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. !ccording to "dwin.#.Flippo $%orale is a mental condition of attitude of individuals and groups which determines their willingness to co&operate.' !ccording to !le(ander )eighton $%orale is the capacity of a group of people to pull together persistently and consistently in pursuit of a common goal'. !ccord !ccording ing to *order rder $moral $moralee is a feelin feeling g somewh somewhat at relate related d to +prite de cops, enthusiasm or zeal.'
!ccording to %ooney $ %orale is the sum total of several psychic ualities 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. %orale may be high or low. -igh morale e(ists when employee attitudes are favourable towards their jobs, their ompany and their fellow workers. -igh morale is an attitude of satisfaction, togetherness and identification with the organization. )ow morale, or the other hand, is an indication of dissatisfaction and frustration on the part of the employees. )ow 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. )ow morale, on the other hand, indicates the presence of mental unrest. %orale and productivity are assumed to go hand in hand. ie -igher the morale, higher the productivity and vice versa. #ut 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. -owever 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. +imilarly the morale is influenced by a lot of factors. /restige 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. "ach employee has attitudes that range over the entire spectrum of human behaviour. !ll managers have a constant concern for the morale of the group which they lead.
-owever,
considerable confusion prevails over the use of the term morale because of variation in defining characteristics of the term. +ome researchers make distinction between job satisfaction and morale, while others do not
make this distinction. +ome researcher take job satisfaction and morale as individual0s 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. 1uion 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. 2hen morale is regarded as an individual phenomenon, many investigators organize these feelings what are assumed to be worker0s 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. %c Farland observes that3
%orale 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. !ttitudes e(press 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. -owever, this is not true in all cases and morale and productivity may not go together.
1enerally, 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 employee0s attitude and productivity. !n attitude in the individual tends to interpret, understand, or define a situation or relationship with others. !ttitudes are the individual0s likes or dislikes directed towards persons, things, or situations, or combination
of all these. +ince all e(pressed attitudes are not to be put into practice, it is e(pected that morale will not be e(actly related to productivity. ! 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 individual0s ability. This shows that productivity is a function of four factors& organisational factors, individual factors, attitudes and morale. !ttitudes 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 reuires 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.
4arious 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. #rayfield and rockett have concluded that there is little evidence that employee morale has any relationship to performance on the job. !nother review by -erzberget. 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 4room the median correlation between morale and performance was found to be 5.67. Thus on the basis of such reviews it can eb concluded that for higher productivity, high morale is necessary. -owever, 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
%orale can be measured by collecting morale information. +uch 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.
!ll these indicate the level of morale in an
organisation on the basis of which morale can be measured.
1. Morale Surveys:-
ollecting information about morale through
morale survey is uite common for researchers and organisations engaged in building morale.
+ince the morale information is
collected through the use of some uestionnaires, different types of uestionnaires can be used. These can be classified into three groups3 objective descriptive, and projective. 8bjective survey presents both a uestion and choice a answer in such a way that the employee merely has to mark to answer which is his choice. +uch uestions may be in the form of multiple choices , likely very high , moderate low ,very low or 9true ,false0 or 9yes, no0, etc. The respondent may put tick on a appropriate answer. In this case, the respondent0s answer is uite precise and needs almost editing. In descriptive survey, the respondent has to answer the various uestions in his own words. +uch uestions are open&end ones. +ince 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. #y such comments, his morale can be measured in an indirect way.
8ne of the most common methods or projective survey is
Thematic !pperception Test :T.!.T; where the comments are
reuired on the basis of various pictures. This method, however, is not uite common in morale survey. 2. Indices of Morale:- #eside collecting information specially for
measuring morale.
%anagement can use certain indicators for
measuring morale.
+uch morale indicators are available in the
organisation itself. +ince morale is an intervening variable, its impact is reflected in several factors concerning employees. -owever, such factors may not necessarily be the result of morale alone but they give some indications about morale.
For e(ample, productivity is an
indicator of state of morale though is used for inferring the state of morale. These are3 :a;
"mployee turnover
:b; /roductivity :c;
!bsenteeism and tardiness
:d; Fatigue and monotony :e;
1rievances
:f;
:g; 2aste and scrap :h; =uality record
. Ot!er Sources of Information:- There may be various other sources
of gtetting information which can be directly relevant for morale measurement.
