Sainsburys Human Resources Management: Analysis Of Business Operation

Question

Assignment 1:An explanation of the purpose and scope of Human Resource Management in terms of resourcing an organisation with talent and skills appropriate to fulfil business objectives (LO1: P1, P2, M1, M2 & D1)

Scenario : A successful retail company in UK, wants to update its Human Resources Department as part of its campaign to improve the working conditions for its staff. The company wishes to review its tools and techniques used in HRM to maximise the employee contribution and gain competitive advantage. Their present HR director has been in the role for 20 years; his title has changed many times but not his views.

The Senior Management Team (SMT) of the company has contacted you as a fresh HNC graduate to inject new HRM ideas in the organisation. They feel that you as an outsider to the firm can present innovative ideas about the changing role and responsibilities of an HR department. If possible they would like to see examples of how similar UK companies operate in these respects. Hence, you are requested to research one organisation from UK retail sector (either Morrisons or Sainsbury’s) and conduct rigorous research on its HRM practices.

As a starting point, the SMT of the company has asked you to write an investigative report to explain the purpose and scope of Human Resource Management in terms of resourcing an organisation with talent and skills appropriate to fulfil business objectives.

Assignment 2: Principles of effective human resource Management (LO2: P3, P4, M3 & D2; LO3: P5, P6, M4 & D3; LO4: P7 & M5)

Scenario : You have impressed the SMT of the retail company with your excellent report. As a result, you have been offered the post of a Junior Officer in the Personnel department. You are tasked with to write another report covering the principles of effective human resource management and its usability in an organisation.

The SMT of the retail company has outlined the key areas for further investigation in task 1, 2 and 3 below.

Task 1: Evaluate the effectiveness of the key elements of Human Resource Management in an organisation (LO2: P3, P4, M3 & D2)

In order to achieve PASS in this task, you must answer the following:

1.1 Explain the benefits of different HRM practices within your selected organisation for both the employer and employee (P3).

1.2 Evaluate the effectiveness of different HRM practices in terms of raising organisational profit and productivity with examples from your selected organisation (P4).

In order to achieve MERIT in this task, you must answer the following:

1.3 Explore the different methods used in HRM practices, providing specific examples to support evaluation in the context of your chosen organisation (M3).

In order to achieve MERIT in this task, you must answer the following:

1.3 Explore the different methods used in HRM practices, providing specific examples to support evaluation in the context of your chosen organisation (M3).

In order to achieve DISTINCTION in this task, you must answer the following

1.4 Critically evaluate HRM practices and application within the context of your selected organisation, using a range of specific examples (D2).

Task 2: Analyse internal and external factors that affect Human Resource Management decision-making, including employment legislation (LO3: P5, P6, M4 & D3)

In order to achieve PASS in this task, you must answer the following

2.1 Analyse the importance of employee relations in respect to influencing HRM decision-making in your chosen organisation (P5)

2.2 Identify the key elements of employment legislation and the impact it has upon HRM decisionmaking in your chosen organisation (P6).

In order to achieve MERIT in this task you must answer the following:

In order to achieve DISTOINCTION in this task you must answer the following:

2.4 Critically evaluate employee relations and the application of HRM practices that inform and influence decision-making in the context of your chosen organisation (D3).

Task 3: Apply Human Resource Management practices in a work-related context (LO4: P7 & M5)

In order to achieve PASS in this task you must answer the following:

3.1 Prepare a job description and person specification for a team leader in your selected organisation, taking into account legislation and company policies (P7).

In order to achieve MERIT in this task you must answer the following:

3.2 Provide a rationale of having job description and person specification in the recruitment process in your selected organisation (M5).

Answer

Assignment 1
Introduction: Post industrialization and globalization and most recently Brexit, the dynamicity of the labour markets have increased as immigration laws have changed, and a dearth of skilled workforce is haunting the organizations (Woolfson, 2017). Therefore, it has become a challenge for organizations to retain their employees by fulfilling their needs. Through this sainsburys human resources management, the role and responsibilities of human resource management in the light of Sainsbury’s business operations would be discussed. This sainsburys human resources management would focus on the role of HRM in recruitment, selection and workforce planning.

