Tesco and its strong employee engagement practices

 INTRODUCTION

Employee engagement practices is about making employees feel truly valued in a company, encouraging them to act in ways that help the business succeed (Motyka, 2018). This essay looks at why employee engagement matters, focusing on Tesco’s approach, the role of stakeholders, and how motivation theories support both employee productivity and company growth.

MAIN BODY
 Dwianto et al. (2019) explain that employee engagement creates a workplace where people feel appreciated and connected to the company’s goals. When employees and management have strong relationships, motivation and productivity go up, making the business more efficient. Engaged employees are driven from within and often go beyond their basic duties. Sun and Bunchapattanasakda (2019) also point out that engaged employees tend to stay longer, which improves retention and overall performance.

Motyka (2018) adds that when employees’ efforts align with business goals, the company stays on track. Clear goals help employees understand their role better and boost productivity. Taking care of employees’ emotional and physical health is key to building a committed and healthier workforce.

Tesco uses several employee engagement practices to improve performance, such as:

  • Colleague Briefing Sessions: Regular meetings keep communication clear. Leaders spend time on the floor to listen to employees’ challenges and encourage open conversations (Awadari & Kanwal, 2019).

  • Career Development Plans: Performance is checked regularly to set personal and professional goals. Training helps employees grow their skills and feel more effective (Awadari & Kanwal, 2019).

  • Two-Way Communication: Managers talk directly with employees, using feedback and surveys to build trust and clarity (Fadeyi, 2020).

Stakeholders are important in shaping these engagement efforts. The engagement team and senior leaders make sure strategies are put into action and updated based on employee feedback (Farrukh et al., 2020). Line managers and employees share what motivates them. Anonymous feedback helps improve these efforts. Customers also benefit because happy, engaged employees provide better service.

Motivation theories support these strategies:

  • Maslow’s Hierarchy of Needs shows that employees have different needs—from basic to self-fulfillment. Tesco looks at these needs and sets goals to meet them (Mahipalan, 2018).

  • Herzberg’s Two-Factor Theory separates basic conditions like working environment from motivators like recognition. Tesco combines rewards with a supportive workplace to keep motivation high (Kotni & Karumuri, 2018).

  • Time and Motion Study breaks big tasks into smaller parts, making work clearer and less overwhelming. Tesco uses this to boost efficiency and engagement (Coplan et al., 2018).

  • Social Exchange Theory highlights the give-and-take in relationships. Tesco makes sure employees feel they gain more than they risk, building loyalty and long-term engagement (Yin, 2018; Akhmetshin et al., 2019).

CONCLUSION
 This essay showed how important employee engagement is at Tesco and how it affects everyone involved. Using motivation theories like Maslow’s and Herzberg’s helps Tesco support and engage employees better. Good engagement not only improves company performance but also builds loyalty and satisfaction among employees.
Location: London, UK

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