Unit 10: Morale

Structure: 10.1 Introduction

Objectives

10.2 Meaning of Morale

SAQ’s

10.3 Importance of Morale

SAQ’s

10.4 Morale and Productivity

SAQ’s

10.5 Measurement of Employee Morale

SAQ’s

10.6 Indices of Low Morale

SAQ’s

10.7 Improving Morale

10.8 Summary

10.9 TQ’s

10.10 Answers to SAQ’s and TQ’s

10.1 Introduction

Morale is a widely used term in organizations. But in general, it refers to esprit de corps, a

feeling of enthusiasm, zeal, confidence in individuals or groups that they will be able to cope

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

also dealt with.

Objectives:

After studying this unit you will be able to:

• Understanding Morale and its importance

• Measuring employee morale

• Improving employee morale

10.2 Meaning of Morale

Morale Defined: Morale has been variously defined by different authors. Professor Ralph C.

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, that is, demonstrated spirit, enthusiasm, and confidence in the organization's

policies, programmes, and accomplishments. Morale is revealed by what individuals and

groups say and do to show an interest in, understanding of, and personal identification with

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 by employee enthusiasm, voluntary conformance with

regulations and orders, and a willingness to co­operate with others in the accomplishment

of an organization's objectives. Poor morale is evinced by surliness, insubordination, a

feeling of discouragement and dislike of the job, company and associates."

According to Haimann, "It is a state of mind and emotions affecting the attitude and

willingness to work, which in turn, affect individual and organizational objectives." Joseph D.

Mooney describes morale as "the sum total of several psychological qualities which include

courage, fortitude, resolution, and above all, confidence."

Self Assessment Questions I

10.3 Importance of Morale From the above definitions, we can say that, morale refers directly to the working of an individual in

a team towards the realisation of common objectives. The building of morale is not a mechanical

problem that could be solved by either rewards or punishments or by issuing orders regarding morale.

The content of morale i.e., a specific issue that operates as pressures or separates could be broadly

divided into three groups: the first concerns, off­the job satisfaction that is expected from work such

as income, security, and stature in the community, the second concerns on­the­job satisfaction for

example­job interest, opportunity for advancement and prestige within the organization, and the

1. Good ___________________is a condition in which individuals and groups voluntarily make a reasonable subordination of their personal objectives of their organization

2. ________________is revealed by what individuals and groups say and do to show an interest in, understanding of, and personal identification with work­team survival and success.

3. _________________is evinced by surliness, insubordination, a feeling of discouragement and dislike of the job, company and associates."

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

dissatisfaction in one will have adverse effect on other groups.

Morale depends upon the relations between expectations and reality. The closer the individual's

environment comes to providing the kinds of rewards he expects; the better will be his morale.

Morale might also be described as the spirit and confidence with which the employee performs his

job. It is a complex psychological quality that is impossible to force on someone, different to

measures, and easily destroyed. The level of morale is a result of the degree to which the overall

needs of the individual are fulfilled.

The important factors which have a bearing on employee's morale can be classified as relating to:

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, and self­realization. High morale hinges on the satisfaction of these needs.

2. An employee’s 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

goes to work and they influence his thinking and attitudes while on the job.

3. Management practices influencing morale include policies on procedures with respect to wages,

promotion methods employee services and benefits, working conditions, handling grievances,

disciplinary actions.

Self Assessment Questions II

10.4 Morale and Productivity

It is assumed that high morale and high productivity go hand in hand. Since morale

manifests itself in the attitudes of workers, it is important to know about the results of high

and low morale. One of the most unpredictable effects of the level of morale is its impact on

worker productivity. The productivity of a group is a composite of many factors, at least one

1. The content of morale could be broadly divided into ____________groups 2. Morale depends upon the relations between................................................... 3. The __________________________­which 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, and self­realization.

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

relationships in business, the less prone we are to oversimplify these relationships. Various

research studies have revealed that the group having the highest morale need not always be

the highest in productivity. As morale is made up of so many factors, so is productivity,

the result of a series of complex factors. When a group is convinced that high productivity

will result in its getting the things it wants most, it is reasonable to believe that productivity

will be high. It is likewise reasonable to believe that if the group's satisfactions in the work

situation are high and high productivity will enable it to get the things it wants most, the

productivity may be high.

