work from home during these post-COVID circumstances.

The Critical Analysis of the Article on the Future of HRM

Conversely, in relation to the future of HRM, Gilani and Cunningham (2017), opined that optimizing the benefits of the employees could perk the better performance. As depicted in this study, the employee benefits could be considered as non-cash as well as the indirect compensation to the paid to the employees. Based on this fact study mentioned that in terms of benefits, the salaries and the wages can be hiked for the employees. As such, these are known as the ‘Fringe Benefits’, which is offered to retain and attract the employees in a great manner. As mentioned by Iqbal, Guohao, and Akhtar (2017), recognition and appreciation can be considered as another method that pushes them to do hard work. Also, the stated approach leads to the satisfaction of the job depending on the benefits and perks offered by the organisation. Taking into account the case study of Tesco Plc, it has been understood that there was a lack of strategic planning in the workforce that failed to identify the needs of the talent associated with the future goals of the chosen organisation (Kossivi, Xu and Kalgora 2016). Therefore, from a personal standpoint, it is to be stated that by establishing the future strategy, the concerned organisation is expected to ensure consisting of the appropriate mix of technologies, talent and the model of employment in order to reach the goals of the company (Izard-Carroll 2016). As the increased risk drives demands for the investment for the workforce planning, therefore it can be recommended that strategic workforce planning can establish the human resource in order to identify the needs of the talent related to the future goals of the organisations. Herein, establishing the appropriate strategy can be implemented in order to ensure the organisation has the right employment, models and the advancement of the technology (Davies 2019).

In addition to offsets, based on the chosen case study, it has been understood that due to the incompetence, poor productivity, and poor quality of the work of the employees, the hierarchical department of Tesco has bound to break the rules (Davies 2019). However, in the future prospect of HRM, the research by Pek-Greer, Wallace and Al-Ansaari (2016), stated that by incorporating the mentorship program, the HRM can make the employees feel having great competent. As mentioned in this study, by extending the process of onboarding, especially in the virtual working environment, the mentors herein can welcome the new joiners of the organisation through offering the sounding and guidance board. The concerned study expects that by creating the ‘Win-Win’ situation, the new team members can learn the effective learning from the senior employees and can offer a personal viewpoint in return to these mentors (Chiekezie, Emejulu and Nwanneka 2017). On the other hand, it can be stated that HRM can assist the hierarchical department of an organisation in executing and planning a strategy for reducing staff-related costs in an effective manner. As such, the HRM can introduce the ‘Job sharing programs’ for implementing the layoffs on a temporary basis.

However, considering the current outbreak situation of the COVID-19, it can be stated that for most of the organisations, such a current situation has caused in slashing the budget, freezing the process of hiring and looking for better opportunities in relation to the cost reduction during the recession of the coronavirus. As opined by N?me?ková (2017), HRM can consider the short-termed gain in order to reduce the high cost of employee management. As such, the concerned study described that diminishing the headcount sometimes help to reduce the costs for the short-termed period. However, the remaining employees can feel worried as well as demotivated in respect of their own designations. As a result, competitiveness and productivity can enhance the approach of employee retention (Madueke and Emerole 2017). Also, reflecting on the adversity of the organisation from the perspective of customers can enhance a good turnover of the employees.

In addition to the above, it can be stated that the chosen case study has focused on the poor retention of the employees along with focusing on the issue of high cost for the maintenance of the employees. According to Khalid and Nawab (2018), exploring the renewal of the new software can be considered as a good strategy in this regard. As depicted in this study, nowadays the cloud-based HR systems can be utilized as a licence that helps to a headcount of the employees on an annual or monthly basis. Here, the HRM needs to understand the way the invoices of the vendors of the firms can ensure the appropriate headcount to be used in this regard. As for example, the study stated that the billing of the organisation is based on the monthly headcount, due to which the workforce is reduced as per the needs of the organisation (Khandelwal and Shekhawat 2018). For reflecting on the upcoming invoices, herein, the annual renewal could be an effective approach depending on which the HRM can provide discounts to its vendors during the pandemic situation as a part of maintaining the cost-effectiveness. Bettinghaus, Goldberg and Kessler (2019), argued that the hiring freeze could be utilized by HR as a common practice in the organisation. Here the study suggests that by implementing this practice, a quick economy can be saved during a certain time. As a scenario of the case has focused on HR cost reduction; therefore, the said approach is expected to act in an effective manner for deeming the key roles of the leaders within the organisation (SOLIS 2020). Cutting of the 4500 jobs also indicates that the being the largest retailer in the UK, the HRM of the company has focused on the customers rather than focusing on its internal employees (Woolston 2020). As a result, risk has been observed regarding shifting in the larger metro stores for doing the shopping in a convenient way. Also, the organisation is seen to face tough competition regarding the area of discounts from Lidl and Aldi. Reviewing the appropriate pieces of the existing literature, therefore, it is optimistic that the stated approach can strengthen the future of HRM. Also, in regard to the chosen case scenario, from a personal standpoint, it is expected that the HRM of Tesco can implement the suggested practices in order to maintain its cost-effectiveness along with retaining its employees in the forthcoming days.

