英国Assignment范文：Importance of Strategic Human Resource Management in Tesco

英国Assignment范文-乐购战略人力资源管理的重要性，本文是一篇英国留学生assignment格式范文，作为本次任务的一部分，作者选择学习的对象是乐购（TESCO）。乐购是一家公共有限公司，非常成功，在世界各地享有盛誉。作者对乐购一直很感兴趣，并经常在那里购物。因此，作者选择了对这一特定业务进行研究，这将帮助作者比任何其他组织或业务更有效地获取信息。人力资源管理是一项组织职能，其重点是招聘、管理和为组织员工提供指导。战略人力资源管理是将人力资源与目标和战略目标联系起来，以灵活、创新的方式发展企业文化和绩效。下面就一起来看一下这篇英国留学生assignment范文。

The business that I have chosen to study as part of this assignment is TESCO. TESCO is a public limited company, which is very successful and renowned in all over the world. I am always interested about TESCO and do my shopping very regularly from there. So I chosen to do my study about this particular business and it will help me to get information quite effectively and efficiently than any other organisation or business.

Definition:定义：

Human resource management is the organisational function which is focused on recruitment, management, and providing direction for the employees of an organization.

Strategic human resource management is linking of human resources with objectives and strategic goal in order to develop business culture and performance with flexibly, innovative.

In an organisation SHRM means involving the HR function and implementing company’s strategies through recruiting, selecting, training and rewarding personnel.

在一个组织中，SHRM意味着通过招聘、选拔、培训和奖励员工，参与人力资源职能部门并实施公司战略。

1.1——Importance of strategic human resource management TESCO:乐购战略人力资源管理的重要性

Strategic human resource management is a part of Human resource management.

战略人力资源管理是人力资源管理的一部分。

SHRM focuses on human resource programs with long-term objectives. rather than focusing on internal issues of HR, its focus on addressing and solving problems what effect people management related issues in the long run globally. So the primary goal of strategic human resources is to increase employee skills by focusing on business problems that happens outside of human resources. The actions that needed to be taken at first for a strategic human resource manager is to identify key HR areas ,where strategies will be implemented in the future to improve employees productivity, motivation and skill.

SHRM专注于具有长期目标的人力资源计划。其重点不是关注人力资源的内部问题，而是解决和解决长期影响全球人力资源管理相关问题的问题。因此，战略人力资源的首要目标是通过关注人力资源之外的业务问题来提高员工的技能。战略人力资源经理首先需要采取的行动是确定关键的人力资源领域，未来将在这些领域实施战略，以提高员工的生产力、动力和技能。

Human Resource Management professionals are facing with some issues such as performance management, employee participation, human resource flow , reward systems and high commitment work systems in the context of globalization. These are some of the major issues that HR professionals and top management involved in SHRM that implemented in the first decade of the 21st century:

在全球化背景下，人力资源管理专业人员面临着一些问题，如绩效管理、员工参与、人力资源流动、奖励制度和高承诺工作制度。以下是人力资源专业人员和高层管理人员在21世纪头十年实施的SHRM中涉及的一些主要问题：

Internationalization of market integration.市场整合的国际化。

Significant technological change.重大技术变革。

New concepts of general management.全面管理的新概念。

Cross-cultural factors 跨文化因素

The economic trend transferring from developed to developing countries in the world.世界上从发达国家向发展中国家转移的经济趋势。

SHRM also reflects some of the contemporary challenges faced by Human Resource Management. Such as aligning HR with core business strategy, demographic trends on employment and the labour market, integrating soft skills in HRD and finally Knowledge Management.

SHRM还反映了人力资源管理面临的一些当代挑战。例如使人力资源与核心业务战略、就业人口趋势和劳动力市场相一致，将软技能融入人力资源开发，最后是知识管理。

References 参考文献

Armstrong, M (ed.) 192a) Strategies for Human Resource Management: A Total Business Approach. London:Kogan Page

Beer, M and Spector,B (eds) (1985) Readings in Human Resource Management. New York: Free Press

Boxall, P (1992) ‘Strategic Human Resource Management: Beginnings of a New Theoretical Sophistication?’ Human Resource Management Journal, Vol.2 No.3 Spring.

