People Management Report: Morrison's Case Study Analysis

This report provides an in-depth analysis of people management within the context of organizational behavior, using Wm Morrison as a case study. It begins by examining the influence of organizational structure and culture on employee performance, exploring how leadership styles impact motivation and engagement. The report delves into various leadership approaches, including autocratic, democratic, and laissez-faire styles, and evaluates the benefits of flexible working hours for both the organization and its employees. It also discusses motivational theories, such as Maslow's hierarchy of needs, Herzberg's two-factor theory, and Reiss Theory, and their implications for employee satisfaction. Furthermore, the report highlights the importance of business ethics and corporate social responsibility (CSR) in enhancing a company's reputation and fostering employee commitment. The report concludes with a comprehensive overview of the key concepts and their practical application in the field of people management.

People Management

TABLE OF CONTENTS
Introduction..........................................................................................................................................3
Task 1....................................................................................................................................................3
1.1....................................................................................................................................................3
1.2....................................................................................................................................................3
Task 2....................................................................................................................................................4
2.1....................................................................................................................................................4
2.2....................................................................................................................................................4
Task 3....................................................................................................................................................5
3.1....................................................................................................................................................5
3.2....................................................................................................................................................5
3.3....................................................................................................................................................6
3.4....................................................................................................................................................7
3.5....................................................................................................................................................7
Task 4....................................................................................................................................................8
4.1....................................................................................................................................................8
4.2....................................................................................................................................................8
4.3....................................................................................................................................................8
Task 5....................................................................................................................................................9
5.1....................................................................................................................................................9
5.2..................................................................................................................................................10
5.3..................................................................................................................................................10
Conclusion..........................................................................................................................................10
References..........................................................................................................................................12

INTRODUCTION
Organisational behaviour is the study of the individuals, groups and enterprise as a whole
that examines the effect of structure and culture of firm on the basis of the performance of entity.
The overall attainment and activities within the corporate are affected by human behaviour within
company. The present report is based on Morrisons which is a responsible retailer, committed to
providing safe, healthy and ethical food. The main motive of the entity is provide the better services
to the customers. In the present scenario, the study explains various types of organisation structure
and culture and impact of these on the people in the entity (Barry, 2013). Along with this different
theories, leadership styles affect the performance of the employees of the firm. Many approaches
also to be discussed that affect the attainment of the employees. Apart from this, methods for
developing the human resources are to be described.
TASK 1
1.1
The organisational structure has a great influence on the persons working for Wm Morrison.
The way the employees are organised and has a noticeable influence on each working members of
the entity. If the enterprise has a strong leadership, it helps other people working for it to get
motivated and to be influenced by the works of leader (Hlupic, 2014). This leads to the betterment
of the entity and promotes more people to work for the organisation. Leadership has a direct
influence on the entity, with the leadership style the enterprise can be moulded in the direction
which is best suited for it. The surveys and research done so far have proved that the attitude of an
employee to the entity is dependent on the structure of Wm Morrison.
Organisations of different sizes have differences in accordance to its layers for example
“Tall” entity use many layers of management while on the “Flat” enterprise use fewer levels and
managers have different level of control. The hierarchy of the company can be based on function,
geography or a hybrid of both (Taylor, Doherty and McGraw, 2015). Functional hierarchy offers
several choices of ideas because each business has a different way of looking at function.
There is positive and negative impact of behaviour. They are like:
Friendly behaviour of employer may motivate the employees.
Behaviour of colleagues may affect the performance.
Organisational culture and rituals may motivate or de-motivate the staff members.
1.2
Wm Morrison has a great influence on both the efficiency and effectiveness of the working
staff. The culture of the enterprise particularly helps in constructing an efficient employee and it can

