Task 1 The definition of terms such as personnel management and human resource management is one area of particular confusion

and irritation to general managers, and we will discuss later the differences between what typically is meant by these terms. We will use the phrase people management as a generic term to cover both personnel management (PM) and human resource management (HRM) in the absence of a specific definition of either. But broadly, we can say that the people management function whether we wish to define it as personnel management or as human resource management may be described as: All the management decisions and actions that directly affect or influence people as members of the organisation rather than as job-holders. In other words, people management is not executive management of individuals and their jobs. Management of specific tasks and responsibilities is the concern of the employees immediate supervisor or manager that is, the person to whom his or her performance is accountable (sometimes this might be the persons team). So people managers whether personnel managers or human resource managers do not have line authority over employees. The term human resource management was being used by Peter Drucker and others in North America as early as the 1950s without any special meaning, and usually simply as another label for personnel management or personnel administration. By the 1980s, however, HRM had come to mean a radically different philosophy and approach to the management of people at work (Storey, 1989; pp45) with an emphasis on performance, workers commitment, and rewards based on individual or team contribution, differing significantly in all of these from the corresponding aspects of traditional personnel management.

One of the main characteristics of HRM is the devolution of many aspects of people management from specialists directly to line managers. HRM itself has been called the discovery of personnel management by chief executives. So line managers over the past ten years or so have frequently been confronted with HRM decisions and activities in their day-to-day business in a way that was not the case previously. This process has been accelerated by a more recent development which adds to the burden of the line manager while increasing the effectiveness of the organisation as a whole. Outsourcing of large areas of the traditional personnel management departments routine functions has happened on a massive scale in the last decade. Outsourcing of non-core functions, allowing the organisation to concentrate on its core competencies, has been one of the single most important organisational factors in both business and the public sector in recent times. It is extremely unlikely that this will be set in reverse in the foreseeable future. In the case of HR services the dis-integrating effects of outsourcing have been amplified by such related developments as e-HR, in which the use of new technologies allows the provision of self-service HR to employees and managers, and HR business partnering, in which large organisations disperse HR partners to constituent businesses (Caldwell and Storey, 2007). Torrington et al (2008), an authoritative text widely used in teaching managers who are studying for the professional exams of the Chartered Institute of Personnel and Development (CIPD), describe the general role of people management as comprising specific objectives under four headings: staffing, performance, change management, and administration. Staffing objectives are firstly concerned with getting the right people in the right jobs at the right times ie the recruitment and

selection of staff, but increasingly these days also advising on subcontracting and outsourcing of staff. Staffing also concerns managing the release of employees from the organisation by, for example, resignation, retirement, dismissal or redundancy. Performance objectives: people managers have a part to play in assisting the organisation to motivate its employees and ensure that they perform well. Training and development, reward and performance management systems are all important here. Grievance and disciplinary procedures are also necessary, as are welfare support and employee involvement initiatives. Change management objectives include e mployee relations/involvement, the recruitment and development of people with the necessary leadership and change management skills, and the construction of rewards systems to underpin the change. Administration objectives include the maintenance of accurate employee data on, for example, recruitment, contracts and conditions of service; performance; attendance and training; ensuring organisational compliance with legal requirements, for example in employment law and employee relations; and health and safety. General managers are increasingly involved directly in all of the first three types of objectives. Other than in managerial oversight for legal compliance issues, administration objectives tend to remain the preserve of dedicated PM/HR support staff. Tesco, the largest retailer in UK as well as the third biggest in the world in terms of revenue, was founded in 1919 by Jack Cohen. In 1924 the brand Tesco was first started its journey and in 1932 it became a private limited company. Now Tesco is operating in 14 countries all over the world. There are 4,331 Tesco stores and almost 470,000 people working in the company across the world. According to the recent annual report published by the company, its group sales in 2009 are found to be 59.4 billion euro (Tesco, n.d.).