Though high morale may not be the cause of the high productivity, a high­producing group

nearly always has a reasonably high morale, in terms of the company as a whole. Morale

development is almost certain to accompany successful operations where the individuals can

relate their respective endeavours and objectives to the success of the enterprise as a whole. "A

morale­building organization tends to utilize fully the skill, initiative, judgement, and

training of its members, and through such utilization succeeds in building up these and other

qualities in everyone, so that the abilities of all constantly expand, and the organization thus is

able to succeed and grow."

Self Assessment Questions III

10.5 Measurement of Employee Morale

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. Methods of measuring morale range all the way from the "hunch" or general

"feeling", appraisal to reasonably scientific efforts.

The most commonly used methods for measuring morale are:

1. One of the most unpredictable effects of the level of morale is its impact on worker_____________________.

2. Various research studies have revealed that the group having the highest morale................................................

3. A ____________________________tends to utilize fully the skill, initiative, judgement, and training of its members and through such utilization succeeds in building up these and other qualities in everyone.

1. The supervisor/executive's impressions.

2. The guided interview.

3. The unguided interview.

4. A combination of the guided and unguided interview.

5. An analysis of company records.

6. The "listening­in" process.

7. The questionnaire.

8. A combination of any of the foregoing methods.

General Impression of the Supervisor: Some supervisors may not be able to tell you how

they know the morale of their men, but they enjoy such an intimate relationship with them

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

training in evaluating morale as such. Some executives are inspirational leaders and capable of

developing a high morale, but few of these are trained in observing and evaluating morale

standards. Executives should be encouraged to strive to sense the morale situation and

should be aided by more accurate tools that are available.

The Guided Interview: The guided interview is based on the hypothesis that employees'

answers to certain questions will reveal their attitudes. The questions selected are presumed to

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

interview is a useful method of investigating the morale of supervisors or other groups that

are small in comparison with the employees as a whole.

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 not so much by the exact thing complained of or discussed as by the interviewer's

ability to relate what is said to basic causes. It is also assumed that, if the employee himself is

permitted to talk through a given problem or work situation without special prompting or

questioning by the interviewer, he usually will become aware of the logic or lack of logic in

the situation and choose for himself the appropriate line of action.

The method of employee­attitude analysis is designed both to correct an unfavourable situation

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

means of interpreting morale but at the same time is used to build morale.

A Combination of the Guided and Unguided Interview: To combines the two methods,

the interviewer may start with the guided interview, which should be not too long or cover

too much territory. The interviewer is then invited to discuss any subject that he may like to

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

such instances and encourage the interviewee should observe such instances and encourage

the interviewee to follow up these leads during the unguided position of the interview. As a

matter of fact, few guided interviews are strictly kept on the detailed subjects laid out in the

formal programme and a conscious effort has to be put forth to get the most out of the

unguided phases of the interview.

Company Records and Reports: These are usually prepared by the Personnel Department

at regular intervals with the assistance of supervisors and Department Heads. Generally,

grievances and complaints tend to reveal the state of morale of a group unless these are being

artificially stimulated. Excessive absenteeism or tardiness may also serve as an index of

general or specific morale conditions, particularly where certain departments have an

especially unfavourable record. Labour turnover is a fair index of labour unrest or morale,

particularly during a period of labour shortage. This type of analysis is difficult and is not

always reliable as an index of morale because it may not be possible to reveal the managerial

deficiencies that are not directly interpretable in terms of morale.

Listening­in by a Trained Observer: Whiting Williams of Cleveland, Ohio has

developed the "listening­in" technique to the extent that it would be appropriate to call it the

"Whiting Williams Method". He associates with the porkers at work and during recreational

periods. He personally possesses the ability to make his observations largely objective,

something that is unusual in men who might be available for such work. But it is difficult to

secure individuals who possess the required scientific approach to do this work. Such

observers are prone to report what they think their employers want them to find rather than

the true situation. As a whole, this type of investigation of the morale status of employees is

not satisfactory.

The Questionnaire Method: This method is generally used to collect employee opinions

about the factors which affect morale and their effect on personnel objectives. Morale

surveys are generally conducted with a view to:

1. Finding out what employees really think;

2. Finding out about the kind of education and information they need;

3. Improving morale and keeping a check on the effectiveness of personnel programmes;

4. Determining the training needs of employees; and

5. Finding out what employees really like.

In the questionnaire, questions may be asked in various ways. The interviewer has to

determine the type of questions to be used depending on the objectives of the survey. These

include multiple choice, dichotomous (yes or no)"and open­ended questions.