+ince 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. ! 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 follows3 :a;
>eports of counseling
:b; "(it interviews :c;
!ccident reports
:d; Training records :e;
%edical reports
:f;
+uggestion systems
:g; omplaint bo( systems
"se of Morale Information
%orale information is uite useful in taking decisions concerning people in the organisation.
+ince 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 purposes3 1.
"nderstandin# t!e Level of Morale:- %orale 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.
+ince morale may not affect the
organisational effectiveness immediately, it is a sign for lending to ineffectiveness in the long run. 2hen this situation is arrived at, the situation becomes too difficult to control.
!s such preventive
methods for maintaining conducive organisational climate should be taken. +ome of these actions have been suggested later in this section itself. 2.
Ensurin# $ommunication: & 8ne 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 reuires upward communication from people at lower level. Through this process, the people can convey their actual feelings which perhaps they may not
convey. +econd, management can take special action to ensure the free flow of communication on the basis of such information. .
$reatin# %etter &eelin#s in Em'loyees: & ollection 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.
+econd, they may feel that
management is taking real interest in them. Third, they may e(press many of their feelings which they may not do otherwise.
This
happens so if morale survey is conducted by outside consultants. #y e(pressing such feelings, they are relieved of many of their tensions. (.
Assessin# )rainin# *eeds: & %orale information can be used to
assess
the training needs of group of people as a whole or of
individual of employees. +ince morale information covers various aspects of employee0s functioning, it can disclose where a particular employee lacks and the gap can be filled by necessary training. +.
$reatin# Morale $onsciousness:& %orale building as system of
management can be better appreciated by managers if they are aware about it. %orale 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 e(ample, cost reduction an method may bring cost&consciousness in managers. +imilar is the case with morale information collection. Morale %uildin#
%orale 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. +uch 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 Man'o,er Mana#ement. ! manager in the organisation
deals with human beings to get things done. -e 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. %anpower 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. +uch measures help in improving employee morale which is reflected in low level employee absenteeism, turnover, and overall satisfaction. 2.
uman Relations A''roac!. -uman 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
organization0s 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 fle(ibility, 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 e(citing a challenging, conseuently leading to more satisfaction to employees.
.
Mana#ement of Attitudes. %orale is contagious, 8ne reason, this
is true is the people learn from each other, from communication and connection. Thus, attitude e(ist, and the cultivation of favourable attitudes with morale building objectives.
8ne 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 manager0s 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. -ence, the manger should know the state of supervisory morale and should try to change their attitudes favourably.
%anagement has several
alternatives in developing subordinate abilities, capacities, and behaviour patterns that they feel are most appropriate. 8n 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 adeuately.
(.
Or#anisation esi#n. 8rganisation structure has an impact on the
uality of employee relations, particularly on the level of morale. 1enerally 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. !s against this, flat structure increased level of morale. +uch phenomenon is supported by research finding also. increased
morale
by
shortening
Flat structure generally, the
length
of
vertical
communication, increased scope for self actualization, and the realisation of individual0s uniue capabilities.
-owever, 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. +.
Partici'ation. /articipation 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. -owever, in such a decision&making process, subordinates do not feel very enthusiastic in implementing the decisions. !s such, the subordinates should
also be associated with decision&making process.
%1regor
defines participation as natural way of management by means of integration and self&control. -e considers participation as a range of possible managerial actions. !ccordingly, 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 manager0s skill philosophy. ? /.
0o Enric!ment. @ob 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. -owever, they are not free of limitations. !s such these should be used carefully as a means for morale building and general satisfaction. .
$onflict
andlin#.
onflict
appears
in
many
aspects
of
organisation behaviou, and it occurs to varying degrees. #asically, conflict refers to the clash of opposing demands. It is not necessary that conflict is always dysfunctional. The e(istence of conflict can be viewed as a necessary, indeed a healthy, characteristic of organisational life.
-owever, e(cessive and sustained conflict
generates potential for low more. Therefore, conflict resolution is an important leadership responsibility. %orale building effort includes conflict resolution and can be considered as means preventing e(cess conflict.
The methods of conflict resolution may differ
according to the type, degree and the nature of the conflict. -owever, 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. 3.
Ot!er Measures. #esides 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. !nalysis 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 e(plore possibilities from recombination of tasks and transfer between and among jobs. >est period and improvement in working conditions also help in over coming the problems of fatigue and monotony.
