+    SYNERGY    Presentation on staff morale at    Robinson Mason (Pvt) Limited
+    Definition of morale    An intangible concept that refers to how positive and supportive a    group feels toward the ...
+    Impact of HRM on organisational    performance
+    Importance of morale in    organisations       Neely‟s research (1999) revealed a pattern that links the        prod...
+    Causes of low morale       Poor leadership qualities of the immediate supervisor (Schuler,        2004)       Chang...
+    Strategic change and HRM:    Warwick Model
+    Issues affecting morale at Robinson    Mason (Pvt) Ltd (RM)       Culture: disconnect between the firm‟s value state...
+    Recommendations       Geoff should incorporate humility as one of his practices: “The servant leader is        serva...
+    References    Neely, G., (1999). The relationship between employee morale    and employee productivity. National Fire...
+    References    Armstrong, M., (2009). Armstrongs Handbook of Human    Resource Management Practice, 11th edition,
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Hrmbp presentation1

  1. 1. + SYNERGY Presentation on staff morale at Robinson Mason (Pvt) Limited
  2. 2. + Definition of morale An intangible concept that refers to how positive and supportive a group feels toward the organisation to which it belongs and the special feelings members of the group share with others, such as trust, self-worth, purpose, pride in one‟s achievement, and faith in the leadership and organisational success. (Haddock, 2010) Employee morale as the general level of confidence or optimism experienced by a person or a group of people, especially if it affects discipline and willingness. (Seroka, 2009)
  3. 3. + Impact of HRM on organisational performance
  4. 4. + Importance of morale in organisations  Neely‟s research (1999) revealed a pattern that links the productivity of employees with their level of morale  Morale is also regarded to be the fuel that drives an organisation forward or the fuel that feeds the fires of employee discontent and poor performance (Ewton, 2007)  Low morale carries a high cost: the Gallup Organisation, (2008) estimates that there are 22 million actively disengaged American employees, with a price tag to the economy at the tune of $350 billion per year in lost productivity  Millet (2010) gives six reasons why staff morale is important: improved productivity; improved performance and creativity; reduced number of leave days; higher attention to detail; a safer workplace; and increased quality of work.
  5. 5. + Causes of low morale  Poor leadership qualities of the immediate supervisor (Schuler, 2004)  Change and poor leadership (Robbins, 2003)  Leadership not serving as exemplars, little or no accountability, a lack of career and succession planning, too many silos, and departmental infighting (Stevens, 2009)  Leadership culture of command and control (White,2009)  Distrust of management, poor interpersonal relations, and inflexible working conditions (Dye and Garman, 2006) Some of the leadership skills that are critical in enhancing morale are good communication, and the ability to deal with change, manage people, set goals and solve problems (Psychometrics Canada, 2010)
  6. 6. + Strategic change and HRM: Warwick Model
  7. 7. + Issues affecting morale at Robinson Mason (Pvt) Ltd (RM)  Culture: disconnect between the firm‟s value statement and the way it conducts business in practice; Staff afraid to express concerns for product quality; Fear of facing Operations Director‟s wrath.  Structure: Layered organizational structure with limited empowerment at the lower level  Competiveness and leadership: fragmented approach to product positioning, pricing and consumer proposition; CEO‟s forceful leadership style and tight control over important decisions; lack of accountability at executive level  Change consultants: used technical jargon; appeared personally disorganised; fondness for expensive restaurants; cavalier attitude to travel;
  8. 8. + Recommendations  Geoff should incorporate humility as one of his practices: “The servant leader is servant first.” (Greenleaf, 1996)  RM should conduct a survey to determine the issues that are affecting staff morale  Management at RM should foster openness and be more accessible to staff (Dye and Garman, 2006)  Develop effective communication, build cohesiveness in teams and develop the ability to energise staff (Dye and Garman, 2006)  RM should seek to attract the right talent, hire for skill and behaviour, look at best practice, hiring for passion and focus on the customer (Stevens, 2009)  Create platform to allow staff an opportunity to voice their concerns and provide input to management anonymously  Recognise and compensate „good‟ work and pay performance related salaries
  9. 9. + References Neely, G., (1999). The relationship between employee morale and employee productivity. National Fire Academy as part of the executive Fire Officer Program. Tulsa. Oklahoma Schuler, A.D., (2004). Turning around low morale. Available: www.schulersolutions.com. [2012, July,6] Senge, P., (1990). The Fifth Discipline. Currency Doubleday. New York Seroka, J., (2009). Boosting employee morale needs to occur daily, not only during times of crisis. Available: http://www.hrtools /insights {2012, July, 5]
  10. 10. + References Armstrong, M., (2009). Armstrongs Handbook of Human Resource Management Practice, 11th edition,

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