THE IMPACT OF TRAINING AND DEVELOPMENT ON

EMPLOYEE PERFORMANCE AND PRODUCTIVITY: A

CASE STUDY OF TESCO

Page 1 of 53
 Acknowledgement

I am very much thankful to the teachers and professors of my University who have helped me
in developing the overall research on the Impact of training and development organisational
performance and productivity considering the case study of Tesco. The effective development
of the project could not have been possible without the help of my peers who have supported
me and guided me in every way possible. I would like to thank them all. Lastly, I would like
to thank my family members who also have provided their support during the development of
the research.

Page 2 of 53
 Abstract

The research study presents an in-depth analysis of the aspects of training and development
which plays a crucial role in the performance of the employee facilitating the success of the
organisation. The researcher outlines effective and efficient objectives of the study which
further requires gathering of secondary data in order to recommend the appropriate strategies
in order to mitigate the challenges by the employees as well as the organisation due to the
impact of Covid19. Moreover the researcher has outlined effective themes on the basis of the
research objectives which help to gather the data on the respective sources facilitating the
outlining of the effective recommendations. Based on the secondary qualitative thematic
analysis, the researcher has obtained a number of secondary sources in order to evaluate the
themes. Evaluation of the themes has enabled the researcher in obtaining the outcome related
to the impact of training and development on employee performance and productivity. The
evaluation of the themes also has ensured the researcher in identifying the factors of Covid-
19 and the way it has created an impact on the overall training and development aspects.

Page 3 of 53
 Table of Contents

Chapter 1: Introduction 8

1.1 Introduction 8

1.2 Background of the research 8

1.3 Problem Statement 8

1.4 Rationale for the Study 9

1.5 Research Aims and Objectives 10

1.6 Research Questions 10

1.7 Significance of the Research 10

1.8 Scope of the Research 11

1.9 Structure of the Dissertation 11

1.10 Summary of the Chapter 12

Chapter 2: Literature Review 13

2.1 Introduction to the chapter 13

2.2 Profile of Tesco Plc 13

2.3 Concept of Training and Development 14

2.4 The application of Training and Development for enhancing organisational

performance 14

2.5 Training and development approaches for enhancing employee performance and
productivity during Covid-19 pandemic 15

2.6 Significance of training and development in organisational improvement 16

2.7 Challenges faced by an organisation related to the implementation of training and

development aspects during Covid-19 pandemic 16

2.8 Issues encountered by employees related to the improved training and development
activity due to Covid-19 17

2.9 The offering of effective recommendations to improve employee performance and

productivity through training and development during the Covid-19 pandemic 17

Page 4 of 53
 2.10 Theoretical aspects related to the concept and implementation of Training and
development for employee improvement 18

2.11 Gaps in the Literature 19

2.12 Summary of the Chapter 19

Chapter 3.0: Research Methodology 20

3.1 Introduction 20

3.2 Understanding of Research Onion 20

3.2.1 Research Philosophy 21

3.2.2 Research Approaches 21

3.2.3 Research Strategies and Methods 22

3.2.4 Time Horizons 22

3.2.5 Data Collection 23

3.2.6 Data Analysis 23

3.2.7 Sampling Methods 24

3.2.8 Determination of Research Design 24

3.2.9 Ethical Consideration 25

3.2.10 Validity and Reliability 25

3.2.11 Research Timeline 26

3.2.12 Research Limitation 27

3.3 Summary of the chapter 27

Chapter 4.0: Data Analysis and Interpretation 28

4.1 Introduction 28

4.2 Collection of Secondary Qualitative Data 28

4.2.1 Understanding the Training and development approaches followed by Tesco 28

4.2.2 Digital and Personal Procedures contributing to the training and development 30

4.2.3 Adjustments regarding the change in the workplace 30

4.2.4 New advances in technology and communication are innovating the process of
training and development 31
Page 5 of 53
 4.2.5 Adaptation of effective solutions that enhances the training and development aspect
in organisation towards the improvement of employee skills and abilities 32

4.3 Thematic Analysis 34

4.3.1 Introduction 34

4.3.2 Theme 1: Performance of the employees with respect to Covid -19 34

4.3.3 Theme 2: Digital competency of employees to serve Tesco 35

4.3.4 Theme 3: Critical evaluation of the Significance of offering training and developmen
35

4.3.5 Theme 4: Achievement of organisational performance and employee productivity

with effective training and development 37

4.3.6 Theme 5: Recommendation of necessary improvement in training and development

practice 38

4.3.7 Theme 6: Analysis of the process of training and development towards reducing the
impact of Covid-19 pandemic on employee performance 39

4.4 Summary of the Chapter 40

Chapter 5: Conclusion and Recommendation 41

5.1 Recommendation 41

5.2 Research limitation 41

5.3 Future scope of the study 42

5.4 Conclusion 42

5.5 Linking with objectives 42

Reconnecting with Objective 1 42

Reconnecting with Objective 2 43

Reconnecting with Objective 3 43

Reference List 45

Page 6 of 53
 List of Table and Figures

Figure 1: Structure of the Dissertation.....................................................................................11

Figure 2: Research Onion.........................................................................................................20
Table 1: Gantt chart..................................................................................................................27
Figure 3: Employees working and obtaining training in Tesco...............................................29
Figure 4: Benefits of remote work to the employers in 2020...................................................31
Figure 5: Requirement of re-skilling through training and development.................................32
Figure 6: Training and Development in 2020..........................................................................33
Figure 7: Challenges faced by the employees during training and development.....................39
Figure 8: Demands for the sources of training and development............................................40

Page 7 of 53
Chapter 1: Introduction

1.1 Introduction

The current pandemic situation affects the employee performance which can be improved
with the help of training and development approaches undertaken by the organisations. The
concept of training and development plays a crucial role in the improvement of employee
performance which facilitates the enhancement of the overall organisational processes. In the
perspective of Susomrith et al., (2019) the approach of preparation and improvement is
considered as an effective component of an organisation which helps to gain competitive
success in the market. Therefore it is considered significant to analyse the practises of
training and development to gain opportunity in response to the pandemic situation.

1.2 Background of the research

Training and Development is a practical and crucial apparatus for supporting human
resources and gaining a competitive advantage in the market. Preparation and improvement
are critical components of any organisation hoping to succeed in this competitive industry
(Susomrith et al., 2019). Preparation and progress is the most prevalent method of acquiring
the necessary skills and information to perform an organisation's unique function. It can focus
on specific goals of an organisation, such as determining the course of a new framework or
newly installed machinery. The introduction of new technology has provided organisations
with a better opportunity to increase their production. It also aids in improving the quality of
support and increasing efficiency, which in turn aids the organisation in reducing the amount
of money and time spent on oversight. It's also thought to be the finest way to provide
information and comprehension, as well as skills for improved worker presentation (Kumar et
al., 2021). It's important to note that Tesco, one of the country's largest supermarket chains,
takes a systematic approach to employee training. The goal of this study is to see how
training and development affect employee performance and productivity at Tesco (Krithika et
al., 2019).

1.3 Problem Statement

The study is analysing the issues which are being faced regarding the training and
development of employees at Tesco and the amount of productivity which is attained by

Page 8 of 53
those training programs. The study also focuses on the impact which the Covid-19 has had on
the training and development of the employees (Susomrith et al., 2019). The study has also
analysed the issues which the employees of Tesco have faced while their training and
development programs at the time of Covid. The organisation of Tesco had used several
innovative strategies to help their employees in efficiently getting their training at the critical
time of the pandemic and the study has also found some loopholes on their procedures and
has offered recommendations using which they can even improve further (Susomrith et al.,
2019).

1.4 Rationale for the Study

Training and development is a long-term process. For some, it can be a lifelong journey,
while it can take quite a long time for others to successfully implement the pathways of
career development in their profession (Busse, 2021). The rationale of the study is to identify
how an individual can conduct their research on their training and development by
identifying the several traits of the individual and what achievements they have made in order
to be successful in the next roles. Moreover, training and development also emphasises the
fact of describing an individual's personal vision (Prmia, 2022). The study signifies the
individual's rotation from one project to another depending on the formation of reputation and
moreover, finds an impact on how the training and development process impacts the
professional growth of the individuals (Jensen and Kim, 2020).There are numerous theories
that identify the significance of the provision of training and development of an individual
within an organisation (Nagy et al., 2019).

It can also be identified that the constant development of the pandemic has resulted in shifts
in employment, and the training and development processes within the organisations have
been altered by leaps and bounds (Autin et al., 2020). The study signifies the importance of
the individuals for the proper maintenance of their careers during the pandemic. There are
certain issues that arise during the implementation of the proper planning of the training and
development process (Shibankova et al., 2019). The enhanced use of world-class
technologies that are needed in these times of emergency requires the employees to be
proficient in handling these technologies for better organisational benefits (Vinichenko et al.,
2020).

Page 9 of 53
1.5 Research Aims and Objectives

Aims
The aim of the research study is to develop their employees to meet the organisational goals
and raise the aspirations of the employees.
Objectives
● To analyse the performance of the employee in context to training and development
approaches undertaken by Tesco during the Covid-19 pandemic.
● To critically analyse the significance of training and development for achieving
organisational performance and employee productivity.
● To recommend the necessary improvement in training and development practises due
to the impact of Covid-19 pandemic.

1.6 Research Questions

RQ1: How do the approaches of training and development impact the performance and
productivity of an employee during the Covid-19 pandemic?
RQ2: What is the necessity and significance of adapting effective training and development
practises during Covid-19 pandemic for the employees of Tesco?
RQ3: What kind of improvement approaches can be considered in the training and
development approaches of Tesco in order to improve the performance and productivity of
employees?

1.7 Significance of the Research

This research is aimed at how the company meets all its aims and objectives about engaging
their employees to grow their careers. Training and development can be a highly held
concern for leaders (Bennett et al., 2017). This report is essential when Tesco employees face
the lack of knowledge of the employees making certain jobs that can't be done (Arifin et al.,
2020). The training and development process can be consorted by the organisation to develop
the skills of the employees leading to organisational benefits during the time of pandemic
(Akkermans et al., 2020).

This report remarks on the embodiment of employee performance as an assessing element of

the organisation's work (Hendri et al., 2019). Tesco has several goals and plans that have
been set out by the organisational goals. This is not just mere stress on the technological and

Page 10 of 53
economic and technological aspects, this training and development process can increase the
employability skills of the organisation and also help them to maintain competency with the
increased productivity in the market (Syatoto, 2020).

