Professional Documents
Culture Documents
Literature Review
Morale has been defined by Beach (Monk, 1998) as the total satisfaction a
person derives from his/her job, working group, boss, the organization and
environment. It is also affected by his/her personality structure. Morale
pertains to the general feeling of well-being satisfaction and happiness of
people. Morale can vary from positive (high) and negative (low), but never
absent (George, 1985). Effective managers need to exert their energies to
understand factors influencing morale, the impact of morale on productivity,
constantly monitor indicators of low morale and identify ways to build or
maintain morale (Figure 1).
2.1 Factors Influence Morale in Workplace
Understanding the factors influencing morale can help the management to
develop ways to maintain high morale. It can be identified as external and
internal factors (Figure 2):
External factors are influences outside the organization that are beyond the
managements control, such as employees family relationships, problems with
friends, etc (Hilgert et al, 1995). The factors may significantly affect
employees morale and hence, effective managers should alert to their
existence and do whatever possible (like counseling with empathetic listening)
to reduce the impact.
Supervision
Managers general approach to supervision and leadership style directly
affects employees morale. McGregors theory (Schermerhorn, 1996) in
Table 1 indicates that managers with Theory X assumptions tend to be overly
directive and control oriented, which create passive, dependent, and
reluctant subordinates with low morale. In contrast, managers with Theory
Y perspectives give subordinates more participation, freedom, and
responsibility to satisfy their self-esteem, self-actualization needs and selffulfilling prophesy that foster high morale. Therefore, good morale is based
on managers ability of delegation, empowerment and communication.
Theory X assumes people:
dislike work
lack ambition
are
control
are irresponsible
are
creative
capable
of
imaginative
are capable
direction
of
self-
and
self-
Table
1:
McGregors
Theory
X
and
Theory
Y
(Source: Schermerhorn, John (1996), Management, fifth edition, John Wiley
& Sons, Inc, Canada, p 35)
Managers general attitude and behavior in day-to-day relationships also have a
significant influence on employees morale (George, 1985; Hilgert et al, 1995). If
managers show negative attitudes (like suspicious, worry, or lose temper), employees
tend to follow suit and low morale will likely result. Conversely, if managers show
positive attitude (like confidence in work), this reinforces their positive outlook and
creates high morale.
Davis (Frunzi and Savini, 1997) points out that there is not always a positive
correlation between morale and productivity (Figure 4).
However many
9.
10.
3.
Low productivity
11.
Breaches of discipline
4.
Excessive waste
12.
Excessive absenteeism
5.
Large number of
grievances
13.
6.
Large number of
accidents
14.
7.
8.
General lack of
cooperation
Poor quality of
production
15.
Change in attitudes
16.
Disloyalty
credibility that is valuable for both the organization and the employees.
Managers should also recognize accomplishments that can prove to be a
much more lucrative incentive than any financial considerations an
organization may offer.
Fifthly, managers should adopt transformational leadership (Schermerhorn,
1996) by achieving special qualities as in Figure 6 to inspire influences to
subordinates to achieve extraordinary performance. They should clearly
communicate their vision and expectations. They should be honest and
positive, use their personal power and attraction to build trust and emotion
from employees. They should understand, appreciate and recognize
employees achievement; and respect individual qualities/abilities by
empowerment and employees involvement.
Finally, managers should also develop human relations by promoting positive
morale as it is the outgrowth of a caring, responsive organizational climate
(Frunzi and Savini, 1997). Paying attention to the little things that workers
value, emphasizing open and honest communication, and developing
employee recognition programs are essential supervisory practices leading
to positive employee morale and substantial organizational returns.
Above guidelines will be only effective with support from all parties within the
organization. Effective managers should also observe morale frequently and conduct
employee attitude survey timely to ensure morale is on its highest level (Stone, 1998).
3.
Applications
employees for any achievements (Belilos, 1999). This all resulted her
employees feeling frustration, negative-minded, losing interests in work that
eventually affected productivity and morale.
Ellis has consulted the human resource manager for ways to improve the
situation. She will change to be a transformational leadership
(Schermerhorn, 1996) to inspire morale by providing employees with
opportunities, recognition, empowerment and involvement (Hoffman,
1999). She will improve her human relations and learn how to phrase work
directives as requests and suggestions rather than just giving out orders
(Frunzi and Savini, 1997). Furthermore, Ellis will create a trustful and
positive culture through supportive work environment (Belilos, 1999).