Morale in the Workplace - Essay Example

Decreased Workplace Morale Decreased Workplace Morale: Identifying and Solving Complex Motivational Issues RELEVANT INFORMATION ACADEMIC ORGANIZATION Decreased Workplace Morale 2 Executive Summary In the contemporary business environment, morale is often closely linked with motivation and an employees commitment to contribute to the fulfillment of organizational goals. This project addresses specific drivers of lowered employee morale, including self-esteem needs, job role redundancy, inefficient managerial communication, as well as demands for fair employment compensation. Additionally, providing solutions to breaking down these barriers preventing high organizational morale are offered. Various secondary professional literature has been collected which emphasize factors in the workplace leading to low organizational commitment, as well as the results of an interview with a member of the management staff of a well-known organization. The purpose of this project is to increase awareness of the issues surrounding workplace morale and to offer methods by which to correct this common business problem. Decreased Workplace Morale 3 Decreased Workplace Morale: Identifying and Solving Complex Motivational Issues Introduction In the workplace, employee morale can best be defined as the emotional state of a person or group as exhibited by confidence, cheerfulness, and overall willingness to perform assigned tasks (American Heritage Dictionary, 1991). In todays business world, managerial professionals must come to recognize the psychological principles guiding human behavior. Oftentimes, the emotional needs of an employee are substantial drivers for motivation and commitment. If these needs are not sufficiently acknowledged, diminished commitment to long-term employment and decreased productivity are often the end result. Thus, the implication is for modern business leadership to recognize the employee as more than simply a paid laborer, but as a vital resource to securing business performance. As such, corporate management must consistently work toward mutually-beneficial peer/subordinate relationships and formulate methods to increase employee morale for the sake of preserving a harmonious, productive work environment. High employee morale can be linked to higher levels of corporate profitability as well as creating an effective, cohesive team of internal professionals who find adequate satisfaction with their job functions. Low employee morale can lead to substantially decreased motivation to perform as well as costing an organization substantial financial resources to combat high employee turnover rates (Nickels, McHugh & McHugh, 2006). Emotional Fulfillment Linked to Increased Employee Performance Esteem needs and self-esteem are universal human requirements, suggesting that every individual desires to feel important, needed, useful and respected (Inc., 1998). Decreased Workplace Morale 4 Thus, when managers empower employees to actively contribute to the success of an organization, morale is likely to increase. The modern viewpoint on employee relations often focuses on granting employees a certain level of autonomy in their job functions, while at the same time authorizing employees to discuss potential concerns or offer suggestions on how best to improve the working environment. However, many business entities are still rigidly centralized, where decision-making authority is always located at the top of the organizational hierarchy (Nickels et al, 2005). In these types of businesses, senior- and mid-level management operate under the false premise that strong leadership requires rigid control tactics and often believe that corporate profitability issues are quite separate from people issues. As such, managers maintain a view of the employee population much like children (Harari, 1996). In an organization that functions with this obsolete mentality, employees are not allotted ample opportunities to stretch the limits of their contributory capabilities and are not likely to respond to the needs of the organization due to an unfulfilled level of personal esteem. In such an environment, the implication is that employee turnover is quite high while employees tend to develop an adversarial mentality, in terms of how they perceive the subordinate/manager relationship. Correcting this problem is actually easier than one might realize. Talking one-on-one with employees about their jobs, while asking for their ideas and opinions, indicates an interest in them and sends a signal that their judgment is valued (Meisinger, 2006). In many organizations, employees maintain in-depth knowledge of the day-to-day activities in the lower ranks of the functioning business and are key resources to generating ideas on how to best streamline operations or correct operational discrepancies in the business Decreased Workplace Morale 5 process. Boosting employee morale involves a managerial willingness to decentralize the decision-making process, whereby decision authority can be distributed to the lower levels of the organization. Often termed employee empowerment, this type of decentralized structure allows employees to derive higher levels of job satisfaction while at the same time generating a larger pool of suggestions on how to best improve organizational performance. When employees feel that their accomplishments or opinions are taken seriously by the managerial staff, employees derive a sense of self-esteem which can serve to boost teamwork and loyalty to their superiors. In many organizations which place genuine emphasis on the needs of their employees, a 360-degree feedback system is put into place in order to help managers gain a panoramic view of the impact they are having on the work environment (Fisher, 2006). Often deemed multi-source appraisal systems, the 360-degree feedback mechanism allows employees to actively voice their concerns over discrepancies in the work environment or to address their grievances over improper managerial conduct (Mathis & Jackson, 2003). An organization which witnesses lower levels of employee morale may wish to consider such a system as it actively involves commentaries from various managers, employees, co-workers, or