Fombrun, C.J., Tichy, N,M, and Devanna, M.A. (1984) Strategic Human Resource Management. New York:Wiley

Mintzberg, H, Quinn, J B, Ghoshal, S (198) The Strategy Process, Prentice Hall.

Truss, C and Gratton, L (1994) ‘Strategic Human Resource Management: A Conceptual Approach’, International Journal of Human Resource Management, Vol.5 No.3

1.2—-The purpose of strategic human resource management in TESCO:乐购战略人力资源管理的目的

The purpose of SHRM is to stimulate interest in the field of Human Resources by inviting HR professionals to speak about different aspects of their job and other HR issues. SHRM was created to provide assistance for development of its members, to provide leadership opportunities, and establish and support standards of excellence in Human Resource Management.

SHRM的目的是通过邀请人力资源专业人员谈论其工作的不同方面和其他人力资源问题，激发对人力资源领域的兴趣。SHRM旨在为其成员的发展提供帮助，提供领导机会，并建立和支持人力资源管理方面的卓越标准。

SHRM aims to provide a sense of direction in an often turbulent environment so that organizational and business needs can be translated into coherent and practical policies and programmes. SHRM should provide guidelines for successful action, and the ultimate test of the reality of strategic HRM is the extent to which it has stimulated such action.

SHRM旨在在经常动荡的环境中提供方向感，以便将组织和业务需求转化为连贯和实际的政策和方案。人力资源管理应为成功的行动提供指导，而对战略人力资源管理现实的最终检验是它在多大程度上刺激了这种行动。

There is an overall corporate purpose and that the human resource dimensions of that purpose are evident.

公司有一个总体目标，这一目标的人力资源方面是显而易见的。

A process of developing strategy within the organization exists and is understood, and that there is explicit consideration of human resource dimensions.

组织内部存在并理解制定战略的过程，并且明确考虑了人力资源方面。

The organization at all levels establishes responsibility and accountability for human resource management.

该组织在各级建立了人力资源管理的责任和问责制。

It includes the responsibility to identify and interact in the social, political, technological and economic environments in which the organization is and will be doing business.

它包括在组织目前和将来开展业务的社会、政治、技术和经济环境中识别和互动的责任。

The need for a Concept 概念的需要

Much of the literature provides evidence that strategic integration is not well developed and advances reasons why to achieve it would be beneficial to organizations. Organisation advocated an increase in the input of human resource considerations at strategic planning, an attitude of treating employees as assets, more participation and involvement for employees, effective and open communications, less rule-oriented policies and practices, better training and career development opportunities, reward and recognition tied to performance.

许多文献提供了战略整合尚未得到充分发展的证据，并提出了实现战略整合对组织有益的原因。本组织提倡在战略规划中增加人力资源考虑的投入，将员工视为资产的态度，员工更多的参与和参与，有效和开放的沟通，较少的以规则为导向的政策和做法，更好的培训和职业发展机会，与绩效挂钩的奖励和认可。

1.3—Contribution of SHRM to the achievement of TESCO’s objectives:SHRM对TESCO目标实现的贡献

Strategic HRM typically helps to achieve strategic goals in many ways. The main aspect of using strategic approach is alignment of all the levels of the organization with the organizational goals. The strategic approach to HRM will lead to development of policies that align with the organizational strategies. The various HR policies will try to reward positive behaviors which are essential to achieve organizational strategy. The HRM functions help to achieve corporate goals like growth or expansion by recruiting people, training and orienting them, and put them in new job assignments. The growth plans of any organization will require employees and recruitment is the only function which ensures that people with required skill sets are acquired. The retention strategy used by the company can lead to differentiation by retaining best of the talent force. Retaining best of the employees will lead to quality work, higher efficiency, customer satisfaction, etc. The strategic approach when taken helps performance management as there will be measurement of correct parameters which affects the organization as whole. It also ensures that correct feedback is obtained so that measures are taken to bring above the improvement. The other practices like performance appraisal helps to assess employee performance and using suitable reward system the company can channelize employee’s efforts to achieve organizational objectives. The training and development function ensures that the employees have the skill sets required to perform their tasks. The training programs are organized to train the employees for specific skills which will help them to achieve required goals. The strategic approach will help in developing effective training programs. Due to this the organization is benefited as there will be proper utilization of financial resources available for training and development function. The training and development function also supports the growth of the organization through career development of employees.

