The HRM Implications of Merger

Running Head: HUMAN RESOURCE MANAGEMENT 1
The HRM Implications of Merger
Name
Institution

HUMAN RESOURCE MANAGEMENT 2
The HRM Implications of Merger
Introduction
Sainsbury’s and Asda, the 2nd and the 3rd largest grocery stores in the UK intend to merge to
consolidate their market share and create the largest grocery store in the UK. However,
before occurrence of merger, it is paramount that the leadership of the two organizations
understand leadership models, employment laws, and motivational approaches to operate
effectively. Understanding these concepts will enable the leadership of the new formation to
understand employees and the working environment. This paper explores the aforementioned
concepts to understand their implications in Sainsbury’s and Asda merger.
A number of definitions, classifications, and theories about leadership have been discussed in
the contemporary literature. Theories in leadership are significant in developing social
research and understanding organizational behaviours. One of the earliest leadership concept
is the Great-Man Theory, which holds that “leaders are born,” and that only individuals that
possess heroic potentials can become leaders (Khan et al, 2016, p.1). The theory draws a
distinction between an eventful and event-making person. The former is quintessentially
complex in a historic situation, and lacks determination to its course. On the other hand,
event-making persons possess exceptional level of intelligence and characters, which guide
their actions (Swars 2016, p.29). However, critics of the theory argue that it is morally flawed
and it does not provide room for democratization.
Another leadership model is the Trait theory. This theory accentuated particular
characteristics that a leader should possess: emergent traits and effectiveness traits. Emergent
traits are genetically acquired; they include attractiveness, intelligence, height, and self-

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confidence (Stanley 2017, p.33). On the hand, effectiveness traits are acquired through
learning and experience, for example, being charismatic— a basic element of leadership.
According to contingency theory, there is no precise leadership style, and that leadership
style adopted depends on the situation of followers. The theory maintains, “There is no single
right way to lead” since internal and external environmental factors are dynamic, and as such,
they necessitate leaders to adapt to certain conditions (Zumitzavan and Michie 2017, p.16). In
essence, the continence theory argues that followers are the ones that define leadership.
Transactional leadership theory underpins leader-follower relationship on “series of
agreements between leaders and followers” (Khan et al., 2016, p.3). The theory is entrenched
on reciprocity, in which leaders influence their followers and themselves. The theory
provides for rewarding of followers upon accomplishing their objectives. The most accepted
leadership model in contemporary organizations is transformational theory. The theory
provides for involvement of followers in the organizational activities and decision-making
process. Transformational leadership encourages motivation and inspiration of both leaders
and followers, commitment, visionary, among the host of other organizational ethics (Khan et
al., 2016, p.3).
Motivational Theories
Maslow’s Need Hierarchy Theory is regarded as one of the earliest and significant theory of
motivation. Abraham H Maslow developed the theory in 1935, and underpinned it on the
dynamism and realistic explanation of social behaviour (Singh and Behera 2016, p.43). The
theory recognizes motivation as a driving force that stimulates an individual to accomplish
certain goals in pursuit of satisfying given expectations in life. The theory also identifies the
concept of need as a fundamental component in understanding an individual’s own behaviour
as well as that of his/her colleagues. Needs refers to “internal state that makes certain

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outcomes to appear attractive” (Haque and Islam 2014, p.64). According to the theory, an
unsatisfied need can engender tensions, which stimulate actions and— consequently— action
can influence accomplishment of a given goal as well as relief of tension.
Maslow opined that needs are ever changing with time. Similarly, individuals change their
goals and re-examine their activities in accordance to the changing needs. In essence,
unsatisfying need is like a ‘magnet’ that attracts desire and willingness to satisfy the
underlying needs (Singh and Bahera 2016, p.43). Once a given is satisfied, it is
‘demagnetised,’ after which it no longer considered as a substantive motivator. According to
Maslow, five significant hierarchy needs exist within every individual (Latham, 2018, p.31).
The first need is psychological, which includes sex, thirst, shelter, and other bodily needs.
The second need is safety, which is security and protection from emotional and physical
harm. At the third position is social— belongingness, friendship, and affection. The fourth
need is esteem— autonomy, self-respect, attention, and recognition— and last need is self-
actualization, which represents the drive to accomplish what one is capable of doing like
growth and self-fulfilment. The first and the second needs are referred as “lower order needs”
while the third, fourth, and fifth are referred as “higher order needs.” Ideally, higher order
needs are requires internal satisfaction while lower order needs require external satisfaction
(Latham 2018, p.74).
Needs not only initiate but also sustain forces of behaviour. Additionally, needs directly
influence an individual’s actions and thoughts. The aim of individuals’ behaviour is to satisfy
their set of needs at a given time. Moreover, there is a wants-objectives-behaviour chain that
dictates that any method of conceptualizing motivation should first address human
wants/needs (Mcreynolds 2012, p.56). The Need Hierarchy Theory arranges the needs in
order of prepotency, which means that a person should fulfil a lower need before satisfying a
higher need.