This section will discuss overall Human Resource strategy and goals of Tesco. Tesco is the worlds third largest grocery retailer. It own approximately 470,000 employees around world. (Neville-Rolfe, Babbs and North, et al, 2009) Therefore, managers would make a complete and feasible HRM plan and use different strategies to manage these employees. The Human Resource strategy at Tescos revolves around training and development of employees, communication and consultation, and rewards and benefits linked to achieving steering-wheel targets. This way is used to measure the performance management (Anonymous 2003). Following, this paper will mention these main parts of strategies of Tesco. The biggest part of HR strategy of Tesco is training and development. Every year, Tesco will employ a large number of staff. Some of them just graduated from universities or colleges. They have no idea how they will work and the culture of the company. Thus, they will accept a period of training. Tesco promise their employee an opportunity to get on. (Neville-Rolfe, Babbs and North, et al, 2009) It means each employee has same opportunity to acquire essential skill about their work; they also have opportunity to develop themselves to learn new knowledge. In the UK, skilled specialist employees such as fishmongers and bakers can get recognized qualifications during their careers at Tesco. In 2008, 97.4% of shop-floor and 99.9% of DC employees in the UK were trained to bronze level (competent), which should take four weeks to complete, and 94.2% of shop-floor employees to silver level (expert or experienced), which should take 12 weeks to complete. Tesco exceeded their plan to train 97% of retail and DC staff to bronze level, and 85% of their retail staff to silver level. If the employees know they can grow with the company, it will help Tesco to keep a large number of skilled workers. When Tesco spends money in training, the firm will own enough number of labour forces. In addition, Tesco has an Options development program. In this program, staff could select and learn some skills that they need to grasp for the next work level. One in 30 of all employees at Tesco in

the UK participate this program. (Neville-Rolfe, Babbs and North, et al, 2009) Through this program, employees could choice some suitable skills which they like to learn. It has more autonomy to maximize their staff's enthusiasm. Therefore, Tesco plans to popularize this program in Central Europe and Asia in 2009. Tesco also have a program which focus on employees who just graduate. This program tries to employ the high-potential graduate and to train them for into leadership positions in fast-tracks. Through this program, these high-potential graduates will be fully used as soon as possible. It will reduce the probability of these graduates leaving. Second part is communication and consultation. Tesco want to know the views of employees on problems which affect or maybe affect them or company. Managers will use different types to communicate with them, such as staff question times, face-to-face interview, and Tescos internet. In addition, Tesco has annual staff survey and Viewpoint, which are anonymous and confidential. (Neville-Rolfe, Babbs and North, et al, 2009) Tesco uses these approaches to find the problems in working process as soon as possible. And check the plan whether results accord it. If not, the managers could change the plan to amend it. All Employees of Tesco are free to join unions. The unions could represent workers to discuss with company to protect the rights of employees. Moreover, Tesco has a helpline called Protector Line. It is a 24-hour confidential telephone line and email address for employees to report grievances and ethical concerns. (Neville-Rolfe, Babbs and North, et al, 2009) All reports will be logged and investigated by a special deportment. This is a channel for employees to report grievances. The third part is rewards and benefits. Tesco offers basic wage as high as possible. However, it will base on the work which employees do. In addition, Tesco has a long-term reward plans across its markets. Its management terms could share bonus from the market growing. However, it also will link with their steering-wheel targets. The staff would gain some discounts in the stores.

In the future, Tesco will keep extend its strategies to increase its market share. The companys goal will make HR strategy into a real complete part of its culture, and keep a long time. Task 2 Analyzing the various components of HR, such as resourcing, HRD, employee relations, reward & performance management: Every organization has a complicated duty of managing human as a resource. There is no machine that can be able to act in the position of a human being in the good use of available resources. In the current competitive market, Tesco has a human resource department which helps a lot in the achievement of its goals and objectives. The department does not work alone but works in conjunction with other human resource components. These components include employee relations, and reward and performance management among others. :Human Resource Management of Tesco The HR Management has various activities some of these are, recruitment talent analysis, provision of good working environment, strict observance of rules and regulations , retaining of employers who have good performance as well as equal treatment of employees (Anonymous 2003). The HR department carries out recruitment which involves steps that are followed (Armstrong, 2005). For instance, there is a call for application after which a criteria is utilized to shortlist those to be interviewed. After the interview, there is a negotiation of salary to be given and finally job allocation for the qualified. After recruitment, the candidates are taken through a series of training especially by use of available resources so as to end up coming up with quality employees. The company uses two kinds of training one is process training in which the employee is made aware of his or her duties as well as the all process of the work. The second category is the on the job training. In this category an employee is given after the first criteria of process training. The new employee is then inducted into the job by the most experienced in the job. Tesco understands the relationship between good quality products as well as affordable prices; it therefore trains its employees perfectly. The components of

