Page 305 - DMGT106_MANAGING_HUMAN_ELEMENTS_AT_WORK

Unit 13: Motivation and Morale

13.10 Morale Notes

Morale is a term that has been defined in a number of ways. Though real morale is an intangible
factor and relates to the conditions of an individual or group with regard to its determination,
confidence, and enthusiasm in the performance of duty. It is sometimes defined as moral
condition of an individual as regards discipline and confidence in relation to his job. For some
people it includes the mental and emotional feeling of an individual regarding the task expected
of him; for still others, morale may mean personal acceptance of group goals. In relation to job,
morale may be defined as the extent to which an individual perceives satisfaction of his needs
as stemming from his total job situation. Morale should be viewed as a dynamic phenomenon
relevant to all levels and category of employees and should be understood as the sum of
psychic qualities reflecting courage, zeal and confidence in the performance of duty.
13.10.1 Morale and Productivity

Morale is frequently assumed to be associated with higher performance, greater satisfaction
and increased productivity. However, research is yet to corroborate this. High morale may
well be associated with low productivity. When an employee feels secure and is able to satisfy
his personal motives independent of the attainment of organisational objectives, he may not
attach any significant importance to his job efforts, though his morale may be quite high. In
the same way, low morale and high productivity may coexist. Feeling of insecurity of threat
of withholding or diminution of satisfaction may sustain better performance and higher
productivity, though under this situation morale is likely to be very low. Thus productivity
may only be peripherally related to morale.
It is, however, worth noting that negative correlation between morale and productivity is
based upon the notion of morale being equal to job satisfaction. Morale in the sense of confidence
and enthusiasm for the job performance does influence productivity though the two need not
always be positively correlated. The morale and productivity have not confirmed any
co-variation of two phenomenon because studies tend to focus on short-term costs. Moreover,
research has not yet proved either that there exists no positive relationship whatsoever between
morale and productivity, or that the management can afford to overlook the problem of employee
morale without producing any adverse effects.
13.10.2 Factors Determining Morale
The following factors are generally found associated with morale:
1. Social Factors
2. Supervisory Techniques

3. Job Satisfaction
4. Organisation and Its Purpose.
1. Social Factors: People derive satisfaction from their social relationships and compatibility
with fellow employees. Informal groups gain more support particularly in the context of
jobs that offer little or no intrinsic satisfaction. Cohesive groups provide support and
consolation to their members and protect them by countering sources of threat. Thus
cohesive groups greatly influence morale of their members. Management should, therefore,
encourage and protect constructive informal groups and attempt to secure proper
integration of group goals with those of the formal organisation structure.
2. Supervisory Techniques: Choice of techniques and adequacy of supervision at a given level
have a direct bearing upon the morale of subordinates. Task-oriented manager who
adopts punitive or close style of supervision and direction is likely to undermine morale
of his subordinates. On the other hand, manager with qualities like friendship, mutual
trust, participation, respect, and supportiveness in his style of supervision and leadership
is likely to boost up the morale of his subordinates.

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