As per the discussion made above, Herzberg’s motivation theory can be implemented by the hierarchical department of Tesco Plc. in support of this statement, it can be justified that the approach of Herzberg’s hygiene factors versus the motivators is expected to appear as the most compelling as well as the empirical approach to motivate their employees. According to the concerned theory, it can split the demotivated factors from the motivates by introducing the approach of motivation versus movement. Herein, Tesco Plc can produce more replications rather than embracing organisational psychology (Choi 2020). The field of employee retention approach may be explored in connection to HRM based on the chosen case study of Tesco Plc. It is important to note that substantial personnel turnover contributes to increased costs and has a negative influence on company morale. Retention is likely to be effective in this case because of the execution of the employee retention programme. 

Employee retention is projected to be accepted to a large extent by sustaining and balancing productivity and employee performance at the same time. According to Anitha (2016), the field of employee retention in the context of HRM refers to the strategies used by the organisation’s hierarchical department. The study depicted that the apprehensive area assisted the employees in surviving for a long time. According to the findings of the study, retaining a valuable employee in an organisation is an important factor since it increases the gap amongst a well-performing worker besides one who contributes fewer to the organisation. Herein, it is to be justified that deprived worker retaining could result in the damage of current organisational acquaintance in the field of HRM (Garg 2017). According to the case study, Tesco’s HRM has made several unfair terminations somewhat than inspiring their employees to improve their performance (Davies 2019). 

From the personal viewpoint it feels that it is crucial to retain cost-effectiveness while also embracing good work quality, maintaining good employee confidence, including rising employee presentation. As per the scenario, it can be foreseen that turnover-related problems would be alleviated, assembling the moneys expenditure and time commitment valuable at the equivalent time. Here, HRM must control employee retention for retaining the Tesco’s talent, encourage them, and concentrate the organisation’s assistances in the course of its ultimate effectiveness (Kowalski and Loretto 2017). Based on this fact, it can be stated that Tesco Plc needs to implement the approach of ‘Maslow’s hierarchy of needs here as a motivational model of their employee needs. In order to enhance the concept of employee retention, here, the growth emphasizes stemming from lack of motivation.

However, in order to motivate the employees, the hierarchical department of Tesco need to organize a hierarchy that can be illustrated by a pyramid. According to Kadiresan et al. (2016), by concentrating on employee job satisfaction, HRM may provide a number of chances for their organisations to underwrite to the deferential treatment of the workers at all levels of the organisation. Employee engagement, as well as employee job satisfaction, should be considered a major component of employee retention initiatives, according to this study. These variables must be addressed in this section in order for the employee retention programme to be successful. However, according to Kaur (2017)’s research, a strong payback is essential for developing an organisation’s staff retention programme. However, the needs of the employees should be met at the individual level before employees can improve adherence to retention. It is noteworthy that the employees who are not satisfied with the job are frequently concerned regarding meeting the making end as well as not focusing on the high-performance goals. Based on this fact, it is expected that over time, by implementing Maslow’s hierarchy of needs, the employees can enhance the morale of the workplace along with maintaining high competence.

Recommendations Relevant to Practitioners

The below recommendations have been provided as per the above discussion.

The strategic contingency theory method is recommended for Tesco Plc since it concentrates on the fundamental region of the challenge that HRM must tackle (Nielsen et al. 2017). Here, Tesco’s HRM is necessary to de-emphasize employees’ personalities by employing the variables to determine contingency control and power inside the management involvement. However, in order to incorporate the approach of the strategic contingency theory, the HRM of Tesco Plc is recommended to enhance the effectiveness of various managerial styles, practices, functions, and techniques that can be varied in accordance with the specific circumstances of the organisation.