1.1 Explain the purpose and the functions of HRM, applicable to workforce planning and resourcing of your selected organisation (P1).
As employee attraction and retention has become a major issue in the UK retail sector, Sainsbury’s has developed an adept human resource department. The purpose of human resource management (HRM) is to ensure that the labour laws are being implemented properly and the interests of the employees are being met without any instance of exploitation (Jiang et al., 2012). The purpose of this sainsburys human resources management includes the implementation of best practice approach and soft model of HRM, where the employees are considered as assets, and the organizational goals are met by motivating the workforce.

The functions of Sainsbury’s human resource management are divided into operative and managerial functions. The managerial functions include planning, organizing, directing and controlling. The operative functions are:

Procurement: At Sainsbury’s, the human resource personnel have to source the right candidates from the industry and place them in the right job to fill in the vacancy (Mwaniki and Gathenya, 2015). The procurement function includes – human resource planning, recruitment and selection, induction and job placement, transfers and promotion. In this function, the HRM decides on the job functions of the employees planned as per the organizational functions.

Development: As the retail sector is constantly evolving, the employees of Sainsbury’s have to be trained and informed about the changes and new technologies so that they are adept with their work. Therefore, it is the responsibility of the HR personnel to train the employees, plan performance appraisal techniques and help them in career planning so that they feel motivated. Development is a broad term encompassing training and development activities. Training just focuses on the short-term needs of the employees and company so that the daily activities of the company are executed efficiently (Cohen, 2017). On the other hand, development takes a long-term view where it ponders upon employee’s career planning and professional growth. It is the responsibility of the human resource personnel to plan both training and development sessions so that they can enhance the knowledge and skills of the employees and benefit from their high productivity rate.

Figure 1: HRM functions
(Source: Chettinadtech.ac.in, 2019)

Compensation: The key motivational tool for every employee is financial rewards and benefits. Therefore, at Sainsbury’s the human resource management plans the job design and work schedule of the employees and decides a salary structure after negotiating with the employees. Apart from the salary, the employees are also offered monetary and non-monetary incentives for their efforts, thus motivating the staff to perform better. Compensation also includes the salary structure of the workforce (Gupta and Shaw, 2014). Before deciding on the salary and wage structure, the human resource department needs to consult the employees as they should be provided with the tool of negotiation. Providing proper salary also motivates the employees hence, making retention easier and raising the productivity and efficiency rate.

Integration and Maintenance: The main function of the human resource department is to motivate the workforce and ensure that their needs and interests are being met leading to high satisfaction and retention levels (Malik et al., 2010). Therefore, the HRM function includes the integration of the health and safety policies with the job role of the employees in order to provide a conducive work environment. Moreover, the HRM needs to maintain the decorum of the company by ensuring a healthy process of collective bargaining exists between employees and employer, and the grievance redressal cell is active.

1.2 Explain the strengths and weaknesses of different approaches to recruitment and selection of your selected organisation (P2).
The two different approaches to recruitment and selection as mentioned in this sainsburys human resources management are internal and external.

Internal Recruitment: In the context of internal recruitment, the employees, which are a part of the existing workforce, are identified and shifted to fill the vacancies. The types of internal recruitment and selection are – transfers, promotions, referrals and change of nature of employment from contractual to permanent basis (DeVaro and Morita, 2013).

The strengths and weaknesses of this approach are:

Table 1: Strengths and weaknesses of internal recruitment
(Source: Created by the learner)

External Recruitment: The external process of recruitment and selection is defined as the method of hiring the right employee for the right job at the right time from the pool of applications received from the candidates, not part of the existing workforce (Holm, 2012). The methods of external recruitment are – media advertisement, direct recruitment, campus placement, employment exchange and e-recruitment.