Conducting the Survey: Management may engage an outside consultant to conduct the

entire survey. In this event, the consultant must be introduced to the employees, and they

should be assured that he will not reveal to anyone an individuals' answer. In some cases

the company's representatives may give the employees the questionnaires in a stamped

envelope, planning them on a table and permitting the employees to get them if they wish

to, or having a fellow employee distributed them. The stamped envelopes are frequently

addressed to some management consultant or college professor who tabulates the results.

Self Assessment Questions IV

10.6 Measurement of Employee Morale Signs of low morale are generally not noticed till it is obviously, low or when something goes

amiss. By the time the management recognizes the fact that morale has deteriorated, it is faced with

one crisis or another. Perceptive managers are, therefore, constantly on the lookout for clues to any

deterioration in the morale of the employees.

1. Methods of measuring morale range all the way from................................................ 2. Some executives are ________________________and capable of developing a high

morale, but few of these are trained in observing and evaluating morale standards. 3. ___________________________is generally used to collect employee opinions

about the factors which affect morale and their effect on personnel objectives.

Dale Yoder and others pointed out the following as signals of low morale:

1. Employee unrest.

2. High rate of absenteeism.

3. Tardiness.

4. High employee turnover.

5. Grievances.

6. Need for discipline

7. Fatigue and monotony.

10.7 Improving Morale There are a number of measures which can be used to control the warning signals of low morale.

The following are the positive measures to be taken to bring job satisfaction to the employees and

reconcile individual interests with the interests of the organization.

1. Creation of whole jobs.

2. Job enrichment.

3. Building responsibility into a job.

4. Modifying the work environment.

5. Flexing working hours.

6. Job­sharing.

7. Rotation of jobs.

8. Profit­sharing.

Morale can also be improved by adapting several other measures such as employee contest, special

recognition and awards to long service employees, film shows to employees during their lunch

hour, free coffee during rest pauses, and training the supervisors in how to handle people.

1. Under this method, complete jobs are assigned to the workers. The complexity of a job should

be increased so that it may appeal to their higher needs.

2. Job enrichment tries to deal with dissatisfaction by increasing job depth. Under this, individual

employees may be given responsibility for setting their own work pace, for concerning their

own errors, and/or for deciding on the best way to perform a particular task.

3. Employees should be encouraged to take risk decision.

4. This can be achieved by:

i) Developing work groups;

ii) Developing the social contacts of the employees;

iii) The use of music; and

iv) Regular rest breaks.

5. Flex time permits employees to arrange their work hours to suit their personal needs and life­

styles. This is particularly suited to situations with fluctuating work loads. Flex time employees

are responsible for co­ordinating their functions with other employees and there by have more

responsibility and autonomy.

6. Two workers divide a full­time job between themselves splitting not only the hours of work but

also the salary.

7. This reduces employee's boredom which arises out of the monotonous nature of his work.

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

management in providing the workers an opportunity to participate in the profits.

10.8. Summary

1. Good organizational morale is a condition in which individuals and groups voluntarily

make a reasonable subordination of their personal objectives of their organization.

2. Morale can be measured by assessing attitudes and job satisfaction

3. The guided interview is based on the hypothesis that employees' answers to certain

questions will reveal their attitudes

4. Questionnaire method is generally used to collect employee opinions about the factors

which affect morale and their effect on personnel objectives

10.9. Terminal Questions

1. Define Morale and discuss its importance.

2. How does morale impact productivity if at all?

3. Describe the various methods of measuring Morale.

4. How can morale be impacted positively?

10.10. Answers to SAQs and TQs

Self Assessment Questions I

1­ Organizational morale, 2­ Morale, 3­ Poor morale

Self Assessment Questions II 1­ Three, 2­ expectations and reality, 3­ employee's background

Self Assessment Questions III

1­ Productivity, 2­ need not always be the highest in productivity, 3­ morale­building organization

Self Assessment Questions IV

1­ the "hunch" or general "feeling", appraisal to reasonably scientific efforts, 2­ inspirational leaders, 3­

The Questionnaire Method

Answer to TQs:

1. Refer to 10.2 & 10.3

2. Refer to 10.4

3. Refer to 10.5

4. Refer to 10.7