Unit 18 HRM Assignment: Morrisons Performance and Motivation

This report provides a comprehensive analysis of human resource management (HRM) practices at Morrisons, examining various aspects such as organizational behavior, performance management, and employee motivation. It begins with an overview of the company's background and exp...Read More

Introduction:
Morrisons rolled out a new "more contemporary brand image" across the board, including stores,
vehicles, and distribution hubs. The familiar 'M' logo was replaced, but the fundamental
'Morrisons' signage and color scheme were kept. Bettabuy, the low-cost in-house brand, was also
renamed Morrisons Value before being renamed M Savers in January 2012. The former yellow
and black logo was changed, and the strap phrase 'More Reasons To Shop at Morrisons' was
replaced with 'Fresh Choice For You.' In 2010, the strapline was replaced with 'Eat Fresh. Pay
Less.' In 2013, it was changed to 'More Of What Matters.' The original Morrisons signs were
also changed, as was the external signage.
Background of the company named Morrisons:
This unit 18 human resource management assignment Morrisons was completed with the goal of
gathering sufficient knowledge about human resource management techniques and associated
facts in order to gain a better grasp of the subject. Human resource management refers to the
individuals who are engaged in the various levels and activities of an organization, and it also
refers to the management of that personnel, depending on the organizational environment. The
success of a company is not exclusively determined by market conditions and competition. It
also relies on human capital as a valuable asset. An organization requires excellent human
resource management, which aids in the formation of a solid team of professionals to work with.
This management's main responsibilities include hiring, training, and motivating staff, as well as
workplace communication and assessments. Wm Morrison Limited was founded in 1899 by
William Morrison, who started off as an egg and butter salesman in Rawson Market, Bradford,
England.
Types of Morrison Performance and threatening issues:
One of the most challenging aspects of managing people is not when they are performing well,
but when they are not. In this part, we'll look at some real-world performance concerns and how
to deal with them.

1. Constantly late: While we all know that flexible schedules may help us achieve a better
work-life balance, managing this flexibility is crucial. Some employees may take
advantage of the situation and undertake non-work-related things instead of working
from home.
2. Too much time spent doing personal things at work: Most businesses have a policy
prohibiting employees from using their computers or phones for personal use. Personal
usage is OK at most firms, but it might become an issue if someone doesn't know where
to draw the line.
3. Inability to handle proprietary information: Many businesses deal with sensitive
customer and patient information. The capacity to keep this information secret for the
sake of others' safety is critical to the company's success.
4. Theft: The number of people who have been victims of employee theft is astounding.
The United Kingdom Marketing Association estimates that employee theft costs $10
billion per year, while the FBI estimates that it costs up to $150 billion per year1. Clearly,
there is a serious personnel problem that must be resolved.
The key concepts of organizational behavior:
The study of how individuals behave in organizational work situations is known as
organizational behavior (OB). "Field of research that explores the effects that individual groups
and structure have on behavior inside organizations, with the goal of using such information
towards enhancing an organization's success," according to Robbins, Judge, Millett, and Boyle
(2014, p. 8). Culture, politics, power, and motivation are all important aspects of organizational
behavior, as stated below:
Organaizationa Culture:
The organizational climate, or workers' shared impressions of their company and work
environment, is created by organizational culture. In one research, organizational climate was
shown to support and/or restrict the exhibition of specific behaviors, and organizational climate

is frequently seen as a surface-level indication of the employee/organizational environment
relationship's functioning.
Organizational Power:
In wrapping off this part on power and politics, it's also important to discuss the dark side, in
which organizational members who are persuasive and strong enough may be prone to abusing
equity and justice norms and hence engage in unethical activity. Deception, lying, or intimidation
may be used by an employee who takes use of her position of authority to further her personal
goals. When it comes to investigating interpersonal injustice.
Organizational politics:
The capacity to employ power techniques to persuade people in order to further one's personal
goals is known as political skill. Furthermore, a politically savvy individual has the ability to
influence another without being recognized (one reason why he or she is effective). People who
are skilled in politics instill a sense of trust and honesty in those they contact with. In order to
create an effect on his or her target, a person with a high degree of political skill must first
comprehend the organizational culture in which he or she is exerting influence.
Organizational Motivation:
Motivation is the final, although far from insignificant, the issue at the individual level.
Individual differences and the situation in which a person works have an influence on his or her
motivation, just as they have for each of the other topics discussed thus far. Motivation refers to
the factors that explain a person's intensity, direction, and perseverance in pursuing a goal. Work
motivation is commonly conceived of as a set of energy components that influence the shape,
intensity, and length of behavior. Another way to define motivation is perseverance toward a
goal.

