MORALE-MOTIVATION in PUBLIC RESOURCE MANAGEMENT.pptx

1. MORALE & MOTIVATION
PREPARED BY:
ENGR. ANGEL ROSE C. TAMBAL, ENGR. RODIL S. MODESTO

2. TOPIC OVERVIEW
2
1. MORALE AND JOB SATISFACTION
2. BASIC FACTORS INFLUENCING EMPLOYEE MORALE
3. MOTIVATION FOR PERFORMANCE
4. PERFORMANCE BASED REWARDS
5. FACTORS INFLUENCING MOTIVATION
6. SUGGESTIONS FOR MOTIVATING EMPLOYEES
7. TWO APPROACHES TO WORK MOTIVATION
8. REWARDS IN PERFORMANCE AT GROUP LEVEL

3. Employee morale is the attitude,
satisfaction, and overall outlook of
employees during their association
with an organization or a business. If
your organization has a poor culture
then there will be adverse effects
like low productivity, low employee
satisfaction, etc. It can most
certainly lead to greater employee
attrition, just to begin with.
Presentation Title 3
WHAT IS MORALE?
20XX

4. Motivation is one of the important
factors affecting human behavior &
performance in the organization. It is
one of the essential functions of a
manager at the workplace. Here, a
manager needs to understand the
requirement for employees so as to
motivate them properly. The concept
involves needs wants, demand wishes,
etc of employees.
Presentation Title 4
WHAT IS MOTIVATION?
20XX

5. MORALE AND MOTIVATION 5

6. JOB SATISFACTION WILL BE DEFINED AS THE
AMOUNT OF OVERALL POSITIVE AFFECT OR
FEELINGS THT THE INDIVIDUAL HAVE TOWARDS
THEIR JOB
Job satisfaction is defined as the level of
contentment employees feel with their job. This
goes beyond their daily duties to cover
satisfaction with team members/managers,
satisfaction with organizational policies, and the
impact of their job on employees’ personal lives.
MORALE AND MOTIVATION 6
WHAT IS JOB SATISFACTION?
20XX

7. FACTORS THAT DETERMINE JOB
SATISFACTION LEVELS
1. Does your company care
about its employees?
MORALE AND JOB SATISFACTION 7
2. Does the workplace have room for
employees to engage in their hobbies?
A workplace where employees have
enough free time to read a book,
catch up on the news, have a
pleasant meal, for example – and
where such behaviors are not
considered slacking off – will better
enable job satisfaction.
A good rule of thumb is to keep the
interval between employee promotions
below the average employee tenure. For
example, if employees stay with your
company for five years and two months
on average, promotions should be
scheduled at least at two-year intervals. If
such transitions aren’t possible, provide
cross-training programs to give every
employee a chance to explore new roles in
the organization.
3. What is the average interval
between promotions?
Remember, it’s not enough to only
care – communicate this care
regularly to employees through
newsletters, rewards, informal
recognition, paid incentives, and
other forms of communication.

8. FACTORS THAT DETERMINE JOB
SATISFACTION LEVELS
MORALE AND JOB SATISFACTION 8
4. Do employees feel respected
by their peers?
5. Is there a culture of two-
way feedback?
6. Where do you stand on the
issue of work-life balance?
A workplace where employees feel
regularly criticized or under some
type of scrutiny is ripe for
dissatisfaction. You can detect their
dissatisfaction via one-on-one
conversations with employees, or
through anonymized data collected
via employee satisfaction surveys
and then take appropriate measures
to improve their experience in this
area.
Employees need regular feedback
(both positive and constructive) to
know that they are on the right
track.
Also, they want to share their
opinions with managers/HR/senior
management to guide the future of
the company. This culture of two-
way feedback is essential to
maintaining employee satisfaction. It
is doubly necessary for you to act on
the feedback you receive.
Companies must try to build a non-
toxic culture of high performance,
where productivity isn’t prioritized
over well-being. Positive work-life
balance is integral to this.