Tescos training procedure involve: 1- Core skill program- this is a basic training meant to equip the employees on knowledge of handling customers. 2- Winning in Europe- this is training in Tesco Company that aims at reaching out to other countries outside the United Kingdom. 3- Excel program- this category of training addresses all the kinds of training given from basic to the managerial training program. The training given at Tesco is accompanied with pay especially to those who perform well and this leads to effective performance at the end of the training. For good employee relations the company also encourages its workers to work near their homes thus cut down on time wastage due to transit. The company also gives their employees freedom of transfer thus encouraging employee retention than frequent recruits of new employees (Anonymous 2003). There is use of shift to promote unity in the company as well as exchange of ideas. As a result of a multicultural society, the HR department also works towards creation of a healthy work environment. Tesco works towards this by ensuring that every employee knows his or her rights in the organization. To promote healthy environment both for the customers as well as the employees, Tesco prohibits alcohol and other products in the same category. It also trains its employees on disaster management so as to improve safety in the premises. Such disaster management includes control of fire outbreak or in case of burglary. Human as a resource is looked into through models in order to achieve the business goals of Tesco. There are no people who are identical in behavior or personality and therefore it calls for approaches to be able to bring harmony in the company. Tesco has committed itself to use commitment based model which does not force employees to meet frameworks. Achievement of goals is looked at as possible through respect, coordination as well as self-control. In this model still, psychological approach to employees is emphasized. This calls for motivation and reinforcement in order to achieve the objectives of Tesco management. Employee opinions are taken into consideration and are normally used even during problem solving process. This model taken by Tesco puts the employee on the fore

front so as to ensure that they are satisfied and can be motivated to work. The complaints that are normally raised by the employees are taken into consideration as well as their suggestions thus promotion of healthy working environment. Payment procedure is the task of the HR department in Tesco Company. It pays its employees as per the national minimum wage act requirement. It also motivates its employees through pay increment after a thorough procedural evaluation has been done in the work place. Promotion is also another aspect of motivation in the company. Recruitment and Selection in Tesco Tesco aims to ensure all roles work together to drive its business objectives. It needs to ensure it has the right number of people in the right jobs at the right time. To do this, it has a structured process for recruitment and selection to attract applicants for both managerial and operational roles. Workforce planning Workforce planning is the process of analysing an organisations likely future needs for people in terms of numbers, skills and locations. It allows the organisation to plan how those needs can be met through recruitment and training. It is vital for a company like Tesco to plan ahead. Because the company is growing, Tesco needs to recruit on a regular basis for both the food and non-food parts of the business. Positions become available because: jobs are created as the company opens new stores in the UK and expands internationally vacancies arise as employees leave the company when they retire or resign or get promotion to other positions within Tesco new types of jobs can be created as the company changes its processes and technology

A person specification sets out the skills, characteristics and attributes that a person needs to do a particular job. Together, job descriptions and person specifications provide the basis for job advertisements. They help job applicants and post-holders to know what is expected of them. As they are sent to anyone applying for jobs, they should: contain enough information to attract suitable people act as a checking device to make sure that applicants with the right skills are chosen for interview set the targets and standards for job performance. Skills and behaviours Tescos purpose is to serve its customers. Its organisational structure has the customer at the top. Tesco needs people with the right skills at each level of this structure. There are six work levels within the organisation. This gives a clear structure for managing and controlling the organisation. Each level requires particular skills and behaviours. Work level 1 frontline jobs working directly with customers. Various in-store tasks, such as filling shelves with stock, require the ability to work accurately and with enthusiasm and to interact well with others. Work level 2 leading a team of employees who deal directly with customers. Requires the ability to manage resources, to set targets, to manage and motivate others. Work level 3 running an operating unit. Requires management skills, including planning, target setting and reporting. Work level 4 supporting operating units and recommending strategic change. Requires good knowledge of the business, the skills to analyse information and to make decisions, and the ability to lead others. Work level 5 responsible for the performance of Tesco as a whole. Requires the ability to lead and direct others, and to make major decisions. Work level 6 creating the purpose, values and goals for Tesco plc. Responsibility for Tescos performance. Requires a good overview of retailing, and the ability to build a vision for the future and lead the whole organisation.

