Unit10:Morale Structure:

10.1 Introduction Objectives 10.2 MeaningofMorale SAQs 10.3 ImportanceofMorale SAQs 10.4 MoraleandProductivity SAQs 10.5 MeasurementofEmployeeMorale SAQs 10.6 IndicesofLowMorale SAQs 10.7 10.8 10.9 ImprovingMorale Summary TQs

10.10 Answersto SAQsandTQs

10.1Introduction Moraleisawidelyusedterminorganizations.Butingeneral,itreferstoespritdecorps,a feelingofenthusiasm,zeal,confidenceinindividualsorgroupsthattheywillbeabletocope with the tasks assigned to them. Morale is said to be the ability of a group to work together for a common objective. The result of high morale generally results in the high efficiency of the organization. This unit deals with the meaning, importance, measurement and improvement of morale in an organizational setting. A few theories of motivation are alsodealtwith.
Objectives:

Afterstudyingthisunityouwillbeableto: UnderstandingMoraleanditsimportance Measuringemployeemorale Improvingemployeemorale 10.2MeaningofMorale

MoraleDefined: Morale hasbeen variouslydefinedbydifferent authors.ProfessorRalphC.

Davis says, "Good organizational morale is a condition in which individuals and groups voluntarily make a reasonable subordination of their personal objectives of their organization". According to Dale Yoder and Paul D. Standohar, "Morale means evident commitment,thatis,demonstratedspirit,enthusiasm,andconfidence intheorganization's policies, programmes, and accomplishments. Morale is revealed by what individuals and groupssayanddo toshowaninterestin, understandingof,andpersonalidentificationwith workteam survival and success. Edwin B. Filippo has described morale as a mental condition or attitude of individuals and groups which determines their willingness to co operate. Good morale is evidenced byemployee enthusiasm, voluntary conformance with regulationsandorders,andawillingnesstocooperatewithothersinthe accomplishment of an organization's objectives. Poor morale is evinced by surliness, insubordination, a feelingofdiscouragementanddislikeofthejob,companyandassociates." According to Haimann, "It is a state of mind and emotions affecting the attitude and willingnesstowork,whichinturn,affectindividualandorganizationalobjectives."JosephD. Mooney describes morale as "the sum total of several psychological qualities which include courage, fortitude,resolution,andaboveall,confidence." SelfAssessmentQuestionsI 1. Good___________________isaconditioninwhichindividualsandgroups voluntarilymakeareasonablesubordinationoftheirpersonalobjectivesoftheir organization 2. ________________isrevealedbywhatindividualsandgroupssayanddotoshow aninterestin,understandingof,andpersonalidentificationwithworkteamsurvival andsuccess. 3. _________________isevincedbysurliness,insubordination,afeelingof discouragementanddislikeofthejob,companyandassociates." 10.3ImportanceofMorale
Fromtheabovedefinitions,wecansaythat,moralerefersdirectlytotheworkingofanindividualin a team towards the realisation of common objectives. The building of morale is not a mechanical problemthatcouldbesolvedbyeitherrewardsorpunishmentsorbyissuingordersregardingmorale. The content of moralei.e., aspecificissuethat operates as pressures orseparates could be broadly dividedintothreegroups:thefirstconcerns,offthejobsatisfactionthatisexpectedfromworksuch as income, security,andstatureinthe community,thesecond concerns onthejob satisfaction for examplejob interest, opportunity for advancement and prestige within the organization, and the

third group concern highly personal satisfaction as derived from the job such as growth, achievement powers, job expertise etc. Each group is important in its own way and any dissatisfactioninonewillhaveadverseeffectonothergroups. Morale depends upon the relations between expectations and reality. The closer the individual's environmentcomestoprovidingthekindsofrewardsheexpectsthebetterwillbehismorale. Morale might also be described as the spirit and confidence withwhichthe employeeperforms his job. It is a complex psychological quality that is impossible to force on someone, different to measures, and easily destroyed. Thelevel of morale is a result of the degree to which the overall needsoftheindividualarefulfilled. Theimportantfactorswhichhaveabearingonemployee'smoralecanbeclassifiedasrelatingto: 1. The employee's backgroundwhich includes his levels of indigence and education and his type of personalitylargely determines the way in which he seeks to fulfil his needs for belonging,esteem,andselfrealization.Highmoralehingesonthesatisfactionoftheseneeds. 2. An employees personal environment encompasses his relations with his family, friends, and neighbours. The employee brings his thoughts of his home and social life with him when he goestoworkandtheyinfluencehisthinking andattitudeswhileonthejob. 3. Managementpracticesinfluencingmoraleincludepoliciesonprocedureswithrespecttowages, promotion methods employee services and benefits, working conditions, handling grievances, disciplinaryactions.