1.8 Scope of the Research

The research provides the scope on how they can influence the growth of their employees, by
introducing knowledge and learning (Khan et al., 2020). As more and more retailers and
international companies begin to crowd the UK market, Tesco provides the need of being
effective to remain in the competition of being effective in the market hold. The research
outlines the fact on how HRM strategies like the implementation of learning and knowledge
within the employees of Tesco has been implemented marking the basic competency criteria
for the launch of new products and services to their stakeholders (Yoopetch et al., 2021). This
research will allow the individual to learn about the effectiveness of training and
development within an organisation and also identify certain theories and models that can be
used and how this training and development can bring mutual benefits to both the
organisation and in the professional life of the employees.

1.9 Structure of the Dissertation

Figure 1: Structure of the Dissertation

(Source: Created by Self)

The study presents a brief introduction to the topic followed by the background of the
research which helps to analyse the context of the research study. The section of literature

Page 11 of 53
review helps to focus on the data gathered from the secondary sources which explains about
the concept of training and development facilitated by the analysis of the same in the process
of employee performance. The third chapter of research methodology helps to gather the
secondary data from sources of journals, websites and articles which further contribute
towards data analysis and findings of the research. Data analysis focuses on the outlining of
the significant themes based on the objectives of the study which helps to outline effective
challenges of the study. Lastly, the section of conclusion and recommendation outlines the
brief summaries of the research.

1.10 Summary of the Chapter

The chapter summarises the key concepts of training and development along with the
analysis of the practises and its impacts over the enhancement of employee performance. The
chapter incorporates the aims and objectives of the research which facilitated the outlining of
the research paper. The aim of the study helps to focus on the research study with the help of
appropriate data gathered from secondary sources. Furthermore the study incorporates the
problem statement which presents the challenges faced by the employee due to pandemic
situations and the lack of appropriate resources. The rationale of the study provides the
justification for the incorporation of the data from the respective sources.

Page 12 of 53
Chapter 2: Literature Review

2.1 Introduction to the chapter

The primary aim of this review is to identify the impact of training and development on the
professional life of the employees. This review is meant to analyse the amount of literature
and how this literature can help to identify the topic of training and development. This review
tends to analyse what training and development is needed by the employees of Tesco to be
able to properly contribute to the organisational goals and benefits. Understanding the of the
process of training and development has been implemented in this review.

According to Niati et al., (2021), it has been identified that as every organisation has certain
goals to meet the organisation cannot rely on the advent of technologies for their
effectiveness in delivering their services and products to the customers. To enable a better
workforce within the organisation as a task of the HRM begins with the process of
recruitment and placement of the employees within the ranks of Tesco according to their
abilities. Training and development is not only a process that can enhance the career of the
individuals, it is a continuous process that can enhance the professionalism in the employees
and make them understand the organisational goals. This process of training and development
can occur in the form of motivations that the organisation might provide to the employees or
by mentoring and supporting them through their course of learning on how the organisation
plans its operations.

2.2 Profile of Tesco Plc

Tesco has been one of the largest retailers in the United Kingdom. The company operates
with more than 3, 60,000 employees and aims to provide their customers innovatively and
promote a sustainable and easier way of living. The company came into existence after the
First World War when Jack Cohen, who returned from the war, opened a grocery store. The
name Tesco came into existence in the year 1924 with the introduction of Tesco Tea. The
company went online with the outbreak of digital disruption in the country. In the year 2000,
the company launched their online portal serving approximately 2 million customers, who
had visited their site every month. Tesco has also provided for their club memberships to the
exclusive customers that the company prefers and in the year 2016 partnering with several

Page 13 of 53
original brands like Red mere and Boswell, introduced the Tesco exclusives which aimed to
better the quality of their food at low prices (Tescoplc, 2022). Thus it can be concluded the
company has been striving for 100 years to be successful in the retail market of the country.

2.3 Concept of Training and Development

According to Chanana (2021) training can be defined as the strategized systematic

enhancement of performance and behaviour through various learning events, instructions, and
motivating environments that help and allow working individuals to achieve their maximum
potential. It also helps them to enhance their level of knowledge, competence, and skills so
that they can perform in a very effective and efficient manner and contribute their best efforts
toward achieving the goals (Chanana, 2021). It is the process of imparting basic skills and
techniques to new employees or freshmen so that they can accomplish the various operations
and responsibilities of their job without encountering any obstacles or challenges. Training
also informs new employees and freshmen about the level of competitiveness required to
succeed in the workplace (Wiggins et al., 2020). Training activities, such as management and
personal training, are essentially organised procedures and methods by which individuals can
improve their skills while doing their specialised tasks (Heath et al., 2020).

Training can also be seen as a facet of personal management that focuses on increasing an
individual's efficiency and production. As a result, it will be concluded that training is an
important method of learning that emphasises honing people' talents and enhancing personal
or team strength in carrying out the systematic procedure of their work (Fund, 2022).
Employee development, on the other hand, may be defined as the process of improving an
employee's current competencies and abilities while also developing new ones to support and
back up the organisation's objectives and goals (Fund, 2022). Also, keep in mind that staff
development is much more than just implementing mandated employee training into L&D
plans. Employee development entails more than just meeting with employees once a year to
address their deficiencies and respond to their requirements.

2.4 The application of Training and Development for enhancing organisational

performance

According to Wiggins et al (2020) staff training and development programs are very
necessary for expanding organisational productivity. To be sure, 90% of the organisations

Page 14 of 53
studied concurred that training and development programs have assisted them with
performing better working, as per a recent report distributed in The International Journal of
Business and Management Research. Representatives can jump all over various preparation
and advancement valuable open doors, both face to face and on the Tesco. These choices can
be given through in-house preparing, outsider preparation, or off-site exercises (Heath et al.,
2020). Workers' approach, which is the approach of training and development at Tesco,
includes the executives preparing, deals preparing, new representative preparation, coaching
projects, and apprenticeships at Tesco.

Worker advancement and preparing projects further develop representative execution in the
accompanying ways. Representatives plan for additional obligations by jumping on preparing
and improving open doors, regardless of whether it's broadly educating to get familiar with a
few abilities or progressing into new jobs (Heath et al., 2020). Workers of Tesco also gain
profit from training and development programs as they show them the abilities they need now
and later on, like initiative and programming information. Lastly, the organisation also uses
apprenticeship, which is a kind of training in which individuals start as students and progress
to more significant level jobs (Heath et al., 2020).

2.5 Training and development approaches for enhancing employee performance and
productivity during Covid-19 pandemic

According to Vasanthi and Shakiladevi (2019) the COVID-19 pandemic has had
consequences on many levels, including the wellbeing area, the economy, the work market,
schooling, and the public's impression of specialised headways, innovation, and the reaction
to new connected, lawful limitations. Incidentally, current innovation is basic in the battle
against Covid as it permits remarkable degrees of correspondence, far off work and internet
learning. The fundamental advantage of adding cooperative innovation into the learning
climate is that workers can get to preparing materials whenever and from any area utilising an
assortment of gadgets (Ahmed et al., 2020). Tesco's human asset improvement arrangements
and preparing programs become impetus for the expansion of the labour force's efficiency at
a public level which requires improved mechanical information. Tesco has been compelled to
go up against various unsettled worries connected to the degree of innovative intercession in
both expert and individual life because of the emergency (Ahmed et al., 2020).

Page 15 of 53
2.6 Significance of training and development in organisational improvement

Training and Development as a rule is at the lower part of an organisation's need list. It is
typically done in line with the HR office. Arranging proper training and development
meetings for workers, then again, is very useful (Kumar et al., 2021). Workers might work on
their presentation, increment efficiency, and become better pioneers by mastering new
abilities and cleaning old ones. Since an organisation's prosperity depends on the singular
accomplishments of its representatives, associations ought to do all conceivable things to
guarantee that workers perform at their pinnacle. Representatives who work for an
organisation that focuses on training and development are bound to be efficient. The activity,
then again, should apply to the representatives and set out open doors for them to learn and
apply what they have realised (Kumar et al., 2021). It will be ineffective if training and
development become tedious and exhausting, and individuals go to it since they need to.
Tesco put an incredible significance on industry-explicit preparation as an organisation, and
Tesco sends a large number of their workers to worldwide courses and gatherings to acquire
new abilities (van Assen, 2021).

2.7 Challenges faced by an organisation related to the implementation of training and

development aspects during Covid-19 pandemic

According to Kumar et al (2020) learning and advancement procedures should advance

despite huge changes in working practises to appropriately uphold representatives during this
snapshot of progress. This implies that customary homeroom learning is presently not the
default choice for worker preparing. Besides, as friendly separation and far off working have
turned into the new ordinary, hands-on preparation has been hurt all through the pandemic.
The reception of inventive and worker focused development is expected for the fate of
effective learning programs so that preparation is customised to every representative's
particular requirement and fits easily into their plans for getting work done (Lizier and Reich,
2021).

According to Pudil et al (2019) incorporating new advances can furnish L&D groups with
new ways to deal with train staff that is both viable and effective. Learning projects'
computerised progress is a distinct advantage and computerised innovation, going from Zoom
online courses to vivid encounters accessible through increased and augmented reality
advances, can be an amazing apparatus for giving cooperative training programs that foster

Page 16 of 53
abilities and collaboration while additionally being effectively available from a distance
(Jones et al., 2019).

2.8 Issues encountered by employees related to the improved training and development
activity due to Covid-19

Covid-19 pandemic has created a major impact on the performance of the organisations
especially in the department of human resource management. Adjustments have been made to
the workforce with the onset of the pandemic. Carnevale and Hatak, (2020) opined that Re-
skilling is required for the employees to work remotely from the store. Even the employees
who are skilled with remote workplaces tend to find challenges regarding the workplace and
are looking out for alternative options. This condition is making the employees adjust to the
drastically new situations) Due to this onset of the global pandemic and the change of
workplaces, a company like Tesco has been highly integrating the utilisation of the mental
health of their employees for their training and development. Training and development
specialists had been trying to tackle the upcoming problems of long-term employment.
According to Autin et al., (2020), it is urged by the training and development expert to
maintain the policies, protecting unemployed workers. As posted by Nevins (2022), it has
been suggested that the entirely unexpected change, of course, is forcing Tesco to rethink the
development of the employees and strengthen organisational capabilities. Employees are
trained to be more productive in serving the customers in retail and providing them with the
necessities. The provision of the phrase, " we're all in this together has helped the employees
to be more productive in their operations.