Tesco has a six-part framework that describes the key skills and behaviours for each job at every level in the company. This helps employees understand whether they have the right knowledge, skills or resources to carry out their roles. Tesco uses a workforce planning table to establish the likely demand for new staff. This considers both managerial and non-managerial positions. In 2008/09, for example, Tesco calculates that to support its business growth there will be a demand for around 4,000 new managers. This planning process runs each year from the last week in February. There are quarterly reviews in May, August and November, so Tesco can adjust staffing levels and recruit where necessary. This allows Tesco sufficient time and flexibility to meet its demands for staff and allows the company to meet its strategic objectives, for example, to open new stores and maintain customer service standards. Tesco seeks to fill many vacancies from within the company. It recognises the importance of motivating its staff to progress their careers with the company. Tesco practises what it calls talent planning. This encourages people to work their way through and up the organisation. Through an annual appraisal scheme, individuals can apply for bigger jobs. Employees identify roles in which they would like to develop their careers with Tesco. Their manager sets out the technical skills, competencies and behaviours necessary for these roles, what training this will require and how long it will take the person to be ready to do the job. This helps Tesco to achieve its business objectives and employees to achieve their personal and career objectives. Attracting and recruiting Recruitment involves attracting the right standard of applicants to apply for vacancies. Tesco advertises jobs in different ways. The process varies depending on the job available. Tesco first looks at its internal Talent Plan to fill a vacancy. This is a process that lists current employees looking for a move, either at the same level or on promotion. If there are no suitable people in this Talent Plan or developing on the internal management development

programme, Options, Tesco advertises the post internally on its intranet for two weeks. For external recruitment, Tesco advertises vacancies via the Tesco website www.tesco-careers.com or through vacancy boards in stores. Applications are made online for managerial positions. The chosen applicants have an interview followed by attendance at an assessment centre for the final stage of the selection process. People interested in store-based jobs with Tesco can approach stores with their CV or register though Jobcentre Plus. The store prepares a waiting list of people applying in this way and calls them in as jobs become available. For harder-to-fill or more specialist jobs, such as bakers and pharmacists, Tesco advertises externally: through its website and offline media through television and radio by placing advertisements on Google or in magazines such as The Appointment Journal. Tesco will seek the most cost-effective way of attracting the right applicants. It is expensive to advertise on television and radio, and in some magazines, but sometimes this is necessary to ensure the right type of people get to learn about the vacancies. Tesco makes it easy for applicants to find out about available jobs and has a simple application process. By accessing the Tesco website, an applicant can find out about local jobs, management posts and head office positions. The website has an online application form for people to submit directly.

Selection Selection involves choosing the most suitable people from those that apply for a vacancy, whilst keeping to employment laws and regulations. Screening candidates is a very important part of the selection process. This ensures that those selected for interview have the best fit with the job requirements. In the first stages of screening, Tesco selectors will look carefully at each applicants curriculum vitae (CV). The CV summarises the

candidates education and job history to date. A well-written and positive CV helps Tesco to assess whether an applicant matches the person specification for the job. The company also provides a job type match tool on its careers web page. People interested in working for Tesco can see where they might fit in before applying. The process Tesco uses to select external management candidates has several stages. A candidate who passes screening attends an assessment centre. The assessment centres take place in store and are run by managers. They help to provide consistency in the selection process. Applicants are given various exercises, including teamworking activities or problemsolving exercises. These involve examples of problems they might have to deal with at work. Candidates approved by the internal assessment centres then have an interview. Line managers for the job on offer take part in the interview to make sure that the candidate fits the job requirements. Tata Consultancy Services (TCS) Tata Consultancy Services limited (TCS) is a software services and consulting company headquartered in Mumbai, India. It is the Indias largest provider of information technology and business process outsourcing services. The company is listed on the National Stock Exchange (NSE) and Bombay Stock Exchange (BSE) of India. TCS is part of one of Indias largest and oldest conglomerates, the TATA Group. About Tata group The Tata Group is the India's largest and most esteemed business group. Tata Group's name is synonymous with India's industrialisation (www.tata.com). Today, Tata Group consists of 96 operating companies in seven business sectors such as Information Technology and communications engineering, materials, services, energy, consumer products, and chemicals. The Group has operations in more than 54 countries across six continents, and its companies export products and services to 120 nations. Jamsetji Nusserwanji Tata, the founder of Tata Group. First, he started a private trading firm in 1868 and 1874; he set up the Central India Spinning Weaving and Manufacturing Company Limited and thus marked the Group's entry into textiles.

