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LITERATURE REVIEW

MORALE

The term morale is generally used to describe the overall attitude of an individual or group collectively towards all aspects of their job the job, the company, supervisors, fellow workers working conditions etc. It generally eglers to a feeling of enthusiasm, zeal and confidence. Feelings, emotions, sentiments, attitudes and motives all these combine and lead to a particular type of behaviour on the part of an individual or his group; and this is what is referred to an employee morale or group morale.

According to Edwin.B.Flippo Morale is a mental condition of attitude of individuals and groups which determines their willingness to co-operate.

According to Alexander Leighton Morale is the capacity of a group of people to pull together persistently and consistently in pursuit of a common goal.

According to Yorder morale is a feeling somewhat related to Sprite de cops, enthusiasm or zeal.

According to Mooney Morale is the sum total of several psychic qualities which include courage, fortitude, resolution and above all, confidence.

The essence of all the above definitions is that morale is the degree of enthusiasm and willingness with which the individual members of a group set out to perform the allotted tasks.

Morale may be high or low. High morale exists when employee attitudes are favourable towards their jobs, their Company and their fellow workers. High morale is an attitude of satisfaction, togetherness and identification with the organization. Low morale, or the other hand, is an indication of dissatisfaction and frustration on the part of the employees. Low morale may result in high labour turnover, absenteeism and low performance. If morale is high in an organization, workers will fully co-operate with the management towards the attainment of organizational goals. Low morale, on the other hand, indicates the presence of mental unrest.

Morale and productivity are assumed to go hand in hand. ie Higher the morale, higher the productivity and vice versa. But it is not true in all cases. The studies relating to morale and productivity have not corroborated the positive or negative correlation between these two variables. The studies show that there is some positive correlation between morale and productivity. However high morale with low productivity or low morale with high productivity may consist in an organization. It is so because morale is only one of the factors influencing productivity. There are other factors influencing productivity such as technology, style of supervision, employee training etc. Similarly the morale is influenced by a lot of factors. Prestige of the organization, nature of work, level of supervision, confidence in leadership, confidence in the fellow workers, organizational efficiency, working conditions, job security, opportunity to rise, remuneration, promotion policy and employees age are the important factors determining the degree of morale in an organization.

In every organisation, people are working within suitable environment of attitudes. Each employee has attitudes that range over the entire spectrum of human behaviour. All managers have a constant concern for the morale of the group which they lead. However, considerable confusion prevails over the use of the term morale because of variation in defining characteristics of the term. Some researchers make distinction between job satisfaction and morale, while others do not make this distinction. Some researcher take job satisfaction and morale as individuals concern; some others take job satisfaction as individual phenomenon and morale as group phenomenon. From one point of vie, morale may be regarded essentially an individual matter. It is described in terms of the feelings of an employee or manager toward his works it is thus a matte of work satisfaction. Guion describes morale from the point of view of an individual worker and defines it as the degree to which an individual needs are satisfied an the degree to which the individual desires satisfaction from his total job situation. When morale is regarded as an individual phenomenon, many investigators organize these feelings what are assumed to be workers needs.

In contrast to this individual job satisfaction approach, most researchers are impressed with social or group significance of morale. They emphasise social reaction and concentrate on attitudes towards group values rather than towards individual values. They place less emphasis on working conditions and more feelings of cohesiveness, group interest and identification with the mission of the group, and optimism about the success of the whole. Thus, the concepts of job satisfaction and motivation both pertain to the individual and morale to the group. Mc Farland observes that:

Morale is basically a group phenomenon. It is a concept that describes the level of favourable or unfavourable attitudes of the employees collectively to all aspects of their work-the job, the company, their tasks, working conditions, fellow workers, superiors, and so on. Attitudes express what the individuals think and feel about their jobs. The emphasis is on how employees feel, denoting the strong emotional elements associated with attitudes.