SelfAssessmentQuestionsII 1. Thecontentofmoralecouldbebroadlydividedinto____________groups 2. Moraledependsupontherelationsbetween................................................... 3. The__________________________whichincludeshislevelsofindigenceand educationandhistypeofpersonalitylargelydeterminesthewayinwhichheseeks tofulfilhisneedsforbelonging,esteem,andselfrealization.

10.4MoraleandProductivity It is assumed that high morale and high productivity go hand in hand. Since morale manifestsitself intheattitudesofworkers,itisimportanttoknowabouttheresultsofhigh andlowmorale.Oneofthemostunpredictableeffectsofthelevelofmoraleisitsimpacton workerproductivity.Theproductivityofagroupisacompositeofmanyfactors,atleastone

of which is the general state of mind or the "will to do" of the group. Formerly it was thought that a high morale resulted in high productivity. The more we study the causal relationshipsinbusiness,thelesspronewearetooversimplifytheserelationships.Various researchstudieshaverevealedthatthegrouphavingthehighestmoraleneednotalwaysbe the highest inproductivity. As morale is madeupof so many factors, so is productivity, theresultofaseriesofcomplexfactors.Whenagroupisconvincedthathighproductivity willresultinitsgettingthethingsitwantsmost,itisreasonabletobelievethatproductivity willbehigh.Itislikewisereasonabletobelievethatifthegroup'ssatisfactionsinthework situation are high and high productivity will enable it to get the things it wants most, the productivitymaybehigh. Thoughhighmoralemaynotbethecauseofthehighproductivity,ahighproducinggroup nearly always has a reasonably high morale, in terms of the company as a whole. Morale developmentisalmostcertaintoaccompanysuccessfuloperationswheretheindividualscan relatetheirrespectiveendeavoursandobjectivestothesuccess oftheenterpriseasawhole."A moralebuilding organization tends to utilize fully the skill, initiative, judgement, and trainingofits members,andthroughsuchutilizationsucceedsinbuildinguptheseandother qualitiesineveryone,sothattheabilitiesofallconstantly expand,andtheorganizationthusis abletosucceedandgrow." SelfAssessmentQuestionsIII 1. Oneofthemostunpredictableeffectsofthelevelofmoraleisitsimpacton worker_____________________. 2. Variousresearchstudieshaverevealedthatthegrouphavingthehighest morale................................................ 3. A____________________________tendstoutilizefullytheskill,initiative, judgement,andtrainingofitsmembersandthroughsuchutilizationsucceedsin buildingupthese andotherqualitiesineveryone.

10.5MeasurementofEmployeeMorale Morale can be measured by assessing attitudes and job satisfaction. As it is intangible and subjective concept, it cannot be directly measured or evaluated. Employees may be unwilling to express their feelings of satisfaction or dissatisfaction with their job to the management.Methodsofmeasuringmoralerangeallthewayfromthe"hunch"orgeneral "feeling",appraisaltoreasonablyscientificefforts. Themostcommonlyusedmethodsformeasuringmoraleare:

1. Thesupervisor/executive'simpressions. 2. Theguidedinterview. 3. Theunguidedinterview. 4. Acombinationoftheguidedandunguidedinterview. 5. Ananalysisofcompanyrecords. 6. The"listeningin"process. 7. Thequestionnaire. 8. Acombinationofanyoftheforegoingmethods. GeneralImpressionoftheSupervisor:Somesupervisorsmaynotbeabletotellyouhow theyknowthemoraleoftheirmen,butthey enjoy suchan intimaterelationship withthem that they do know what their attitudes are. They usually know how to get things done according to the methods they have been taught, but few of them have had any special traininginevaluatingmoraleassuch.Someexecutivesareinspirationalleadersandcapableof developingahighmorale,butfewofthesearetrainedinobservingandevaluatingmorale standards. Executives should be encouraged to strive to sense the morale situation and shouldbeaidedbymoreaccuratetoolsthatareavailable. The Guided Interview: The guided interview is based on the hypothesis that employees' answerstocertainquestionswillrevealtheirattitudes.Thequestionsselectedarepresumedto be the ones that will call forth a true picture of how the employees feel. This series of questions is usually rather large. The interviewer seeks to direct the interview in such a manner as to secure the answers that will reveal the desired information. The guided interviewisausefulmethodofinvestigatingthemoraleofsupervisorsorothergroupsthat aresmallincomparisonwiththeemployeesasawhole. The Unguided Interview: This technique for measuring morale is predicated upon the theory that, if employees are placed in a position to talk freely, they will reveal a true situation notsomuchbytheexactthingcomplainedofordiscussedasbytheinterviewer's abilitytorelatewhatissaidtobasiccauses.Itisalsoassumedthat,iftheemployeehimselfis permitted to talk through a given problem or work situation without special prompting or questioningbytheinterviewer,heusuallywill becomeawareofthelogicorlackoflogicin thesituationandchooseforhimselftheappropriatelineofaction. Themethodofemployeeattitudeanalysisisdesignedbothtocorrectanunfavourablesituation and to secure information regarding the status of morale within the group. Though it is an