harm the efficiency of the employee as well. The entity with proper planned structures and stabled
culture are more likely to bring about a positive change in their employees (Ong, 2010). If the
company has a setup which includes training, sitting with the manager and discussions about the
relevant matter, then the organisation is going to bring the efficient workers.
At the same time entity wants the best result it needs to have an effective planning of actions
need to be performed in order to achieve those results. The factors which improve the effectiveness
of the staff are having a proper performance review over a specific period of time by this the
enterprise can improve the strength and weakness of the employees which should be recorded and
monitored on tasks (Baxter, Rabiee and Glendinning, 2013). Another way is organising tests and
task for the working stiff, the results will clearly show the level of the effectiveness Wm Morrison
can gain from that member that can be changed later with the training where the staff members lack,
if things like these are in place organisational culture is really improving the skills of the workers
and will get benefited.
TASK 2
2.1
Working stiff in Wm Morrison works as a team and bring about changes to the entity. Every
employee has its special character and the behaviour it possesses. The personal differences helps
each other in getting motivated and bring in staff members the power to compete and excel in their
fields. Organisations have people from different sectors and these bring about the people with
different life styles and working style as well (Rabiee and Glendinning, 2010). To check these
differences employees work in a way so that they can manage starts getting irritated each other and
may develop antagonism as well. But Wm Morrison trained the staff members with fewer strength
to follow the ones with the abilities to get the most out of them. This is because enterprise want to
have a growing structure rather than destructive approach.
Working stiff may sometimes come from different ethical backgrounds that practices the
things which are of bad influence to the other employees. This brings the personal rivalry in the
workplace. Sometime members of the staff having different ideas apply on each other against them
if managers listen more to one individual idea rather than listening to all equally. So this difference
in treatment can also influence the employees (Magnier‐Watanabe and Senoo, 2008).
2.2
Theory X and Theory Y are the theories of human motivation created and developed by
Douglas that have been used in human resource management, organisational behaviour,
communication and development.
Theory X says that employees are inherently lazy. They will avoid work if the working staff get

chance. Staff members naturally dislike their work (Forgas and East, 2008). Managers believe
working stiff need to be closely supervised. A hierarchy structure is needed to be narrow span.
Theory Y says that management thinks employees may be ambitious, self motivated and exercise
self control. Administration believes that working members enjoy their mental and physical work
duties. According to stiff members is as natural as play. Working stiff possess ability for creative
problem solving. Talent of employees is unused. Mangers believe that working members will learn
and accept the responsibility and to exercise the self control and direction in attaining the objectives
to which they are committed. Managers believe that satisfaction of doing a good job is motivation.
Self-fulfilling prophecy:
A self-fulfilling is a prediction that directly or indirectly may become true. The self-fulfilling
prophecy is in the beginning, a false definition but which come true by human actions (Labroo and
Patrick, 2009). Sometimes, this prophecy influences managerial actions. Management makes
decision on the basis of false assumptions, which become successful.
TASK 3
3.1
Leadership is one person influencing the behaviour of other persons in Morrisons. “
motivation is the process by which the behaviour of an employee is influenced by others through
their power to offer or withhold satisfaction of the individuals needs and goals. Leadership is about
motivating, inspiring and influencing people (Steel, Schmidt and Shultz, 2008). The impact of
different leadership styles on the organisation is mentioned below:
 In Autocratic leadership style the manager makes decisions but it will be explained to the
subordinates. When the manager explains the decisions to the employees he can attempt to
motivate them to carry them out willingly.
 In democratic leadership managers of Morrisons can take their employee's knowledge and
experience in taking decisions, but the manager retain the final decision (Andreeva and
Kianto, 2012). In this process the managers involve their workers which is a big motivation
for them to contribute to help solving the various matters.
In Laissez faire leadership leaders sit back and allows the employees to take the decisions. These
leaders motivate the team by being a resource for information when needed but allowing the
workers to dictate their own success.
3.2
Flexible working hours can be beneficial for the organisation and employees both (Flood,
2010). Here the advantages of flexible working hours in the context of Morrison is described.

To the Organisation:
 Flexible working hours can increase the morale of employees, engagement and commitment
to the company.
 It reduces the absenteeism and tardiness of the workers in the organisation.
 If Morrison is using flexible working hours then it can recruit out siding employees in the
organisation.
 Flexible working hours reduce the worker turnover ratio, which is a great achievement for
the company (Massingham, 2010).
 This can allow the employees to work when they accomplish most, feel freshet and enjoy
working.
 If the organisation is providing flexible working hours then working hours of work force can
be extend such as proving the customer services.
To the employees:
 Flexibility to meet family needs, personal obligations and life responsibilities conveniently.
If the employees have a flexible schedule, they can pay attention to their personal matters
also and this can make them feel better in the office.
 If employees are allowed to work from home, that saves hours of time, gas and wear and
tear on the road (Massingham, 2013).
 By allowing employees to determine their own schedule and work environment then this
can be good for employees.
 Depending on the flexible work schedule chosen, may decrease external childcare hours
and costs.
3.3
Maslow considered “motivation” as a continually changing desire governed by the needs
and their fulfilment that employee experience over a period of times as impacted by the various
levels of needs ranging from basic needs to self actualization needs (Massingham and Diment,
2009). According to Mslow these needs which are the driver of motivation for any employee work
are arranged in a hierarchical order of increasing importance. It means that a need satisfied remains
no longer a motivator and only the next higher level of needs can motivate an employee to perform
further.
Herzberg's two factor theory postulates that employees are motivated by two sets of factors
motivation and hygiene (Massingham and Massingham, 2014). The motivation factor including
achievement, recognition, participation, involvement, delegation, autonomy and other intrinsic