Hofstede’s dimensions of culture theory and application, or the principles of Network
theory and Systems theory.
Hofstede's work serves as a foundation for subsequent cross-cultural psychological research,
attracting a variety of scholars to investigate many elements of international commerce and
communication. Hofstede's dimensions reflect the profoundly ingrained values of many
civilizations. These values influence not just how people of various cultural origins behave, but
also how they may behave in a work-related situation.
Power Distance: This dimension describes how individuals of a society who are less powerful
tolerate and expect unequal power distribution.
Uncertainty Avoidance: This is a societal component that defines how uncomfortable
individuals are with ambiguity and uncertainty.
Individualism vs. Collectivism: The focus of this dimension is on whether people want to be
left alone to look after themselves or prefer to be part of a tightly linked network.
Masculinity vs. Femininity: Masculinity refers to a society's desire for assertiveness, valor,
achievement, and monetary gain. Femininity, on the other hand, denotes a propensity for
humility, collaboration, high quality of life, and compassion for the vulnerable.
Long-Term vs. Short-Term Orientation: Long-term orientation refers to a society's proclivity
to seek out virtue. The phrase "short-term orientation" refers to civilizations that are intensely
committed to establishing absolute truth.

Critically evaluate how power, culture, and political impact on the behavior and
performance of individuals in the organization:
For power civilizations, dimensions are a new concern. They find it difficult to link too many
routines while maintaining control; they are more likely to succeed when they develop new
companies with a lot of flexibility while maintaining important financial control.
Individuals, rather than committees, play a large role in this culture. Performance is judged on
results in businesses with this culture, and as a result, organizations with this culture are more
cognizant of means. They may project a tough and gruff image, and their triumphs may be
followed by low morale and high yield when others fail or quit the hostile environment. Working
in such organizations necessitates that people accurately predict what is expected of them by
those in positions of authority and perform accordingly. If managers get this culture right, they
may create a happy, fulfilled workforce that is more committed to the company's goals. Wrongly
anticipating may lead to great discontent, as well as excessive labor turnover and a general lack
of effort and passion.
Evaluate and apply different content and process motivational theories to staff behavior in
your organization.
Process theories of motivation attempt to explain why people engage in certain activities. These
theories are concerned with the method by which we select a target and the effort required to
"strike" it. (1) operant conditioning, (2) equity, (3) aim, and (4) expectation are the four basic
process theories. The simplest of the motivation theories is operant conditioning. People will do
things for which they are rewarded and avoid doing things for which they are penalized,
according to this theory. The "law of effect" is a term used to describe this concept. We wouldn't
be talking about conditioning theory if this was all there was to it. Operant conditioning theory
provides more insight than "reward what you want and punish what you don't," and
understanding its principles can lead to more successful management techniques.

Make sure that you provide recommendations for your chosen organization. You will need
to justify your recommendations with evidence from your reading about the company and
how culture, politics, power, and motivation can enable teams to succeed.
Over the centuries, humanity has strived to strike a balance between culture, politics, power, and
motivation. Organizational culture, politics, power, and motivation all have an impact on day-to-
day operations and contribute to establish the ideal environment in the workplace (Senge, 2014).
When power is used in a constructive way, it allows employees to perform well, which improves
the company's reputation. Within a company, teams should be recognized and bonded so that
each employee feels good about being a part of the business. In order to encourage others to
work, an organization must have a healthy culture in place. For example, if a manager treats his
employees with respect and avoids intra-organizational politics, the company is likely to flourish.
Teams have a significant role in both professional and personal life. There are project teams,
quality teams, and product teams in the business world. Each member of the team is unique, as
are their duties. Not every group can be considered a team, and not every team can be considered
effective. A successful team may function well if it consists of the following six elements:
purpose, the proper people, organizational support, targeted coaching, and a clear understanding
of the rules of behavior.
A group must have defined clear goals and objectives in order to become a successful team
(Wheelan, 2014). Second, it necessitates the presence of a results-oriented framework. Finally,
an effective team should be made up by righteous and capable team members. The team should
make certain that all members have enough expertise, education, and training.
Conclusion
Human Resource Management is a vast area that needs extensive research in order to completely
comprehend the terms. Every aspect of a company's performance, such as motivation, people
management, hiring and selection, employee termination, and job assessment, is critical. Human
resource management is crucial to an organization's success. The HR department's methods and
tactics are typically successful and beneficial.This assignment taught us about various aspects of
management, such as dealing with employees, motivating them, terms and conditions for human

resource planning, which aids the organization's smooth functioning and reduces the risk of
excessive human resource turnover, and salary negotiations, among other things.