To Assess Perception of the Fairness of Wm Morrison’s Stuff Performance Appraisal System

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              Submitted to:

              Mr. Michael Dawson

  BPP University          

Table of content:

Introduction………………………………………………………………………………………………………………………………………1

Background of WM Morrison Supermarket……………………………………………………………………………………….1

Research Questions……………………………………………………………………………………………………………………………1

Academic Significance……………………………………………………………………………………………………………………….2

References ………………………………………………………………………………………………………………………………………..3

Introduction:                                                                                                                             [pic 3]

In this proposal researcher planned to examine on UK’s fourth largest supermarket company WM Morrison Supermarket PLC., especially to assess perception of the fairness of WM Morrison’s stuff performance appraisal system. The following research proposal will indicate few theories of performance management which are previously explained by several management scholars and researchers. To do that, researcher used some research method as well. While doing this research he has met with Morrison’s HR management and overlooked their past and current data of overall performance of this company.  

In 2012, previous WM Morrison chief executive Dalton Philips said “Morrison is different because of our investment in skilled, service driven colleagues, our fresh food focus, our extensive manufacturing capability and our close relationships with British farm suppliers.” (WM Morrisons, 2012). He also added that about being ‘friendly people making great food affordable for everyone’ and to make our business different we are determined to practicing in a way that is not only to satisfy our closely stakeholders but also establish positive contribution to the society and environment. According to Schein (1985), “importance of work values is thought to be important principle of organizational culture which may conclusively deliver to increase both individual and organizational performance (Schein, 1985). Similarly, values of work at different floor of the business have been accomplice with a variety of individual and organizational outcomes such as job satisfaction, organizational commitment, job choice, judgments of person-organization fit and performance said several scholars in different time. (Meglino et al, 1992). For understanding, Morrison provides training to 100,000 colleagues about retail skills and customer service and outcomes of doing these was great which motivate our colleagues’ friendly, engaged, skilled. Furthermore, new CEO David Potts stated that the scheme we took place in 2012 will be continue and employee will be motivated and efficient by having these benefits- Pension and campaign save money for retirement (Morrison, 2015).

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