2.9 The offering of effective recommendations to improve employee performance and

productivity through training and development during the Covid-19 pandemic

Effective recommendations have been playing a crucial part in employee performance.

Effective recommendations from the different store managers and hierarchy are one of the
main reasons behind the growth of the company. There are various recommendations that can
be provided to the employees. According to Kremer et al., (2020), Employees can be
motivated in various ways. The primary recommendations are developing the right group
norms, strategic design of the teams, managing interactions outside the team, showing
support as a leader, organisational support, and displaying effective usage of personality
management. As Bartsch et al., (2020) opined Recommendations from the task and relation-

Page 17 of 53
oriented leadership of Tesco have been observed to better the employee performances in a
virtual environment during a crisis. Moreover, recommending the employees about the goals
and visions of Tesco as the most successful retailer in the UK is observed to motivate the
employees to work. As Tseng and Levy, (2019) are opinions. Recommendations focussing on
the manager and employee relationships consider the fact, as the managers are at the frontline
of the performance system, they can improve the performance of the employees. It has been
recommended by Tseng and Levy, (2020) that multiple mediators simultaneously process the
mediators to clarify the true forms of mechanisms of boosting the performance of the
employees within the organisation. According to Awan et al., (2020) recommendation of the
exploration of the PMSE in terms of its influence on employee motivation, work engagement,
and performance is highly essential. Recommending the employees for higher pay and higher
organisational roles or awards within the company can also enhance the performance of the
employees. Recommending the employees for rewards will tend to motivate the employees
and increase their productivity and contribution regarding the sales of Tesco and provide
services during the pandemic. Recommendations on matching tasks to skills and
incentivizing employees on occasions remarking their hard work during the pandemic trends
to improve the organisational performance in this regard.

2.10 Theoretical aspects related to the concept and implementation of Training and
development for employee improvement

As written by Johnson et al., (2020) big companies like Tesco are always in the demand for
increasing customer rates giving rise to issues of customer satisfaction and sustainable
financial growth, which demands a huge growth in the organisational performance of the
employees. Training and development practices require focussed attention, including the
emotional balance and enhanced well-being of the employees. Training and development
practices are needed to be made mindful to analyse the well-being of the employees. As
provided by [Link] (2022) there are an array of skills and training that has been
provided by Tesco to their employees for better performance towards the organisation. The
company has been observed to stress the continuous and lifelong training of their employees,
providing a workforce for the future.

The greatest asset for an organisation is its employees. The employees contribute highly
towards organisational performance. According to Muriuki et al., (2021), a proper training

Page 18 of 53
and development plan to achieve competitive advantage as employee management and the
development is directly proportional to the organisational achievable, the training and
development is highly sorted by Tesco. The concept of performance appraisal plays a vital
role in employee training and development is used to identify and initiate the process of
providing relevant training and development in the studies. As opined by Van Laar et al.,
(2019) enhancing connectivity as well as taking requirements into account can directly
influence th3e process of training and development. It has been suggested that enhancing the
development of the employees and evaluating their personal and professional skills can
necessarily uplift the organisational productivity and also provide insights into the
performance of the organisation. As suggested by Guan et al., (2020) a cultural and
psychological aspect of the employees are needed to be understood in the midst of the
pandemic to provide training and development strategies. Moreover, these psychological
perspectives tend to make the individuals understand the training and development
management process during the Covid-19.

2.11 Gaps in the Literature

The process of training and development has already been started and has been highly
important for Tesco. The company has been training their employees to make their ends meet
and provide better organisational productivity. However, there are certain gaps that can be
found in the different works of literature. Apart from the training of the employees that can
influence the organisational benefits, the organisation should also take into account the
emotional stress and the work life balance of the employee is properly maintained so that the
individual can provide proper care to the individuals. Moreover, there should be implications
on the planning process of the previous pieces of literature.

2.12 Summary of the Chapter

This chapter provides the pieces of literature provided by different authors to gain insights
into the process of training and development and how it had contributed to the organisational
performance of the company. This consists of the concepts of training and development to the
issues it can raise to the employees on an organisational basis. This chapter also provides the
concepts and the implementation of the process of training and development that had been
used to directly fall on par with the organisational goals.

Page 19 of 53
Chapter 3.0: Research Methodology

3.1 Introduction

Here, the particular chapter has been developed in order to address the methodologies
considering which the researcher has conducted the data collection and evaluation of the
research. Determination of different research methods have been possible with the basic
selection of research philosophy, approach, design, strategy, method, time horizon, data
collection, data analysis, and sampling methods. According to the selection of these methods,
the researcher has determined a fair consideration of the ethics along with the validity and
reliability of the research. In this way, the identification of the structure has ensured the
researcher in making appropriate choices for the research methods.

3.2 Understanding of Research Onion

The determination of research onion is essential for the development of a coherent and
justified research design (Melnikovas, 2018). Based on the application of research onion, a
researcher obtains the overall flow, basis, and understanding of the overall research. Thus,
consideration of research onion in the research methodology is highly essential (Melnikovas,
2018). Research Onion is developed with the five stages of research methodology that
requires effective attention along with the selection to ensure that the researcher is following
an effective flow of growth to make the research more valid, reliable, and authentic.

Figure 2: Research Onion

(Source: Melnikovas, 2018)

Page 20 of 53
Here, the aforementioned figure is indicating the five stages of research onion considering
which determining the most appropriate and effective methodology has been possible here.

3.2.1 Research Philosophy

The effective determination of research Philosophy enables the researcher in selecting the
most convenient approaches and techniques (Abu-Alhaija, 2019). Application of research
philosophy is holding the advantage of showing the values and patterns of reliability
presented in the quantitative data. However, it also holds the disadvantage of not addressing
the reason behind the collected data (Abu-Alhaija, 2019). Moreover, among the two research
philosophies such as Positivism and Interpretivism, the researcher has determined to work on
Interpretivism because Positivism holds the disadvantage of making the collected data more
inflexible to test and analyse (Ryan, 2018). Positivism also focuses on working on
quantifiable analysis which leads to statistical analysis. On the other hand, Interpretivism
makes sure of collecting data based on people’s understanding and experience that the
researcher can evaluate with their own values and beliefs (Ryan, 2018). As the overall
research of this particular study is based on the identification of the impact of training and
development on employee performance and productivity in Tesco during Covid-19
pandemic, conducting secondary qualitative data collection and applying Interpretivism in it
has helped in collecting data that already has been collected by other researchers rather than
working on data that is not possible to collect due to Covid-19 pandemic. Thus, the selection
of Interpretivism Research Philosophy is justified here.

3.2.2 Research Approaches

Research approach is the second layer of the Research Onion after the research philosophy
where the researcher has chosen to work with an Inductive approach rather than Deductive.
Inductive research approach holds the ability of conducting a qualitative data analysis in
order to answer the questions that start with “How” and “Why” (Woiceshyn and Daellenbach,
2018). It also collects data and indicates the researcher to move into using those data to form
a theory. On the other hand, the Deductive approach enables the researcher to start from the
theory, and also the development of a theme that can be answered with the collection of
existing data (Woiceshyn and Daellenbach, 2018). As the study also has focused on
conducting secondary data analysis by considering the impact of training and development on
employee performance during Covid-19 pandemic, addressing the themes are essential to

Page 21 of 53
know the way the data are justifying the impact that is occurring over the employees. In
qualitative research, the Inductive approach generates logical and formal themes in order to
identify existing data, measure, and evaluate it for generating effective knowledge (Casula et
al., 2021). Thus, with the consideration of the advantages and disadvantages, the selection of
Inductive Approach has proven to be effective and justified here as it has helped the
researcher in addressing the themes that are related to the primary aim, objectives, and
questions of the research.

3.2.3 Research Strategies and Methods

The determination of research strategy and method is also essential according to the level of
Research Onion. The determination of the strategy enables planning the action along with the
process that lies behind the purpose of an expected outcome (Abdelhakim, 2021). Here, the
researcher has determined to work with the Qualitative research Method in which the
researcher also has followed the Secondary research Strategy (Abdelhakim, 2021).
Qualitative research method has helped the researcher in working on non-numerical data in
order to develop different themes related to the impact of training and development and also
themes on the employee performance and productivity in Tesco. On the other hand, the
Secondary research strategy has enabled the researcher to collect data that already exists in
order to use that data for conducting qualitative research (Abdelhakim, 2021). Though there
is a higher possibility for collecting and using data that has been collected by other
researchers, it generates the limitation of using data that are current and also has a higher
validity related to it. However, due to Covid-19 pandemic, it is not possible for the researcher
to follow the survey method along with the quantitative strategy for conducting this particular
research for which the selected strategy along with the method is justified here.

3.2.4 Time Horizons

Application of time horizon is also essential in order to determine the time and period while
collecting data that enables the researcher in using that time based data in the overall
research. There are mainly two types of Time Horizon such as Cross-Sectional and
Longitudinal. Longitudinal time horizon is focused on using data that has been collected
repeatedly over an extended period where Cross-Sectional indicates the collection of data
from a limited and specific time frame (Han et al., 2021). As the research has addressed the
impact of training and development on employee performance and productivity, the usage of

Page 22 of 53
longitudinal data has enabled in collecting a variety of secondary data by collecting it from
old journals and articles that other researchers have collected for years.

3.2.5 Data Collection

Application of data collection method is associated with the development of an issue,

sampling of data, and also the consideration of other factors that determine the validity of a
research (Loomis and Paterson, 2018). Mainly there are two sets of data collection methods
such as Primary and Secondary sources of data. Primary data mainly indicates a set of data
that the researcher gathers in the real time and the data which has not been collected before
by any other researchers (Johnston, 2017). On the other hand, secondary data collection
indicates the set of data that has already been collected by other researchers in the past in
order to incorporate those in the study for evaluating the research objectives and answering
the research questions (Johnston, 2017). Primary data collection is mainly related to the
development and application of interview and survey of different participants determined by
the researcher where secondary data indicates the usage of journal, books, and articles that
have data already collected by other researchers regarding a study (Loomis and Paterson,
2018). As the overall research is based on identifying the impact of training and development
along with the determination of employee productivity and performance, there is a higher
number of data presented in different databases that the researcher has considered (Johnston,
2017). Due to Covid-19 pandemic, as it is not effective to conduct a survey and interview of
the participants, relying on secondary data has been considered by the researcher. Thus, the
selection of the secondary data collection method is justified here.

