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Motivation: within the constraints illustrated above, all payments and reward motivates to an extent; the rewards offered to carry implications for nature, complexity and commitment to the work is required on their part.
Tesco motivates its staff in many ways -financially and non-financially. Tesco apply Maslow's 'hierarchy of needs', Herzberg's two sets of factors to motivation, theorist Elton Mayo's motivation came from a number of factors and Taylor's motivational theory to motivate their employee. Good pay and conditions satisfy basic needs. Reviews and Personal Development Plans ensure that their staffs are able to make progress and achieve higher goals. This benefit staff and Tesco.
There are some other pay and rewards activity of elements to be done by the organizations includes Mixes of pay with other aspects, Occupational aspects, International, organizational and local variations, Respect and value and the nature of the work and working environment.
Contribution of SHRM to the achievement of an organization
Frank Mueller describe as "the human resources are scarce, valuable, firm specific and difficult to imitate resources that can contribute significantly to the achievement of competitive advantage and should be regarded as strategic assets."
The approaches of an organization to career planning, performance appraisals, reward management and employee development must be re-appraised according to vision, characteristics and mission outcomes as reflected in the SHRM plans, policies, and practices. Development responses aim to increase business skills, the application of business skills and the behavioral elements -whose contribute to effective performance to achieve its goal. Investment initiatives for individual, team and organization are toward to achieve high levels of organizational goal. Reward strategies aim to align the performance of the organization with the way it rewards its people, providing the necessary incentives and motivation to staff.
Beardwell I 2004: "Tesco has strategically integrated SHR plans. Managers have been to realize aspects of SHR in their decision making, has shown high commitment, attempting to gain acceptance from all employees, and offering to all employees' basic and extended training." Tesco's strategic direction is discussed with all employees to help individual to understand their role and importance.
A human-resource-leading business strategy has helped Tesco to take the lead over its rivals in the fiercely-competitive UK supermarket sector. It has introduced a high commitment model which offers training and development to employees. It operates in a very competitive market; the consumer has a choice where to shop for their necessities. Their slogan every little helps used to show their commitment to customers, reduce prices and to increase the level of customer service which used in staff training to increase the knowledge of the work force.
Tesco is widely reported in news papers to the success of the business. They are rapidly expanding has taken a great deal of their resources in the planning and implementing stage of expansion. The human-resource strategy at Tesco's revolves work simplification, challenging unwritten rules, rolling out core skills to employees and performance management linked to achieving targets. Tesco ensures that each and every employee has the opportunity to understand individual role in contributing to purpose and values. The training provide by Tesco through the history, purpose, values, business goals, financial aims, operations and marketing strategy and commitment to customers. Tesco intends to increase the skills of its workforce to make learning into a truly integrated part of culture, as an important way of developing organizational flexibility and remaining ahead of its rivals. Future concentrates provides that all employees are responsible, accountable, consulted and informed. (Anonymous 2003). (P-3)
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