E M P L O Y E E R E L A T l O N S

Organizations striving to improve performance sometimes overlook the importance of bolstering employee morale. Leaders, managers, and, in the end, each member of an organization, are responsible for attending to this critical issue.This article describes one committee’s success at continuous quality improvement in giving form and substance to the concept of morale, and it describes the corrective actions taken by committee leaders to improve not only the organization’s work environment but also its performance.

by Kathy Decker, Dean Dupler, Mark Q. Shields, Charlene E. Smith, and MiriQm Thomas

Ask managers how well their division is doing and the an- swer most likely will be given in terms of widgets produced, deadlines met, dollars earned, or other such measures. Ask them how people feel about what goes on in the unit and the response may be a surprised look or blank stare. A question about the attitudes or feelings employees have about their jobs takes the manager from familiar territory into the world of employee morale, where things are more difficult to de- fine and quantify.

Although not always easy, the importance of address- ing employee morale is confirmed by the attention the topic is getting. In recent articles, public- and private- sector organizations with interests ranging from food and bever- ages to military defense are talking about how they have tackled the subject. At Friendly Ice Cream Corporation, a total quality management program stressed teamwork and heightened morale. Testifying before a subcommittee of the House National Security Committee, David J. Campanale, chief master sergeant of the Air Force, compared morale to a checking account in which you have to deposit more than you withdraw or “one day a check is going to bounce.” Within Symbiosis Corporation, mentors are used to build morale, and for Rosenbluth International, a travel service

company, the customer comes second, right behind valued and motivated employees.

At the Ohio University College of Osteopathic Medi- cine (OUCOM) in Athens, Ohio, a continuous quality irn- provernent (CQI) committee established within the adrnin- istration and finance department discovered a need to im- prove departmental morale. The committee’s study of this situation also revealed that many tangible factors contrib- ute to the sometimes difficult to define issue of workplace morale.

OUCOM entered a period of rapid growth and change with the appointment of a new dean in August 1993. Within a year, a new curricular track was developed, major reorga- nization of the regional teaching centers was under way. new leadership positions were established, and many fac- ulty physicians were hired to expand clinical service pro- grams. Each of these changes placed greater demands on the administration and finance department, which manages the college’s fiscal, physical, and human resources. Although the overall college workforce increased more than 25 per- cent in two years, staffing in administration and finance re- mained relatively unchanged. Old rules were no longer in effect and new ones not yet in place. Faced with directives

* * * Kathy Decker is an account clerk specialist in the accounting department at the Ohio University College of Osteopathic Medicine in Athens. Ohio. Dean Dupler 18 a building services coordinator at Ohio University. Mark Q. Shields is an ofice services technician in the central services department of the College. Charlene E. Smith, Ph.D., is the College’s associate dean for administration and finance. MiriamThomas is a secretarial associate in the College’s human resources department.

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66 Kathy Decker, Dean Dupler, Mark Q. Shields, Charlene E. Smith, and Miriam Thomas

for change coming from the top, short deadlines, and little opportunity for input, the department suffered a drop in morale. This was manifested by shorter tempers and more complaints and arguments among employees, as well as more people applying for other jobs outside the college.

To enhance its performance, the administration and fi- nance department initiated a CQI program in 1995. A mem- ber from each service area in administration and finance (accounting, facilities, human resources, and central ser- vices) took part in a CQI orientation that introduced a pro- cess management model (Exhibit 1). By linking output (de- sired outcome) to tasks and input (ingredients needed), the model provides a way to see relationships and modify them to improve results. A number of improvements were adopted based on the first team’s work. These were very specific in nature, addressing such issues as parking lot safety improve- ments and the streamlining of internal processes for hiring and purchasing.

The next CQI group tackled a new set of concerns that included mailroom space utilization and a timetable for the new accounting information system. In addition, the group tackled the difficult and challenging issue of morale within the college.

Low morale can be difficult to examine because of a host of underlying issues. To confront morale questions, the CQI team used information that was gathered from staff within the department. Responses were summarized and employees then were given a chance to rank the results in order of importance and urgency. This process uncovered eight specific problems that the CQI committee could ad- dress.