3.2.6 Data Analysis

After the determination of the data collection method, it is highly essential to determine the
data analysis method in order to ensure the effective application of the collected data towards
finding answers and purpose of the research question and objectives respectively. There are
mainly two types of data analysis methods such as Quantitative and Qualitative (Lowe et al.,
2018). Quantitative analysis method is known for its analysis of data that are mainly number
based. it enables the researcher in conducting statistical analysis of those data. On the other
hand, Qualitative data is focused on the identification, examination, measure, and evaluation
of data that is presented in a textual form (Lowe et al., 2018). Here, the researcher has
worked on a secondary data collection method in which all of the data collected from

Page 23 of 53
secondary data sources are combined, used, and evaluated in a textual form for answering the
research questions. As there is no possibility for conducting an interview or survey of
employees from the organisation of Tesco, it was essential for the researcher to rely on data
that already has been collected by other researchers in the past. Qualitative data analysis is
rooted with the application of thematic analysis where the researcher generates themes from
the secondary data sources for developing the themes with secondary information (Richards
and Hemphill, 2018). Thus, with the development of a case study of Tesco by applying data
collected from a number of secondary data sources, conducting a thematic analysis of the
secondary data sources has been possible through the qualitative data analysis method in this
regard. In this way, the selection of a secondary qualitative data analysis method is justified
here.

3.2.7 Sampling Methods

Selection of sampling methods is highly essential in order to use the collected data in a
format for evaluating and justifying a research study (Rai and Thapa, 2015). There are mainly
two types of sampling method or technique such as Probability and Non probability sampling
method. The selection of Non-probability sampling has been done here because; Probability
method is connected with the purpose of selecting criteria and participants for collecting data
(Rai and Thapa, 2015). On the other hand, Non-Probability does not focus on a
predetermined or fixed set of participants or data. Selection of the data through Non-
Probability has proven to be highly effective as the researcher has collected a number of
random secondary data from journals, articles, books, and websites of organisations for
answering the way technology and development is creating an impact on employee
performance and productivity (Rai and Thapa, 2015). As collecting data by selecting
employees and managers from Tesco is not possible due to Covid-19 pandemic, collecting
secondary data and analysing it with a Non-probability process has ensured the evaluation,
answering, and justification of the research questions and research objectives in this regard.

3.2.8 Determination of Research Design

The identification, analysis, and determination of research design is focused on creating an

operationalizes conceptual framework of a study in order to answer the research questions
and meet the research objectives (Sovacool et al., 2018). There are mainly four sets of
research design such as Descriptive, Co-relational, Quasi Experimental, and Experimental

Page 24 of 53
research design. Here, the researcher has worked on Descriptive Research design because the
other designs are highly focused on identifying and analysing data that has been gathered
through primary process and also through experiments (Sovacool et al., 2018). Descriptive
research design is thus known for its purpose of identifying the current status of an identified
variable. As the research is based on identifying the impact of training and development,
knowing its current status in the employee performance and productivity indicates the proper
application of Descriptive research design in this regard. Moreover, on the other hand,
experimenting with the variable of training and development is not possible without the usage
of Primary data collection method and data that has been collected directly from participants.
In this way, with the determination of the descriptive research design, the researcher has
justified the determination of the overall research methods.

3.2.9 Ethical Consideration

Due to the changing environment of research, the consideration of research ethics and
integrity has been an essential component of the researcher (Armond et al., 2021). In this
context, it is essential that before conducting a research, the researcher is following every
aspect of ethical integrity and practices throughout the research. As the overall research has
been done by considering secondary data collection method and qualitative thematic analysis
method, the researcher has made sure that the secondary data has been re-identified before
applying them in the themes (Armond et al., 2021). Moreover, the researcher also has
ensured the consent of the study subject without causing any damage or distress of the
secondary data. Ethical consideration in the overall research also has happened with the
maintenance of anonymity, confidentiality, along with the valid reason and justification of the
discussion that the researcher has conducted in the overall study.

3.2.10 Validity and Reliability

The consideration of validity and reliability under a research is focused towards enabling the
researcher in yielding beneficial results (Sürücü and MASLAKÇI, 2020). In order to ensure
that this research also has effective validity and reliability related to it, the researcher has
considered conducting the validity and reliability testing by generating different criteria’s. As
for the secondary data collection, the researcher has ensured the overall information
presented in the article and journals and also the validity and reliability of it by identifying
whether it is peer-reviewed or has been written by known authors or not (Sürücü and

Page 25 of 53
MASLAKÇI, 2020). Moreover, the determination of the validity and reliability of the overall
research has also been possible with the evaluation of the conceptual framework and also the
information obtained through thematic analysis in order to determine the valid and reliable
flow and development of the overall research.

3.2.11 Research Timeline

Activities 1st Week 2nd 3rd 4th 5th 6th Week 7th Week
during research Week Week Week Week

Selection of 
research topic
Composition of 
the literature
review
Methodology 
followed in the
research
Collection of  
Secondary data
for the research
Data analysis  
and
interpretation
Findings 
Conclusion and 
Recommendatio
n for the
research study
Final 
submission of
the research
report

Page 26 of 53
 Table 1: Gantt chart

(Source: Created by Self)

Here, the aforementioned Gantt chart is indicating the overall research schedule that the
researcher has followed in order to fulfil every research milestone under the given time. Gantt
chart is highly essential towards ensuring effective project management practices (Tereso et
al., 2019). Thus, the researcher has started with the selection of the research topic, aims, and
objectives which has enabled in developing the literature review. With the selection of
different research methods, conducting secondary data analysis has been possible here.
Lastly, with the evaluation of the secondary data, developing themes and completing the
overall research with effective and valid conclusions and recommendations has been
generated here.

3.2.12 Research Limitation

The overall research is having a higher amount of limitation in it as the research has been
done by considering secondary thematic data analysis methods. Due to the occurrences of
Covid-19pandemic and social isolation, conducting survey and interview has not been
possible by the researcher. Moreover, the researcher also has failed to attend other sets of
research methods and also the identification of information related to Tesco more
prominently. Thus, completing the overall research and also maintaining the effectiveness of
it has been a challenge for the researcher based on the consideration of the research
limitations.

3.3 Summary of the chapter

It can be concluded here from the overall discussion of the chapter that the selection of the
research methods has enabled the researcher in completing the research with great outcome.
Moreover, the selection of data collection method and data analysis process also has ensured
the proper justification and validity of the research questions and research objectives. In this
way, with the considered research timeline, obtaining higher reliable and valid information
and incorporating it in the overall research, the overall chapter has shown its greater value
and importance in this regard.

Page 27 of 53
Chapter 4.0: Data Analysis and Interpretation

4.1 Introduction

The development of this particular chapter has been considered by the researcher in order to
address the collected secondary data along with the evaluation of it through thematic analysis.
Here, the collection of secondary data has been done by considering different journals,
articles, organisational websites, and governmental websites along with books and
newspapers. Collection of the data has been done in a logical manner which also has ensured
the development of the themes in the thematic analysis section later in the chapter.

4.2 Collection of Secondary Qualitative Data

4.2.1 Understanding the Training and development approaches followed by Tesco

Tesco is known for its leading position in the multinational retailing industry while holding
more than 360,000 employees which also has managers and senior management team in it
([Link], 2021). The biggest retail company in the UK is holding its aim towards
serving the customers with affordable retail items and sustaining the overall position of the
organisation with a great and highly performing employee base (Rosnizam et al., 2020).
Based on secondary data, it has been possible to understand here that the effective position
that Tesco is currently having in the retail industry is due to its highly performing employee
base (Rosnizam et al., 2020). Offering of employee training happens through Human
Resource Management and the HRM is focused towards the induction of new employees,
performance management, excellent service offering capability, and also the on-the-job and
off-the-job training facilities.

Moreover, the skill and training policy in the organisation is also developed with an online
learning platform along with the offering of coaching and support from the end of the line
managers (Rosnizam et al., 2020). The general manager working in Tesco is also focused
towards the offering of on-job training along with the workshop, group discussion, feedback
session, and refresher courses altogether (Awadari and Kanwal, 2019). It is also worth
mentioning here that the offering of training and development in Tesco has started through
the application of an online training platform. Based on the application of the learning

Page 28 of 53
platform, the managers in Tesco are making sure that the three components of an employee
such as Performance, Career, and Learning are at its own pace and also the key learning
partners in the overall training and development department are keeping a track of the overall
working and performance progress ([Link], 2021). The offering of training and
development through virtual process is also making sure of building higher confidence
among employees, improvement of the employees digital skills, bespoke coaching’s, 99%
completion of the learning modules, and lastly the dedication of the employees towards
working and getting paid approaches ([Link], 2021).

Figure 3: Employees working and obtaining training in Tesco

(Source: [Link], 2022)

Here, the particular graph is indicating the average number of employees working in Tesco
and also the amount of employees who are adapting training and development programs
while working in the organisation ([Link], 2022). Moreover, the offering of training and
development in the organisation is also focusing towards ensuring that the employees are
highly encouraged along with motivation towards managing their self-serve learning and
interactions with digital tools. The offering of this training and development is only having
the purpose of making the workforce ready to work in future with great potential and abilities
([Link], 2021). The development and improvement of the existing skills along with
the adaptation of new skills are holding the possibility of making the employees of Tesco
ready for different challenges and complexity ([Link], 2021).

Page 29 of 53
4.2.2 Digital and Personal Procedures contributing to the training and development

Digital and personal training are the most significant aspects of professional training and
development. According to Gyanssah and Guantai,(2018) organisational management is
probably one of the most vital changes that an employee needs to make in their professional
development. Mastering proper digital skills are needed to be developed according to Taylor
Smith et al., (2019). As Tesco mainly has staff that are knowledgeable about the work floor,
working remotely due to the pandemic can be highly problematic for the individuals. As
retail workers in the UK and Europe, in general, have fewer computer skills the skills are
needed to be developed to be performing better on a remote scale. According to Kettunen and
Sampson, (2019) technological aspects have been changing the mode of learning of the
individuals providing new opportunities to the training and employment purposes, the
alignment of technologies can be observed in the implication of the training and development
services. Moreover, ICTs can be used to improve the implementation of training and
development services. Manco Chavez et al., (2020) identify the implication that the adoption
and integration of ICTs in the learning environments of the employees offer more
opportunities in the globalising and digitally disrupted work environment. This digital
training is highly dependent on the personal skills for learning and adapting to the new
directions of the company.

