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 factorsorganisational 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 interpersonal 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.
increased

morale

by

shortening

Flat structure generally,

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.