Investigating the Changing Role of the Human Resource and Line Manager: A Case Study of Tesco

By

ACKNOWLEDGEMENT

My thanks go out to all who have helped me complete this study and with whom this project may have not been possible. In particular, my gratitude goes out to friends, facilitator and family for extensive and helpful comments on early drafts. I am also deeply indebted to the authors who have shared my interest and preceded me. Their works provided me with a host of information to learn from and build upon, also served as examples to emulate.

DECLARATION

I, [names and surname here], declare that the contents of this dissertation/thesis represent my own unaided work, and that the dissertation/thesis has not previously been submitted for academic examination towards any qualification. Furthermore, it represents my own opinions and not necessarily those of the University.

Signed __________________ Date ________________

Table of Contents

ACKNOWLEDGEMENTii

DECLARATIONiii

CHAPTER 1: INTRODUCTION1

1.1 Background of the Study1

1.1.1 Resources and Capacities1

1.1.2 Human Resources Management (HRM)2

1.2 Aims of the Study2

1.3 Objectives of the Study3

1.4 Purpose of the Study3

1.5 Significance of the Study4

1.6 Rationale of the Study4

1.7 Structure of the thesis5

1.7.1 Chapter I: Introduction5

1.7.2 Chapter II: Literature Review5

1.7.3 Chapter III: Methodology5

1.7.4 Chapter IV: Data analysis and Discussion6

1.7.5 Chapter V: Conclusion6

CHAPTER 2: LITERATURE REVIEW7

2.1 Theoretical Framework7

2.2 Line Managers for change in Organization7

2.3 Past Studies on Changing Role of Line Managers8

2.4 Traditional Human Resource Management9

2.5 HR Specialists10

2.6 Line Managers (LM)11

2.7 Devolution12

2.8 Strategic Human Resource Management (SHRM)12

2.9 Tesco Profile And History14

2.10 Historical Account of Human Resources Management15

2.10.1 The early 1900s16

2.10.2 The 1930s, 1940s, and 1950s16

2.10.3 The 1960s and 1970s17

2.10.4 The 1980s and 1990s17

2.11 Human Resources Management (HRM)18

2.12 Competencies of the HR Function18

2.13 Role of Human Resource Management18

2.14 Evolution of Human Resources Practices20

2.15 Role of the Human Resources Professional21

2.16Role affecting LM and HR22

2.16.1 CAPABILITY/ WORKLOAD22

2.16.2 COMPETENCE23

2.16.3 SUPPORT24

2.16.4 DESIRE AND RECOGNITION24

CHAPTER 3: METHODOLOGY26

3.1 Introduction26

3.2 Research Philosophy28

3.3 Research paradigms29

3.4 Issues in ontology epistemology and axiology29

3.5 Evaluation of other methodology30

3.6 Justification Of Chosen Methodology31

3.7 importance of chosen method for study31

3.8 Define Research32

3.9 Research Objectives32

3.10 Research Method33

3.11 Data Collection Method33

3.12 Development of Questions34

3.13 Sample Selection35

3.14 Pros and Cons of Present Methodology35

3.15 Underlying assumption36

3.16 Ethical Concerns37

3.17 Reliability and validity38

CHAPTER 4: FINDINGS40

4.1 Introduction40

4.2 A Case Study of Tesco41

4.2.1 Tesco Corporate Strategy41

4.3 Tesco HRM Strategy41

4.4 Tesco Balance Scorecard42

4.4 Four Factors At Work In Tesco45

Results: Analysis of LM Data48

4.5 Demographics48

4.6 Educational Level48

4.7 Duration with Tesco49

4.8 Empirical Data Results: Analysis Of Hr Data50

4.8.1 Demographics50

4.8.2 HR Educational Level50

4.8.3 HR Level of Experience50

4.9 Four Factors Affecting Effective Implementation Of HR Activities52

4.9.1 Measures52

4.9.2 Capability/Workload52

4.9.2.1 LM Perception of Capacity and Workload52

4.9.2.2 HR Perception of LM Capacity and Workload53

4.10.1 LM Perception of Competence54

4.10.2 HR Perception of LM Competence55

4.11 Support57

4.11.1 LM Perception support from HR57

4.11.2 HR Perception Of Support58

4.11.3 Desire and Recognition59

4.11.3.1 LM Perception Of Desire and Recognition59

4.11.3.2 HR Perception of Desire and Recognition60

CHAPTER 5: DATA ANALYSIS63

5.1 Introduction63

5.2 Evaluation of Adopted Methodologies63

5.3.1 Investigating changing role of LM and HR using demographics data result64

5.3.2 Factors influencing lack of effective devolution of HR role at Tesco64

5.3.3 Capacity or Workload65

5.3.4 Competence66

5.3.5 Desire and Recognition67

5.3.6 Support68

6.1 CHAPTER 6: CONCLUSION AND ...