In 1887, he formed a joint venture firm, Tata & Sons, with his elder son Sir Dorabji Tata and his cousin Ratanji Dadabhoy Tata. His younger son Sir Ratan Tata joined the firm in 1896. In 1902, the Indian Hotels Company was incorporated to set up the Taj Mahal Palace and Tower, India's first luxury hotel, which opened in 1903. The Tata Iron and Steel Company (now known as Tata Steel) were established to set up India's first iron and steel plant in Jamshedpur. In 1910, Tata Hydro-Electric Power Supply Company, (now Tata Power) was set up. In 1917, Tata Oil Mills Company was established to make soaps, detergents and cooking oils. In 1932, Tatas entered aviation sector with the establishment of Tata Airlines. In 1939, Tata Chemicals, presently, the largest producer of soda ash in India, was established. In 1945, Tata Engineering and Locomotive Company (renamed Tata Motors in 2003) was established to manufacture locomotive and engineering products. In 1954, India's major marketing, engineering and manufacturing organisation, Voltas, was established. In 1962, Tata Finlay (now Tata Tea), one of the largest tea producers, was established. In 1968, Tata Consultancy Services (TCS), India's first software services company, was established as a division of Tata Sons. In 2000, Tata Tea acquired the Tetley Group, UK. This was the first major acquisition of an international brand by an Indian business group. In 2001, Tata entered into insurance business in joint venture with Tata AIG. In 2007, Tata Steel acquired Corus the fifth largest steel company in the world. In 2008, Tata Motors acquires the Jaguar and Land Rover brands from the Ford Motor Company. Since its inception in 1968, TCS has invested in new technologies, processes and people in order to help its customers succeed. With inputs from its innovation labs and university alliances, TCS keeps clients up-to-date with new technology. This has helped the company meet various benchmarks of excellence in software development. (www.tcs.com) Tata Consultancy Services (TCS) delivers real results to global businesses by ensuring a level of certainty that no other firm can match. TCS offers a consulting-led, integrated portfolio of IT and ITenabled services delivered through its unique Global Network

Delivery Model, recognised as the benchmark of excellence in software development. As part of the Tata group, TCS has over 130,000 of the world's besttrained IT consultants in 42 countries; its clients include seven of the top ten corporations in the Fortune 500. The company generated consolidated revenues of USD5.7 billion for the fiscal year ended 31 March 2008. Industry verticals that TCS serves are; Banking and financial services, Insurance, Telecom, Media and information services, Government, Healthcare and life sciences, Energy and utilities, Retail and FMCG, Travel, transport and hospitality, Manufacturing, High-tech and professional services .

Recruitment methods at Tata Consultancy Services Business in India is going through a phase of change as never observed before. Given the size of national economy, the role of Public venture and the rising diversity and dynamism in the private sector, it is not easy to describe its exact scope. Healthy growth leads to a healthy economy to the nation. A strong growth in industry and business in turn, largely depends on the quality and potential of its Human Resources. Human capability is thus the vital factor for survival and development especially in the changing environment. Core competencies of modern organizations are determined by customer focus, quality awareness, cost effective, and multi skilled human resources. HRM as a function of management has come a long way. The traditional version of HRM, Personnel management (PM) is a concept that can be suitably related to the old model of organization, is bureaucratic in nature, with less flexibility, and higher degree of centralization and formalization, that is observance to rules and regulation. (Shahnawaz and Rakesh, 2006) In any organization, there has to be a department, which looks after welfare and performance of resources in their operations. When an individual or a group of individuals are assigned on this task of managing programs and setting up policies that impact everyone in