Morale and Productivity

In general, there is a belief that the morale and productivity go hand in hand and higher the morale, higher the productivity and vice versa. However, this is not true in all cases and morale and productivity may not go together. Generally, there is some positive correlation between morel and productivity but they are not absolutely related that is, an increase of five per cent in morale does not guarantee a proportional increase in productivity.

In fact, morale reflects attitude of employees and there are a number of variables between employees attitude and productivity. An attitude in the individual tends to interpret, understand, or define a situation or relationship with others. Attitudes are the individuals likes or dislikes directed towards persons, things, or situations, or combination of all these. Since all expressed attitudes are not to be put into practice, it is expected that morale will not be exactly related to productivity. A more accurate statement about high morale is that it indicates a predisposion to be more productive fleadership is effective along with proper production facilities, and individuals ability.

This shows that productivity is a function of four factors- organisational factors, individual factors, attitudes and morale. Attitudes and morale, in turn, are determined by the satisfaction of individuals which is again affected by organisational and individual factors. Thus, productivity is a function of several variables, of course, morale may be one of the important ones. The successful managers recognise that behavioural management requires positive integration of goals so that people working together will achieve the desirable high morale with high productivity. Though it is possible to achieve high productivity with low morale ,this position cannot continue for long because in the long run employee will show their resistance, dissatisfaction, and restriction which eventually lead to low productivity.

Various research studies also support eh view that morale and productivity are not perfectly related, though there is a positive correlation between these tow. In a review of literature on relationship between morale and productivity. Brayfield and Crockett have concluded that there is little evidence that employee morale has any relationship to performance on the job. Another review by Herzberget. al presents more optimistic view of the evidence and suggests that there are enough data to justify the morale as a factor in improving the workers output although the relationship between morale and productivity is not absolute and the correlations obtained in many studies are low, though positive. In another review of literature by Vroom the median correlation between morale and performance was found to be 0.14. Thus on the basis of such reviews it can eb concluded that for higher productivity, high morale is necessary. However, it is said sometimes that high productivity is an much a cause for high morale as it is the result of high morale.

Measurement of Morale

Morale can be measured by collecting morale information. Such information may be collected through morale opinion, or attitude survey. Though all these tend to be used interchangeably, distinction can be made in attitude and opinion survey. In attitude survey, measurements is scaled according to some set of values, whereas opinion survey counts and classifies answers. All these indicate the level of morale in an organisation on the basis of which morale can be measured.

1. Morale Surveys:- Collecting information about morale through morale survey is quite common for researchers and organisations engaged in building morale. Since the morale information is collected through the use of some questionnaires, different types of questionnaires can be used. These can be classified into three groups: objective descriptive, and projective. Objective survey presents both a question and choice a answer in such a way that the employee merely has to mark to answer which is his choice. Such questions may be in the form of multiple choices , likely very high , moderate low ,very low or true ,false or yes, no, etc. The respondent may put tick on a appropriate answer. In this case, the respondents answer is quite precise and needs almost editing. In descriptive survey, the respondent has to answer the various questions in his own words. Such questions are open-end ones. Since the descriptive answers may have variation, they need considerable editing. In projective survey, the respondent is given situations and he is asked to comment on these. By such comments, his morale can be measured in an indirect way. One of the most common methods or projective survey is Thematic Apperception Test (T.A.T) where the comments are required on the basis of various pictures. This method, however, is not quite common in morale survey.

2. Indices of Morale:- Beside collecting information specially for measuring morale. Management can use certain indicators for measuring morale. Such morale indicators are available in the organisation itself. Since morale is an intervening variable, its impact is reflected in several factors concerning employees. However, such factors may not necessarily be the result of morale alone but they give some indications about morale. For example, productivity is an indicator of state of morale though is used for inferring the state of morale. These are:(a) Employee turnover

