Morrisons: Decision Making, Motivation and Employee Effectiveness

This report examines Morrisons' strategies for employee motivation and decision-making processes within the context of organisational behaviour. It analyzes the benefits and drawbacks of involving employees in decision-making, highlighting the advantages of increased information, generation of alternatives, and improved decision quality, while also addressing potential disadvantages like time consumption, ambiguous responsibility, and the risk of domination by certain individuals. The report also details Morrisons' various methods for motivating employees, such as open communication, incentives, and recognition of their contributions. Furthermore, it explores the application of Maslow's Hierarchy of Needs to understand employee motivation. The analysis includes references to relevant literature and provides a comprehensive overview of Morrisons' approach to fostering a productive and engaged workforce.

ORGANISATIONAL BEHAVIOUR
(TASK 3)

3.1 Benefits and issues with decision making process
Morrisons involve their employees in decision making processes as they
feel every employee is a part of the organisation and everyone must be
aware of what is going on and what should be the modifications.
Advantages :
More information can be provided: When a number of people involve in a
discussion, it is obvious enough that a number of ideas will pop out.

CONTINUED..
Generation of more alternatives: When more people will generate
ideas, more alternatives will come.
•
If one idea seems unsuitable, it can be replaced with another because
there there are various minds speaking various ideas in a group.
•
So, replacement can be implemented easily.

CONTINUED..
Quality of the Decision: The quality of the ideas must be higher
because it will be the combined version from all the persons in the
group.

Disadvantages
•
Time Consuming: The processes seem quite time consumig. Although,
they reach to an efficient solution, that too will come after a much
amount of time.
•
Ambiguous Responsibility: In individual decision making, the result is
clear that who is responsible for the outcome but in group, the whole
team is accountable for the outcome whether it is good or bad.

CONTINUED..
Quite Domination: Members in any team or group can never be accurately equal.
•
There may be some difference in rank, knowledge, experience or in any other
factor.
•
The one with the high knowledge dominates the one with the lower ones.
•
Morrisons does not support this type of domination. There everyone is treated
equally.

3.2Different ways to motivate employees
•
Morrisons focuses on various
ways to keep the employees
motivated.
•
Better communication
plays the most important role.
•
It is very crucial to regularly
communicate with the
employees.

CONTINUED..
•
Morrisons often provide some sort of incentives or increments to its employees
which helps the worker to stay motivated and appreciated as well.
•
Giving them, incentives proves very beneficial for the employees as well as the
organisation.
•
They should also consider that their work is being appreciated and thus, they try
to leave no stones unturned for the perfection in their work.
•
It however benefits the company as well as the workers.

M3.Analysis of motivational theory on
employee motivation
•
Morrisons also implies Maslow's Hierarchy of needs for motivating the
employees.
•
The hierarchy is divided into five parts. Psychological needs include the basic
needs of the person i.e. food, shelter etc. Safety needs consists of safe working
environment.
•
Social needs include the feel to be wanted, realising the own importance.

D2.How a named organisation can
motivates its employees
•
Any organisation whether small or big
tries to motivate their employees by
various means.
•
Large companies like Morrisons gives
some sort of incentives and increments to
their employees by which they can make
the employees feel appreciated and help
them in staying motivated always.

REFERENCES
Books and Journals
Buelens, M. and et.al., 2011.Organisational behaviour. McGraw-Hill Higher
Education.
Dawes, N.P. and Larson, R., 2011. How youth get engaged: grounded-theory
research on motivational development in organized youth
programs.Developmental psychology. 47(1). pp.259.
Demetriou, C. and Schmitz-Sciborski, A., 2011. Integration, motivation,
strengths and optimism: Retention theories past, present and future.
InProceedings of the 7th National Symposium on student retention (pp. 300-
312). Norman, OK: University of Oklahoma.
Mohammad, J., Quoquab Habib, F. and Alias, M.A., 2011. JOB
SATISFACTION AND ORGANISATIONAL CITIZENSHIP
BEHAVIOUR: AN EMPIRICAL STUDY AT HIGHER LEARNING
INSTITUTIONS. Asian Academy of Management Journal. 16(2).
Odumeru, J. A. and Ogbonna, I. G., 2013. Transformational vs. transactional
leadership theories: Evidence in literature. International Review of
Management and Business Research. 2(2). pp.355.

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