战略人力资源管理通常以多种方式帮助实现战略目标。使用战略方法的主要方面是使组织的所有级别与组织目标保持一致。人力资源管理的战略方法将导致制定符合组织战略的政策。各种人力资源政策将试图奖励对实现组织战略至关重要的积极行为。人力资源管理职能通过招聘员工、培训和定向员工，并将他们安排到新的工作任务中，帮助实现公司的增长或扩张等目标。任何组织的发展计划都需要员工，招聘是确保获得所需技能的唯一功能。公司采用的留住战略可以通过留住最优秀的人才来实现差异化。留住最优秀的员工将带来高质量的工作、更高的效率、客户满意度等。采取战略方法有助于绩效管理，因为将对影响整个组织的正确参数进行测量。它还确保获得正确的反馈，从而采取措施使改进更为重要。其他做法，如绩效评估，有助于评估员工的绩效，使用适当的奖励制度，公司可以引导员工努力实现组织目标。培训和发展职能确保员工具备执行任务所需的技能。培训计划旨在培训员工特定技能，帮助他们实现所需目标。战略方法将有助于制定有效的培训计划。因此，本组织受益匪浅，因为将适当利用可用于培训和发展职能的财政资源。培训和发展职能还通过员工的职业发展支持组织的发展。

It will be interesting to see how companies have benefited through HRM practices. Take the example of Tesco which is UK’s biggest supermarket. It has more than 240000 employees and has seen consistent profits over the years. The company over the years has used participative management which has helped the organization as a whole. The company made use of the competitive A company or an organization is an entity where two or more people come together to achieve specific goals. The basic aim of any organization is to earn profits. There is always a talk on ways by which a company can earn profits continuously. In this context the word “strategy” is often heard. It is also said that proper alignment of strategy with all the processes is extremely important. In the present essay I would like to focus on how strategies help to achieve competitive advantage. I have also tried to evaluate the effect of linking strategy to human resource management to improve employee performance. I have found that properly aligning organizational goals with different processes helps the firm to achieve competitive advantage. It can also be seen through many examples how strategy linked to HR practices helps to improve performance of employees.An organization is always in dilemma regarding use of financial, technological and human resources. According Porter (1985) an organization must use resources which are valuable, inimitable and rare. In this context there has been a shift in focus from financial aspect to human resources. An organization is said to have sustained competitive advantage when the strategies applied by it are not applied by any of its competitors and are hard to implement. Now it is necessary to understand what strategy is? And which aspect of strategy gives importance to human resources? Strategy can be defined as plans and methods deployed by a company to achieve competitive advantage and operate profitably. It is related to the long term plans of the company. The resource base view of strategy sees it as a way to create opportunities using the organizations internal resources and competences (Johnson, Scholes, & Whittington, 2005). According to this theory employees are considered as resource with knowledge, skills and experience present with them as the core of organizational performance. Now, human resource management (HRM) is the branch of management which deals with managing employees in an organization and using their knowledge to gain effectiveness. The resource based view looks employees as valuable resource, which is rare, their knowledge is hard to imitate, which provides organization to get competitive advantage (Pfeffer, 1994). Strategic human resource management can be defined as predetermined steps of human resource development activities undertaken to achieve organizational goals (Jackson, & Schuler, 2003). The strategic approach makes it necessary for organizations to focus on improvement of Human resource capability (H