expensive method of measurement than the questionnaire method, it not only provides a meansofinterpretingmoralebutatthesametimeisusedtobuildmorale. A Combinationof the Guidedand Unguided Interview: To combines the two methods, theinterviewermaystartwiththeguidedinterview,whichshouldbenottoolongorcover toomuchterritory.Theintervieweristheninvitedtodiscussanysubjectthathemayliketo talk about. During the guided interview some persons tend to bring in material that has no special significance in relation to the information sought. The interviewer should observe suchinstancesandencouragethe interviewee shouldobservesuchinstancesandencourage theintervieweetofollowuptheseleadsduringtheunguidedpositionoftheinterview.Asa matteroffact,fewguidedinterviewsarestrictlykeptonthedetailedsubjectslaidoutinthe formal programme and a conscious effort has to be put forth to get the most out of the unguidedphasesoftheinterview. CompanyRecordsandReports:TheseareusuallypreparedbythePersonnelDepartment at regular intervals with the assistance of supervisors and Department Heads. Generally, grievancesandcomplaintstendtorevealthestateofmoraleofagroupunlessthesearebeing artificially stimulated. Excessive absenteeism or tardiness may also serve as an index of general or specific morale conditions, particularly where certain departments have an especiallyunfavourablerecord.Labour turnoverisafairindexoflabourunrestormorale, particularlyduringaperiodof labourshortage.This typeofanalysis isdifficultand is not alwaysreliableasanindexofmoralebecauseitmaynotbepossibletorevealthemanagerial deficienciesthatarenotdirectlyinterpretableintermsofmorale. Listeningin by a Trained Observer: Whiting Williams of Cleveland, Ohio has developedthe"listeningin"techniquetotheextentthatitwouldbeappropriatetocallitthe "WhitingWilliamsMethod".Heassociateswiththeporkersatworkandduringrecreational periods. He personally possesses the ability to make his observations largely objective, somethingthatisunusualinmenwhomightbeavailableforsuchwork.Butitisdifficultto secure individuals who possess the required scientific approach to do this work. Such observersarepronetoreportwhattheythinktheiremployerswantthemtofindratherthan thetruesituation.Asawhole,thistypeofinvestigationofthemoralestatusofemployeesis notsatisfactory.

TheQuestionnaireMethod:Thismethodisgenerallyusedtocollectemployeeopinions about the factors which affect morale and their effect on personnel objectives. Morale surveysaregenerallyconductedwithaviewto: 1. Findingoutwhatemployeesreallythink 2. Findingoutaboutthekindofeducationandinformationtheyneed 3. Improvingmoraleandkeepingacheckontheeffectivenessof personnelprogrammes 4. Determiningthetrainingneedsofemployeesand 5. Findingoutwhatemployeesreallylike. In the questionnaire, questions may be asked in various ways. The interviewer has to determinethetypeofquestionstobeuseddependingontheobjectivesofthesurvey.These includemultiplechoice,dichotomous(yesorno)"andopenendedquestions. Conducting the Survey: Management may engage an outside consultant to conduct the entire survey. Inthis event,the consultantmust be introducedtothe employees, andthey should be assured that he will not revealto anyone an individuals' answer. In some cases the company's representatives may give the employees the questionnaires in a stamped envelope,planningthemonatableandpermittingtheemployeestogetthemiftheywish to, or having a fellow employee distributed them. The stamped envelopes are frequently addressedtosomemanagementconsultantorcollegeprofessorwhotabulatestheresults.