THE EIGHT ELEMENTS OF MORALE The CQI committee used the process management

model to formulate a list of input requirements that, when applied to tasks and activities in the workplace, would pro- duce the desired outputs necessary for good morale and employee satisfaction. These eight requirements were:

1. Good Communication-This is one of the most important prerequisites to high morale. There are many ways to achieve improvements in this area.

As e-mail is becoming more prevalent in the workplace, efforts should be made to provide employees with the tech- nology and training they need to efficiently use this tool. Memos or face-to-face communications still are effective, particularly if not all employees have access to e-mail. No matter which medium is used, the key is to provide com- plete information to all employees who may be affected.

Planning ahead allows time to communicate with em- ployees before decisions are implemented. Input should be solicited from employees during the planning process. In some sensitive matters where widespread input is inappro- priate, management should communicate down the line to other staff members as soon as possible. Always follow up within a reasonable time to determine the effectiveness of communications. Employees also need to be encouraged to be open and honest about information they don’t understand, Relaying information is a two-way street.

2. Input into Decisions-Supervisory personnel should be receptive to their employees’ ideas. They should be an ap- proachable and interested “Listening ear.” Supervisory training

EXHIBIT I. Process Management Model

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Enhancing QualiQ by Zmproving Employee Morale ~

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that asserts and reinforces the need to invite staff members par- ticipation and ideas is essential. When interviewing and select- ing new supervisory employees, attention should be given to candidates who ha\,e demonstrated participatory decision-mak- ing skills. Perforinance evaluations need to reflect how well supervisors haye performed in this area.

When management listens to employees, underlying issues are identified and can be addressed, which makes employees feel supported and connected. Employees also feel encouraged to give their best effort and feel a sense of inclusion and ownership in the resolution of a problem.

3. A Problem-Solving P rocessSuch a process, which should be available to all staff members, should be clearly outlined. The chain of command for communicating with each department must be explained so employees will know whom to contact to resolve a particular issue.

Bringing employees together to discuss issues and offer suggestions can be very productive. Everyone in the organi- zation should be encouraged to identify possible solutions to problems, promoting the focus on improvement, not just on complaining.

4. A Manageable Workload-Employees are produc- tive and happier if the workload they face each day is not overwhelming. This does not necessarily mean that the amount of work should be reduced. Rather, it must be man- aged more effectively. Prioritizing job duties each day can be helpful in identifying the most important tasks. Time management workshops can teach efficiency skills. Such workshops can be offered on-site and can identify time sav- ing techniques and aids.

The elimination of unnecessary work and duplication of effort sometimes is overlooked as a possibility. Consult- ants from outside the organization or department often can contribute a fresh point of view when evaluating current practices and procedures. Technology should be explored for ways of streamlining work flow and creating efficien- cies. Other suggestions can come from those most closely associated with the work. Suggestion boxes or other ways of encouraging participation of employees may be helpful. If there is an ongoing overload of work in a department, more staff may be needed. Temporary employees and float- ers may be appropriate for certain situations.

5. Coverage for Absent Employees-It can be very discouraging to employees to realize that their taking a much needed vacation or attending a valuable professional devel- opment conference or seminar will result in their department’s falling behind. Each work unit should evalu- ate the adequacy of the current coverage plan. The plan should result in no unit being crippled by the absence of an employee. Ways to accomplish this include extra hours, whether at the regular or overtime pay rate, and cross-train-

ing of employees so they can cover for each other more effectively. Temporary, part-time, or floating employees also can be used to provide needed coverage.

6. Unity of Purpose-Unity is accomplished when the goals of the organization are understood and supported by its members. This involves individuals knowing the overall goals and objectives as well as how each unit fits into the big picture. People need to know what is expected of them and what they, in turn, can expect from others. Staff meet- ings can be used to highlight the contributions of various work groups. Job shadowing is a method of observing the work of others to gain a greater understanding and appre- ciation of their roles and responsibilities.

Relationship building within and across work units is important to unity of purpose. This can be accomplished through social functions as well as through work group and problem-solving assignments.

7. Mutual Respect-How they are treated in the work- place is important to employees. Each individual employee holds values that are key to feelings of success and accom- plishment and, conversely, feelings of frustration or disap- pointment. Employees should recognize that all members of a work group or team have values that may differ but. nevertheless, are important in understanding and develop- ing effective working relationships. Value check exercises and activities are helpful in this area.