看看企业如何从人力资源管理实践中获益将是一件有趣的事情。以英国最大的超市乐购为例。该公司拥有超过24万名员工，多年来一直保持盈利。多年来，该公司一直采用参与式管理，这对整个组织都有帮助。公司利用竞争优势公司或组织是两个或更多人聚集在一起实现特定目标的实体。任何组织的基本目标都是赚取利润。人们总是谈论公司如何持续盈利。在这种情况下，经常听到“战略”一词。也有人说，战略与所有流程的适当协调是极其重要的。在本文中，我想重点讨论战略如何帮助实现竞争优势。我还试图评估将战略与人力资源管理联系起来以提高员工绩效的效果。我发现，将组织目标与不同的流程恰当地结合起来，有助于公司获得竞争优势。通过许多例子也可以看出，与人力资源实践相关的战略如何有助于提高员工的绩效。一个组织在财务、技术和人力资源的使用方面始终处于两难境地。波特认为，一个组织必须使用有价值、无与伦比的和稀有的资源。在这方面，重点已从财务方面转向人力资源。当一个组织所采用的战略没有被任何竞争对手所采用并且难以实施时，该组织被认为具有持续的竞争优势。现在有必要了解什么是战略？战略的哪个方面重视人力资源？战略可以定义为公司为实现竞争优势和盈利而部署的计划和方法。这与公司的长期计划有关。战略的资源基础观将其视为利用组织内部资源和能力创造机会的一种方式）。根据这一理论，员工被视为具有知识、技能和经验的资源，是组织绩效的核心。现在，人力资源管理是管理学的一个分支，它负责管理组织中的员工，并利用他们的知识来提高效率。基于资源的观点将员工视为宝贵的资源，这是罕见的，他们的知识很难模仿，这为组织提供了竞争优势。战略人力资源管理可以定义为为实现组织目标而进行的人力资源开发活动的预定步骤。战略方法使组织有必要关注人力资源能力的提高

helps the organization to improve its 帮助组织改进

competitive position by improving human skills, knowledge and experience. The strategic approach to various human resource practices like staffing, performance management, training and development, career planning, etc helps in improvement of human resource capabilities.

通过提高人的技能、知识和经验，获得竞争地位。各种人力资源实践的战略方法，如人员配置、绩效管理、培训和发展、职业规划等，有助于提高人力资源能力。

Beer et al. (1984) stated that with rapidly change in environment the makes it essential to take strategic approach to human resource function. Strategic HRM can therefore be considered as overall process related to long term human resource issues which are part of strategic management of the firm. The SHRM approach need that the HR function of the firm must set new priorities which are more business and strategic oriented. These priorities have less orientation towards traditional HR practices like staffing, performance management and training. There is more emphasis laid on improvement of organization structure, quality, values, culture and performance of employees which are the pillars of an organization. The traditional HRM focused more on physical skills. It was more of functional nature and there was lot of concern of individual efforts. It gave more importance to “tasks” and there was less focus on “people”. The strategic HRM focus on overall contribution and efficiency of firm (Chang & Huang, 2005). It promotes innovation, creative behavior and cross function integration. This approach helps to produce employee behavior that focuses on core business priorities. This in turn helps to drive the growth, profits and market value of the firm. The strategic HRM approach systematically brings about coordination of all HRM measures and implements it, so that it influences employee attitude and behavior which helps a business to gain competitive strategy. There is need for proper strategic human resource planning as it helps not only to retain the talent necessary to achieve organization goals but it also helps in penetration of strategy at all level of an organization. Proper strategic human resource planning helps an organization to find the gap between current position of a company and desired future position. It helps to stimulate creative thinking and promotes proactive behavior. It helps to identify causes of the problems and opportunities present.