The strengths and weaknesses of this approach are:

Table 1: Strengths and weaknesses of external recruitment
(Source: Created by the learner)

1.3 Assess how the functions of HRM can provide talent and skills appropriate to fulfil the business objectives of your selected organisation (M1)
. Sainsbury’s operates with the vision of coping up with the changing marketplace so that they can provide ease of shopping to their customers. In order to do so, the company operates on five key values – positive work environment, respecting the surroundings, sourcing with integrity, promoting a healthy life and making a positive change in the community (About.sainsburys.co.uk, 2019). Therefore, to ensure that the business activities are based on these values and customer demands are being fulfilled, Sainsbury’s needs to ensure that their employees, that they term as colleagues are motivated and skilled.

The business objectives can be fulfilled only with the help of the employees. In the retail sector, the employees represent the company by serving the customers in the store. Therefore, the employee service needs to be up to the mark for customer demands to be satiated. Hence, it is the responsibility of human resource management to ensure that they recruit and hire the correct employee for the right job possessing the necessary skills. Moreover, they also need to train and motivate the workforce so that they posses skills for meeting the business objectives. Hence, it is the responsibility of the HR managers to ensure that the employees hired are delegated to the right department as per their skill sets and knowledge level so that the business goals are met.

1.4 Evaluate the strengths and weaknesses of different approaches to recruitment and selection of your selected organisation (M2).
In the internal recruitment method, the employees are absolved from the current job role and transferred or promoted to another. However, in the case of an external method, applications are invited from the labour market to fill the vacancies created in the organizational structure. Based on the requirement, the human resource department of Sainsbury’s resort to both the techniques to fill the vacancies. For instance, when the HR personnel recognize the consistent efforts an employee if giving towards the fulfilment of company goals and is also associated with the organization for long, they promote the employees (Vermeeren et al., 2010). Such a step does not only motivate the employees but also saves the cost for the company of conducting a recruitment process. As the employee being promoted is already a part of the company, they are well aware of the company policy and rules and a detailed induction process is not necessary. A mere training of new job role and duties would suffice the needs. Similarly, when the human resource management feels the need to infuse new talent into the company, they conduct external recruitment method, providing them with a variety of choices despite being a long drawn process.

1.5 Critically evaluate the strengths and weaknesses of different approaches to recruitment and selection, supported by specific examples from your selected organisation (D1).
One of the values of Sainsbury’s states ethical sourcing from the industry, which means sourcing of raw materials and labour. Therefore, for this, they conduct an external process of recruitment. Especially for the post of storekeepers, the HR department conducts an external recruitment process as it is a blue collared job requiring mass recruitment for new stores. As per Østergaard et, (2011), the external process of recruitment provides the company with employees having fresh ideas leading to innovation. For instance, freshly recruited graduates would have the enthusiasm to work hard and show their competencies leading to faster achievement of company goals. However, this process takes time and even increases the human resource budget as it requires advertising the vacancy and conducting detailed interview rounds.

In case of internal recruitment which is mentioned above in this sainsburys human resources management, if the HR feels that the employee is getting vexed and bored in the existing post, then they resort to the transfer of job role of the department so that employees are retained and grow in their career. Holtbrügge et al, (2010), states that, although the internal recruitment is quick and cost-saving, it creates a vacancy in Sainsbury’s, which again needs to be filled making the process long and dependent on external recruitment lastly.

Conclusion
This sainsburys human resources management elaborates on the purpose and function of human resource management in the context of Sainsbury’s business operations. Being a large retail company, the organization constantly requires a motivated staff for attaining organizational goals and meeting customer needs. Therefore, through internal and external recruitment, the HRM hires suitable employees; the report contains discussion on the strengths and weaknesses of both the selection and recruitment methods and its impact on the organizational activities and success. This sainsburys human resources management discusses the function of HRM starting from recruitment, selection, induction, training, development, performance appraisal and retention. ?

Reference List
About.sainsburys.co.uk. (2019). Title. [online] Available at: https://www.about.sainsburys.co.uk/investors/annual-report-2018 [Accessed 1 Jun. 2019].

Chettinadtech.ac.in. (2019). [online] Available at: http://chettinadtech.ac.in/coursenotes/hrm_a[1].pdf [Accessed 1 Jun. 2019].

Cohen, E., 2017. Employee training and development. In CSR for HR (pp. 153-162). Routledge.

DeVaro, J. and Morita, H., 2013. Internal promotion and external recruitment: a theoretical and empirical analysis. Journal of Labor Economics, 31(2), pp.227-269.

