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r to develop their skills and technical knowledge. By graduate programmes, Tesco gives a chance to its employees to develop their personal development plan that requires both training and skills for their role. Depending on the programme, this may include technical skills in areas from using spreadsheets, to professional skills like leadership, negotiation or presentation skills. There are also core company skills such as; personal effectiveness, communication and time management. 

 

The main reason for offering training and development programmes for organisations is to achieve the best return in its investment by its most important source: employees. For achieving its objectives, Tesco focuses heavily on customer needs, expectations and effective customer communications, because meeting customer needs is a important route to achieve competitive advantage. Besides achieving business objectives, Tesco pursue training programmes in order to help employees to achieve their career objectives. In order to achieve this objecive, Tesco uses training as a tool. In 2008, 97.4% of employees were trained to bronze level (competent), 94.2% of employees to silver level (experienced) in UK and these numbers show that they exceeded their target. 80% of the apprentices who graduated in 2008 said the training proramme helped them with their career path and made them feel more confident. (investis.com)

 

Torrington argued that organisations in UK give less support for training and development when compared with other European countries and employers make their own choices for participation. HR development strategy suggests that organisations should develop business strategies in order to have an effective training and development. The abilities of people that developed should be relevant in achieving the objectives in the organisation and they may be used as a source for future competitiveness of the company. As if stated Tesco provides training and development for its employees in order to achieve its objectives and they use this as a tool for attaining competitive advantage in the retail market especially in UK.

 

When assessing the Tesco approach, theoretical approaches to HRM can be used. First of all, the Harvard model of HRM which is produced by Beer et al (1984), identifies the stakeholder interests which have an impact on employee performance. The model includes six compenents which are: situational factors, stakeholder interests, human resource management policy choices, HR outcomes, long-term consequences and a feedback loop. The situational factors, business strategy and conditions, workforce characteristics, labour market, laws, management philosophy, have an influence on choice of HRM policies. The stakeholder interests recognize the different interests of shareholders, employees, government, the unions, and the community. According to Beer, the situational factors and stakeholder interests may constrain the creation of HRM policies. He also argued that these HRM policies have both organisational HR outcomes and long-term consequences. The number of factors that can be affected本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。