4.2.3 Adjustments regarding the change in the workplace

According to Fauld and Raju, (2021), the pandemic has a severe impact on the workplace of
the employees making the phrase work from home a more realistic term than ever. The
mindsets of the owners and board members had a traditional mindset of increasing the
productivity of their store while working in the place; however, these sentiments have
changed. According to Chen, (2020), Working from allows the employees to learn many new
digital skills. As more and more people are resorting to the provision of buying online,
availing the employees online has tended to increase productivity. Moreover, problems can
also be solved more easily with the use of a virtual conference between the employees or the
managers of Tesco. According to Abdullah et al., (2020), the trend of working from home
can be found highly prevalent in this time; the arrangement of a decentralised workplace
increases the work-life value of the individuals while adhering and uplifting to the achievable
of Tesco. This increase in production is mainly due to the implication of flexibility and less
distraction. However, Hayes et al., (2020) have opinionated the fact that working from home

Page 30 of 53
can be highly stressful for the employees at times. Mental health issues such as the increased
levels of anxiety and work related depression is followed with the provision of WFH.

Figure 4: Benefits of remote work to the employers in 2020

(Source: Statistica, 2022)

4.2.4 New advances in technology and communication are innovating the process of
training and development

According to Deloitte, (2022), technology has been one of the most integral impacts of the
innovative practises of businesses and their operations like Tesco. This advancement of
technology requires the employees to be tech fluent while working for a company. According
to Charalampous et al., (2019), most employees in Tesco tends to support and work for the
company from a remote position This practice has been introduced to the employees via the
advancement of the technologies, This technology offers high flexibility to the employees
increasing the productivity and service provision of the organisation towards the customers.

Page 31 of 53
 Figure 5: Requirement of re-skilling through training and development

(Source: [Link], 2022)

According to the aforementioned graph, it is possible to understand here that there are many
organisations in the UK which have addressed the necessity of employees to improve their
skills through effective training and development processes ([Link], 2022). It also
has addressed the perspective of most of the employees who are waiting to start re-skilling
through training and development due to the disruption of Covid-19.

According to Moore and Czerwinska, (2019) implication, digital technology can enhance
personal training guidance to a career. Moreover, it also increases the digital competency of
the employees towards their service to Tesco. Moreover, it has also been assessed that digital
technology can be highly crucial in providing some potential advantages, like the
development of the future workforce. Kruger and Steyn, (2021) suggested that the process of
automation, big data analysis and smart manufacturing are some of the key technological
advancements that the employees of Tesco are needed to know to provide better service to
their customers after obtaining effective training and development in those fields.

4.2.5 Adaptation of effective solutions that enhances the training and development
aspect in organisation towards the improvement of employee skills and abilities

Understanding of the adaptation of effective solutions for enhancing training and

development is highly essential as it has helped the researcher in determining
recommendation thematic analysis. Collection of secondary data sources indicates that for an
organisation to survive in the turbulent market, offering training is highly essential (Nda and

Page 32 of 53
Fard, 2013). The offering of training and development is generating a greater impact on the
employees due to Covid-19 pandemic as most of the business and its operational activity has
become remote. Thus, the way employees are adapting the new aspect of training and
development and making better productivity and performance in the organisation requires
effective solutions (Nda and Fard, 2013). Adaptation of secondary data sources indicates the
adaptation of technology along with the benefits of digitisation. Here, it is essential to train
the employees working remotely to provide training regarding the usage of technology and
the way they can also work remotely under digital platforms (Al Karim, 2019). It also can be
obtained from other secondary sources that offering the new and improved training is not
only essential to develop the technical skills of the employees, but also it is essential to make
those employees an integrated part of the organisation (Al Karim, 2019). In this context, the
recommended solutions such as on-the-job training, online training sessions, courses on
different organisational work roles, simulations, conferences, and also rotational work based
tasks are highly essential.

Figure 6: Training and Development in 2020

(Source: [Link], 2021)

Here, the aforementioned graph is indicating the growth and reduction of training and
development in the global market from the beginning of 2007 and the current status of it in
2020 ([Link], 2021). There is also a possibility for the application of high-leverage
training which indicates the linking of strategic goals and aims of the organisation in the
employee training and development program (Cohen, 2017). The more the employees will be
known and aware of the organisational vision, mission, goals, and objectives, the more they

Page 33 of 53
will be adapting the significance of training and development more seriously. In this way, the
improvement of the skill and abilities of the employees with the new training and
development facility will be possible.

4.3 Thematic Analysis

4.3.1 Introduction

Here, the particular area has been developed in order to conduct thematic analysis with the
application of the secondary data sources and information that the researcher has collected in
the previous area. Application of the secondary sources has helped the researcher in
evaluating and justifying the purpose and aspects of the research objectives.

4.3.2 Theme 1: Performance of the employees with respect to Covid -19

Tesco needs to understand how they can provide better training to the employees so that they
can be highly successful to the organisation and contribute their services for the growth of the
organisation even during times of pandemic. Tesco has ensured that everyone can get their
food even during times of pandemic, early opening and increasing home slots for online
booking and offering a quiet hour for customers meant the adjustment of the employee to
particular reasons (Tescoplc, 2022). This adjustment and training of the staff are needed to be
rewarded by the company. Workers had been subject to adapting to different changes within
the organisation as mentioned on the company website. This change can be considered as
multidimensional affecting the worker's confidence changing their efficacy.

Training the employees to be able to change and growing readiness for the change is
necessary (Kamar et al., 2020). As the pandemic has become severe day by day, the
intention of working from home has become more and more prominent. As employees
working from home have seen more productivity at work this mainly guides the notion of
flexibility at work and also working from home allows workers to be free of the different
distractions occurring in the workplace. Moreover, increased autonomy has contributed to the
productivity of their employees by providing autonomy in their job.. This decentralisation of
the workplaces have also contributed to the mental well being of the employees helping them
maintain their work-life balance (Abdullah et al., 2020).

Page 34 of 53
4.3.3 Theme 2: Digital competency of employees to serve Tesco

As the world had been moving in with turmoil of the invisible threat to many individuals and
businesses, it has increases the necessity of an improved training and development aspect.
Despite The cost constrained environment during the covid-19, the significance of digital
technologies for employees has grown to a vast extent, with the gradual movement in the
pandemic approximately 90% of the companies are trying to adopt a hybrid role (Kropp et
al., 2022). The same can be applied to Tesco, who had kept their stores open and increased
the slots for the delivery of groceries at home. The implication of the digital technologies can
enhance the personal guidance of the employees and moreover, digital competence of the
employees of Tesco can help the company to be properly served by identifying the causes
behind the growth of production.

Digital competencies as identified previously are a set of knowledge that can solve the
problems and hazards of the company relating to the organisation (Pole and Kantola, 2020).
As more and more employees are being added to the portfolio, digital competency can be one
of the most sorted out skills that are needed from the employees to be able to serve the
company while working at a remote location. Only the digital competency and proper
leadership of the employees in dragging the organisation are the keys to unlocking new
benefits for the organisation. Digital competencies of the employees are essential for training
and development and Tesco's one of the largest retailers can educate the employees more
properly.

4.3.4 Theme 3: Critical evaluation of the Significance of offering training and

development

Here, the particular theme has been developed in order to address the way the offering of
training and development is highly essential for the improvement of an organisation's
performance and productivity. Information obtained from the secondary data sources
indicates that organisational management is highly essential when it comes to the
management of the employees during a crisis (Gyanssah and Guantai, 2018). Moreover, the
secondary data sources also have addressed that if the employees are not having an effective
approach and support from the end of the organisation, it will not be increasing their strength
and motivation to work with the new changes (Gyanssah and Guantai, 2018). Thus, the
determination of conducting a training and development investment is highly essential for

Page 35 of 53
creating the environment of constant learning towards the fostering of knowledge and ideas
among employees (Sung and Choi, 2014). As the adaptation of digitisation is making a more
effective approach towards changing the training and development approaches for the
employees, it eventually has been generating the significance of the process more
prominently (Moore and Czerwinska, 2019). In this way, the theme is indicating that the
more there is a development of an organisational environment that allows employees to
obtain new skills and abilities, improves the existing one, and increases the productivity of
the employees; the more it enhances the overall importance of the training and development
in the organisation (Gyanssah and Guantai, 2018).

Obtained from other data sources, it has been possible by the researcher to address that the
training and development program has been developed to add value to the growth of the
organisation which mainly happens with the improvement of the skills and abilities (Jehanzeb
and Bashir, 2013). Thus, as many organisations in the UK are facing the devastating impact
of Covid-19 pandemic, it has been changing the overall aspect along with the purpose of
training and development as a whole (Jehanzeb and Bashir, 2013). In this context, the
possibility of reducing the interruption occurred in training and development has become
more significant as the overall improvement of organisational performance and productivity
has increased, due to the impact of Covid-19 pandemic (Ceesay, 2021).

According to the discussion of the overall theme, it has been possible to understand here that
in terms of organisation to gain a higher amount of job satisfaction, moral, commitment, and
top talent of employees during the uncertain time of Covid-19 pandemic, it is highly essential
that the organisations are making a greater focus on the development of effective training and
development facilities for the employees that are mandatory (Ceesay, 2021). This is not only
holding the possibility for increasing the employee presence in the organisation by reducing
absenteeism, but, it is also generating the possibility of making the employees more dedicated
along with interest in the overall business operations (Ceesay, 2021). Based on the
adaptation of secondary data sources, addressing the theme and evaluating the research
objective thus has been possible here.

Page 36 of 53
4.3.5 Theme 4: Achievement of organisational performance and employee productivity
with effective training and development

After the determination of the significance and necessity of adapting training and
development aspects in the organisation, it is now essential for the researcher to understand
the way training and development is enhancing employee productivity along with the overall
organisational performance. Here, the application of secondary information from Tesco is
essential. In the retail organisation, Tesco is having its on-job and off-job training facilities
along with a skill development program ([Link], 2021). Consideration of the
information from the case study of Tesco indicates the way employees are adapting the
training facility and enhancing their skills and attributes for serving better customers, offering
effective knowledge and ideas, and also creating an effective organisational performance.