the organization, and is engaged in the process of Personnel Management. ARMSTRONG, M. (2006) Personnel management is concerned with obtaining, developing and motivating Human Resources needed by the organization to achieve its objectives. The aim of personnel management is to make an effective contribution to the objectives of the organization and to the fulfilment of its social responsibilities. As ARMSTRONG, M. (2006) stated the term Human Resource management is replaced the term Personnel Management as a description of process involved in managing people in Organizations. And Human Resource Managements defined as a strategic and coherent approach to the management of organizations most valued assets. Also he explained the Human Resource System as HRM operates through HR system that brings together in a coherent way. 1. HR philosophies; which describe the value and guiding principles adopted in managing people. 2. HR Strategies defining the direction in which HRM intends to go 3. HR Policies ;these are the guidelines defining how these values, principles and strategies should be applied and implemented in specific areas of HRM. 4. HR Processes; consisting of procedures and methods used to put HR strategic plans and policies into effect. 5. HR Practices; comprising of informal approaches used to manage people. 6. HR Programs; which enable HR strategies, policies and practices to be implemented according to plans. Fombrun et al, (1984) held that HR systems and organizational structure should be managed in a way that is congruent with organizational strategy. Further there is an explanation made, that there should be a HR cycle, which consists of four generic processes, that are common in all the organizations. They are Recruitment and Selection, Appraisal, Rewards and Development. Rewards Organizational Performance Recruitment & Selection Performance management Development

ARMSTRONG, M. (2006) Recruitment is almost central to any management process and failure in recruitment can create difficulties for any company including an adverse effect on its profitability and inappropriate levels of staffing or skills. Inadequate recruitment can lead to labour shortages, or problems in management decision making and the recruitment process could itself be improved by following management theories. The recruitment process could be improved in sophistication with psychological tests, personal interviews and so on. Recruitment is however not just a simple selection process and requires management decision making and wide planning to employ the most suitable manpower. Competition among business organisations for recruiting the best possible has increased focus on innovation, managerial decision making and the selectors intend to recruit only the best candidates who suits the business culture, ethics and climate specific to the organisation (Terpstra, 1994). This means that the management would particularly look for prospective candidates capable of teamwork. Human resource Management approaches within any business organisation are focused on meeting corporate objectives and realization of strategic plans through training of personnel to finally improve company performance and profits (Korsten, 2003). The recruitment process does not end with application and selection of the right people but involves maintaining and retaining the employees selected. Although a well-drawn recruitment plan, selection, and participation of management team, recruitment processes followed by companies can face significant obstacles in implementation. Theories of HRM may give insights on the best approaches to recruitment. Theories of Human Resource Management focus on methods of recruitment and selection and emphasize the advantages of interviews, general assessment and psychometric testing. The recruitment process may be internal or external or may also be online and involves recruitment policies, job description, advertising, application process, interviews, assessment, decision-making, legislation, selection and finally training (Korsten 2003, Jones et al, 2006). Successful recruitment methods include a detailed job analysis and labour market

conditions and interviews as well as psychometric tests to determine the potentialities of applicants. Small and medium sized enterprises (SMEs) also focus on interviews and assessment with emphasis on job analysis, emotional intelligence in new or inexperienced applicants and corporate social responsibility (CSR). Other techniques of selection include various types of interviews, in tray exercise, role-play, group activity, etc. Recruitment is the process of locating and encouraging potential applicants to apply for existing or anticipated job openings. It is actually a linking function, joining those with jobs to fill and those seeking jobs. (Rao V.S.P. 2008.) Recruitment is the first part of the process of filling a vacancy. It includes examining the vacancy and considerations of sources of suitable candidates, making contacts with those candidates and attracting application forms from them. Selection is the next stage. Assessing the candidates by various means, and making a choice followed by an offer of employment. (Graham, Bennet 1995).

Task 3 Job evaluation Job Evaluation: Job evaluation can be defined as 'a method of determining on a systematic basis the relative importance of a number of different jobs'.1 Job evaluation is often used when: determining pay and grading structures ensuring a fair and equal pay system deciding on benefits provision - for example, bonuses and cars comparing rates against the external market undergoing organisational development in times of change undertaking career management and succession planning reviewing all jobs post-large-scale change, especially if roles have also changed.