Gupta, N. and Shaw, J.D., 2014. Employee compensation: The neglected area of HRM research. Human Resource Management Review, 24(1), pp.1-4.

Holm, A.B., 2012. E-recruitment: towards an ubiquitous recruitment process and candidate relationship management. German Journal of Human Resource Management, 26(3), pp.241-259.

Holtbrügge, D., Friedmann, C.B. and Puck, J.F., 2010. Recruitment and retention in foreign firms in India: A resource?based view. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 49(3), pp.439-455.

Jiang, K., Lepak, D.P., Han, K., Hong, Y., Kim, A. and Winkler, A.L., 2012. Clarifying the construct of human resource systems: Relating human resource management to employee performance. Human Resource Management Review, 22(2), pp.73-85.

Vermeeren, A.P., Law, E.L.C., Roto, V., Obrist, M., Hoonhout, J. and Väänänen-Vainio-Mattila, K., 2010, October. User experience evaluation methods: current state and development needs. In Proceedings of the 6th Nordic conference on human-computer interaction: Extending boundaries (pp. 521-530). ACM.

Assignment 2
Introduction: From the previous sainsburys human resources management, the importance of human resource management and its functions and purpose were inferred and understood the urgent need for HRM in every business. In this report, the various HRM practices would be discussed along with its effectiveness in raising company efficiency and the benefits experienced by Sainsbury’s and its workforce. The report would also elaborate upon the key employee-related legislations followed by the company’s human resource machinery and the importance if employee relations in the present times of turbulence in the labour markets. A job description and person specification have been attached at the end of the report to detail the sample job designing of the HR managers.

Task 1
1.1 Explain the benefits of different HRM practices within your selected organisation for both the employer and employee (P3).
The benefits drawn upon by both Sainsbury’s and its employees are as follows:

Reward management: One of the most significant HRM practices of Sainsbury’s is performance and reward management. The human resource department tracks the performance of the employees and judges it against the expected performance level. Based on the results, the employees are provided with feedback and even rewarded monetarily and non-monetarily for their efforts and efficiency. Such system instils a sense of motivation in the workforce with them, thinking that the company is looking out for them and appreciating their efforts (Armstrong, 2010). In the case of performance discrepancy, the employees are provided training wherein; they can hone new skills and learn new knowledge facilitating them in career growth. On the other side, a motivated workforce leads to a high retention rate for the company and churning out of better performance leading to efficient and faster attainment of company goals.

Work-life balance: As human resource practices are regarded as transactional functions, providing the correct balance to employee life would help Sainsbury’s to reap benefits. Implementing flexible work schedules, fixed working hours and ample holidays and leaves would ensure that the employees are being able to strike a balance between their professional and personal life (Burke et al., 2013). This practice would highly benefit the employees as they would become result-oriented and have a peace of mind without being bowed down by pressure. For Sainsbury’s, they would be able to achieve a motivated and satisfied workforce with retention made easier. Human resource management would be able to earn the trust and loyalty of the employees.

Training and development: Planning training and development sessions are an essential part of HRM practice. The training would help the employees in learning new skills, being updated with changing the market and learning new knowledge, thus accelerating their career growth (Salas et al., 2012). On the other hand, the company would benefit from a more skilled workforce possessing the necessary skills and competency for their job roles.

1.2 Evaluate the effectiveness of different HRM practices in terms of raising organisational profit and productivity with examples from your selected organisation (P4).
Every HRM practice listed down above is significant for the growth of the company and its workforce. With the competition increasing in the industry, poaching of employees by rival firms have become a common phenomenon creating retention issues. Therefore, the human resource department of Sainsbury’s needs to be ensured that their HRM practices are well planned and executed so that it helps in increasing overall organizational efficiency.

For instance in this sainsburys human resources management, through the reward and performance management system, the HR personnel provide valuable feedback to the employees from where they learn about their strengths and weaknesses. Such information propels the employees to be a part of the training sessions conducted within the company. Therefore, seeing the efforts taken by the company to improve employee performance and assist them in their career growth motivates the employees. The employees develop a sense of loyalty towards the company and work with all their dedication and might to achieve their targets and goals amalgamating into overall organizational success (Ceylan, 2013).

