Staff determination and retention in tesco

Introduction and history to research

Tesco PLC is the UK largest supermarket string with both by global sales and domestic market show. Tesco was found by Jack Cohen in 1924, the name Tesco provides the initials of the owner of the organization, Mr. T. E. Stockwell, who supplied the company with tea and of the initials of Jack's surname Cohen. Tesco has a permanent strategy for expansion based on four key dimensions; growth in the central UK business, develop internationally and strong in non-food. Tesco has over 4, 331 stores worldwide, functioning in 14 countries and has utilized 470, 000 staff both in UK and worldwide. Tesco mainly specialises in food but also varied in other areas such as clothing, gadgets, financial services, gas, telecommunication etc. (Tesco, 2010)

Despite of size however, each company needs to consider staff drive and retention meticulously, if they wish to be successful. Dedicated and hard working staff are the basis to reaching business aims. If employees are demotivated or not from the vision of the business, in that case it becomes complicated to ensure regularly high levels of performance. This conflict is part of why it is so important to research the impact of any slow economy on staff motivation and retention and presents new questions about how exactly significantly businesses should invest in their staff through fiscally dark times.

David A. Hume 1995, promises that inspiration is a power that drives people to do things. Employees are normally motivated to accomplish their needs. It might be intrinsic or extrinsic. Employees inspiration is an important function which every administrator performs by assigning the people to work for achievement of aims of the company. Motivation also increase the determination of employees to work. However inspiration is the process of attempting to impact others to do their work through the probability of gain or pay back.


As a significance of this financial downturn many organisations will be discovery it difficult to operate and will be making cutback and employees are likely to be demotivated. Generally because their money is not going to be going so far as it used to, for most it might not exactly even cover the expense of living.

Between 1990 and 1993 the united kingdom experienced a period of sharp economic decline, where end result dropped and claimant unemployment increased to nearly 3million. The Uk fell into distinct slum in the next 50 % of 1990, using the technological definition of tough economy, this involved two successive quarters of negative growth.

This economic storm is going to present particular problems for companies such as Tesco much like the price of carrying goods increasing as a result of the engine oil price goes up and consumer spending going for a massive rinse as people are full blown by the tough economy they will be looking for areas to lower their overheads. Which means that they are possibly less likely to offer pay rises, staff incentive schemes, subsidised staff days out and any staff incentive that means additional costs in difficult times. However it is within these crisis that businesses such as supermarkets need to work hard to keep morale high and currently Tesco do offer some reasonable reward strategies for personnel such as their talk about system (The Sunday Mirror 1999). The big question however, and even the focus of the research is: will such good intentions break under the pressure of the credit crunch, and if so what will this indicate for a business like Tesco?

Aims and targets of Research

To explore the impact tough economy and financial downturn has on employee inspiration and retention at Tesco.

These questions will be explored through qualitative examination. Through research in books, journals and online language resources and through interviews of Tesco personnel and management. Business theory shows that at all times businesses need to minimise expenses and maximise income to become successful. In today's global overall economy income is slumping for many businesses and has caused many organisations to close their doorways once and for all (BBC News 2009)example Woolworths stores. thus reducing costs is more important now than it ever before has been for businesses. There is of course a conflict in that so as to keep and retain a large and productive labor force, Tesco will have to spend money. This conflict is part of why it is so significant to analyze the impact of your slow current economic climate on employees determination and retention and introduces new questions about how very good businesses should spend money on their employees through hard economically times and how the huge business can create a climate of staff commitment even though incentives are low and pay aren't going as far as they used to.

Literature Review

Several employees believe that they only method of motivate employees is through financial bonuses. In addition to the offer of extra getaways, comfortable, hygienic working environment and worker reward strategies. Employers may take many steps in order to inspire and sustain superior employees. Strategies such as positive performance reviews, the chance to develop with in employment role, optimistic day briefings etc. Therefore this research will explore the possible ways Tesco professionals could motivate personnel without exceeding overheads increasing the books around employee inspiration in huge companies and the difficult balance professionals have to attack in hard financial times.

Research Design

The research will give attention to Tesco and gain interviews at an area Tesco store. This may also permit the research g to explore an depth complex issue of staff motivation in a sizable company during a difficult financial time.

Secondary Data: this includes financial statement from Tesco website.

Primary Data: this will consists of interviews with Tesco management team. Aim for amount of questionnaires is 25 shop floor staff and 5 managers.

Shop Floor Staff

Q1. Perhaps you have felt that managers have determined you throughout your time at Tesco and when so how?

Q2. Perhaps you have had any communication about any changes to your personnel incentives, rewards or pay framework since the monetary downturn has used hold?

Q3. Are you worried about job security with Tesco under the existing economic circumstances?

Q4. Are there things your director could do to inspire you on a day to day basis that they are not doing already?

Q5. Do you feel you'd be missed if you left the business?


Q1. What kinds of incentives do you really offer employees at Tesco?

Q2. What other ways do you utilize to motivate your staff?

Q3. Gets the way you inspire and retain personnel had to improve under the pressure of the economic downturn?

Q4. Do you feel that staff feel valued at Tesco?

Q5. What barriers is there to motivating staff in a large company?

Secondary data will be analysed through research around the study aims. Texts associated with Tesco and businesses attempting to continue high degrees of employee drive and retention through difficult financial durations.

The major data will be analysed using the following method
  1. Interviews will be transcribed regarding to tape recording used at the interview.
  2. Interviews will be read with significant points from the interviewee noted in the margin.
  3. Major themes or templates or categories identified
  4. Data arranged by category in order of relevance to analyze questions.
  5. Conclusion used relation to research aims and evaluation of supplementary data


  • Extra data collection and analysis - 2 weeks
  • Primary data collection and analysis - 3 weeks (depending on schedule and option of Tesco staff).
  • Research article - 2 weeks

Resources and access to study human population:

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