It is essential to have clear, detailed and up-to-date job descriptions on which to base the job evaluation. (CIPD) Types of job evaluation As mentioned by CIPD, there are two main types of job evaluation: analytical schemes, where jobs are broken down into their core components, and non-analytical schemes, where jobs are viewed as a whole. Analytical schemes: These offer greater objectivity in assessment as the jobs are broken down in detail, and are the ones most often used by organisations. Examples of analytical schemes include Points Rating and Factor Comparison. A).Points Rating: The key elements of each job, which are known as 'factors', are identified by the organisation and then broken down into components. Each factor is assessed separately and points allocated according to the level needed for the job. The more demanding the job, the higher the point's value. B).Factor Comparison: : Factor Comparison is similar to Points Rating, being based on an assessment of factors, though no points are allocated. (CIPD) Non-analytical schemes These are less objective than analytical schemes, but are often simpler and cheaper to introduce. Methods include job ranking, paired comparisons and job classification. A).Job ranking: This is the simplest form of job evaluation. It is done by putting the jobs in an organisation in order of their importance, or the level of difficulty involved in performing them, or their value to the organisation. B).Job classification: This method is also known as job grading. Before classification, an agreed number of grades are determined, usually between four and eight, based on tasks performed, skills, competencies, experience, initiative and responsibility. Clear distinctions are made between grades. (CIPD)

Tesco uses Non Analytic type of job evaluation. To be specific it uses job classification to pay and reward it employees. This was conclusion is drawn from the Tesco website. At Tesco every job is graded. This grading is carried out on the basis of the job specification. This job specification includes the skills, competences and experience required for that particular job. The level of responsibility attached to a particular job for example a duty manager at Tesco is responsible to run the shift at the shop and not involve in stacking shelves, where as in contrast to that a customer service assistant will only be required to stack shelves, assist customers and not be involved in running of the business unit. This clearly indicates Tesco is using Job Classification system for job evaluated. On this basis Tesco has devised its pay and reward structure.

An important element in workforce planning is to have clear job descriptions and person specifications. A job description sets out: the title of the job to whom the job holder is responsible for whom the job holder is responsible a simple description of roles and responsibilities. Tescos most important asset is its people. Business success depends on the performance and contribution of each individual colleague but outstanding performance comes from teamwork. Therefore, our approach to reward throughout Tesco is guided by a framework of common objectives and principles which are outlined below. Reward System at Tesco: Below mentioned are some of the employee rewarding systems deployed at Tesco. A. Share our Success: Tesco runs 3 Share Schemes i. Shares in Success: employees receive shares in business after completing 1 year of service and at the end of financial year. ii. Save as you earn: Employees get a chance to save 50 every 4 weeks for 3-5 years after one year of service. This

money can we redeemed as tax free bonus after the completion of period or can use the cash whenever they want.c iii. Buy as you earn: Employees can buy shares at market price which helps in saving tax and national insurance. B. Staff Privilege Card: Staff loyalty card that gives 10% discount and Clubcard points on most Tesco products. C. Pension: pension provision and life assurance scheme that will provide financial protection for family. D. Leisure Time: Tesco have negotiated discounts and special offers that are available exclusively to Tesco staff. There are discounts on theme parks, holidays and gym membership that are available all year round.(Tesco Careers) This reward system at Tesco is a highly motivating reward system. Most of its employees have a sense of belonging. It gives them a feeling that the company cares about them. The share scheme is the top of the rewarding system as it gives employees share in the business, thus employees know that if they perform better the company make profit and if the company makes profit they get higher dividends. Thus in turn they are motivated to perform better. This Type of motivation is called Incentive type of motivation. The incentive theory of motivation: The basic concept behind the incentive theory is goals. When a goal is present, the person attempts to reach that goal. Incentives may be tangible or intangible. An intangible incentive may involve feeling good about oneself, while a tangible one may involve awards or something to give public recognition. Intangible incentives are also known as intrinsic rewards, while tangible incentives are also known as extrinsic rewards. Sometimes, one type of reward is replaced with the other. This usually happens when an intrinsic reward is replaced with an extrinsic reward. For instance, consider someone who becomes a doctor. At first, the person may have become a doctor because he or she enjoys being able to help people (intrinsic); later on, however, the reason for being a doctor may change to money (extrinsic).( Anonymous) Monitoring performance: Performance management is the systematic process by which an organisation involves its employees, as individuals and members of a

group, in improving organisational effectiveness accomplishment of organisational mission and goals. Employee performance management includes: Planning work and setting expectations, Continually monitoring performance, Developing the capacity to perform, Periodically rating performance in a summary fashion, and Rewarding good performance. Reward objectives

