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human resource, places little value within it.Whereas organisations that embrace knowledge and learning satisfies the physiological contract and helps to retain and nature employees. HRD should be the realm of all managers not just a specialist department. The cost of not developing employees in the long term is far greater than the cost of developing them.

3.12 Case Study

This is a brief case study taken from recent articles on the organisations; this will be combined with the appendices that are taken from the organisation’s web page. These appendices include topics such as Human rights and health and safety. Although these topics are not directly linked to training, they demonstrate the organisations commitment to employees.

3.12.1 Tesco’s profits have soared 20% in the last year, taking them toe record ￡2 billion and setting a new milestone for UK business. The company takes almost one of every three pounds spent in a supermarket, and more than one of every eight pounds spent on the High Street(Poulter, S. 2005).

3.12.2 The supermarket chain is Britain's biggest private employer with nearly 260,000 staff (Poulter, S. 2005)

3.12.3 Tesco ensures that each and every employee has the opportunity to understand his or her individual role in contributing to the Tesco core purpose and values. This requires an innovative induction programme that caters for different cultures, styles of learning and varying commitments to the job (Whitelock, N. 2003).

3.12.4 The frontline staff are considered the ultimate reflection of Tesco to its customers, but all employees have a very important role to play in turning core values and customer commitment into reality on a daily basis (Whitelock, N. 2003).

3.12.5 A major Tesco challenge is to ensure that all of its employees, wherever they work, are aware of the role they play and that they can clearly see how their actions affect the 'big picture' of the overall business. The training creates a graphical journey through the history of Tesco, its core purpose, values, business goals, financial aims, operations and marketing strategy and its commitment to customers All employees are receiving more training than before (Whitelock, N. 2003).

3.12.6 A human-resource-led business strategy has helped Tesco to take the lead over its rivals in the fiercely-competitive UK supermarket sector. The strategic policy (Future) started in the company’s supermarkets, where its aim was to free up stores so they could do more and improve customer service (Anonymous 2003).

3.12.7 Future concentrates on providing a clear way of defining roles, responsibilities and activities. The system guarantees that all employees are responsible, accountable, consulted and informed(Anonymous 2003).

3.12.8 A group of 13 key management techniques is used to improve the core skills of the workforce. The techniques include root cause analysis, problem solving, plan-do-review, situational leadership and coaching for high performance (Anonymous 2003).

3.12.9 The human-resource strategy revolves around work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。