9. FACTORS THAT DETERMINE JOB
SATISFACTION LEVELS
MORALE AND JOB SATISFACTION 9
7. How do employees rate their
relationships with their reporting
heads?
8. Does your organization follow
fair and inclusive policies?
9. Can employees nurture their
creative instincts in their jobs?
We have all heard the axiom that
employees don’t quit jobs, they quit
bosses. And this is confirmed by
studies – a poll by Gallup found that
75% of voluntary attrition can be
attributed to the behavior of
immediate supervisors and not the
job itself.
Diversity and inclusion in the
workplace have a positive impact on
the business bottom line, while also
improving a company’s culture and
work environment. By ensuring
fairness toward all your employees,
regardless of age, gender, or
disability, you can increase the
average level of satisfaction across
the company.
While this depends on your specific
industry of operation, employees
mustn’t be stifled when showing a
spirit of creativity in their jobs.
In fact, learning and development
programs can be deployed to
strengthen creative skills, making your
company more innovation-friendly.
Otherwise, you risk having a workforce
that feels unheard, with the same rules
imposed upon them over and over
again.

10. FACTORS THAT DETERMINE JOB
SATISFACTION LEVELS
MORALE AND JOB SATISFACTION 10
10. Do employees feel
secure about their role?
Job security is now a major concern as technology upends existing
processes, and automation threatens legacy models of working. As a future-
focused employer, you must clearly explain how an employee’s role will
transform over the years and equip them for this change.
Employees shouldn’t feel insecure about their jobs – you can ensure this by
maintaining a consistent line of communication between frontline employees
and senior leadership.

11. 5 REASONS WHY JOB SATISFACTION
IS SO IMPORTANT
MORALE AND JOB SATISFACTION 11
By actively working on
satisfaction in the workplace,
you end up with employees
who are more engaged,
involved, and eager to go the
extra mile. This benefits your
company in several ways.

12. 5 REASONS WHY JOB
SATISFACTION IS SO IMPORTANT
1. Satisfied employees translate
into satisfied customers
MORALE AND JOB SATISFACTION 12
2. Voluntary turnover will come
down
3. You increase the chances of
referrals
4. Satisfaction is directly linked
to your productivity
5. In the long term, you can
dramatically reduce HR costs
If employees are unhappy at work, the
chances are that this will reflect in
their interactions with the customer.
Contact centers, specifically, cannot
afford to have dissatisfied employees –
this is sure to show in every word they
say and every campaign they work on.
Sometimes, turnover can be good
for business, as it brings fresh talent
into the organization. But voluntary
turnover looks different – you risk
losing top talent you have carefully
trained over the years.
Employee referrals are the most effective
method of recruitment, bar none. A report by
Jobvite
found that referrals make up 7% of all
applications but an overwhelming 40% of all
hires. An employee satisfied with the work
conditions and the pay scale is far more likely to
recommend their friends than a dissatisfied
employee.
In a positive work environment, employees
are more likely to bring their best to work
every day. For example, research by the
Social Market Foundation and the University
of Warwick’s Centre for Competitive
Advantage in the Global Economy (CAGE)
found that happy employees are 20% more
productive than unhappy employees on
average.
Typically, you need to plan for both fixed and
variable costs as part of your HR budget. Low
satisfaction could significantly dent the
variable aspect of this equation – dissatisfied
employees require targeted surveys,
specialized learning and development,
additional career assistance, and ultimately
may lead to rehiring and retraining costs in
the case of turnover. All of this needs you to
invest more than you had expected.

13. MORALE AND JOB SATISFACTION 13

14. 5 FACTORS TO CONSIDER
MORALE AND MOTIVATION 14
1. The organization’s employee
morale:
While it may sound surprising, the organization itself
is one of the biggest and most important factors
that affect employee morale. An organization
influences an employee’s attitude towards his/her
work. The reputation of an organization can certainly
build up for better or worse, their attitude towards
it.

15. 5 FACTORS TO CONSIDER
MORALE AND MOTIVATION 15
2. Type of work:
The nature of work an employee is performing at
his/her workplace also is greatly responsible to
determine the morale. It can make situations worse
for an employee. Therefore, an unorganized
organizational structure also affects employees, if
the employee feels that he/she is just a cog machine
in a factory line, instead of a real person, this too
may adversely affect their morale.

16. 5 FACTORS TO CONSIDER
MORALE AND MOTIVATION 16
3. Personal attributes:
Mental and physical health play an important role in
determining employee morale. There are also other
important factors that concern their progress and in
turn their morale: age, education qualification, years
of experience, occupational levels, reward perception,
and similar factors.