Here, the hierarchical department of Tesco Plc needs to search for significant contingencies. According to this theory’s approach, organisations’ divisions and sub-units ought to be free to exert considerable control over each other based on organisational divides (McAdam, Miller and McSorley 2019). According to the Tesco case study, the HRM of the concerned company attempted to implement the Strategic Contingency Theory, as a result of which the adequate management style became dependent in the context of the relevant scenario, as well as the staff members adopting the acceptable rigorous, solitary, and unsatisfactory skill. By establishing the determinants of the contingency view associated with the internal and the external environments of the organisation, the Strategic contingency approach is expected to the established in a successful manner (Alshmemri, Shahwan-Akl and Maude 2017).

As per the scenario of the case, it is evident that the effective employee retention program is missing in Tesco Plc. Organisational HRM must create an efficient staff retention programme as a form of immediate financial help. This might be regarded as one of the most beneficial best practices for assisting employees who are suffering from the effects of the economic downturn (Johnson et al. 2020). It is indeed worth mentioning that as portion of this ‘Employee Retention Initiative’. Tesco’s HRM is herein recommended to concentrate on the workers’ insufficient advantages and salaries, the explanations for restricted career progression, the agrees and acknowledges gratification with hierarchy administration, and the purposes for dissatisfaction with the corporate success (Sutanto and Kurniawan 2016).

Conversely, it is envisaged that job consummation will be enhanced by improving employee wellbeing and absorbent them in a positive way. Herzberg’s (Two-Factor) Theory can be effective in this regard in order to embrace a great employee retention program. As for example, it is recommended that the HRM of Tesco Plc needs to adopt Herzberg’s (Two-Factor) Theory in the hereafter. It can be claimed that the theory’s notion will aid in focusing on the two aspects of hygiene and motivation. Motivating elements are intended to assist employees in working harder in order to achieve efficient work performance for retaining employees in an efficient manner (Alshmemri, Shahwan-Akl and Maude 2017). In addition, the hygiene elements will aid in identifying places where workers desire to work less or are demoralized at employment.

The recommendation is made in order to keep costs down considerably. Global Workplace Analytics found that organisations that encourage virtual and remote employment might just save desired monetary per year during coronavirus pandemic outbreak situation (Manalu 2021). As a result, employees of Tesco are advised to enable up to their present time to be generally worked from a distant area. As a consequence, due to project reductions in an appropriate manner, other areas such as greater productivity, property investment reduced costs, and attrition and attendance decrease are projected to be done successfully. However, Tesco’s reimbursement is another factor to be considered in this respect because it allows companies should save money. As a matter of this fact, businesses are thought to decrease undeserved staff revenue or circumstances alike to those proficient by Tesco Plc.

I really would like to express that I believe I have covered all of the factors for this topic through my studying. Moreover, during my research, I have kept track of all such variables, which has allowed me to intervene in employee retention issues caused by poor HRM management. As a result, I reconsider the present study as suitable example for HRM since I expressed all of my observations, my investigation findings by subsidiary data, and an appraisal of the prevailing pieces of literature. I learnt about the tactical contingency theory, Herzberg’s (Two-Factor) Theory, employee retention programmes, and the cost-effectiveness of distant and online training as components of the approach. Furthermore, I have learned that misunderstanding any data or method might lead to the work being marked as plagiarized. As a result, I am certain that my present knowledge will assist me in addressing the issue of staff retention in the near future.

As per the preceding discussion, I would like to emphasize that I have had various learning understandings. As a result, I have realized that for providing a superior presentation, I prerequisite to know the subject thoroughly. I have discovered that significant study is required, which I can assess by assessing the many relevant resources. On that topic, I have learned from my study that Human Resource Management (HRM) is a premeditated strategy for effectively supervision workers inside an organisation. In order to gain a competitive advantage, organisations concentration on exploiting employee performance in accordance with the organisation’s strategic purposes, as I have learned via my learning experience.

HRM in Tesco, according to my personal understanding, prioritizes people management while simultaneously emphasizing systems and laws. The employee benefits system, in my opinion, is managed by increasing development, training, and recruitment, as well as intention, reward, and recognition. Also, I have found that inscription skills are crucial in maintaining learning competency. To increase the quality of my project, I improved my grammatical abilities as well as the formulation of the phrase.

I believe that it is important to point out that research abilities are another aspect that contributes to greater study on a certain topic. As a result, I have evaluated that if I improve my research abilities, I will be able to develop new strategies for searching through various research engines. However, I have found that a variety of keywords may be really useful in this respect. In addition, I would like to point out that while working on the tasks, I am able to develop my learning skills. As a result, I have studied the many aspects of the subject in order to retain it in my memory. I anticipate receiving several rewards as a result of this. As a result, I have trained my mind to concentrate mostly on studying and work full time.

