Challenges Faced by Morrison in Human Resource Management

This article discusses the challenges faced by Morrison in managing their human resources, including employee retention and talent management. It also highlights the need for robust and progressive HRM policies and provides recommendations for better employee retention and talent management.

Human Resource of
Morrison’s

Table of Contents
INTRODUCTION...........................................................................................................................2
BACKGROUND OF THE ORGANISATION...............................................................................2
CHALLENGES FACED BY MORRISON IN RELATION TO HUMAN RESOURCE..............3
WHY CONTEMPORARY ORGANISATION NEED ROBUST AND PROGERESSIVE HRM
POLICIES........................................................................................................................................4
HR PLANNING, RECRUITMENT AND SELECTION AND HOW THESE ARE LINKED
WITH HRM STRATEGY...............................................................................................................5
KEY RECOMMENDATIONS........................................................................................................7
CONCLUSION................................................................................................................................7
REFRENCES...................................................................................................................................9
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INTRODUCTION
Human resource management and human resource policies are very important and essential
aspect of every organisation as it is necessary that the employees of the company are effectively
managed and controlled by the staff. Human resource Management refers to the system or a
department in a company which is responsible for looking over the needs of personnel in The
entity and also entitled to manage the workforce (Leroy and et. al., 2018). The report below
covers various topics starting with a thorough introduction and background of the organisation.
Moving forward challenges which are faced by Morrison in relation to human resource are
highlighted along with understanding the need of robust and progressive human resource
policies. Moreover, in the end some recommendations are given to the company in respect to
manage and effectively operate there employees in the most potential manner.
BACKGROUND OF THE ORGANISATION
Morrison’s is the fourth largest train of supermarket in the united kingdoms which was
established in 1899 by William Morrison and headquartered it in England UK. Morrison is one
of the most preferred and largest supermarket store in the united kingdoms of its kind and serves
through its approximately 500 stores in different locations of the UK. The supermarket chain
deals in various products such as food and drinks, clothing, books and magazines (Shore,
Cleveland and Sanchez, 2018). Morrison has a very large employee base holding around 120,000
employees in the organisational structure in different departments and in different locations. The
company was started by William Morrison as an egg and butter stall in the Rawson market of
Bradford, England. In 2004 the Store location was the primary focus in the north of the England
but with the takeover of Safeway the presence of Morrison increased significantly in the whole
England, Wales as well as Scotland. The market share of the supermarket is continuously
increasing which made it one of the largest supermarket store in the UK and became a great
competition to many large companies such as Asda and Tesco. Morrison got listed on London
stock exchange in 1967 which made it a public limited company. Morrison always have worked
with the policy of innovation and diversification which change it into a huge success as the
organisation continuously and increasingly improved its operational units and profit accordingly
which made it it is the largest supermarket store and IV position is acquired.
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CHALLENGES FACED BY MORRISON IN RELATION TO HUMAN
RESOURCE
There are several different types of organisations present in the business environment are
involved with large number of employees. Therefore it is said that human resource management
is one of the most essential and necessary activity which is needed to be conducted by all
different types and structured company in order to manage their requirements of work force and
bring in a best experts at the time of need (Lee, 2019). There are various challenges which are
faced by all these organisations while managing their human resource. Morrison’s states that
their employees and workforce are one of the most important asset of their business model in
order to render best services to the customers and maintain their high standards of delivery. The
organisation also faced few challenges for maintaining and managing its workforce which are as
describe and elaborated underneath:
 Employee retention- The employee turnover ratio or rate is around 22% per annum of
Morrison. That means that only 33% of employees remains with the organisation for
more than 5 years others leave the job and move out in search of new jobs. This implies
that the first challenge which is faced by Morrison while managing the human resource is
high cost of training and development and lower employee retention ratio. Morrison’s
human resource department spends a lot of money and time on recruitment and
replacement of staff and also on providing employees respective training and
development sessions. But this is recognized as a loss for the organisation as many
employees leave the company in very few months or years. There are several reasons
behind people leaving the job at Morrison and one of the most potential one is several
jobs at Morrison’s are not great jobs and they do not provide job satisfaction and enough
pay to the employees (Carter and et. al., 2018). Along with it are the attitudes of
individuals which make them leave the job as they do not feel very proud and great to be
working with Morrison.
 Talent management and long term employment- As discussed in the above segment
that very potential challenges faced by Morrison in relation to the human resource is there
employee turnover and lower retention ratio. This causes another challenge in front of
human resource department of Morrison in relation to the workforce as it becomes very
difficult for the organisation to manage and secure talented staff for a longer duration of
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time. In other words with increasing employee turnover and regularly people leaving the
job at Morrison due to lower satisfaction with job role and low wage payments another
challenge which is being chased by the company is of high training development cost and
low talent management and retention of employees for the longer duration (Hunt, Altman
and May, 2018). People in the company leave the job in less than 5 years due to which
the human resource department of Morrison again needs to conduct recruitment and
selection for acquiring a expert and talented staff in the required field and department.