SelfAssessmentQuestionsIV 1. Methodsofmeasuringmoralerangealltheway from................................................ 2. Someexecutivesare________________________andcapableofdevelopingahigh morale,butfewofthesearetrainedinobservingandevaluatingmoralestandards. 3. ___________________________isgenerallyusedtocollectemployeeopinions aboutthefactorswhichaffectmoraleandtheireffectonpersonnelobjectives.

10.6MeasurementofEmployeeMorale
Signs of low morale are generally not noticed till it is obviously, low or when something goes amiss.Bythetimethemanagementrecognizesthefactthatmoralehasdeteriorated,itisfacedwith onecrisisoranother.Perceptivemanagersare,therefore,constantlyonthelookoutforcluestoany deteriorationinthemoraleoftheemployees.

DaleYoderandotherspointedoutthefollowingassignalsoflowmorale: 1. Employeeunrest. 2. Highrateofabsenteeism. 3. Tardiness. 4. Highemployeeturnover. 5. Grievances. 6. Needfordiscipline 7. Fatigueandmonotony.

10.7ImprovingMorale
There are a number of measures which canbe usedto controlthe warningsignals of low morale. Thefollowingarethepositive measurestobetakentobringjobsatisfactiontotheemployees and reconcileindividualinterestswiththeinterestsoftheorganization. 1. Creationofwholejobs. 2. Jobenrichment. 3. Buildingresponsibilityintoajob. 4. Modifyingtheworkenvironment. 5. Flexingworkinghours. 6. Jobsharing. 7. Rotationofjobs. 8. Profitsharing. Moralecanalsobeimprovedbyadaptingseveralothermeasuressuchasemployeecontest,special recognition and awards to long service employees, film shows to employees during their lunch hour,freecoffeeduringrestpauses,andtrainingthesupervisorsinhowtohandlepeople. 1. Underthismethod,completejobsareassignedtotheworkers.Thecomplexity ofajobshould beincreasedsothatitmayappealtotheirhigherneeds. 2. Jobenrichmenttriestodealwithdissatisfactionbyincreasingjobdepth.Underthis,individual employees may be given responsibility for setting their own work pace, for concerning their ownerrors,and/orfordecidingonthebestwaytoperformaparticulartask. 3. Employeesshouldbeencouragedtotakeriskdecision. 4. Thiscanbeachievedby: i) Developingworkgroups ii) Developingthesocialcontactsoftheemployees iii) Theuseofmusicand iv) Regularrestbreaks. 5. Flextimepermits employees to arrangetheir work hours tosuittheirpersonal needs andlife styles.Thisisparticularlysuitedtosituationswithfluctuatingworkloads.Flextimeemployees

areresponsibleforcoordinatingtheirfunctionswithotheremployees andtherebyhavemore responsibilityandautonomy. 6. Twoworkersdivideafulltimejobbetweenthemselvessplittingnotonlythehoursofworkbut alsothesalary. 7. Thisreducesemployee'sboredomwhicharisesoutofthemonotonousnatureofhiswork. 8. Morale can be improved by effective profitsharing schemes. In addition to its economic aspects, profitsharing has also psychological aspects relating to friendly move by the managementinprovidingtheworkersanopportunitytoparticipateintheprofits.

10.8.Summary 1. Good organizational morale is a condition in which individuals and groups voluntarily makeareasonablesubordinationoftheirpersonalobjectivesoftheirorganization. 2.Moralecanbemeasuredbyassessingattitudesandjobsatisfaction 3. The guided interview is based on the hypothesis that employees' answers to certain questionswillrevealtheirattitudes 4. Questionnaire method is generally used tocollect employee opinions about the factors whichaffectmoraleandtheireffectonpersonnelobjectives 10.9.TerminalQuestions 1. DefineMoraleanddiscussitsimportance. 2. Howdoesmoraleimpactproductivityifatall? 3. DescribethevariousmethodsofmeasuringMorale. 4. Howcanmoralebeimpactedpositively? 10.10.AnswerstoSAQsandTQs SelfAssessmentQuestionsI 1 Organizationalmorale,2Morale,3Poormorale SelfAssessmentQuestionsII
1Three,2expectationsandreality,3employee'sbackground

SelfAssessmentQuestionsIII 1Productivity,2neednotalwaysbethehighestin productivity,3moralebuildingorganization SelfAssessmentQuestionsIV

1the"hunch"orgeneral"feeling",appraisaltoreasonablyscientificefforts,2 inspirationalleaders,3 TheQuestionnaireMethod AnswertoTQs: 1. Referto10.2&10.3 2. Referto10.4 3. Referto10.5 4. Referto10.7