Employees’ accomplishments and contributions should be recognized. Take the time to offer a thank-you for a job well-done. Any criticism should be done in a constructive manner.

Employees should have opportunities to get to know one another and establish positive working relationships. Mutual respect, good communication, and recognition en- courage commitment to excellence and spark good morale.

8. Empowerment-Empowered employees have a real stake in their own success, as well as in the overall achieve- ments of the organization. Empowered employees receive and share job-related information and ideas, speak up proactively when there are problems, and remain positive and productive in the face of change. They know they are valuable members of the team and that whether they are solving a knotty problem or celebrating a victory, they can and do make a difference.

THE ROAD TO A BETTER AND MORE SUCCESSFUL ORGANIZATION

Managers who want to effect meaningful change must put the best ideas to use. This holds true for the newly de- veloped model for good morale. At the college, the CQI committee’s work resulted in the addition of good morale principles to the organizational strategic plan, discussion of

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these principles at other departmental meetings, and their further consideration at the annual leadership retreat.

Addressing the need for good communication, admin- istrators replaced the collegewide messaging system with a new, more functional program that expanded e-mail access and capabilities. Training and equipment upgrades are con- tinually provided throughout the college.

Focus was also given to greater unity and recognition of the contributions of all members of the college. Social functions enabled the development of better working rela- tionships. A new event, the Osteoblast, allowed employees, students, volunteers, and their families to enjoy an after- noon picnic and carnival. Several OUCOM departments held retreats for employees outside the office, giving them an opportunity to develop relationships and a sense of team- work. A recent collegewide seminar, “Kindness in the Work- place,” emphasized the importance and value of treating col- leagues well.

Each department of the college was charged with de- veloping a program to recognize the accomplishments of employees, and OUCOM now holds an annual recognition event for support staff, “MVP [Most Valuable Players] Day.” Complete with food, entertainment, and door prizes, the function lasts only a few hours, but the benefits of showing good will toward employees last much longer.

Within the administration and finance department, responses focused on workload, problem-solving, and em- ployee input. The standing monthly departmental meeting changed when staff members were polled for suggestions to improve the meeting format and several good ideas were adopted. Employees have praised the meetings for keeping them up-to-date. The CQI committee regularly appoints new members, inviting fresh ideas and giving others an opportu- nity to participate. The committee continues to provide a problem-solving mechanism to address employees’ concerns.

To better manage its workload, the department hired temporary accounting staffers to assist in catching up on backlogs and maintaining duties during two computer con-

versions. New software will offer greater efficiency and, with close monitoring, supervisors can determine perma- nent staffing requirements.

Special quarterly functions provide department employ- ees a respite from the daily grind. These take the form of potluck lunches, ice cream socials, and breakfasts, often supplied and prepared by supervisors. The human resources and central services unit began using a teamwork newslet- ter and special activities (including a demonstration of mas- sage therapy) to bring the group closer together. Similar exercises have been adopted in accounting and finance. Selected by peers, the department’s “Employee of the Quar- ter” is recognized for outstanding service with a citation, gifts, and public service announcements in the college news- letter and local media.

Strategies to improve morale do not ensure overnight success. Even with staff meetings, social exchanges, and professional development and recognition programs, ten- sion at first remained high in several units at the college. As one member of the accounting staff noted, “When you’re stressed out, potlucks don’t mean much.” To break the cycle of speculation, suspicion, and blame, staff members had to directly confront these negative behaviors. In some cases, this meant stepping back to look at the big picture so they could gain a fuller understanding of the contributions of others, start fresh, and leave old assumptions behind. These actions set the stage for rebuilding teamwork, a foundation for good morale and ultimately, superior performance.

ADDITIONAL RESOURCES Carpenter. D.. ‘TQM u il Dri\ er of C W g e and l’rofitahility at

Friendly’s.” ~Vurioricrl Pruducrivit?. Revirw, I4 (4). 1 9 5 , pp. 57-66,.

Prr.ronne1 J w m u l . 75 (8). 1%. pp. 26-31.

News Senwc, M u . 1995.

82-84.

Caudron. S . “Keeping Spirit.\ Up When Times Are Down.”

Porneroy. G.. “Morale Tough To Track. CMSAF Says.” Air F‘or-cc

Sheridan. J . . “Menton Build Morale,“ Irulusin W h t . 244 ( 12). pp.

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