(b) Productivity

(c) Absenteeism and tardiness

(d) Fatigue and monotony

(e) Grievances

(f) Need for discipline

(g) Waste and scrap

(h) Quality record

3. Other Sources of Information:- There may be various other sources of gtetting information which can be directly relevant for morale measurement. Since an organisation collect information for various purposes and often information collected for one purpose may be used for other purposes also, various information sources can be integrated to have comprehensive view of morale. A basic advantage of such sources is that information is readily available and one has only to pick the relevant information. The various such sources may be follows:

(a) Reports of counseling

(b) Exit interviews

(c) Accident reports

(d) Training records

(e) Medical reports

(f) Suggestion systems

(g) Complaint box systems

Use of Morale Information

Morale information is quite useful in taking decisions concerning people in the organisation. Since organisational climate influences people to behave in a particular way and morale is one of the basic ingredients of the organisational climate, it can be used directly to modify or introduce many managerial practices which are more conducive to people in the organisation. In particular, morale information can be used for the following purposes:

1. Understanding the Level of Morale:- Morale information is the best indicator of the state of morale in an organisation. If it indicates low level of morale, it is time to take immediate action of reviewing various managerial actions. Since morale may not affect the organisational effectiveness immediately, it is a sign for lending to ineffectiveness in the long run. When this situation is arrived at, the situation becomes too difficult to control. As such preventive methods for maintaining conducive organisational climate should be taken. Some of these actions have been suggested later in this section itself.

2. Ensuring Communication:- One use of morale information may be to ensure organisational communication, particularly upward communication. This can be done in two ways. First, the process of collection of morale survey is such that it requires upward communication from people at lower level. Through this process, the people can convey their actual feelings which perhaps they may not convey. Second, management can take special action to ensure the free flow of communication on the basis of such information.

3. Creating Better Feelings in Employees:- Collection of morale information provides opportunity for employees to interact with management. This helps in creating better feeling among them in three ways. First, they may feel their importance by such interaction, thereby they are better motivated. Second, they may feel that management is taking real interest in them. Third, they may express many of their feelings which they may not do otherwise. This happens so if morale survey is conducted by outside consultants. By expressing such feelings, they are relieved of many of their tensions.

4. Assessing Training Needs:- Morale information can be used to assess the training needs of group of people as a whole or of individual of employees. Since morale information covers various aspects of employees functioning, it can disclose where a particular employee lacks and the gap can be filled by necessary training.

5. Creating Morale Consciousness:- Morale building as system of management can be better appreciated by managers if they are aware about it. Morale survey brings such awareness. If anything is done on systematic basis in the organisation, it has its positive effect on managers by creating an awareness. For example, cost reduction an method may bring cost-consciousness in managers. Similar is the case with morale information collection.

Morale Building

Morale building in the organisation is a continuous process and a responsibility of every manager. Thus, one best way of building morale in organisation is to have successful and sound management, with top management interested in the employee at all levels, and with appropriate personnel programmes for building employee relations. The management should collect periodic information on the status employee morale in the organisation. Such morale information indicates the attempt to be made in particular direction. In general, management can take specific steps improve morale in the organisation.

1. Sound Manpower Management. A manager in the organisation deals with human beings to get things done. He can inspire and activate or frustrate and dampen the enthusiasm of those working with him. Thus, sound manpower management goes long way in improving employee morale. Though manpower management affairs are manager by personnel management in the organisation, it is the responsibility of every manager because in one sense, every manger is a personnel manager. Manpower management should clearly specify grievance handling, safety measures, discipline rules and welfare activities. These factors should be based on the realisation of employee motivation and differences. Such measures help in improving employee morale which is reflected in low level employee absenteeism, turnover, and overall satisfaction.

2. Human Relations Approach. Human relations approach suggest that ever individual should be treated as human being in the organisation. Thus, no one gross or individual is more important than others, rather the contribution of each show be recognised. The important human relationships are not only those related organizations internal system but adapting to the environment as well. Thus, the human relations approach, trusting authentic relationships develop among people which result in increased inter-personal competence, inter-group co-operation flexibility, and the like. In this kind of environment, employees are given an opportunity to develop to the fullest potential and there is an attempt to make work exciting a challenging, consequently leading to more satisfaction to employees.

