Impact of Staff Motivation Schemes on Employee Retention: A Case Study of Morrisons

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Research Project

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Table of content
Introduction
Research aim and objectives
Interpretation
Research outcomes
Conclusion
References
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Introduction
Employee motivation is defined as the attitude
employees have towards their work. In the present
time period, the success of an organisation is highly
depending on the extent of employee motivation. It
is important for an organisation to motivate or
encourage its employees by providing them various
benefits that is both monetary and non-monetary.
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Research aim and objectives
Research aim
To analyse the impact of staff motivation schemes to employee retention in an organisation”. A case study of
Morrisons
Research objectives
To understand the significance and effectiveness of employee incentive programmes in the context of the
organisation.
To determine the staff motivation techniques employed by Morrisons to keep and satisfy their personnel.
To examine the challenges Morrisons faced when adopting employee motivation initiatives in the

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Interpretation
Interpretation: From the above graph, it is analysed
that out of total 50 respondents, 42 participants have
knowledge about staff motivation schemes in an
organisation. The remaining 8 respondents have no
ideal about such concept.

Q1. Do you have knowledge about staff
motivation schemes within an
organisation?

Frequenc
y

a) Yes  42

b) No  8
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Interpretation 2
Theme 2: Significance and effectiveness of employee
incentive programmes
Interpretation: By interpreting the above graph, it is
interpreted that employee incentive programmes plays an
important role as it help in retaining employees for longer
time period, which is said by 12 respondents out of total
50 participants.

Q2. What is the importance and effectiveness of
employee incentive programmes in the context of the
organisation?

Frequency

a) Employee retention  12

b) Increase in productivity  13

c) Low employee turnover ratio  12

d) Decline in conflicts at workplace  13
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Research Outcomes
From the above collected data, it has been analysed that talent management and staff
motivation schemes is one of the important procedure within the business as it assist in
attracting and retaining top talent for longer run. Moreover, according to the collected data
by primary as well as secondary sources investigator has clearly identified that there are
various employee motivation schemes adopted by Morisson’s in order to retain and satisfy
staff members. Some of the strategies consist of monetary and non-monetary rewards,
provide career and development opportunities and many more.

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Conclusion and Recommendations
From the above discussion, it is determined that it is
important for a company to develop an effective
staff motivation techniques as it assist in keeping
and satisfying employees for longer run. Along with
this, it is analysed that there are various techniques
used in order to retain and satisfy employees such as
providing flexibility, rewards and recognition,
offering impressive salaries and so on.
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Continue…
On the basis of above study, some of the recommendations is mentioned below to
respective organisation to keep and satisfy employees for longer run:
It is recommended to managers of Morrissons to allow staff members to participate in
decision making as it help in bringing out creativity of staff members which further assist
them to attain professional and personal growth. In addition to this, it also encourage staff
members to put their full potential that leads to achievement organisational objectives
within given time period (Reid, Parsons and Green, 2021).
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References
Suazo and et. al., 2018. Web-Based Agent Incentive System Using Role-based Algorithm
with SMS Notification. Available at SSRN 3780543.
Wang, T., Thornhill, S. and Zhao, B., 2018. Pay‐for‐performance, employee participation,
and SME performance. Journal of Small Business Management, 56(3), pp.412-434.
Wilde, J.H., 2017. The deterrent effect of employee whistleblowing on firms' financial
misreporting and tax aggressiveness. The Accounting Review, 92(5), pp.247-280.
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