JOHN LEWIS PARTNERSHIP

John Lewis Partnership and Organizational behaviour issues



John Lewis Partnership and Organizational behaviour issues

Introduction

Organizational behaviour is the study of human behaviour in the heart of the organization. It is a discipline in which we seek to better discern actions and behaviour of individuals and groups, interpersonal interactions, and mechanics of the organization. Organizational behaviour is a field of study that investigates the impact that individuals, groups and organizational structure have on behaviour within the organization, for the purpose of applying such knowledge towards improving organizational effectiveness. Organizational Behaviour is important because it investigates the impact of groups, structures, and individual's ion behaviour within the organization. When employees work in different situations organizational behaviour help managers to understand and predict the behaviour of employees. The purpose of this paper is analyse Analysis John Lewis Partnership in terms of Organizational behaviour issues.

Introduction to JLP

John Lewis Partnership, 3rd largest private company in the UK according to the Times in 2008, specializes in distributing high quality products with 27 John Lewis department stores for non-food and 170 Waitrose supermarkets for food; the group includes the direct services company Founded in 1864, the company became an employee-owned company in 1950, when the founder's son sold the title to a fund held by employees at a price well below market value. The participatory system allows sharing between the partners not only responsibilities but also advantages - profits, information and power (Budworth, 2011, 115).

Objectives

Involve employees in the company's success;

Promote partnerships, democracy and exchange at all levels of the group;

Share results.

Step

The business organization is primarily based on partnership and shared responsibility with employees: each employee has the opportunity to influence the company through industry forums and in the stores; each major unit operational group has its own body of participatory decision. All partners are represented by the Partnership Council group (82 people, 80% elected by employees) employees who appoints five members to the Board and who has the power to dismiss the President (Brignall, 2011, 25). In the cooperative model of society has developed John Lewis, there are no outside shareholders and all shares are held in a specially created fund for employees. Regarding the sharing of profits, employees receive an annual bonus, calculated according to company profitability and by the same percentage, whatever the hierarchical level.

Factors keys to success

Historic commitment of the founding leaders;

Methods of communication and dialogue that promote an active partnership

Contribution to company performance

The ownership and participation of employees improve productivity and business results

Company image and employee motivation

Social benefits, environmental and / or governance

Democracy and Dialogue in the company

Benefits and financial services for 67,000 employees

Prime 13 to 20% of gross salary (20% in 2007/2008, 13% in 2008/2009

John Lewis Partnership have 23 department stores, 223 supermarkets and 69,000 employees in the UK, whose employees are shareholders via an operation associated labour cooperative, created in the last century by a visionary Spedan Jonh ...