This study focuses on strategic HRM at Tesco Plc in meeting the organisation's strategy. A comprehensive literature review is done and then a critical analysis of strategic HRM of Tesco follows. The paper concludes by making important observations about strategic HRM at the firm and possible recommendations that can be adopted by all players in the industry and Tesco in particular. The reason why Tesco has been selected for this study arises from the fact that despite the organisation's HR policy being one of the most brilliant in the industry and United Kingdom in general, there have been major concerns on its HR strategy, especially the parameters used to hire. Critics also argue that strategic HR must be seen to match with the global strategy of the organisation. The essence of HR is strategic and when properly aligned, HR contributes to a successful strategy and the financial bottom line. Therefore, any successful organisation, and Tesco included must ensure that a strong strategic HR is the administrative foundation and use this respect to help the HR plan be part of the strategy for an organisation (Prahalad & Hamel 1990).
Literature Review.
As stated earlier, strategic HRM is an approach that structures how organisational's goals and objectives will be realized through its human capital by means of HR strategies and integrated HR policies and practices. The basis of strategic HRM is focused on three propositions. One, human capital or human resources of an organiastion plays a huge strategic role in its success are these are a major source of an organisation's competitive advantage to the competitors. Secondly, the HR strategies of an organisation must be integrated with the business strategy or plan, known as vertical integration. As posited by Boxall et al. (2007), the vital premise of strategic human resource management theory is that successful organisational performance relies or depends on a close fit or alignment between business and human resource strategy.