Beer等人指出，随着环境的迅速变化，对人力资源职能采取战略方法至关重要。因此，战略人力资源管理可以被视为与长期人力资源问题相关的整体过程，这些问题是公司战略管理的一部分。SHRM方法要求公司的人力资源职能部门必须设定更具业务和战略导向的新优先事项。这些优先事项不太倾向于传统的人力资源实践，如人员配置、绩效管理和培训。人们更加强调组织结构、质量、价值观、文化和员工绩效的改善，而员工是组织的支柱。传统的人力资源管理更注重身体技能。它更多的是功能性的，人们对个人的努力非常关注。它更加重视“任务”，而较少关注“人”。战略人力资源管理侧重于企业的整体贡献和效率。它促进创新、创造性行为和跨职能整合。这种方法有助于产生注重核心业务优先级的员工行为。这反过来有助于推动公司的增长、利润和市场价值。战略人力资源管理方法系统地协调所有人力资源管理措施并实施，从而影响员工的态度和行为，从而帮助企业获得竞争战略。需要进行适当的战略人力资源规划，因为它不仅有助于留住实现组织目标所需的人才，而且有助于在组织的各个层面渗透战略。正确的战略人力资源规划有助于组织找到公司当前位置与未来期望位置之间的差距。它有助于激发创造性思维，促进积极主动的行为。它有助于确定出现问题和机会的原因。

Now let us examine these aspects in more details. For any company its employees are the major assets. So as suggested by Hertzberg (1959) in his two factors theory, the hygiene and motivating factors should be made available to them so that it results in satisfaction of employees. These factors include good working conditions, status, rewards, incentives, communication, work

现在让我们更详细地研究一下这些方面。对任何公司来说，员工都是主要资产。因此，正如Hertzberg在他的双因素理论中所建议的那样，卫生和激励因素应该提供给他们，以使员工满意。这些因素包括良好的工作条件、地位、奖励、激励、沟通、工作

culture, etc. So if the hygiene and motivating factors are provided the employees will be satisfied and they will work productively. The question is how strategic approach to HRM helps to achieve competitive advantage? Strategic HRM typically helps to achieve strategic goals in many ways. The main aspect of using strategic approach is alignment of all the levels of the organization with the organizational goals. The strategic approach to HRM will lead to development of policies that align with the organizational strategies. The various HR policies will try to reward positive behaviors which are essential to achieve organizational strategy. The HRM functions help to achieve corporate goals like growth or expansion by recruiting people, training and orienting them, and put them in new job assignments. The growth plans of any organization will require employees and recruitment is the only function which ensures that people with required skill sets are acquired. The retention strategy used by the company can lead to differentiation by retaining best of the talent force. Retaining best of the employees will lead to quality work, higher efficiency, customer satisfaction, etc. According to Jain (2005) the organizations which have ability to attract and retain employees which have skills to achieve the organizational goals gets sustainable competitive advantage. The strategic approach when taken helps performance management as there will be measurement of correct parameters which affects the organization as whole. It also ensures that correct feedback is obtained so that measures are taken to bring above the improvement. The other practices like performance appraisal helps to assess employee performance and using suitable reward system the company can channelize employee’s efforts to achieve organizational objectives. The training and development function ensures that the employees have the skill sets required to perform their tasks. The training programs are organized to train the employees for specific skills which will help them to achieve required goals. The strategic approach will help in developing effective training programs. Due to this the organization is benefited as there will be proper utilization of financial resources available for training and development function. The training and development function also supports the growth of the organization through career development of employees.