in

the

Attract-Enable Tesco to recruit the right people Motivate-Incentivise colleagues to deliver our business goals together Recognise-Acknowledge individual contribution and performance Align-Create shareholder value by focusing colleagues on making what matters better Retain-Foster loyalty and pride in Tesco so that colleagues want to stay with us Reward arrangements throughout the Group Tesco is one of the largest public company employers in the world. Their colleagues come from diverse backgrounds reflecting the countries we operate in and the range of skills we need to run our various businesses (from stores to banking to telecoms).Reward packages therefore differ taking into account appropriate factors but they are all built around the common reward objectives and principles outlined above. ual bonus Annual bonuses throughout the Group are linked to local business performance and Group success in a structure that is consistent with the Executive Directors annual bonus with a focus on profit growth, strategic financial and strategic non-financial measures. Our 5,000 strong management team across the Group participates in the Performance Share Plan based on similar performance conditions to those for the Executive Directors PSP.

This management team also receives some of their bonus in Tesco shares deferred for a period of two - three years. It is an important part of the Tesco Values that all colleagues, not just management, have the opportunity to become Tesco shareholders. Over 200,000 of our colleagues participate in our all-employee schemes and hold over 125 million shares in our Share Incentive Plan and over 140 million options over shares in our Save As You Earn scheme. Task IV Exit from the Organisation: Employee exit procedure This procedure applies to all employees leaving the organisation on a permanent basis apart from those who have been dismissed after disciplinary action and agency staff (temps). After the notification of intention to leave or resign, Tesco follows following steps or techniques before the employees leave the organisation. 1. Retaining methods: Giving leave options, offering a better compensation. 2. Exit interview: If the employee wishes to leave even after the managements retention offer the employee will have an exit interview with store manager and then personal manager. 3. Understanding the reason of leaving. 4. Checking work stress. 5. Referencing: Giving him all the required documents and reference letter for the next job. 6. Payment In lieu of notice: having his dues cleared in full but if any share options given to him. 7. Return of property: Employee need to return all the Uniforms and Personnel protection equipment (PPE) given to him by the company. 8. Pension arrangements on leaving: if employee is entitled for this he receives it The Exit procedures followed by Tesco could be rated as standard exit procedure. The analysis of the exit process shows that Tesco is following all the necessary steps required to retain staff if possible or

make the exit a well documented and easy process. On comparison with the guidelines for exit procedure available online, it could be concluded that the process is the standard process followed by all big multinational companies. The criteria organisation adopts in declaring an employee redundant: Redundancy could be caused in business because of: business stops operating business relocates employees carry out work that is no longer necessary, e.g. due to the introduction of new technology Redundancy could be classified in to two main categories: 1. 1. Compulsory: It is a situation where the organisation has no options of saving jobs. While selecting employees in this category the organisation must be objective, non-discriminatory and applied consistently. The different types of criteria that can be used to select employees for redundancy are: o Skills, qualifications and aptitude - these can help keep a balanced workforce. o Standard of work performance - with this method, the organisation uses performance appraisal system o Adaptability - it may be important for your business that employees accept different types of work as needs change. o Attendance/disciplinary record An organisation or company needs to maintain this on a continues basis. This help in taking redundancy decisions. (Business Link) 2. 2. Non-Compulsory: In this criteria the organisation will submit a proposal with it employees to take redundancy. In order to lower cost. This could be in the form of following. o Voluntary redundancy: Employees are asked if they are willing to volunteer for redundancy and then select those to be made redundant from the resulting list. o Early retirement: Employees who are above the age of 50 -55 are asked if they are willing to take and early retirement option

with the company offering some compensation for the remaining years plus the retirement benefits.

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(http://www.businesslink.gov.uk/bdotg/action/detail?type=R ESOURCES&itemId=1073792400) Anonymous (n.d.). The incentive theory of motivation. Retrieved 22th January 2010 from (http://academics.tjhsst.edu/psych/oldPsych/ch9-2/inct.htm) CIPD (November 2009).Chartered Institute Of Personnel Management. Retrieved 22th January 2010 from (http://www.cipd.co.uk/subjects/pay/general/jobeval.htm) Sarkissian, Alfred (n.d.) Steps in Human Resource planning process in the organisation. Retrieved 20th January 2010 from (http://www.ehow.com/how-does_5135285_stepshuman-resource-planning-process.html) Tesco (n.d). Tesco careers. Retrieved 18th January 2010 from (http://www.tesco-careers.com/)

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