Therefore, a motivated workforce becomes the most valuable asset for Sainsbury’s. A motivated workforce directs all their will, efforts and skills for the benefit of the company; thus, accelerating growth. As the employees deliver their best performance, Sainsbury’s is able to attain higher profits by raising their quality and productivity levels. The training and development ensure that employee competency levels are increased and the company benefits from it (Lamba and Choudhary, 2013). They get better performance from their workforce as they have an enhanced skill set in executing their duties.

1.3 Explore the different methods used in HRM practices, providing specific examples to support an evaluation in the context of your chosen organisation (M3).
The HRM practices have to be implemented by the human resource personnel so that the company and employees can reap maximum benefits from it. The first method used in different HRM practices is using a soft model of HRM. The soft model of human resource is people-focussed and helps in getting high-commitment from the employee’s end. The model emphasizes the needs and interests of the employees based on which training and development sessions and workplace flexibility is planned. For instance, the training sessions are directed towards the betterment of the employees’ professional life and encourage participation and strategic integration of workforce (Kaufman, 2010). Through this method, the management is able to motivate the workforce and get better performance from their end.

Another method of HRM practices is the best practice approach. With the use of the best approach, the organization reaches its goals by motivating its employees. The key to this method is motivating employees, forming amicable employee relations and reducing absenteeism and attrition rate (Björkman et al., 2014). In Sainsbury’s stores, the HRM hosts weekly discussion sessions where the employee needs are investigated, their problems are resolved, and their suggestions are taken. This act motivates the employees and proves to be beneficial for the company in both the short and long run.

1.4 Critically evaluate HRM practices and application within the context of your selected organisation, using a range of specific examples (D2).
As opined by Caligiuri (2014) whose work is mentioned sainsburys human resources management, reward management is the most effective tool of motivating and retaining staffs. The reward management system not only includes the financial incentives and bonus but also the recognition and appreciation and salary structure. Tiwari and Saxena (2012) state that financial compensation is the strongest motivation tool that helps the company raise employee productivity. Therefore in this sainsburys human resources management, by distributing rewards among their employees, Sainsbury’s raise employee and overall organizational productivity leading to higher profits and faster attainment of goals.

Similarly, the training and development provided to the employees might seem to be expenditure and blocked investment for Sainsbury’s; however, in the long run, its proves to be fruitful. The training enhances employee knowledge, and skill sets, making them more competent and even fit for higher positions. Therefore, the expenditure cannot be slated as wasteful because the employee productivity raised after the training sessions reaps high monetary benefit for the company compensating the training expenditure.

Task 2
2.1 Analyse the importance of employee relations with respect to influencing HRM decision-making in your chosen organisation (P5).
Employee relation is defined as the efforts of human resource personnel to create an amicable relationship with the employees in order to gain their trust and loyalty (Leat, 2012). Good employee relations are beneficial for the organization as it increases the retention rate and enhances the level of satisfaction and motivation among the workforce.

The employees are the people dealing directly with the customers and thus, have a better understanding of their needs and demands. Therefore, before taking any decision, the management of Sainsbury’s should consult the employees and even consider their views, as they would be constructive in strategy planning step. Attaining constructive and correct feedback from the employees is only possible if the employee relations are good, and the HR department has managed to earn the trust of the workforce (Gill and Meyer, 2013). The contribution can motivate the employees, and their valuable feedback can help in planning better strategy and taking profitable decisions.

Amicable employee relations ease out the process of policy planning and implementation. As human resource management gains the trust of the employees, it is easier for them to communicate with the workforce and get their views or ideas on any particular policy or plan. For instance, Sainsbury’s has managed to implement a strong communication channel through which they interact with their staffs and ascertain their thoughts on any policies. As the employee views are ascertained during the planning stage of the policy, the implementation of the policy becomes easier. The workforce supports the policy and works towards the success of the company (Shields et al., 2015). Lastly, good employee relations also make the process of recruitment and selection easier. As the employees are themselves content with the company, they refer their family and peers to the company. Referrals by existing employees are taken seriously making decisions for hiring easier.