aspects when fulfilled generate motivation in the employees of Morrisons.
Reiss Theory is a self assessment and is therefore and accurate as each employee
understanding of how they really operate. Often employees report their behaviour as they wish they
were and it takes some time in working with the desires to get clear that how they really perform.
Thus this theory explains that in fact the employees should accept remains as they are.
3.4
Morrison is accountable for maximum customer satisfaction for its business purpose, It
should keep its liability of keeping the employees dedicated in their field of work (Dunning and
Lundan, 2008). In business ethics part of this liability of the entire organisation and their obligation
is enclosed in the core values and principles. These ethics are also guide the business and their
leaders to make decisions. These include principles, laws, ethics and code of conduct. Company
tries to uphold the business ethics connected to product quality, health, safety and competency and
to achieve these goals it keep up such ethics as being truthful, working with honesty, admiration and
justice. Enhancing the honesty in business transactions and reducing corruption will help the entire
organisation overcome the part of development problem. Employees satisfaction is also a part of
business ethics (Barry, 2013). Thus business ethics are very important in managing the operations of
the company in a more smoother way.
3.5
The role of CSR plays in enhancing a company's reputation among its own employees,
subsequently boosting their motivation and engagement (Hlupic, 2014). A business could be
genuinely committed to improving society in one area in which it focus its efforts. Its employees
however are likely to view a one dimensional approach to CSR as an indication that the activity is
motivated mainly by a desire to manage the firm's reputation among stakeholders. Because of this
CSR needs to be embedded at the heart of a company's ethos, rather than viewed as a mere add on.
Instead it should dictate the way the company operates across the board and employees should truly
feel empowered to get involved in relevant initiatives. This might often involve giving staff time off
work, on top of their usual holiday allowance so that they can support a chosen charity or good
cause. The role of CSR can play in engaging external audiences is well documented but a recent
study showed that consumer expect companies to consider their impact on society as much as their
own business interests (Taylor, Doherty and McGraw, 2015). Ensuring a CSR policy is in place and
embedded at then heart of a business can not only enable companies to make a genuine difference to
society but also deliver a tangible benefit to the firm.

TASK 4
4.1
Motivational theories suggests that employees gets motivated according to their needs (Ong,
2010). The needs of the staff members such as food, water, shelter etc. are the ones which would be
satisfied to make him motivate to work for his satisfaction and so on to fulfil other needs.
Wm Morrison has used the strategy to motivate the working stiff with the rewards. The first
thing that comes up is the basic need of member which is fulfil through the wages they get and this
can be helpful in enhancing their living standards. Others can be achieved as the employee's shows
interest in the enterprise and motivate him to get the best possible work which brings about the
promotions and all.
Human resources are the main thing which companies need to fulfil this is so with Wm
Morrison they look towards their employees as well as their clients (Baxter, Rabieeand
Glendinning, 2013). If they satisfies the working staff this in turn results in the satisfaction of the
enterprise.
4.2
Coaching and mentoring is a technique used to make both the clients and the persons
involved make use of their full potential. Coaching is where a person trains the other to make them
work best to its potential. And can bring about the abilities which a person lacks (Rabiee and
Glendinning, 2010). Where as mentoring is also considered to be of the same kind that is guiding a
junior to work in the position or to get him the skills that can make him work ahead.
In Wm Morrison, apply techniques which included one to one training. This helps getting
face to face understanding of each other. Coaching and mentoring provides employee's skills where
they lack and help them make their deficiencies into their strengths. By the coaching one can
achieve the goal which the employee is capable of achieving but is lacking behind due to some
minor irresponsibility. These techniques help covering up those gaps and organisation gets benefits
with the working staff they train for specific purposes. The individual should achieve it in a positive
way and develop their skills rather than getting dependant on the coach or mentor (Magnier‐
Watanabe and Senoo, 2008). If this will happen the individual will get a negative influence and that
will be a disadvantage to the organisation.
4.3
Training and development (T&D) programs has become very common in many companies
including Wm Morrisons. This T&D has a vital impact on individuals as well as organisations
(Forgas and East, 2008).

