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Organization Cultures and Workforce Motivation of Sainsbury’s

Formal Report

Student’s Name

Institutional Affiliation
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Organization Cultures and Workforce Motivation of Sainsbury’s

Introduction

Sainsbury’s is second largest supermarket chain in United Kingdom and having a huge
share of supermarket sector. It established in 1869 by Johan James Sainsbury and then, it biggest
manufacturing company (Ailwood and Sainsbury, 2019). Its main purpose was to manufacture
the product that matched with the quality of nationally branded goods but the price was low in
order to make it affordable for every client. It quickly became popular and its sub branches open
in different town because of it good quality and low prices. The first Sainsbury brand was
lunched in same year name as bacon. The company went social in 1973, at that time when the
largest stock market flotation (Sainsbury, 2019). For years, Sainsbury’s was British’s largest and
most profitable supermarket but with time their competitors increase in the same stock market
(Thow, 2019). The aim of this study is that to reduce the environmental change, and look after
the culture, politics, and power and motivation behaviour of the organization. The main purpose
to check the individual and tram behaviour in the workplace (Hermansyah, 2018).

1. Overview Sainsbury's Culture, Politics, Power, and Motivation

Organization behaviour is the study of group and individual performance in the

organization. It determines the impact on performance, communication, leadership and much
more. This perform a significant role in association and the complex human behaviours
recognising the reasons and effect of the performances (Smith, 2020). This study explains that
how culture, politics power can effect individual and team behaviours and performance of
Sainsbury. Estimate how content and procedure theorise of motivation and motivational methods
enables an effective team, as different to an unsuccessful team and investigating relevant team
and group theories to help in development of dynamic collaboration’s (McLachlan, 2020).
Organization culture define the beliefs, statement, values, and different way of cooperating that
contribute to psychological environment of the organisation. In the organization of culture
contains such as it visions, ethics, standards, languages and culture based on distribution the
ideas of written and unspoken that have developed over time (Potipiroon, 2021). The Sainsbury
focus on the rules, regulations and safety points of view of the organization and this will effect
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both separate and group behaviour in Sainsbury and it’s not reflect as effective culture in
association.

In power culture, Sainsbury’s make great impact on staffs and create possibility in the
business. In this staff are loyal with each other and their leader as well. Sainsbury get great
efficiency in its organization (Wongpreedee, 2021). In organization, Sainsbury’s create positive
impact in individual performance because they solve the problem which are effect their
organization. This will improve the performance of individual and team members and they have
right to accurate their performance. If Sainsbury not solve their problem, then it effects on their
productivity and income as well and its remove the politics impact on the organization (Ugaddan
and Park, 2019). In this study explore that how the organization effect with the culture, politics,
and power behaviours, its effect badly in the organization. If leaders and staff are working
separately the operation will never success, then Sainsbury focus on the problem and solve it on
timely (Wenzel, 2019). For instance, most of the problem are create in team work because
everyone has different mind-set and no one is ready to share their ideas and this is main factor of
miscommunication. Some leaders are solving this problem for the organization benefits. As
everyone have different but when starting with the organization then the main aim is to achieve
the company goals (McLachlan, 2020).

Sainsbury's employees feel that the customer is always right in their judgments. Treating
suppliers and distributors properly and ensuring they are paid a decent salary commensurate with
their efforts are core values of Sainsbury's. In order to protect the health and safety of its
customers, Sainsbury's does not produce any products. Sainsbury's values and beliefs are
intertwined with the company's ambitions since the company aspires to provide high-quality
products and services. Sainsbury's adheres to its core beliefs and principles to achieve its goals.

Uniforms are essential for Sainsbury's employees to set them apart from customers.
Customers will find out who works for the company if they need help or advice concerning in-
store products. The most common colours on the workers' uniforms are blue and orange. In terms
of clothing, Sainsbury's varies from location to location. Staff will be provided with orange
fleece coats and gloves to stay warm when working in the shop's cold areas, such as the
refrigerators and freezers. Blue shirts with fruit squares emblazoned on them are worn by
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cashiers. The Sainsbury's uniform is compulsory for all employees, including those who do not
work directly in the store, such as cart collectors and delivery drivers.

