Table of Contents
2.0 Organizational Performance Management and Performance Measurement
2.1 Drivers of Tesco’s success.
2.2 Performance Management Framework.
2.3 Measuring Performance.
3.0 Communicating Performance to Stakeholders.
4.0 Risk Management at Tesco.
5.0 Quality Management and Improvement
6.0 Financial performance.
7.0 Customer and Client Perspectives.
8.0 People Perspectives(HRM)
9.0 Implementation issues.
Organizational performance management is one of the key functions of businesses. Effective performance management and measurement support businesses to meet their organizational goals (Mullins, 2015). Tesco is the biggest food retailer in the UK. It is now operating in global markets (14 countries) including the EU, Asia, and the US. It has more than 6500 stores, where it sells about 7000 products including food and non-food items. Tesco has now about 500,000 staff who are working in different departments and branches (Tesco, 2017). Tesco has gained £55,917 million of revenue, £1280 million of operating income, and £ (54) million of net income in 2017 (Tesco Preliminary Report, 2017). In the current market, Tesco is facing severe competitiveness from its rivals. The key rivals are Sainsbury’s, ASDA, Morrison, Aldi, Lidl, Iceland, and Cooperative.
Tesco is now facing problems with decrease sales revenue and profit margin, a decrease in market share, and share prices (Yahoo Finance, 2017). In this circumstance, it has been an essential issue for Tesco to do effective organizational performance management and measurement to meet its organizational goals. The paper aims to describe and evaluate Tesco’s current system of organizational performance management. Then, this paper provides recommendations for Tesco to improve its organizational performance and achieve organizational goals and objectives.
2.0 Identify and evaluate the relationship between the line manager and leaders role
2.1 Roles of leaders
Leaders at Tesco always possess vision, passion as well as the power of better decision making. According to Ayman and Fiedler (2015), good leaders should have different qualities including creativity, innovation, confidence, influencing power, commitment, and passion, the capability of making a good decision (Ruth, and Hodge, 2016). Characteristics of a good leader include building relationships with different employees, promoting team works, working under pressure, influencing others to work efficiently (Kouzes and Posner, 2016).
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2.2 Roles of line managers
Discipline employees: Managers can get more effective decisions than the managers of HRM in this term. Managers can support the department of HR in proposing several options as well as appreciating the people. Moreover, managers support subcontracting the work to other organizations or countries. This is as it is the responsibility of managers to deal with the subcontracted work and makes sure the work’s quality (Mullins, 2014).
Training and development: Tesco managers play functions like an adviser and works like trainers. Therefore, they can train present and fresh workers. Managers discover the difficulties faced by workers and give proper training to overwhelm the problems. Managers at Tesco work like trainers and control that understanding or knowledge of the workers on the functions of the business. Therefore, the department of HR can manage its costs, time, and efforts (Mullins, 2014)…………………