2.2 Identify the key elements of employment legislation and the impact it has upon HRM decision-making in your chosen organisation (P6)
There are several regulations and laws with regard to the employees of an organisation. The trade unions and the government of a specific country pass these regulations and laws to protect the employees under any kind of circumstance within the organisation. The organisations conducting their business under the jurisdiction of the United Kingdom require following these set rules and regulations in order to achieve efficiency and effectiveness through their business operations. The effect of these regulations on the decision-making process of the professionals of HRM has been discussed briefly in the section below:

1998 Human Rights Act: This regulation compels organisations such as Sainsbury to provide equal and fair opportunities to their employees without considering any other factor than their position within the organisation (Skedinger, 2010). The employees are ensured of their job opportunities, future, and importance within the organisation.

2010 Equality Act: This prevents the organisation of Sainsbury from differentiating amongst the employees and demonstrating partial behaviour to selected employees. Each of the employees requires to be treated equally under professional relationships and no one working within the organisation must experience discrimination based on race, gender, marital status, and such other factors (Wilson et al., 2012).

1974 Health and Safety at Work Act: The organisation is responsible for the safety and health of the employees within the organisation. They must establish safety protocols and provisions for ensuring the safety of the individuals working within the organisation (Cazes and Tonin, 2010).

1991 Anti-Discrimination Act: This act is focused on promoting equal opportunities for each individual within the organisation by preventing them from unequal discrimination in specific activity areas and from issues of sexual harassment and such other objectionable areas (Griffith and Macartney, 2014). This helps employees feel safe within the organisational premises.

2.3 Evaluate the key aspects of employee relations management and employment legislation that affect HRM decision-making in the context of your chosen organisation (M4)
An interrelation can be observed between the employment legislations and the management of employee relations. It is the responsibility of the professionals of human resources management to ensure that each of the employees is treated well and equally within the organisation (Chuang and Liao, 2010). However, some individuals may not have good intentions regarding maintaining good employee relations and tend to demonstrate biased behaviour. In such cases, the employment legislation compels the people in-charge of conducting the human resources management activities to maintain appropriate decorum within the organisation. Therefore, the decision-making process should not be affected by the individual thoughts and perspectives of human resource professionals. The human resources management professionals at Sainsbury have developed a particular eligibility criterion for the employees that ensures they understand the benefits and position they received at the organisation. Moreover, maintaining good employee relations along with compliance with the employment legislation ensures the employees feel comfortable within the workspace of the organisation. Moreover, it can be considered as signs of motivation as well that leads to enhanced performances demonstrated by the employees.

2.4 Critically evaluate employee relations and the application of HRM practices that inform and influence decision-making in the context of your chosen organisation (D3)
The application of human resources management practices can be associated with employee relations since satisfied and motivated employees tend to demonstrate positive behaviour with their colleagues and employers within the organisation. Sainsbury applies a range of practices regarding human resources management such as performance-based rewards, health benefits, and such others that ensure their good response towards the behaviour of the overall organisation (Campion et al., 2011). In addition, the decision-making process can be influenced as well since the employees receiving regular awards or rewards for their performance can be used as the bar or criterion for selecting people to lead teams or acquire higher positions and responsibilities within the organisation. Sainsbury manages to maintain appropriate and healthy professional relationships with the employees that do not burden the professionals of human resources management to make tough choices for the organisation on their own. Motivated employees tend to seek the best for the organisation since the better business will lead them to have better employment period within the organisation. Therefore, considering their views and thoughts can influence the decision-making process of the organisation regardless of their position within the organisation.