2. Behavioral Motivational Theories and Techniques of Sainsbury’s

Employees are motivated by a business's social responsibility (CSR). Corporate social

responsibility (CSR) contributes to workplace stability by tying social, environmental, and
economic progress. CSR may be used in various ways to encourage employees, as seen by the
following instances. First, increase employee engagement and motivation by recognising and
praising their attitudes about their job. Employee recommendations may be a highly effective
method of keeping and recruiting top talent. Utilise corporate social responsibility (CSR) to grow
internal personnel via education and mentorship. A properly-executed CSR programme may
positively affect staff morale and productivity, as well as the financial line of the business. Every
employee who receives appreciation from the management team should be provided with a
handshake.

2.2 Differentiating Between Motivational and Non-Motivating Behaviour

Theory X and Theory Y focus on managers' perceptions of their employees rather than their
actions in general. The most important thing is your mindset, not your ability.

2.2.1 Theory X

According to Theory X, management thinks that employees are inherently lazy and would
avoid working if given a chance and dislike the idea of working altogether. As a result,
management believes that workers should be closely monitored and advanced control
mechanisms deployed. There must be a strict hierarchy with a high degree of accountability at all
levels of the organisation. Using threats and coercion, Theory X bosses persuade their employees
to do what they want. Adherents of this worldview create an atmosphere of suspicion, intense
surveillance, and a punitive mentality.

2.2.2 Theory Y

Theory Y Mental and physical work duties are thought to satisfy workers. However, the
ability to think outside the box when it comes to problem-solving is a strength underutilised in
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most organisations. According to Theory Y, most workers are motivated to succeed if provided
the right conditions. There is a strong belief that the sense of satisfaction from doing well is an
excellent source of motivation.

2.3 Behavioural Motivation Theories

Following is a more in-depth look at the most generally held views and theories developed
over the last century or more.

2.3.1 Taylor

Frederick Winslow Taylor (1856–1917) posited in 1856 that workers are primarily motivated
by monetary rewards for their work. Following are some of the assertions he made in support of
his Theory of Scientific Management. Because workers do not like their professions by nature,
they need constant supervision and management. Consequently, managers should break down
production into a series of smaller tasks. After that, workers should be given the tools and
training to do their jobs as efficiently as possible. Piece-rate compensation is a method of
compensating employees based on the number of items they produce in a certain period. In order
to maximise output, staff are advised to put in their utmost effort.

2.3.2 Mayo

Elton Mayo (1880–1949) believed that people would be more motivated to work if their
social needs were supplied while on the job, and he retained this view throughout his lengthy
career (something that Taylor ignored). Human Relation School of thought, which emphasises
management having a more profound interest in their workers, treating them as persons with
critical viewpoints, and recognising that employees like working in a collaborative setting, was
pioneered by him.

2.3.3 Maslow

The Neo-Human Relations School was founded in the 1950s by Abraham Maslow (1908-
1970) and Frederick Herzberg (1923-present) to address the psychological needs of employees.
According to Maslow's hierarchy of needs, each level of a person's requirements must be
addressed in order for them to be happy at work. Psychological needs, safety demands in social
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contexts, respect requirements, and self-actualisation goals all fall under this umbrella of
"needs." Workers are only motivated by the potential of having their next higher degree of need
fulfilled if a lower level of need has been met entirely.

3. Analysis of the Sainsbury’s Cultures

Leaders can potentially impact company culture, and they are held accountable for this
effect. A business might quickly fall into a "downhill" trend. Leaders who want to alter an
organisation's culture must possess the necessary authority. Moreover, this is why he is present.
Working at J Sainsbury as a supermarket and using media to advertise influences business
culture. For example, J Sainsbury's customers benefit from the company's slogan, "Making Life
Taste Better." Because J Sainsbury provides high-quality, fresh, and delectable food at affordable
prices, its consumer's trust and support the company's catchphrase.

They are always on hand to inform consumers about special deals and push them to make
purchases—employees at Sainsbury's go above and above for their consumers. Additional J
Sainsbury services, such as banks and real estate brokers, are shown in a well-organised retail
environment. By advertising other J Sainsbury products and services, advertisements like this
urge people to consider them. This organisation has established multiple Customer Service
Desks across the supermarket to save clients time searching for personnel.