I have analysed that the goal of my study is to comprehend the practical application of the proposed theories listed in the recommended part. I have realized that keeping ethical factors in mind when completing an assignment is critical. As a result, while evaluating the available literature, I recognized all of the writers. In addition, I have solely used the information acquired for scholarly purposes. I erased all collected data when the study was completed, and I followed the Data Protection Act 2018 during the research. In conclusion, I would like to state that upholding ethics is another result of this study that has prevented my learning and material from being plagiarised.

Conclusion 

I would like to conclude that I have opted to concentrate on the process of observation in order to inform my work. My low state evaluation, I believe, may provide a crucial part in obtaining information in a timely way. Aside from that, I believe I can pass myself off as a Constructivist. Rather than passively taking in information, I may use what I have learned in this situation. As a result of some successful learning all over the creation of my tasks, I have unquestionable to reflect on that information and create my own symbols. In my work, I believe I essential to mix a variety of fresh material into my previously acquired understanding.

In terms of the action plan, I believe I can introduce the issue’s sovereign rather than improve my way of experimentation. In contrast, I want to go beyond statistics in an attempt to discover the essential learning information in my cumulative files. Therefore, in order to begin, I would like to emphasize that in my approach of practice, I really have to segment the information I have collected by means of others by improving my connectedness with individuals. I believe it is important to note that I worked hard to attain my study objectives; as a result, I believe that my previous learning experience will play an important part in guiding my subsequent level of academic achievement while also assessing my potential progress and learning accomplishment.

Conclusion

It is to be concluded that since the retail business is currently being set by a slew of difficulties, Tesco’s long-term operations have incurred enormous expenditures. It may be argued that cost-effectiveness necessarily be maintained whereas simultaneously emphasizing good job quality, improved employee self-confidence, and increased underling performance of the employee of the Tesco. As an outcome, it can be expected that turnover-related issues would be resolved, making the monetary and time investment profitable at the same time. For retaining the inside talent of Tesco, motivate them, and concentrate the association’s assistances in the direction of its continued performance, HR specialists, like Tesco, will prerequisite to preserve control of the process of producing disturbance in the forthcoming days, according to the discussion in the chosen article. The right approach is obligatory throughout the dispensation of human resources and its forecasting.

Employee salary is an important factor to consider in this regard because it helps workforces to protect additional money. As a consequence, businesses are anticipated to decrease unjustified employee turnover and circumstances like Tesco Plc’s. The current research focused on Tesco Plc’s staff retention problem, which was caused by weak HRM practices. Tesco’s administrative subdivision has been involuntary to reduce about 4500 positions across the 153 stores in the United Kingdom as a result of Tesco’s deprived maintenance rules, according to the chosen case study. HR managers must be agiler in order to accomplish cooperative policymaking in a suitable manner and retain employees in the most effective way possible. Tesco’s HRM has also given some unjust terminations, rather than motivating its employees to enhance their performance, according to the discussion.

References 

Alshmemri, M., Shahwan-Akl, L. and Maude, P., 2017. Herzberg’s two-factor theory. Life Science Journal, 14(5), pp.12-16.

Anitha, J., 2016. Role of Organisational Culture and Employee Commitment in Employee Retention. ASBM Journal of Management, 9(1).

Azeez, SA, 2017. Human resource management practices and employee retention: A review of the literature. Journal of Economics, Management and Trade, pp.1-10.

Bettinghaus, B., Goldberg, S.R. and Kessler, L., 2019. A Reporting Dilemma: Hiring Freeze Headcount. Institute of Management Accountants.

Bibi, P., Ahmad, A. and Majid, A.H., 2018. HRM practices and employee retention: The moderating effect of the work environment. In Applying partial least squares in tourism and hospitality research. Emerald Publishing Limited.

Chiekezie, O.M., Emejulu, G. and Nwanneka, A., 2017. Compensation management and employee retention of selected commercial banks in Anambra State, Nigeria. Archives of Business Research, 5(3).

Choi, S., 2020. Flexible work arrangements and employee retention: A longitudinal analysis of the Federal Workforces. Public Personnel Management, 49(3), pp.470-495.

Davies, R., 2019. Tesco to cut 4,500 jobs at 153 UK outlets in latest redundancies. The Guardian. Available at: <https://www.theguardian.com/business/2019/aug/05/tesco-cut-jobs-latest-redundancies-counter-staff> [Accessed 31 December 2021].

Elsafty, A.S. and Ragheb, M., 2020. The role of human resource management towards employees retention during Covid-19 pandemic in medical supplies sector-Egypt. Business and Management Studies, 6(2), pp.5059-5059.

