The role of Motivation Management; in the case study of TESCO PLC

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ACKNOWLEDGEMENT

No words can express my appreciation and gratitude to my research advisor _______ through the course of this research, Professor _____has taught me numerous values that extend well beyond the realm of _________ (Your Subject Name).

DECLARATION

I [type your full first 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 the academic examination towards any qualification.

Signed __________________ Date _________________

TABLE OF CONTENTS

ACKNOWLEDGEMENTII

DECLARATIONIII

CHAPTER 1: INTRODUCTION1

1.1 Background of the research1

1.2 Aims of the research2

1.3 Objectives of the research3

1.4 Potential research questions3

1.5 Significance of the study3

1.6 TESCO Approaches4

CHAPTER 2: LITERATURE REVIEW7

2.1 Motivation7

2.2 Performance Management Systems (PMS)7

2.3 Monetary incentives8

2.4 Rewards and Benefits8

CHAPTER 3: METHODOLOGY10

3.1 Research/approach10

3.1.1 Interview10

3.1.2 Questionnaire10

3.2 Research Design11

3.3 Data collection methods11

3.3.1 Primary data collection11

3.3.2 Secondary data collection11

3.4 Treatment of data12

3.5 Ethical issues12

3.6 Gantt Chart15

REFERENCES17

CHAPTER 1: INTRODUCTION

1.1 Background of the research

Every organisation has human resource management to make sure that they manage their human resources in the best possible manner. One of the most important functions of the human resource department is the performance management of employees through motivating them (Deci 1971, 105). This dissertation examines the role of motivation in the performance management systems.

Human resource management comprises of a set of activities which consists of to acquire, maintain and maintain the human resource of an organisation. As implied by the definition, human resource management begins with the process of acquisition i.e., hiring people for working in the organisation. After this, the next step of HRM is to retain the work force by providing them the best remuneration packages, since the employees have the option to quit, in case, they feel dissatisfied. Finally, developing the human resource to their fullest capacity is the next critical step for human resource management. For each of these three essential elements; acquiring, maintaining and developing, there are a number of associated activities; thus, HRM makes up the most significant resource of an organisation. It is rational that an organisation tries every possible effort to acquire the best human resource and this effort refers to Human Resource Management (HRM), also known as personnel or staff management.

Globalisation has affected a number of aspects of the HRM practices. Taking into consideration the changes in the context of United Kingdom; the challenges which highly complex organisations such as MNCs face can be explained in terms of synchronizing opposing forces and not in making binary choices. As a result of globalisation, a number affects came upon HR practices but to for the sake of brevity, a few includes: increased professionalism in HR functions, labour force requires flexible working hours. Organisations have to provide the labours with flexible working hours because, in United Kingdom, labour is short at the moment.

This list goes on, but the need for HR functions of an organisation at present is the ability to regulate with an increasing degree of regulations while responding to changing organisational needs ...