Task 3
3.1 Prepare a job description and person specification for a team leader in your selected organisation, taking into account legislation and company policies (P7)

Job description for the post of Team Leader in Sainsbury’s

• Setting key performance indicators and team goals
• Setting of project deadlines and delegating tasks to the team members
• Evaluating the performance of the team members on regular basis
• Overseeing day-to-day team activities and performance
• Motivating the team members
• Communicating the team goals and other news to the team members
• Understanding the gaps in employee skills and planning training and development sessions
• Plan team activities to increase team cohesiveness and performance
• Create a positive and competitive work environment
• Address the feedbacks of the team members and run a grievance redresssal cell
• Create reports based on the team members performance

Person specification for the post of Team Leader in Sainsbury’s

• 4-5 years of experience in similar job role and field
• Degree in people management related field
• Good knowledge and skills of performance metrics
• Tech savvy and good with operating Excel
• Relevant experience in planning, organizing and managing training programs
• Problem solving skills and critical thinker
• Positive attitude and team player
• Possess good time management, communication and interpersonal skills
• Industry knowledge and strong relationship building skills (Recruitment Best Practices, 2015)

3.2 Provide a rationale of having job description and person specification in the recruitment process in your selected organisation (M5).
As mentioned above in this sainsburys human resources management, one of the key responsibilities of the human resource department is to identify the vacancies in the organization and brainstorm on the most appropriate method to fill the vacancy through either internal or external recruitment or selection process. However, for filling the vacancy, the human resource personnel also needs to understand the requirement of the post and the person specification suiting the role best. Therefore, in the case of Sainsbury’s also when a vacancy for the post of team leader came up, the human resource personnel designed a job description and personnel specification. The job description prepared would help the company in attracting the right talent, as people would be able to judge their competency for the post based on the requirements (Foster, 2014). On the other hand in this sainsburys human resources management, the based on the person specification would assist the human resource personnel in screening the applicants based on the basic job requirements and skill set. Hence, preparing job requirement and person specification becomes a guide for the requirement for both the candidates and the human resource department.

Conclusion
It can be concluded in this sainsburys human resources management for efficient functioning and execution of the business activities, proper implementation of human resource practices is required. The human resource department undertakes the responsibility of exhibiting several task and roles for the betterment of the company and its employees. The report contains a detailed discussion about the various human resource practices such as – training and development, work-life balance and reward management. The benefits of the human resource practices drawn upon by both the employer and the employee have been mentioned also. The sainsburys human resources management also discusses regarding the importance of employee relations and need for adhering to the key employment legislations and laws. Lastly, a job description and person specification have been outlined for the post of a team leader in Sainsbury’s for stating the overall responsibilities of the human resource department. Sainsburys Human Resources Management assignments are being prepared by our HRM assignment help experts from top universities which let us to provide you a reliable best assignment help service.

Reference List
Armstrong, M., 2010. Armstrong's handbook of reward management practice: Improving performance through reward. Kogan Page Publishers.

Björkman, I., Ehrnrooth, M., Mäkelä, K., Smale, A. and Sumelius, J., 2014. From HRM practices to the practice of HRM: setting a research agenda. Journal of Organizational Effectiveness: People and Performance, 1(2), pp.122-140.

Burke, R.J., Jones, F. and Westman, M., 2013. Work-life balance: A psychological perspective. Psychology Press.

Caligiuri, P., 2014. Many moving parts: Factors influencing the effectiveness of HRM practices designed to improve knowledge transfer within MNCs. Journal of International Business Studies, 45(1), pp.63-72.

Campion, M.A., Fink, A.A., Ruggeberg, B.J., Carr, L., Phillips, G.M. and Odman, R.B., 2011. Doing competencies well: Best practices in competency modeling. Personnel Psychology, 64(1), pp.225-262.

Cazes, S. and Tonin, M., 2010. Employment protection legislation and job stability: A European cross?country analysis. International Labour Review, 149(3), pp.261-285.

Ceylan, C., 2013. Commitment-based HR practices, different types of innovation activities and firm innovation performance. The International Journal of Human Resource Management, 24(1), pp.208-226.

Chuang, C.H. and Liao, H.U.I., 2010. Strategic human resource management in service context: Taking care of business by taking care of employees and customers. Personnel psychology, 63(1), pp.153-196.

HR Resources | Recruitment Best Practices. (2015). Team Leader Job Description Sample. [online] Available at: https://www.monster.co.uk/advertise-a-job/hr-resources/hr-strategies/job-descriptions/team-leader-job-description/ [Accessed 1 Jun. 2019].