An effective position that Tesco is currently having in the UK retail industry is due to its
improved training and development aspect (Rosnizam et al., 2020). Based on the
consideration of secondary data sources from the data findings, it is also effective to mention
here that the adaptation of digitisation along with big data analytics are some primary aspects
that enhance the overall capabilities of training and development for employees (Kruger and
Steyn, 2021). Thus, the more the employees are adapting such technological skills; it is
enhancing their overall productivity in areas such as marketing, customer service, client
handling, organisational strategy process improvement, and also in their own job roles
(Kruger and Steyn, 2021). Moreover, it is also effective to address here that due to the fast
changing environment of the industry, it has become essential for organisations to be more
competitive in the marketplace (Afroz, 2018).

Based on this aspect, the researcher has identified the fact from the literature that the
arrangement of effective training along with meetings for workers is highly essential when it
comes to the improvement of the productivity aspect of the employees under a crisis (Kumar
et al., 2021). In this aspect, to make sure that an organisation is adapting to effective
performance, it is essential for the organisation to combine human resource, financial
resource, and organisational resources for developing the training and development program
(Ismail et al., 2021). It also has been obtained from secondary resources that the
improvement of profitability for an organisation like Tesco happens as the way the firm has
organised its training and development process. With this aspect, if the organisation is

Page 37 of 53
making an effective focus towards the employee of the organisation, they are more likely to
obtain the support and motivation to work on different challenges that organisation is facing
(Afroz, 2018). According to the consideration of these approaches, it has been possible for
the researcher to determine that the more the organisation is invested in the training and
development approaches, the more it is likely to enhance the morale and satisfaction of
employees with their job performance (Ismail et al., 2021). In this way, achievement of
organisational performance and productivity generates a higher possibility to be a successful
aspect. Based on the consideration of this discussion, it has been possible by the researcher to
justify this theme and also the purpose and aspect of the research objective in this regard.

4.3.6 Theme 5: Recommendation of necessary improvement in training and

development practice

The recommendation to improve the training and development practice is considered useful
to both the individuals and the organisations which help to manage the pace with
development. The development aims to enhance the efficiency of the employees which
benefits the organisations by centring successes in the market. According to Nda and Fard,
(2013), the aspects of training and development are considered an efficient solution which
enhances the productivity and the performance of the employee in the organisation. Working
remotely is also considered an effective solution which contributes towards the development
of the skills of the employee to manage complex issues arising in the organisation (Al Karim,
2019).

Furthermore the application of high leverage training which includes the induction of the
employees with the goals and the processes of the organisation along with the linking of
strategic goals and the aims which helps to analyse the development of the skills required to
work effectively and efficiently (Al Karim, 2019). The approach of engagement and
involvement of the employees in the organisational process is considered as a vital aspect
which contributes to the success of the process and the strategy. The following graph
represents the significant challenges which impact the process of training and development
among the employees (Ismail et al., 2021). The mitigation of the issues is considered an
effective approach which helps in the advancement of the learning and development
processes of the employees. The factors of on-job training, workshops, group discussions and

Page 38 of 53
sessions involving customer feedback is further recommended as the efficient approaches
which helps to enhance organisational processes.

Figure 7: Challenges faced by the employees during training and development

(Source: [Link], 2022)

4.3.7 Theme 6: Analysis of the process of training and development towards reducing
the impact of Covid-19 pandemic on employee performance

The analysis of the process of training and development presents significant challenges faced
by the employees during the training practises. Thus the impact of Covid-19 on the
performance of the employee is observed to be negative which causes tremendous issues in
the management of the overall organisational processes (Kamar et al., 2020). The impact of
pandemic over the workplace presents significant challenges which affect the quality of work
done by the respective organisation. The analysis of working remotely is considered a
significant opportunity in the opinion of many researchers (Chen, 2020). Moreover working
from home facilitates the development of significant issues such as lack of resources and
appropriate knowledge. Thus the approach to mitigate the challenges faced during training
and development can be further overcome with the help of training practises presented in an
online mode along with training provided through e-learning and online platforms sources.

Page 39 of 53
 Figure 8: Demands for the sources of training and development

(Source: Chen, 2020)

The following graph explains the significance of training and development provided through
different sources which helps to enhance the performance of the employee along with the
improvement of the overall organisational processes. The performance of the employee
during the pandemic situation is observed to be degrading over time with presentation of
minimum skills to solve complex issues arising in the organisation (Abdullah et al., 2020).
Thus with the help of induction programs the employee can further identify the gaps in their
skills and with development of the skills which facilitates the achievement of the
organisational processes. Lastly the analysis of the present situation of employees depicts the
necessity to include the factors in order to hence the training and development practises (Pole
and Kantola, 2020).

4.4 Summary of the Chapter

This section of the study has effectively focused on the discussion involving the significance
of training and development and its impacts over the performance of employees in Tesco.
Furthermore the data gathered in this section of the study presents an effective approach to
outline the necessary recommendations undertaken to enhance the approaches of training and
development during Covid-19.

Page 40 of 53
Chapter 5: Conclusion and Recommendation

5.1 Recommendation

Based on the citation of the overall research, it is essential for the researcher to provide in-
depth recommendations regarding the research to be done more effectively with improvement
in the future. Thus, the following recommendations are essential for the researchers to
consider.
● First, conducting the research in a more in-depth manner, one of the essential
approaches that the researcher has to make is related to the adaptation of more
secondary data sources that have discussions related to the impact of Covid-19 on
training and development.
● Moreover, there is also a higher possibility for the adaptation of data that has been
collected through primary data collection and qualitative data analysis process. This is
essential during the future improvement of the overall research purpose in order to
know the perception of employees and managers directly on the aspect of training and
development and the way it has been disrupted with Covid-19 pandemic.
● Lastly, the researcher also has to consider adapting different sets of research
methodologies along with effective processes for testing the reliability and validity
along with the testing of hypotheses that can also be developed according to the
problem statement of the research in future.
In this way, the consideration of the aforementioned recommendations will be helping the
researcher in generating a greater outcome for the research in future.

5.2 Research limitation

When it comes to the determination of the research limitation, it is essential to mention here
that the research is having a limited knowledge on training and development aspects and also
information related to it as most of the data has been obtained from secondary sources.
Moreover, the research is also having the limitation of time and resource allocation which
would have been an effective source for generating an effective outcome of the overall
research. Lastly, the limitation related to the unavailability of resources along with the flawed
methodological processes, the overall research is holding a greater limitation in it.

Page 41 of 53
5.3 Future scope of the study

According to the identification of the limitation, the overall research is having future scope
for small and medium sized organisations in the UK which is also looking to improve its
training and development process after the impact of Covid-19 pandemic. The adaptation of
information from the research has a possibility for helping those organisations in changing
their way of managing employees and enhancing organisational performance. Moreover, the
overall research also holds the future scope of testing different methods along with statistics
such as hypotheses along with standard deviation for generating a more in-depth outcome for
the research objectives and questions.

5.4 Conclusion

According to the development of the research recommendation, limitation, and future scope
of the study, it is essential for the researcher to mention here that the primary study has made
a proper justification of the impact of training and development on employee performance.
Moreover, the adaptation of effective resources and information also has ensured the
justification of the overall research. Based on the identification along with the application of
secondary sources, it also has been possible for the researcher in justifying the aim of the
research and also the answering and evaluation of the research questions and research
objectives respectively.

5.5 Linking with objectives

Reconnecting with Objective 1

In order to evaluate the first objective regarding the analysis of the performance of the
employee in context to training and development approaches undertaken by Tesco during the
Covid-19 pandemic, it is essential for the researcher to evaluate it with the application of the
first and second theme. The first theme has addressed the way employees are trying to cope
up with the changes of training and development due to the impact of Covid-19 and the
second theme has addressed the way employees in Tesco is obtaining digital competence for
enhancing their skills and abilities through training. The first theme is generating the outcome
that improvement of employee performance is possible with the adaptation of performance
management along with the application of on-the-job and off-the-job training facilities. This
aspect also has been taken by Tesco for enhancing the performance of the employees. As for

Page 42 of 53
the second theme, it has addressed the adaptation of digital competency based on which
offering effective training facilities to the employees of Tesco is possible. In this way, with
the examination and identification of both the themes, the researcher has ensured the way the
adaptation of new approaches are essential for companies like Tesco to improve the
performance of the employees in regard to the offering of training and development. With the
adaptation of secondary data sources and also with the application of information from
literature review, the theme has ensured the justification of the first research objective here.

Reconnecting with Objective 2

When it comes to the evaluation of the second objective, the researcher has considered the
development of theme three and four regarding it. Analysing the significance of training and
development and also the achievement of performance and employee productivity, the third
theme has stated that investing in training and development is highly essential in order to
ensure the way employees are adapting effective skills and ability to generate better
organisational performance. Moreover, theme four has helped the researcher in evaluating
that when an organisation is facing greater crisis, it is essential that the organisation has an
improved training and development activity ready for the employees and the employees are
also adapting it with greater motivation and support.

Based on the connection of both the outcome, determining the possibility of generating
organisational performance and greater growth has been possible here by the researcher.
According to the outcome of the themes, the researcher also has stated that if the organisation
is not having a proper vision along with improvement aspect in its training and development
process, it will not be helping the employees for an organisation like Tesco to enhance their
performance and productivity during a crisis situation like Covid-19 pandemic. In this way,
the evaluation of the both themes has helped the researcher in justifying the second research
objective and this has ensured the overall reliability along with the relevancy of the research.

Reconnecting with Objective 3

In terms of the evaluation of the third objective of the research related to the recommendation
of necessary improvement in training and development practices to overcome the impact of
Covid-19 pandemic from work performance, the researcher has considered the application of
theme five and six in it. Theme five has indicated the factor that based on the adaptation of

Page 43 of 53
effective learning and development process, there is a higher possibility for enhancing the
training and development process in the Covid-19 pandemic. Moreover, there is also a
possibility for the application of on-job training, workshops, group discussion, and sessions
in order to enhance the training and development process. According to theme six, the
researcher also has been able to identify the fact that the impact of Covid-19 has also
generated the challenge of affecting the quality of the work that employees were known to
work from the workplace. Thus, with the recommendation of applying for an induction
program along with the improvement of skills and abilities, there is a possibility for
overcoming the impact of Covid-19 pandemic on work performance for employees. In this
way, with the application of both the themes, the researcher has ensured the justification of
the third objective.

