Page 306 - DMGT106_MANAGING_HUMAN_ELEMENTS_AT_WORK

Managing Human Element at Work

Notes 3. Job Satisfaction: In the two-factor theory of motivation discussed earlier it was mentioned
that certain intrinsic or job content factors like achievement, recognition, the job itself,
responsibility, advancement, and potential for growth, etc., contribute to employee
satisfaction. On the other hand, extrinsic or hygienic factors like company policy,
supervision and administration, relationship with peers and with subordinates, status,
personal life and security, cause dissatisfaction. The satisfiers or motivators are intrinsic
to the job and evidently management should spend more time and money on these
factors than on hygienic factors. The job itself is thus a source of satisfaction and any
improvement in this direction is likely to favourably affect people’s morale.
4. Organization and Its Purpose: An individual who upholds integrity of the organization and
perceives its purpose to the accomplishment of which his efforts are directed as worthwhile
is likely to possess a high morale. Image of the enterprise in an individual’s mind and
pride in its objectives are, therefore, closely related to the phenomenon of morale.
Company policies, procedure and communication—all are important factors having a
bearing upon morale of its employees. Similarly, type of the subordinate, his ability to
get along with people and grasp problems are also related to morale. There are also such
external factors like family relations and association with friends that influence a man’s
morale on the job. Thus, not a single factor but combination of factors influence morale.
Morale is highly elusive and baffling phenomenon. Factors that are sometimes considered
as contributing to high morale tend to destroy it sooner or later. Thus, soft management
approach, if carried too far, may ultimately affect it in an adverse manner. A manager
attempting to raise morale of his subordinates should, therefore, bear in mind its variability
both with regard to its context and its content.
13.10.3 Knowing the Prevailing Morale
Employee’s morale may be ascertained on the basis of observation or attitude surveys. Thus,
a manager may observe the activities, trends, changes in personal characteristics and behaviour
of his subordinates to determine the level of their morale. Changes in willingness to co-operate
should be more particularly observed. Success of this method will depend upon the ability of
a manager to observe the things objectively.

Employee morale may be ascertained by conducting attitude surveys through personal
interviews or use of printed questionnaire. Members are asked to supply information relating
to their feeling about working conditions, supervisors, enterprise and its objectives, and the
like. To be most effective, surveys should be repeated at intervals to determine the trend and
ascertain the extent obstacles to morale previously reported have been removed. It is better if
employees are informed at the earliest about the result of the survey and possibly contemplated
by management for countering unfavourable results.
Sometimes factors like rate of absenteeism, labour turnover, and grievances reported are also
taken as indicators of morale. But this method cannot be considered sound because labour,
turnover, etc. are often influenced and caused by a number of factors not directly related to
morale in any significant way.

Indian Space Research Organization (ISRO)

inod was a scientist in the R&D department of the Indian Space Research
Organization (ISRO). He worked for the institution ever since he received his
Vdegree 15 years earlier and he was clearly recognized as one of the best researchers
in the area. He spent many hours keeping current on the literature, and he knew how to
set up tight research designs. Knowledgeable in space research, he had a reputation for
Contd...

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