WHY CONTEMPORARY ORGANISATION NEED ROBUST AND
PROGERESSIVE HRM POLICIES
A contemporary organisation refers to a organisation structure which is more flexible and
adaptable as compared to the traditional organisational structure. Contemporary organisation is
that 88 contemporary structure of a company which reduces management layers from the entity
and improve the information sharing process with personals and all the skills across the different
departments of the entity. One is the best example of a contemporary organisational structure is
matrix organisational structure (Combs and et. al., 2018). This structure gives the company more
flexibility and encourages cooperation between different departments and their respective staff
members. This allows the company to make maximum use of their human resource. Basically
contemporary organisation are those which are developed according to the modern and changing
business environment for facing the new problems and improving the use of employees and their
skills for the benefit of the company.
Morrison is an organisation is following a matrix organisational structure which is an
example of a contemporary organisation. The matrix organisational structure allows Morrison to
be more flexible and allowing the employees to work with cooperation and coordination with all
different staff of the company in order to attain all the objectives of Morrison. But these type of
contemporary organisation needs to develop a robust and progressive human resource policies in
order to manage the staff and their abilities in the best potential manner which is available for the
organisation and the workforce both. The first and foremost reason which arises the need for
more robust and progressive HRM policies for Morrison is distribution of power and authorities.
Sometimes in in organisations leaders fights with one another and becomes competitive in order
to acquire more and more power in their hands. This is the main reason why Morrison needs to
develop a progressive insurance policy that will allow the human resource department and
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manages to effectively control the workforce and provide them job satisfaction in order to keep
them motivated and satisfied with the job roles.
As in contemporary organisational structure the employees of Morrison needs to report to
two different managers that is there departmental head and to the team leader. This causes a
problem for the team members as the managers may be competitive with each other for power
and showing their authority they can confuse the staff while performing their job roles. The team
members may not be sure who’s order to give priority and how to perform their respective duties
(Peterson, 2019). This can hinder their performances and ultimately the overall performance of
Morrison. Therefore, it is very important for human resource department of Morrison to develop
a progressive and robust HRM policies and strategies in order to manage and control the
workforce of the company.
HR PLANNING, RECRUITMENT AND SELECTION AND HOW THESE
ARE LINKED WITH HRM STRATEGY
The human resource management is a very broad task which involves various functions and
actions in relation to potentially manage and fulfil the HR needs of the respective organisations.
The three main HRM functions and their purposes are as follows:
 HR planning- The company should always carry out human resource planning in order
to meet the business objectives and gain competitive advantage over other players in the
market. The age of learning process is basically a comparison between the present state
of the organisation with its goals for the future in respect to the human resource. With the
help of HR planning the entity identifies what changes it should make in its human
resource to meet their goals. In other words each are planning process enables the
organisation to analyze and determine its need of recruitment and selection of new
employees in the company in order to bring in more expertise in the company and game
competitive edge over others for being one step ahead in the marketplace by making use
of the expertise of the workforce (Cooke and et. al., 2019). The main purpose of
conducting a HR planning process is to identify the needs and requirements of company
in relation with the workforce for either increasing or decreasing the number of
employees and expertise.
 Recruitment- The role of human resource recruitment is basically to build supply of
potential candidates that the organisation can rely upon if the need arises. In other words
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human resource recruitment is a process of creating and developing a pool of potential
candidates which are suitable for the organisation and with the primary purpose of
identifying and attracting potential employees towards company. The recruitment process
is a positive process as all the candidates which are seen potential and beneficial for the
company are welcome by the human resource department (Einarsen and et. al., 2018).
Recruitment of staff can be done through two processes internal and external. The
internal recruitment process is very simple and less time consuming as the existing staff
are promoted or transferred to fill the vacant position. On the other hand the external
recruitment process is very expensive and time consuming but it increases the chances for
company to acquire and attract best expertise with fresh talents and ideas in them which
are beneficial for the entity.
 Selection- The selection process is regarded as one of the most important function of HR
department of all different types of companies. The selection process in shows the
organisation that it has the right number of employees at the right time in the right place
and of the right kind. In simple words selection process enables a company to acquire the
best expertise and talented employee for filling the vacant position in the timely manner
(Marks, 2019). The selection process is very complex as it is the process of
differentiating between applicants in order to identify and higher those individuals with
the greater ability and likelihood of success.