Sainsbury's upholds family values while expanding research and development when it comes
to customer service. As a result, Sainsbury's stands apart from the competition in customer
service. Leadership is a divisive subject with love, death, money, and politics. This conundrum
remains despite the problem's pervasiveness in every business. None of the theories that explain
various facets of leadership comprehends the aim of leadership entirely. Among the greatest
techniques Understanding what other youngsters know about leadership may assist us in better
comprehending it (Dessler, 2021).

Influence, in my view, is vital for a leader. Unfortunately, leaders are constrained by an

ingrained and influential culture. Inversely, this kind of culture may be detrimental to leadership.
Consequently, the CEO should avoid leaving the company while the original culture remains. A
new leader may avoid being governed by culture if they understand its central purpose. To
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ensure that the culture runs well, he should be conversant with the "ins and outs". A leader, I
feel, must actively contribute to the maintenance of healthy business culture. A leader may do
this in several ways. First, a good culture requires communication and preparation. These issues
can no longer go unnoticed.

According to the study, demographics, abilities and skills, perceptions, attitudes, and
personality influence individual behaviour at work. As discussed above, Sainsbury's employees'
behaviour is influenced by these factors.

3.3 Demographics

Socioeconomic position, nationality, education, age, race, and gender are all demographic
factors. Sainsbury's always prefers to recruit individuals with exceptional credentials, such as
well-educated, young, and so forth. Choosing employees based on their demographics aids the
organisation in obtaining better results. Tasks at Sainsbury's are done on schedule by energetic
young people with solid academic credentials and communication skills (Kiril, 2018). Therefore,
demographic studies are a part of Sainsbury's selection process.

3.4 Expertise

Sainsbury's employees' abilities and talents directly impact individual behaviour. As a result,
Sainsbury's management believes that a person may do well in their position if their traits and
abilities match those needed for the position (Schein, 2017). Therefore, to ensure the company's
success, Sainsbury's managers play a critical role in identifying and using the assets and abilities
of their employees.

3.5 Perception

Employee behaviour is influenced by how others see them. A variety of factors may
influence an individual's viewpoint. As a result, it is the responsibility of
Sainsbury's management to develop a positive working environment that benefits all parties
involved. Employees that have a positive outlook on their work are more likely to succeed (Kiril,
2019).
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3.4 Attitude

Sainsbury's employees' attitudes have a significant role in their behaviour. These

influences include family, culture, society, peers, and workplace issues (Mullins, 2009). In order
to promote a healthy work environment, Sainsbury's managers are always looking at job-related
variables such as compensation, benefits, and work-life balance. This motivates
Sainsbury's employees.

3.5 Personality

It is not only work habits that are influenced by personality (Kiril, 2014). Therefore, all
Sainsbury's managers must undertake personality evaluations to discover and develop traits that
enable employees to effectively connect with others and adapt to changing situations (Shafritz et
al., 2015).

4. Evaluation of Theories Influence Behaviors within Sainsbury's

When adopting codes of ethics, Sainsbury's must find a balance between cultural sensitivity
and maintaining their internal sense of right and wrong, according to Bentley Hoffman of
Honeywell, 'the computer giant.' Those who do so will benefit from their diligence and
endurance (Davids, 2019). To facilitate commerce and profit, multinational firms must conform
to a single, consistent, global code of behaviour. To facilitate worldwide business relationships,
such a code may reduce expenditures and increase revenues (Payne and Askuik, 2017). Working
conditions are regulated at Levi Strauss & Co.'s overseas plants. According to Richard Woo, an
official Levi spokesperson, doing so will assist them in achieving their ultimate aim of
responsible economic success (Cottrill, 2018).

Multinational firms, particularly in Asian nations such as China (Guangxi) and Japan, rely on
social capital to flourish and survive. By investing in creating this social framework,
multinational corporations will gain a competitive edge in global marketplaces (Hitt, Ho-uk, and
Yucel, 2002). To demonstrate their commitment to corporate ethics, Richard Bay Minerals
(RBM), a Rio Tinto subsidiary, often sends a team of community development personnel to
assist with community development activities in the adjacent Mnonambi village. This contributes
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to the community's feeling of mutual respect (Kapelus, 2020). To widen the divide between the
"haves" and the "have-nots," global corporations must do "ethical" business in culturally diverse
countries (Richter and Buttery, 2021).