因此，如果提供了卫生和激励因素，员工将感到满意，他们将高效工作。问题是人力资源管理的战略方法如何帮助实现竞争优势？战略人力资源管理通常以多种方式帮助实现战略目标。使用战略方法的主要方面是使组织的所有级别与组织目标保持一致。人力资源管理的战略方法将导致制定符合组织战略的政策。各种人力资源政策将试图奖励对实现组织战略至关重要的积极行为。人力资源管理职能通过招聘员工、培训和定向员工，并将他们安排到新的工作任务中，帮助实现公司的增长或扩张等目标。任何组织的发展计划都需要员工，招聘是确保获得所需技能的唯一功能。公司采用的留住战略可以通过留住最优秀的人才来实现差异化。留住最优秀的员工将带来高质量的工作、更高的效率、客户满意度等。根据Jain的说法，有能力吸引和留住具备实现组织目标技能的员工的组织将获得可持续的竞争优势。采取战略方法有助于绩效管理，因为将对影响整个组织的正确参数进行测量。它还确保获得正确的反馈，从而采取措施使改进更为重要。其他做法，如绩效评估，有助于评估员工的绩效，使用适当的奖励制度，公司可以引导员工努力实现组织目标。培训和发展职能确保员工具备执行任务所需的技能。培训计划旨在培训员工特定技能，帮助他们实现所需目标。战略方法将有助于制定有效的培训计划。因此，本组织受益匪浅，因为将适当利用可用于培训和发展职能的财政资源。培训和发展职能还通过员工的职业发展支持组织的发展。

It will be interesting to see how companies have benefited through HRM practices. Take the example of Tesco which is UK’s biggest supermarket. It has more than 240000 employees and has seen consistent profits over the years. The company over the years has used participative management which has helped the organization as a whole. The company made use of the

看看企业如何从人力资源管理实践中获益将是一件有趣的事情。以英国最大的超市乐购为例。该公司拥有超过24万名员工，多年来一直保持盈利。多年来，该公司一直采用参与式管理，这对整个组织都有帮助。公司利用了

situation by improving the way in which they interact with the customers. Tesco used continuous innovation, welfare management, customer relation in conjunction with HRM strategies to gain respectable position in UK retail industry. It treats employees as champions and involves them in decision making. It has also resulted in increase in employee satisfaction, efficiency, high work morale, motivation and greater acceptance to any change. Total development of all the employees within the organization is the main strength of Tesco. It constantly focuses on effective implementation and utilization of HR strategies, which has helped it to perform well in the market. For Tesco the HR policies go along with marketing strategies which are then placed into operation. The participative management practices have helped in improvement of the employees as well as the whole company. These have made them to achieve required performance through employee engagement. It has used distinct employee management practices which have helped it to achieve competitive advantage (Strategic HRM: TESCO, n.d).

通过改善他们与客户互动的方式。特易购利用持续创新、福利管理、客户关系以及人力资源管理战略，在英国零售业获得了令人尊敬的地位。它将员工视为拥护者，并让他们参与决策。它还提高了员工满意度、效率、高工作士气、积极性和对任何变革的接受度。组织内所有员工的全面发展是特易购的主要优势。它始终专注于人力资源战略的有效实施和利用，这有助于它在市场上表现良好。对于特易购来说，人力资源政策与营销策略相结合，然后将其付诸实施。参与式管理实践有助于提高员工和整个公司的水平。这些都使他们能够通过员工参与实现所需的绩效。它采用了独特的员工管理实践，帮助其获得竞争优势。

The strategic HR practices help to produce competencies that differentiate products and service and thereby create competitiveness. The strategic approach is also important as in many cases the human resource is in direct contact with the customer.

战略人力资源实践有助于产生区分产品和服务的能力，从而创造竞争力。战略方法也很重要，因为在许多情况下，人力资源与客户直接接触。

Finally to conclude it can be observed that HRM function manages various functions like human capital skills, work culture, employee commitment, teamwork, productivity, etc. which is likely to be source of sustained competitive advantage for any TESCO. The human resources are extremely important in a company from finance to sales to customer service. There is a significant relation between satisfied employees and customer satisfaction. It is therefore necessary for managers and supervisors to ensure that employees are motivated, productive and enthusiastic.

Assignment最后得出结论，可以观察到人力资源管理职能管理各种职能，如人力资本技能、工作文化、员工承诺、团队合作、生产力等，这可能是TESCO持续竞争优势的来源。从财务到销售再到客户服务，人力资源在公司中极其重要。满意的员工与客户满意度之间存在显著的关系。因此，经理和主管有必要确保员工积极、高效和热情。本站提供各国各专业留学生Assignment写作指导服务，如有需要可咨询本平台。