All these three HRM functions are very important for Morrison and please a very important
role in developing an effective HRM strategy and policies. the three HRM functions are linked
with HRM strategies because the people which are recruited and selected by HR department
needs to be trained and oriented. These training and development sessions which are essential for
Morrison to conduct are very important aspect of the HRM strategy and depends upon the
expertise acquired. For instance if a new position is weekend of a sales manager in Morrison as
the existing manager left the organisation. The HR department function of HR planning enables
them to identify the need for recruiting and selecting a expert sales manager for their department.
The HRM functions and the data gathered from it will allow the HR manager to develop an
effective teaching strategy and more importantly training and development session for the new
comers in order to provide them with appropriate knowledge and information about the
organisation, its culture, its objectives and its goals. therefore different HRM functions such as
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HR planning recruitment and selection are interrelated and interlinked with teaching strategies
which are developed by the HR manager of Morrison in order to potentially manage the
workforce and the needs of people in the company.
KEY RECOMMENDATIONS
 The main challenges which are faced by Morrison and the human resource department of
the company is related to the retention of employees in the organisation. It is identified
that the people leave the organisation in less than 5 years as did not have job satisfaction.
It is recommended to Morrison and the HR manager that the company should make better
plans and strategies in order to motivate and encourage staff for rendering their best
performances and to be loyal towards the company (Randel and et. al., 2018). In order to
enhance the job satisfaction of the employees Morrison and the HR manager should make
arrangements and provide better rewards and appraisals so that employees stay motivated
and stick to the organisation in order to reach to higher positions and move forward in
their careers. Basically it is suggested to Morrison that it should provide better
opportunities to the individuals so that they do not move out and look for other job
options which provide them flexibility and better career opportunities.
 Another challenge which is faced by Morrison in relation to the human resource of the
company is talent management and long-term employment with the organisation. As
mentioned above that is important for Morrison’s to provide better career opportunities to
the individuals and keep them motivated which will provide them job satisfaction. It is
also suggested to Morrison’s and to its HR manager that they should also conduct their
functions of HR planning recruitment and selection in more productive manner, so that
they can develop effective HRM strategies and practices in relation with management of
staff and effective control over the human resource of the entity (Mattingly and Kraiger,
2019).
CONCLUSION
The report conclusion human resource Management and different human resource practices
are very essential for organisations to undertake in order to fulfil their requirements of employees
at the correct time by engaging with the right person for the right position. In the above report
there is challenges which are faced by the company in relation to the human resource
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management are highlighted which are increasing employee turnover and lacking in talent
management in the organisation. According to these challenges it is suggested to the
organisation that it should provide better career opportunities to the employees in order to keep
them motivated and Anchorage for sticking with company and being loyal with rather than
moving out for grabbing other potential job opportunities. It is also suggested that the company
should make effective teaching strategies and policies with the help of HRM functions so that
employees can be motivated and directed towards the right path and their engagement in the
company can be enhanced. Furthermore, the intern relationship of HRM strategy and different
HRM functions are also highlighted. The HRM strategies and functions are interlinked with one
another and it is beneficial for the company for aligning their HR practices in order to keep their
staff and maintain them effectively.
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REFRENCES
Books and journals
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performance: a longitudinal field study. The international journal of human resource
management. 29(17). pp.2483-2502.
Combs, J. G. and et. al., 2018. Making sense of HR in family firms: Antecedents, moderators,
and outcomes.
Cooke, F. L. and et. al., 2019. Mapping the relationships between high-performance work
systems, employee resilience and engagement: A study of the banking industry in
China. The International Journal of Human Resource Management. 30(8). pp.1239-
1260.
Einarsen, S. and et. al., 2018. Climate for conflict management, exposure to workplace bullying
and work engagement: a moderated mediation analysis. The International Journal of
Human Resource Management. 29(3). pp.549-570.
Hunt, J., Altman, J. and May, K., 2018. Social benefits of Aboriginal engagement in natural
resource management. Canberra, ACT: Centre for Aboriginal Economic Policy
Research (CAEPR), The Australian National University.
Lee, R. G., 2019. Community and forestry: continuities in the sociology of natural resources.
Routledge.
Leroy, H. and et. al., 2018. Managing people in organizations: Integrating the study of HRM and
leadership.
Marks, S. A., 2019. The imperial lion: Human dimensions of wildlife management in Central
Africa. Routledge.
Mattingly, V. and Kraiger, K., 2019. Can emotional intelligence be trained? A meta-analytical
investigation. Human Resource Management Review. 29(2). pp.140-155.
Peterson, G., 2019. Valuation of wildland resource benefits. Routledge.
Randel, A. E. and et. al., 2018. Inclusive leadership: Realizing positive outcomes through
belongingness and being valued for uniqueness. Human Resource Management
Review. 28(2). pp.190-203.
Shore, L. M., Cleveland, J. N. and Sanchez, D., 2018. Inclusive workplaces: A review and
model. Human Resource Management Review. 28(2). pp.176-189.
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