17. 5 FACTORS TO CONSIDER
MORALE AND MOTIVATION 17
4. Supervision and feedback:
The level of supervision received by an employee is a
tremendous factor that affects morale. If the
employees feel they have no direction or don’t
understand the organizational goals and
commitments, then it is the job of the superiors and
the leadership in the organization to get them on the
same page. But there should not be too much
interference too if the employees are given the
freedom to work their morale will be high.

18. 5 FACTORS TO CONSIDER
MORALE AND MOTIVATION 18
5. Work-Life balance influences
employee morale:
Most organizations fail to recognize the importance
of a healthy work-life balance. It is important that
the employees have some activities to relax while
they are at work. It’s not just about the foosball
culture or an inventory stuffed with food. Forbes
magazine emphasizes the importance of maintaining
a balanced lifestyle for employees to increase
productivity and boost levels of employee
satisfaction.

19. MORALE AND JOB SATISFACTION 19

20. Performance is a function of the interaction between
an individual’s motivation, ability, and environment.
MORALE AND MOTIVATION 20

21. MORALE AND JOB SATISFACTION 21

22. A performance-based bonus is an extra compensation granted to an employee
as a reward for reaching pre-established goals and benchmarks.
Employers often reward employees with performance bonuses after evaluating
outstanding projects or high-quality work performances.
MORALE AND MOTIVATION 22

23. PERFORMANCE-
BASED
REWARDS A performance bonus system that rewards
employees for their achievements and measures
work performance fairly and accurately, imparts
a sense of accomplishment to employees. They
can experience professional growth, satisfaction
from contributing toward the overall success of
their company and are more likely to bring
positive energy and a good attitude to the
company culture.
MORALE AND MOTIVATION 23
How can performance bonuses
improve company culture?

24. MORALE AND JOB SATISFACTION 24

25. FACTORS INFLUENCING
MOTIVATION Motivation is the reason one has for acting or
behaving in a particular way. All adults need to
be motivated in some way for every single thing
they do each day. Therefore, in the workplace,
motivation is very important. Employees need to
be motivated to show up as their best selves
each day and work hard at their job.
MORALE AND MOTIVATION 25
The four factors of motivation
and simple ways you can
motivate your staff

26. Management style deeply impacts motivation. Think about bosses that
empowered you. You were likely motivated to work harder for them than for
managers that you did not align with. If you are a manager, are you getting
feedback on your leadership style and if it is working for your team? How are
you empowering your staff? Employees want to be better for a strong manager
and support the team as a whole.
MORALE AND MOTIVATION 26
1. LEADERSHIP STYLE

27. As a manager, ensure you have a clear evaluation system in place that
motivates employees. They need to know their job description, what is required
of them each day, when they will be reviewed etc.
MORALE AND MOTIVATION 27
2. THE REWARD SYSTEM

28. Otherwise known as workplace culture. It is so important to cultivate a team
that supports one another, trusts each other, and leaves employees feeling
committed.
MORALE AND MOTIVATION 28
3. THE ORGANIZATIONAL CLIMATE.

29. Is the work rewarding? Why are we doing what we are doing? Are you able to
be flexible? Autonomous?
MORALE AND MOTIVATION 29
4. THE STRUCTURE OF WORK.

30. SUGGESTIONS FOR MOTIVATING
EMPLOYEES
 REST
 HAVE FUN
 CREATE
 SPEAK UP
 REFLECT ON YOUR WHY
 GRATITUDE
 PLAN
 DREAM
 REWARD YOURSELF
MORALE AND MOTIVATION 30
Things you can do to
motivate yourself and
your team:

31. MORALE AND JOB SATISFACTION 31

32. SUGGESTIONS FOR MOTIVATING
EMPLOYEES
Employee motivation helps keep workers
satisfied and not looking for other jobs.
Employers should not ignore the importance
of motivation. Unmotivated employees who
are unhappy can lead to general work
complaints from employees. This in turn can
create company problems. Employer solutions
for employee motivation include both
monetary and nonmonetary solutions, such as
giving time off.
MORALE AND MOTIVATION 32

33. Employers who want to motivate an employee should promote career path
development. Schedule a meeting and find out the employee's career goals. Set
up these employer-employee meetings each month. You can keep the meetings
short. Act as a coach and identify the employee's strengths and weaknesses. An
employee's weakness may require more job training, which you can facilitate.
Encourage and reward new ideas for work flow.
MORALE AND MOTIVATION 33
Promote Employee Career Path Development