3. Management of Attitudes. Morale is contagious, One reason, this is true is the people learn from each other, from communication and connection. Thus, attitude exist, and the cultivation of favourable attitudes with morale building objectives. One of the important characteristics of management process. Further, the centre of the process of managing attitudes is for the superior to first become the master of his own attitudes because a managers attitudes are in a large part likely to reappear as attitudes of those who are near him in the organisation. The first-lien supervisor is a key factor n morale because his morale has multiplier effect on subordinates. Hence, the manger should know the state of supervisory morale and should try to change their attitudes favourably. Management has several alternatives in developing subordinate abilities, capacities, and behaviour patterns that they feel are most appropriate. On the one hand, they can use authority in the form of threat, punishment for non-compliance of behaviour; on the other hand, they can use persuasion, effective communication, leadership, and genuine interest in employees as a basis for encouraging them to perform adequately. Naturally the later course of action goes a long way in raising the level of morale.

4. Organisation Design. Organisation structure has an impact on the quality of employee relations, particularly on the level of morale. Generally organisations of large size tend to lengthen their channels of vertical communication, and to increase the difficulty to upward communication. Therefore, the morale tends to be lower. As against this, flat structure increased level of morale. Such phenomenon is supported by research finding also. Flat structure generally, increased morale by shortening the length of vertical communication, increased scope for self actualization, and the realisation of individuals unique capabilities. However, the structure should be backed by other measures to increase morale, otherwise it may result in less participation and independent though and action resulting in lower morale.

5. Participation. Participation is a management and behavioural concept that has been advanced by human relations and organisation theorists as a way of improving employee morale and effectiveness. The superior-subordinate relationship emphasizes that superior takes the decision and subordinates implement them. However, in such a decision-making process, subordinates do not feel very enthusiastic in implementing the decisions. As such, the subordinates should also be associated with decision-making process. MCGregor defines participation as natural way of management by means of integration and self-control. He considers participation as a range of possible managerial actions. Accordingly, the most suitable degree of participation is situation. It depends upon many factors in situation, including the nature of the problems involved or issues to be decided, the kinds of people involved, and the managers skill philosophy. ]

6. Job Enrichment. Job enlargement and job enrichment provide opportunity to over come monotony, fatigue, disinterest and create the environment to satisfy high order needs, thus leading to higher morale. However, they are not free of limitations. As such these should be used carefully as a means for morale building and general satisfaction.

7. Conflict Handling. Conflict appears in many aspects of organisation behaviou, and it occurs to varying degrees. Basically, conflict refers to the clash of opposing demands. It is not necessary that conflict is always dysfunctional. The existence of conflict can be viewed as a necessary, indeed a healthy, characteristic of organisational life. However, excessive and sustained conflict generates potential for low more. Therefore, conflict resolution is an important leadership responsibility. Morale building effort includes conflict resolution and can be considered as means preventing excess conflict. The methods of conflict resolution may differ according to the type, degree and the nature of the conflict. However, the preventive approach is valuable, and much conflict can be prevented before it breaks into open hostility and costly warfare. The management can set procedure for effective handling of conflict in the organisation through collective bargaining, grievance handling, joint consultation , etc.

8. Other Measures. Besides the above factors by which morale of employees can be raised, management may adopt following measures to correct the impart of low morale.

(i) To improve morale the effective control of absenteeism and tardiness achieved through good records, proper analysis and good supervision. Analysis of such records helps in correcting the factors causing absenteeism and tardiness.

(ii) To control employee turnover, the management should constantly collect and analyse facts and causes and take suitable action to overcome this problems.

(iii) To overcome the problem of fatigue and monotony, management should identify the fatiguing ad monotonous jobs and to explore possibilities from recombination of tasks and transfer between and among jobs. Rest period and improvement in working conditions also help in over coming the problems of fatigue and monotony.

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