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A REPORT INTO HUMAN RESOURCE MANAGEMENT AT SAINSBURY'S

Extracts from this document...

Introduction

A REPORT INTO HUMAN RESOURCE MANAGEMENT AT SAINSBURY'S TUTOR GROUP: W110 HARROW COLLEGE NOVEMBER 2003 BY KANAK PATEL Contents Page PAGE NO. Introduction 1 Role and Responsibilities of HRM 2 Human Resource Planning 5 Recruitment and Selection 21 Training and Development 35 Motivation and Performance Management 43 Contribution of HRM to improve competitiveness 56 Potential Conflicts between HRM activities 58 Bibliography 60 Introduction This is a report into Human Resources Management (HRM) at Sainsbury's PLC. The report will cover the following aspects of HRM: * Human Resource Planning * Recruitment and Selection * Training and Development * Performance Management Sainsbury's is a leading UK and US food retailer with interests in financial services and property. It has branches throughout the country selling a wide range of products. It has diversified into banking, selling electronics and financial service. Sainsbury's operates a much centralised Human Resource policy in which all major decisions are set, by top management at head office with locally based personal managers carrying them out. The group's objective is to meet its customer's needs effectively and thereby provide shareholders with good, sustainable financial returns. Sainsbury's aims to ensure all colleagues have opportunities to develop their abilities and are well rewarded for their contribution to the success of the business. The Sainsbury's supermarket that I am reporting on is located in South Harrow. The founders' principles and values guide Sainsbury's as strongly today as they did at the outset - to be the customer's first choice for food shopping by providing high-quality products, value for money, excellent service and attention to detail. Sainsbury's Supermarkets employs over 145,000 people .Of these, 60% are part-time and 40% full-time. 62% of employees are women. A large Sainsbury's Supermarket such as the one I am basing my report on offers over 23,000 products - 40% of these are Sainsbury's own brand. In addition to a wide range of quality food and grocery products, many stores offer bread baked on the premises, delicatessen, meat and fish counters, pharmacies, coffee shops, restaurants and petrol stations. ...read more.

Middle

I It is better to combine these approaches. The list of tasks and the relative importance of each one, is vitally important for a number of reasons: * In carrying out appraisals of employees as the manager cannot appraise employees if the employees do not know what the job involves * When analysing the job for training needs the manager must be able to see what tasks a job involves so that s/he can determine ehat training may be required When Sainsbury's draft the job description, the main features are: * The job title * The location of the job * A brief outline of what Sainsbury's does * The main purpose of the job * A detailed list of the main tasks required in the job * Pay and other benefits * Promotion aspects Sainsbury's expect employees to more flexible and to do a wider range of work. The presentation of a job description is important and Sainsbury's job description is always neatly presented. A person specification sets out the qualities of an ideal candidate whereas a job description defines the duties and responsibilities of the job. It describes the characteristics and attributes which a person needs to be able to do the job to the required standards. A person specification is normally set out under these headings: * Physical make up- what should the job holder look and sound like * Achievements- what education, qualifications and experience does the applicant need * Specific skills- what special skills and talents are needed by the applicant * Interests- hobbies * Personality- what motivation and temperament and attitude should the applicant have * Personal circumstances- what personal and domestic arrangements might the ideal person have? The selection documents used at Sainsbury's have many advantages and disadvantages. Each document has its own benefits over the others. Applicants may have collected details about the job from Sainsbury's itself or from a job centre. ...read more.

Conclusion

If a manager is leaving in the near future then early planning for recruitment interviewing and selection will be carried out in order for the department not to suffer and the business not to be affected by a member of staff leaving. When a new manager that needs training is almost certain to be employed in the near future, Sainsbury's would provide time for this to be done before s/he takes over so that the business does not suffer and continues to be competitive. Sainsbury's HRM department also identify training needs within the workforce so that contribution of the employees is strengthened. When evaluating the HRM department, the labour turnover at Sainsbury's is important to analyse. Some people leave for perfectly acceptable reasons where blame cannot be laid on the HRM department. But there are some reasons where it can be concluded that HRM was at fault. Instances such as * Worker could not cope- this could be a failure in the selection methods by HRM. Also it could be a failure by the HRM to identify training needs. * Job dissatisfaction- the nature of management could be weak, such as the employee may have been badly treated. The employee may have had no promotion opportunities and therefore lacking self esteem which is a need in Maslow's theory. Pay may have something to do with the employee being dissatisfied as well. If there is a high labour turnover at Sainsbury's, they regard this as a failure by the HRM. However if labour turnover is low, then it would be regarded as a success by the HRM department at Sainsbury's. The absenteeism rate is also important to analyse. High absenteeism is a reflection of lack of commitment, poor motivation and poor management by the HRM. HRM seeks to ensure that absenteeism is low. If wastage (defected goods) is common, then this could be because of worker error. If this is the case then either the wrong people were selected or training was inadequate or they were not sufficiently motivated and committed. Low productivity could also be the result of HRM failure. ...read more.

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