A critical personal variable is an innate social characteristic of each individual. This

component contributes to the development of interpersonal relationships. Therefore, it is vital to
focus on the features presented. Effective communication is critical in all aspects of one's career
and personal life. Sharing encompasses ideas, attitudes, and resources. When communication
breaks down, misunderstandings and conflicts ensue. The two most critical parts of
communication are listening and speaking. These two terms are synonymous when developing a
system of information sharing based on collective knowledge. According to Usdem (2021),
"leadership is about producing a beneficial result." (p. 297). It entails the development of others
and mobilisation of others to accomplish the objective, as well as the adjustment of a Sainsbury's
and active choice among viable possibilities."

According to Warren Bennis, the distinction between managers and leaders is

straightforward: "Managers are individuals who do the right thing, while leaders are individuals
who do the right thing." Bennett (2018) defines "formalised" as "formalised". Proverbs like this
one emphasise the importance of doing the right thing and doing the right things. Despite the
proverb's assumption, the situation is not as straightforward as one may believe, and both
leadership risk and management rigour are necessary for a business's success. Despite this, I
believe there is a clear contrast between managers and leaders. Leaders choose where to go,
while managers ensure the Sainsbury's can get there. Bennis, Nanus, and Kotter are three of the
most well-known researchers in this field (2020).

Nowadays, a company's ability to succeed relies heavily on its workforce. As a result,

companies everywhere are turning to various motivating strategies to boost morale and
productivity among their employees (Miner, 2017). There are several theories of human
motivation that are used by Sainsbury's. In terms of their impact on the workplace, two
motivational theories are compared here:
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4.1 Hierarchy of Needs by Maslow

Human motivation may best be explained by this theory, which is universally recognised.
According to Maslow, there is a hierarchy of wants, from the most fundamental to the most
advanced. It is not uncommon for higher requirements to surface after lower ones have been
taken care of. Employees cannot see more important requirements unless their immediate needs
are addressed (Kaur, 2018).

4.2 The History of Maslow Is Demanded

Sainsbury's management uses this strategy to ensure that employees' needs are met at all levels,
from the lowest to the highest. Workers' physiological needs are met through the company's
lunch breaks, canteen facilities, and timely payouts. To meet the safety needs of employees,
employers must provide a work environment that is both safe and stress-free (Kaur, 2019).

A secondary goal of corporate leadership is to improve employee morale by fostering a sense of

camaraderie within the team. The needs of employees for respect are satisfied through
recognising their accomplishments, transferring essential responsibilities, and giving appropriate
status (Yudhvir and Sunita, 2021). In addition, workers may contribute to the organisation's
long-term goals by taking on challenging and important tasks.

4.3 Theory of Hygiene by Herzberg

Sainsbury's also uses the Herzberg Motivation-Hygiene Theory (two-factor theory). This
theory is similar to Maslow's Hierarchy of Needs in that it focuses on issues of the workplace.
According to the company's viewpoint, success, acknowledgement, effort, accountability,
advancement, and expansion are motivating factors. On the other hand, company policy,
supervisory practises, work conditions (such as the relationship between boss and employee),
salary, and connections with coworkers are all dissatisfied factors (Miner, 2017).

According to Maslow's theory, Sainsbury's workers should be able to unleash their full
potential via difficult employment. The organisation's resources should be used to their greatest
extent while creating a project (Yudhvir and Sunita, 2021). When using both ideas in the
workplace, Sainsbury's keeps in mind the limitations of both theories.
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5. Conclusion with Recommendations

Finally, we may infer that its human resources department is its most valuable asset. If
organisational plans are effective, they must be dynamic and responsive to external and internal
changes in the external environment and internal knowledge about this human resource. Neither
this resource's knowledge nor knowledge about it should be stagnant. Sainsbury's and other
businesses who excel in developing, implementing, and disseminating dependable people
management practices to their employees will gain a competitive advantage. Scholars have long
emphasised the need of developing comprehensive, trustworthy, and creative techniques.
Sainsbury's long-term aims and purpose must be accomplished by adequately implementing the
company's strategic objectives.

Sainsbury's must comprehend and master the time-consuming and sophisticated process of
foreign marketing to be successful. Before entering the worldwide market, the firm must ensure
that all of its resources are prepared to deal with the inherent risks. Sainsbury's ability to enter the
market successfully will also be contingent on its ability to detect a variety of other criteria.
According to the study's findings, Sainsbury's must use a strategy that offers it an edge in both
domestic and international markets.
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