Page 44 of 53
Reference List

Abdelhakim, A.S., 2021. Adopted Research Designs by Tourism and Hospitality

Postgraduates in The Light of Research Onion. International Journal of Tourism and
Hospitality Management, 4(2), pp.98-124.
Abdullah, N.A.A., Rahmat, N.H., Zawawi, F.Z., Khamsah, M.A.N. and Anuarsham, A.H.,
2020. Coping with Post COVID-19: Can Work from Home be a New Norm?. European
Journal of Social Sciences Studies, 5(6).
Abu-Alhaija, A.S., 2019. From epistemology to Structural Equation Modeling: An essential
guide in understanding the principles of research philosophy in Selecting the Appropriate
Methodology. Australian Journal of Basic and Applied Sciences, 13(9), pp.122-128.
Afroz, N.N., 2018. Effects of Training on Employee Performance-A Study on Banking
Sector, Tangail Bangladesh. Global Journal of Economics and Business–Vol, 4(1), pp.111-
124.
Ahmed, T., Khan, M.S., Thitivesa, D., Siraphatthada, Y. and Phumdara, T., 2020. Impact of
employees engagement and knowledge sharing on organizational performance: Study of HR
challenges in COVID-19 pandemic. Human Systems Management, 39(4), pp.589-601.
Akkermans, J., Richardson, J. and Kraimer, M.L., 2020. The Covid-19 crisis as a career
shock: Implications for careers and vocational behavior. Journal of vocational behavior, 119,
p.103434.
Al Karim, R., 2019. Impact of different training and development programs on employee
performance in Bangladesh perspective. International Journal of Entrepreneurial Research,
2(1), pp.8-14.
Arifin, A.H., Raza, H., Saputra, J. and Puteh, A., 2020. The influence of recruitment and
career development towards employee performance: A mediating role of competence.
Journal of Talent Development and Excellence, 12(1), pp.1040-1055.
Armond, A.C.V., Gordijn, B., Lewis, J., Hosseini, M., Bodnár, J.K., Holm, S. and Kakuk, P.,
2021. A scoping review of the literature featuring research ethics and research integrity cases.
BMC medical ethics, 22(1), pp.1-14.
Autin, K.L., Blustein, D.L., Ali, S.R. and Garriott, P.O., 2020. Career development impacts
of COVID-19: Practice and policy recommendations. Journal of Career Development, 47(5),
pp.487-494.

Page 45 of 53
Autin, K.L., Blustein, D.L., Ali, S.R. and Garriott, P.O., 2020. Career development impacts
of COVID-19: Practice and policy recommendations. Journal of Career Development, 47(5),
pp.487-494.
Awadari, A.C. and Kanwal, S., 2019. Employee participation in organizational change: A
case of Tesco PLC. International Journal of Financial, Accounting, and Management, 1(2),
pp.91-99.
Awadari, A.C. and Kanwal, S., 2019. Employee participation in organizational change: A
case of Tesco PLC. International Journal of Financial, Accounting, and Management, 1(2),
pp.91-99.
Awan, S.H., Habib, N., Shoaib Akhtar, C. and Naveed, S., 2020. Effectiveness of
performance management system for employee performance through engagement. SAGE
Open, 10(4), p.2158244020969383.
Bartsch, S., Weber, E., Büttgen, M. and Huber, A., 2020. Leadership matters in crisis-
induced digital transformation: how to lead service employees effectively during the COVID-
19 pandemic. Journal of Service Management.
Bennett, D., Knight, E., Divan, A., Kuchel, L., Horn, J., van Reyk, D. and Burke da Silva, K.,
2017. How do research-intensive universities portray employability strategies? A review of
their websites. Australian Journal of Career Development, 26(2), pp.52-61.
Busse, W.W., 2021. Mentoring: a lifetime cycle and key to successful career development.
Journal of Allergy and Clinical Immunology, 147(5), pp.1634-1637.
Butler, M., SzTescojczewski, M. and STescoeney, M., 2018. A model of continuous
improvement programme management. Production Planning & Control, 29(5), pp.386-402.
Carnevale, J.B. and Hatak, I., 2020. Employee adjustment and well-being in the era of
COVID-19: Implications for human resource management. Journal of Business Research,
116, pp.183-187.
Castrillon, C., 2022. 5 Tips To Grow Professionally While Working From Home. [online]
Forbes. Available at: <[Link]
grow-professionally-while-working-from-home/?sh=5185d60c4aa4> [Accessed 9 February
2022].
Casula, M., Rangarajan, N. and Shields, P., 2021. The potential of working hypotheses for
deductive exploratory research. Quality & Quantity, 55(5), pp.1703-1725.
[Link] .eu, 2022. How to use ICT in guidance and career development. [online]
CEDEFOP. Available at: <[Link]
and-career-development> [Accessed 8 February 2022].

Page 46 of 53
Ceesay, E.K., 2021. Potential impact of COVID-19 outbreak on education, staff development
and training in Africa. Research in Globalization, 3, p.100049.
Chanana, N., 2021. Employee engagement practices during COVID‐19 lockdown. Journal of
public affairs, 21(4), p.e2508.
Charalampous, M., Grant, C.A., Tramontano, C. and Michailidis, E., 2019. Systematically
reviewing remote e-workers’ well-being at work: A multidimensional approach. European
Journal of Work and Organizational Psychology, 28(1), pp.51-73.
Chen, Z., 2022. Influence of Working From Home During the COVID-19 Crisis and HR
Practitioner Response. [online] Available at:
<[Link]
fullom/sustainability/taking-action/looking-after-colleagues/job-creation-and-skills/skills-
and-training/> [Accessed 8 February 2022].
Cohen, E., 2017. Employee training and development (pp. 153-162). Routledge.
Editors, F., 2022. Council Post: 10 Effective Ways To Increase Productivity Using
Technology. [online] Forbes. Available at:
<[Link]
productivity-using-technology/?sh=5cbf570e680f> [Accessed 9 February 2022].
Faulds, D.J. and Raju, P.S., 2021. The work-from-home trend: An interview with Brian
Kropp. Business Horizons, 64(1), p.29.
Forbes, 2022. Council Post: 10 Ways Managers Can Support Employee Career Growth.
[online] Forbes. Available at:
<[Link]
support-employee-career-growth/?sh=6b1084177ab7> [Accessed 6 February 2022].
Guan, Y., Deng, H. and Zhou, X., 2020. Understanding the impact of the COVID-19
pandemic on career development: Insights from cultural psychology. Journal of vocational
behavior, 119, p.103438.
Gyansah, S.T. and Guantai, H.K., 2018. Career Development in Organizations: Placing the
Organization and Employee on the same pedestal to enhance maximum productivity.
European Journal of Business and Management, 10(14), pp.40-45.
Han, Q., Zheng, B., Cristea, M., Agostini, M., Bélanger, J.J., Gützkow, B., Kreienkamp, J.,
Leander, N.P. and PsyCorona Collaboration, 2021. Trust in government regarding COVID-
19 and its associations with preventive health behaviour and prosocial behaviour during the
pandemic: a cross-sectional and longitudinal study. Psychological medicine, pp.1-11.

Page 47 of 53
Hayes, S., Priestley, J.L., Ishmakhametov, N. and Ray, H.E., 2020. “I’m not Working from
Home, I’m Living at Work”: Perceived Stress and Work-Related Burnout before and during
COVID-19.
Healy, M., Hammer, S. and McIlveen, P., 2020. Mapping graduate employability and career
development in higher education research: A citation network analysis. Studies in Higher
Education, pp.1-13.
Heath, C., Sommerfield, A. and von Ungern‐Sternberg, B.S., 2020. Resilience strategies to
manage psychological distress among healthcare workers during the COVID‐19 pandemic: a
narrative review. Anaesthesia, 75(10), pp.1364-1371.
Hendri, N., 2019. The impact of organizational commitment on job performance.
Ismail, A.I., Majid, A.H.A., Jibrin-Bida, M. and Joarder, M.H.R., 2021. Moderating effect of
management support on the relationship between HR practices and employee performance in
Nigeria. Global Business Review, 22(1), pp.132-150.
Jacob, O.N., Somadina, O. and Olatunde-Aiyedun, T.G., 2021. Challenges of Deployment of
ICT Facilities by Post-Basic Education and Career Development (PBECD) During Covid-19
in Nigeria.
Jehanzeb, K. and Bashir, N.A., 2013. Training and development program and its benefits to
employee and organization: A conceptual study. European Journal of business and
management, 5(2).
Jensen, M. and Kim, H., 2020. Reaching for the stars: The importance of reputational rank in
creative career development. Poetics, 80, p.101396.
Johnson, K.R., Park, S. and Chaudhuri, S., 2020. Mindfulness training in the workplace:
Exploring its scope and outcomes. European Journal of Training and Development.
Johnston, M.P., 2017. Secondary data analysis: A method of which the time has come.
Qualitative and quantitative methods in libraries, 3(3), pp.619-626.
Jones, B., Vaux, E. and Olsson-Brown, A., 2019. How to get started in quality improvement.
Bmj, 364.
Kamar, K., Novitasari, D., Asbari, M., Winanti, W. and Goestjahjanti, F.S., 2020. Enhancing
Employee Performance During the Covid-19 Pandemic: the Role of Readiness for Change
Mentality. JDM (Jurnal Dinamika Manajemen), 11(2), pp.154-166.
Kettunen, J. and Sampson, J.P., 2019. Challenges in implementing ICT in career services:
Perspectives from career development experts. International Journal for Educational and
Vocational Guidance, 19(1), pp.1-18.