34. Employees work hard for their employers. Some employers forget to appreciate
their employees' efforts. Employees should be thanked in some way. When an
employee performs in a stellar manner, offer different types of praise, maybe
even an afternoon off. Praise does not require much effort. For instance, offer a
hand-written thank you note. After you give the note, keep a copy in the
employee's work file so no one forgets the employee's good work.
MORALE AND MOTIVATION 34
Give Employees Thank You Notes

35. As an employer, you need to provide sound management of your business and
keep your employees happy. Plan a fun event for employee motivation. The
event does not need to last all day. Choose a nonbusy work period, possibly a
Friday afternoon. Hold a contest and offer your employees lunch. Keep the
lunch menu simple with pizza, snacks and juice.
MORALE AND MOTIVATION 35
Offer an Employee Fun Event

36. Employees must feel respected by their employers. When employees experience
disrespect, you face employees who may not perform well. Listen to any
employee-related concerns and address them immediately. If an employee is
overworked, figure out a solution. You can help prioritize the worker's daily
workload. Offering a solution shows employee respect and gains a motivated
employee.
MORALE AND MOTIVATION 36
Give Employees Respect

37. Employers should keep employees aware of company updates. Holding a
quarterly company meeting offers an opportunity. Draft an outline of company
topics to cover before you hold the meeting. The memo should be distributed
days before the meeting. Do not forgot off-site employees. Company topics
might range from new product developments to employee promotions. Use part
of the meeting for questions and answers.
MORALE AND MOTIVATION 37
Hold Quarterly Company Meetings

38. MORALE AND JOB SATISFACTION 38

39. TWO APPROACHES TO WORK
MOTIVATION
This type of motivation refers to
factors that are outside of the person,
such as bonuses, social recognition
and praise.
MORALE AND MOTIVATION 39
EXTRINSIC MOTIVATION

40. TWO APPROACHES TO WORK
MOTIVATION
Intrinsic motivation is a type of
motivation that occurs within the
individual. For example, personal
gratification and a feeling of
accomplishment are two types of
intrinsic motivations.
MORALE AND MOTIVATION 40
INTRINSIC MOTIVATION

41. MORALE AND JOB SATISFACTION 41

42. REWARDS IN PERFORMANCE AT
GROUP LEVEL Intrinsic rewards are the rewards that are non-
tangible but yet results in higher levels of job
satisfaction. Some examples are- an impressive
job title, career growth, personal achievements,
praises, etc.
Extrinsic rewards are tangible rewards that
employees receive upon doing good work. It
includes bonuses, raises, gifts, etc.
MORALE AND MOTIVATION 42
1. INTRINSIC VERSUS
EXTRINSIC REWARDS

43. REWARDS IN PERFORMANCE AT
GROUP LEVEL Financial rewards work by positively contributing
to the overall employees' financial wellbeing. It
includes bonuses, salary raises, etc.
Non-financial types of rewards do not provide
any financial gain to the employee. Instead, it
focuses on appreciating employees through
employee benefits. Gym memberships, parking
spaces, gift cards are a few examples.
MORALE AND MOTIVATION 43
2. NON-FINANCIAL VERSUS
FINANCIAL REWARDS

44. REWARDS IN PERFORMANCE AT
GROUP LEVEL Non-financial rewards are more feasible for
companies to reward employees mainly because:
• Long-term effects as compared to financial
rewards: Employees are more likely to keep
enjoying the benefits. However, financial
rewards give one-time satisfaction.
• Employees feel more comfortable discussing
their rewards with their peers.
• For the same performance, financial
incentives require higher investment.
• It's a more affordable option for small
businesses and startups.
MORALE AND MOTIVATION 44
2. NON-FINANCIAL VERSUS
FINANCIAL REWARDS

45. REWARDS IN PERFORMANCE AT
GROUP LEVEL Performance-based rewards are allocated based on
the performance of an employee in a company.
Performance-based rewards are given in pay plans,
incentive systems, group bonuses, or commissions.
Membership-based rewards are given in the form
of benefits and services provided to the company's
employees. For example, it might be in the form of
the annual Christmas bonus, company retreat,
upgraded office furnishing, etc.
MORALE AND MOTIVATION 45
3. MEMBERSHIP VERSUS
PERFORMANCE-BASED
REWARDS

46. THANK YOU!
PREPAPRED BY:
ENGR. ANGEL ROSE TAMBAL & ENGR. RODIL MODESTO