Garg, N., 2017. Workplace spirituality and employee well-being: An empirical exploration. Journal of Human Values, 23(2), pp.129-147.

Gilani, H. and Cunningham, L., 2017. Employer branding and its influence on employee retention: A literature review. The Marketing Review, 17(2), pp.239-256.

Iqbal, S., Guohao, L. and Akhtar, S., 2017. Effects of job organisational culture, benefits, salary on job satisfaction ultimately affecting employee retention. Review of Public Administration and Management, 5(3), pp.1-7.

Izard-Carroll, M.D., 2016. Public sector leaders’ strategies to improve employee retention (Doctoral dissertation, Walden University).

Jayathilake, H.D., Daud, D., Eaw, HC and Annuar, N., 2021. Employee development and retention of Generation-Z employees in the post-COVID-19 workplace: a conceptual framework. Benchmarking: An International Journal.

Johnson, A., Dey, S., Nguyen, H., Groth, M., Joyce, S., Tan, L., Glozier, N. and Harvey, S.B., 2020. A review and agenda for examining how technology-driven changes at work will impact workplace mental health and employee well-being. Australian Journal of Management, 45(3), pp.402-424.

Kadiresan, V., Kamil, N.M., Mazlan, M.R.M., Musah, M.B. and Selamat, M.H., 2016. The influence of human resource practices on employee retention: a case study. International Journal of Human Resource Studies, 6(3), pp.122-148.

Kaur, R., 2017. Employee retention models and factors were affecting employees retention in IT companies. International Journal of Business Administration and Management, 7(1), pp.161-174.

Khalid, K. and Nawab, S., 2018. Employee participation and employee retention in view of compensation. SAGE Open, 8(4), p.2158244018810067.

Khandelwal, A. and Shekhawat, N., 2018. Role of talent retention in reducing employee turnover. Available at SSRN 3186397.

Kossivi, B., Xu, M. and Kalgora, B., 2016. Study on determining factors of employee retention. Open Journal of Social Sciences, 4(05), p.261.

Kowalski, T.H. and Loretto, W., 2017. Well-being and HRM in the changing workplace. The International Journal of Human Resource Management, 28(16), pp.2229-2255.

Lee, T.W., Hom, P., Eberly, M. and Li, J., 2018. Managing employee retention and turnover with 21st-century ideas. Organisational Dynamics, 47(2), pp.88-98.

Madueke, C.V. and Emerole, I.C., 2017. Organisational culture and employee retention of selected commercial banks in Anambra State. Saudi Journal of Business and Management Studies, 2(3), pp.244-252.

Manalu, J.P., 2021. Companies’ Role In Boosting Employee Job Performance During The Covid-19 Pandemic By Encouraging Workers To Work From Home (WFH)’.

McAdam, R., Miller, K. and McSorley, C., 2019. Towards a contingency theory perspective of quality management in enabling strategic alignment. International Journal of Production Economics, 207, pp.195-209.

N?me?ková, I., 2017. The role of benefits in employee motivation and retention in the financial sector of the Czech Republic. Economic research-Ekonomska istraživanja, 30(1), pp.694-704.

Nielsen, K., Nielsen, M.B., Ogbonnaya, C., Känsälä, M., Saari, E. and Isaksson, K., 2017. Workplace resources to improve both employee well-being and performance: A systematic review and meta-analysis. Work & Stress, 31(2), pp.101-120.

Papa, A., Dezi, L., Gregori, G.L., Mueller, J. and Miglietta, N., 2018. Improving innovation performance through knowledge acquisition: the moderating role of employee retention and human resource management practices. Journal of Knowledge Management.

Pek-Greer, P., Wallace, M. and Al-Ansaari, Y., 2016. DO HUMAN RESOURCE PRACTICES, EMPLOYEE REMUNERATION, AND EMPLOYEE BENEFITS HAVE A SIGNIFICANT INFLUENCE ON THE RETENTION OF CHILDCARE TEACHERS IN THE CHILDCARE SERVICE INDUSTRY?. Asian Academy of Management Journal, 21(1).

SOLIS, H., 2020. HARD-HIRING FREEZE AND FREEZE ON NON-ESSENTIAL SERVICES, SUPPLIES, AND EQUIPMENT PURCHASES. Policy.

Sutanto, E.M. and Kurniawan, M., 2016. The impact of recruitment, employee retention, and labour relations on employee performance on batik industry in Solo City, Indonesia. International Journal of Business and Society, 17(2), pp.375-390.

Woolston, C., 2020. Junior researchers hit by coronavirus-triggered hiring freezes.