Page 48 of 53
Khan, A.N., Khan, N.A., Bodla, A.A. and Gul, S., 2020. Impact of psychopathy on employee
creativity via work engagement and negative socioemotional behavior in public health sector:
Role of abusive supervision. Personnel Review.
Kran, E., Kereszt, A., Munksgaard, A.D., Kurm, A., Alsøer, A.B., Meerwald, A.F., Hansen,
A.E., Szöllősi, B., Dühring, B., Palfi, B.S. and Vestergaard, C., 2020. Criticism of the paper
“The association between early career informal mentorship in academic collaborations and
junior author performance”.
Kremer, H., Villamor, I. and Aguinis, H., 2019. Innovation leadership: Best-practice
recommendations for promoting employee creativity, voice, and knowledge sharing. Business
Horizons, 62(1), pp.65-74.
Krithika, J., DivyaPriyadharshini, N. and GokulaPriya, J., 2019. Green HRM-Practices In
Organisations. IOSR Journal of Business and Management (IOSR-JBM), 21(3), p.74.
Kropp, B., Smith, A. and Cain, M., 2022. How to Build Digital Dexterity Into Your
Workforce. [online] Harvard Business Review. Available at: <[Link]
to-build-digital-dexterity-into-your-workforce> [Accessed 9 February 2022].
Kruger, S. and Steyn, A.A., 2021. A conceptual model of entrepreneurial competencies
needed to utilise technologies of Industry 4.0. The International Journal of Entrepreneurship
and Innovation, 22(1), pp.56-67.
Kumar, A., Luthra, S., Mangla, S.K. and Kazançoğlu, Y., 2020. COVID-19 impact on
sustainable production and operations management. Sustainable Operations and Computers,
1, pp.1-7.
Kumar, A., Mahakud, G.C. and Kaur, J., 2021. Comparison of Status of on-the-job Training
and Development between Employees from Public, Private, and MNC Organisations.
International Journal of Education and Management Studies, 11(4), pp.206-212.

Loomis, D.K. and Paterson, S., 2018. A comparison of data collection methods: Mail versus
online surveys. Journal of Leisure Research, 49(2), pp.133-149.
Lowe, A., Norris, A.C., Farris, A.J. and Babbage, D.R., 2018. Quantifying thematic
saturation in qualitative data analysis. Field methods, 30(3), pp.191-207.
[Link](2022)To emerge stronger from the COVID-19 crisis, companies should start
reskilling their workforces now Available at: [Link]
functions/people-and-organizational-performance/our-insights/to-emerge-stronger-from-the-
covid-19-crisis-companies-should-start-reskilling-their-workforces-now [Accessed on 9th
February, 2022]

Page 49 of 53
Melnikovas, A., 2018. Towards an explicit research methodology: Adapting research onion
model for futures studies. Journal of Futures Studies, 23(2), pp.29-44.
Mhatre, G. and Dhole, V., 2018. " Trends In HRM: Innovative Technology for Higher
Productivity of Employees and the Organizations.
Moore, N. and Czerwinska, K., 2019. Understanding the use of digital technology in the
career development sector.
Muriuki, M.N. and Wanyoike, R., 2021. Performance appraisal and employee performance.
International Academic Journal of Human Resource and Business Administration, 3(10),
pp.265-272.
Nagy, N., Froidevaux, A. and Hirschi, A., 2019. Lifespan perspectives on careers and career
development. In Work across the lifespan (pp. 235-259). Academic Press.
Nda, M.M. and Fard, R.Y., 2013. The impact of employee training and development on
employee productivity. Global journal of commerce and management perspective, 2(6),
pp.91-93.
Nevins, M., 2022. Re-Thinking Training and Development in a Post-Covid World: A Case
Study. [online] Forbes. Available at:
<[Link]
development-in-a-post-covid-world-a-case-study/?sh=1827a61a5169> [Accessed 8 February
2022].
Niati, D.R., Siregar, Z.M.E. and Prayoga, Y., 2021. The Effect of Training on Work
Performance and Career Development: The Role of Motivation as Intervening Variable.
Budapest International Research and Critics Institute (BIRCI-Journal): Humanities and Social
Sciences, 4(2), pp.2385-2393.
[Link], 2022. Advantages and disadvantages of employees working at home |
[Link]. [online] [Link]. Available at:
<[Link]
working-home#:~:text=With%20employees%20no%20longer%20tied,day%20or%20even
%20at%20weekends.&text=Increased%20productivity%20%2D%20due%20to
%20fewer,occur%20in%20an%20office%20environment.> [Accessed 9 February 2022].
Oakman, J., Kinsman, N., Stuckey, R., Graham, M. and Weale, V., 2020. A rapid review of
mental and physical health effects of working at home: how do we optimise health?. BMC
Public Health, 20(1), pp.1-13.

Page 50 of 53
Poll, R., Polyvyanyy, A., Rosemann, M., Röglinger, M. and Rupprecht, L., 2018, September.
Process forecasting: Towards proactive business process management. In International
Conference on Business Process Management (pp. 496-512). Springer, Cham.
Polo, F. and Kantola, J., 2020, July. Tomorrow’s Digital Worker: A Critical Review and
Agenda for Building Digital Competency Models. In International Conference on Applied
Human Factors and Ergonomics (pp. 107-115). Springer, Cham.
Prasad, D.K., Mangipudi, D.M.R., Vaidya, D.R. and Muralidhar, B., 2020. Organizational
climate, opportunities, challenges and psychological wellbeing of the remote working
employees during COVID-19 pandemic: a general linear model approach with reference to
information technology industry in hyderabad. International Journal of Advanced Research
in Engineering and Technology (IJARET), 11(4).
Prmia, 2022. Why is it Important to Think about Career Progression?. [online] [Link].
Available at:
<[Link]
[Accessed 6 February 2022].
Rai, N. and Thapa, B., 2015. A study on purposive sampling method in research. Kathmandu:
Kathmandu School of Law, pp.1-12.
Richards, K.A.R. and Hemphill, M.A., 2018. A practical guide to collaborative qualitative
data analysis. Journal of Teaching in Physical Education, 37(2), pp.225-231.
Rosnizam, M.R.A.B., Kee, D.M.H., Akhir, M.E.H.B.M., Shahqira, M., Yusoff, M.A.H.B.M.,
Budiman, R.S. and Alajmi, A.M., 2020. Market opportunities and challenges: A case study of
Tesco. Journal of the Community Development in Asia (JCDA), 3(2), pp.18-27.
Ryan, G., 2018. Introduction to positivism, interpretivism and critical theory. Nurse
researcher, 25(4), pp.41-49.
Rysavy, M.D. and Michalak, R., 2020. Working from home: How we managed our team
remotely with technology. Journal of Library Administration, 60(5), pp.532-542.
Shibankova, L.A., Ignatieva, A.V., Belokon, I.A., Kargapoltsev, S.M., Ganaeva, E.A.,
Beroeva, E.A., Trubenkova, S.N. and Kozlova, E.B., 2019. Institutional mechanisms of
university teacher professional development. Humanities & Social Sciences Reviews, 7(4),
pp.1061-1068.
Sovacool, B.K., Axsen, J. and Sorrell, S., 2018. Promoting novelty, rigor, and style in energy
social science: Towards codes of practice for appropriate methods and research design.
Energy Research & Social Science, 45, pp.12-42.

Page 51 of 53
Statista, (2022). Workplace learning & development: biggest challenges 2020 | Statista.
Statista. Available at: <[Link]
us-biggest-challenges/> [Accessed on 9 February 2022].
[Link] (2021) Market size of the global workplace training industry from 2007 to 2020
Available at: [Link]
training-market/ [Accessed on 9th February, 2022]
[Link](2022) Average number of employees at Tesco in the United Kingdom (UK)*
from 2012 to 2021 Available at; [Link]
united-kingdom-uk-number-of-employees/ [Accessed on 9th February, 2022]
Sullivan, S.E. and Al Ariss, A., 2021. Making sense of different perspectives on career
transitions: A review and agenda for future research. Human Resource Management Review,
31(1), p.100727.
Sung, S.Y. and Choi, J.N., 2014. Do organizations spend wisely on employees? Effects of
training and development investments on learning and innovation in organizations. Journal of
organizational behavior, 35(3), pp.393-412.
Sürücü, L. and MASLAKÇI, A., 2020. Validity and reliability in quantitative research.
Business & Management Studies: An International Journal, 8(3), pp.2694-2726.
Susomrith, P., Coetzer, A. and Ampofo, E., 2019. Training and development in small
professional services firms. European Journal of Training and Development.
Syatoto, I., 2020. The Effect of Placement and Career Development on Employee Job
Performance at PT Alam Abadi Sejahtera in Jakarta. Jurnal Ad'ministrare, 7(1), pp.21-28.
Taylor-Smith, E., Smith, S., Fabian, K., Berg, T., Meharg, D. and Varey, A., 2019, July.
Bridging the Digital Skills Gap: Are computing degree apprenticeships the answer?. In
Proceedings of the 2019 ACM Conference on Innovation and Technology in Computer
Science Education (pp. 126-132).
Tereso, A., Ribeiro, P., Fernandes, G., Loureiro, I. and Ferreira, M., 2019. Project
management practices in private organizations. Project Management Journal, 50(1), pp.6-22.
[Link] (2022). Our History. Available at: <[Link]
history/> [Accessed 6 February 2022].
[Link](2021) About Us Available at: [Link] [Accessed on
8th February, 2022]
[Link](2021) Skills and Training Available at:
[Link]
and-skills/skills-and-training/ [Accessed on 8th February, 2022]

Page 52 of 53
[Link], 2022. Skills and Training. [online] Available at:
<[Link]
creation-and-skills/skills-and-training/> [Accessed 8 February 2022].
Tseng, S.T. and Levy, P.E., 2019. A multilevel leadership process framework of performance
management. Human Resource Management Review, 29(4), p.100668.
van Assen, M.F., 2021. Training, employee involvement and continuous improvement–the
moderating effect of a common improvement method. Production Planning & Control,
32(2), pp.132-144.
Van Laar, E., van Deursen, A.J., Van Dijk, J.A. and de Haan, J., 2019. Twenty-first century
digital skills for the creative industries workforce: Perspectives from industry experts. First
monday.
Vinichenko, M.V., Melnichuk, A.V. and Karácsony, P., 2020. Technologies of improving the
university efficiency by using artificial intelligence: Motivational aspect. Entrepreneurship
and sustainability issues, 7(4), p.2696.
Woiceshyn, J. and Daellenbach, U., 2018. Evaluating inductive vs deductive research in
management studies: Implications for authors, editors, and reviewers. Qualitative Research in
Organizations and Management: An International Journal.
Worldbank, 2022. ICTs are creating new jobs and making labor markets more innovative,
inclusive, and global – World Bank study. Available at:
<[Link]
and-making-labor-markets-more-innovative-inclusive-and-global-world-bank-study>
[Accessed 8 February 2022].
Yoopetch, C., Nimsai, S. and Kongarchapatara, B., 2021. The effects of employee learning,
knowledge, benefits, and satisfaction on employee performance and career growth in the
hospitality industry. Sustainability, 13(8), p.4101.

Page 53 of 53