Individual benefits:
 Through training and development program individual can understand themselves and their
capabilities, which increase the confidence of the employees.
 Instruction programme helps employees to develop their potentialities.
 These coaching programs work as a motivation to them and that increase job satisfaction.
 Training can develop talent of these employees and bring those out.
Organisational benefits:
 Skilled working stiff productivity is higher than others, so these guiding programs increase
the productivity.
 Training is a motivation that increases job satisfaction and it helps to retain its workforce
(Labroo and Patrick, 2009).
 Due to higher productivity, trained working members can increase the profitability.
TASK 5
5.1
Working stiff are one of the main elements of the Wm Morrison. But their expected output
does not come automatically, it needs to be managed in the proper manner (Steel, Schmidt and
Shultz, 2008). There are several strategies are being used in the enterprise. Some of them are:
 Employee training and development
 Performance management
 Manage day-to-day employee attainment
 Coaching/mentoring
 Interpersonal communication
 Staff members engagement and motivation
 Working stiff involvement and empowerment
Employee training and development is a very common term in business sector. It increases
skills, qualities and productivity of employees. Performance management is the distribution of
employees according to their attainment. Staff members achievement can be evaluated on everyday
basis. Through coaching and mentoring standard of employees can be increased. Interpersonal
communication is a very sophisticated way to motivate working stiff (Andreeva and Kianto, 2012).
Wm Morrison use motivational activities to motivate employees and try to grow the engagement of
the members towards the enterprise.

5.2
The employees have the impact from these strategies. These problems can be identified such
as if the individual is placed in the post which is best suited for the employees definitely would
work best to his aptitude as that position is best suited for him. Staff members skills will use more
in that place and the member will eventually get the best outcome for Wm Morrison, which at the
end going to make a profit out of it (Flood, 2010). Along with this management strategies help
people remain under the influence of a leadership as the employee knows that he has to follow these
specific procedures which is defined by the higher management so all the points and duties are
made clear to the working stiff.
Sometimes people get a negative impact as well and think that they have the potential of the
working in a higher place and they have been given a wrong position to work at in such situation
they get demotivated towards their work and sometime can produce losses to the organisations as
well (Massingham, 2010). By these tactics person feels a sense of responsibilities upon them and
they think as a stakeholders and work life as they are working for themselves and are making profit
for their own good not for Wm Morrison. These can be the impacts which people mostly gain from
the management strategies when it gets implemented on them.
5.3
Implementation of right strategy helps Wm Morrison from getting out of financial crisis or
any kind of crises they are facing. If the communication gap will be low and the meetings or
lectures will be done on regular basis this will help the employee get to know the strategy of the
company's stakeholders and by this they can put their potential to work in a better way
(Massingham, 2013).
The other strategy is strengthening employees engagement to work and this can be achieved
by giving the training in a field where the employees lacks and by which Wm Morrison is going to
order to make him work accordingly to achieve the targeted results. The working stiff can be
motivated and engaged more towards work if the members of the entity will receive incentives and
rewards for doing the job employee is responsible for.
The managers and leaders should have the skills and knowledge of dragging the situations
out of the uncertainty (Rabiee and Glendinning, 2010). It can help enable the performance level
which can save the enterprise from having a down fall.
CONCLUSION
From the above carried out analysis impacts of organizational structure and culture on the
employees in an corporation are evaluated. Morrisons is a one of the leading brand name of
supermarket in which how the personal differences influence the individuals behaviour and the

various management styles implemented to deal with these attitudes. Moreover impacts of
leadership styles and benefits of flexible working practices to individuals and for organization are
explained. Further by using the motivational theories the improvement of working environment and
enhancement of performance of the individual in an organization is evaluated. The Uses of coaching
and mentoring and also the aids of providing training and development to the corporation and to an
employees is determined.

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