Morale refers to an employee's attitude towards their job, supervisor, and organization. It can range from very high to very low and is affected by factors like job satisfaction, treatment from management, workload, and relationships with coworkers. High morale leads to benefits like increased commitment, loyalty, and productivity while lowering absenteeism and turnover. Morale and productivity have a complex relationship, with high or low levels of both being possible depending on whether individual and group goals are met. Maintaining high morale involves preventative measures like job enrichment and flexible hours, as well as remedial actions when issues arise like clarifying executive responsibilities and focusing on employee-oriented policies and leadership.

1. MORALE AND
PRODUCTIVITY
BY
K.VIDHYA

2. MORALE
• Morale is purely emotional.
• Morale is an attitude of an employee towards
his job, his superior, his organisation, etc..
• Morale may range from very high to very low.
• It is not a static thing.

3. DEFINITION
• Edwin B. Flippo defines it as “a mental
condition or attitude of individuals and
groups, which determines their willingness to
co-operate.
GOOD MORALE AND POOR MORALE

5. IMPORTANCE OF MORALE
It plays an vital role in the organisation’s
Success. High morale keeps the employees loyal
to the job, profession and organisation.

6. MORALE RESULTS IN:
 High level commitment, sincerity, employee loyalty
 Reduction in absenteeism, labour turnover,
grievances
 Increase in discipline
 Reduction in industrial conflicts
 Sound superior-subordinate relations
 Increase in employee pride
 Team building
 Employee empowerment
 Easy implementation of enterprise resource planning

7. INDIVIDUAL AND GROUP MORALE
INDIVIDUAL MORALE
• It is a single person’s
attitude towards life
• It is related with knowing
one’s own expectations and
living up to them.
• If one is clear of his own
needs and know how to
satisfy that need then, his
morale is high.
GROUP MORALE
• It reflects the general
“esprit de corps”(a state of
well- being and an
emotional force ) of a
collective group of
personalities.
• It must be practiced
continuously .
• It cannot be ultimately
achieved because, it is
constantly changing.

8. FACTORS AFFECTING MORALE
Roach determined that 12 factors affecting morale:
General worker’s attitude towards the company
General worker’s attitude towards the supervisor
The level of satisfaction with job standards
The level of consideration the supervisor shows
to his subordinates.
The workload and the work pressure level
The treatment of individuals by the management

9. CONT........
 The level of worker’s pride in company& its activities.
 The level of worker’s satisfaction with salaries .
 Worker’s reactions to the formal communication
network in organisation.
 Intrinsic job satisfaction level of the workers.
 Worker satisfaction with the progress and
opportunities for further progression.
 The worker’s attitude towards fellow workers.

10. MEASUREMENT OF MORALE
1) OBSERVATION
2) ATTITUDE SURVEYS
3) COMPANY RECORDS

11. (1)OBSERVATION:
A keen observation of employees behaviour, talk,
gestures should help the manager to identify any
change in the level of morale. On identifying this, the
manager should immediately think of a remedial action
in order to restore the morale at its previous level.

12. (2)ATTITUDE SURVEYS
• INTERVIEW METHOD • QUSTIONNAIRE
METHOD

13. (3)COMPANY RECORDS AND REPORTS
• Certain reports from the personnel
department provides the information about
labour turnover, rate of absenteeism, no of
workers grievances, strikes, etc..

14. MORALE AND PRODUCTIVITY
On the basis of several research studies, Miller
and Form have given four combinations of
productivity and morale.

15. (1)HIGH MORALE-HIGH
PRODUCTIVITY
o When group goals are satisfied and individual
goals including freedom of work, salary, etc.
are satisfied, which will lead to motivation of
the employees, so standard of performance
will be high, which in turn leads to high
productivity and vice versa.

16. (2)LOW PRODUCTIVITY-HIGH
MORALE
o Though the individual goals rather than
causing high productivity like pleasant fellow
workers, good working conditions, etc.. are
satisfied, where supervisors lack technical &
administrative skills, which leads to low
productivity of high morale group & where
workers lack adequate skills or training leading
to low productivity by high morale.

17. (3)HIGH PRODUCTIVITY-LOW
MORALE
Supervisor is only able to increase high
productivity through his skills or planning
ability rather than through motivation
He practices penalty method to give rise to
high productivity.

18. (4)LOW PRODUCTIVITY-LOW MORALE
Where group goals and individual goals did
not get satisfied.
It will thus be observed that there is a
complexity of relationship between morale
and productivity.

19. WARNING SIGNS OF LOW MORALE
High rate of absenteeism
Tardiness
High labour turnover
Strikes and sabotage
Lack of pride in work
Wastage and spoilage

20. MAINTENANCE OF MORALE
If the management feels that there is a need for
maintenance and improvement of morale, there
are two ways:
(1) preventive measures.
(2) remedial measures.

21. PREVENTIVE MEASURES
a) CREATION OF WHOLE JOB:
Assigning the whole job to a single worker with
a view to satisfy his need for achievement.
b)JOB ENRICHMENT:
Designing the vertical slice of the tasks into a job
and assigning it to an employee satisfy his need
for recognition, responsibility, growth, etc..

22. Cont.....
c)MODIFYING THE WORK ENVIRONMENT:
Creating and providing conclusive and
challenging work environment.
d)FLEXIBLE WORKING HOURS:
Development of HRM & flexible working hours
provide freedom to the worker.

23. IMPROVEMENT OF MORALE
Firstly, it must be decided that a particular
person who is responsible for the execution of
the plan.
Each executive should be told, in writing, what
he should do to improve the general morale of
the employees.
Specific morale duties should be outlined for
every executive.

24. Cont...
Mangers can concentrate on supervisory
styles, company policies, working conditions
and other factors external to and out of the
control of the work to see that such factors
are employee-oriented. leadership styles that
support the worker and encourage him may
be applied.