even self-evaluation. When employees are authorized to give meaningful input about how their managers style is perceived, the end result is employee empowerment (Fisher, 2006). Employee Burnout and Job Role Redundancy Low morale can also be attributed to monotony on the job, as employees feel that the limits of their creative potential are not being addressed. In the mid 20th Century, Decreased Workplace Morale 6 renowned psychologist Abraham Maslow developed his theoretical hierarchy of needs, which established the five basic desires that drive human motivation (Mathis & Jackson, 2003). Without offering an in-depth analysis of Maslows theory, he suggests that as an individuals most basic needs are fulfilled, they progress through various stages awaiting further fulfillment until they reach the final apex of their desire to develop to ones fullest potential: Self-actualization (Nickels, et al 2005). It might be argued that many employees main goal of employment is for the receipt of adequate compensation as well as the ability to move through the corporate ranks into higher levels of management. However, in order for advancement to occur, managers must provide ample opportunities for employees to engage in a variety of business tasks which reflect their abilities. Failure to provide these opportunities often leaves employees feeling burned out or stuck in a proverbial go nowhere position. The end result: Poor motivation to desire to excel in their position. Job rotation, the process of moving workers from one task to another, is a valid approach to reducing monotony on the job, thus increasing overall complexity and variety of the work environment (Gomez-Mejia, Balkin & Cardy, 2005). In job rotation, employees are exposed to the various internal operations of the business and provide two very positive outcomes. First, rotating employee assignments maximizes the potential for cross-trained individuals who can contribute in more areas of the business function. Further, job rotation, when conducted as a training method for increasing employee competence for promotional consideration, enhances the self-actualization needs of the employee, allowing subordinates to perceive that the company is one where advancement is quite possible and encouraged. Thus, job rotation can act as an incentive for increased Decreased Workplace Morale 7 productivity and organizational commitment, likely leading to a more positive morale in the entire workforce. Low Morale from Improper Management Communication Management which maintains an organizational culture where managers are generally the only members of staff that are privy to the operational aspects of a business will sustain an environment built on suspicion, low morale, and fear. Procrastination on employee projects, gossiping at the water cooler, excessive absenteeism, and refusal to commit are some of the more common symptoms of this environment (Marshall, 2005). Much the same as employee empowerment, workers are not mindless laborers who desire to work in a business where they are not aware of various policies or strategic decisions that will, ultimately, affect their perceptions of job security. In many instances, this secretive environment leads to a sense of being unappreciated, as managers fail to value what is of importance to employees: Trust and knowledge (Mathis & Jackson, 2003) In order to avoid low morale borne of secrecy, managers should concentrate on delivering efficient methods to positively reinforce the employee staff. A periodic acknowledgment of their concerns with strategic policy as well as reinforcing that their positions are secured (within reason) can diminish the morale issues associated with fear born of mystery. In similar accord, the use of reinforcement does not merely need to be accomplished for the sake of eliminating fear, but can also have long-lasting effects on the employees commitment to perform productively. Positive reinforcement, cited as an event whose presence increases the likelihood that ongoing positive behavior will occur, Decreased Workplace Morale 8 involves managers actively praising employees for their constructive work contributions (Morris & Maisto, 2005). If employees perceive that their commitment to aiding in organizational goals is dismissed or taken for granted, the likelihood of them going the extra proverbial mile is quickly diminished. An employee population that is routinely overlooked for their positive work habits will eventually come to resent the management staff and develop a why bother attitude. The solution to this morale-crunching practice is quite simple: Managers must be actively involved in the day-to-day practices of employees, thus making themselves visible in the work environment, to adequately recognize individuals for their accomplishments. Immediacy in positive reinforcement is critical, as the longer a manager waits to acknowledge positive behaviors, the less effective the praise becomes (Daniels & Daniels, 2006, p.17). When employees perceive positive managerial comments as being patronizing or without genuine sincerity, the long-term use of this tactic to boost morale loses its effectiveness. Monetary Compensation and Lowered Morale Increasing wages to bolster employee morale has been an effective tool for building motivation and commitment, however in many organizations this is not a feasible practice due to budget issues or other relevant business-related constraints. However, in economics, employees measure their willingness to become productive workers based on the receipt of comparable worth, or the idea that pay ought to be determined by job characteristics and job design (Boyes & Melvin, 2005). What this suggests is that employees who feel they are not being adequately remunerated in relation Decreased Workplace Morale 9 to the demands placed on them by the business, low morale is the most common result. This can even provide the employee an intention to leave the firm in pursuit of other opportunities. Managers must be sensitive to the compensation-related needs of employees and formulate methods to deal with these concerns. Managers often witness lowered morale among the employees, however they need these employees to work longer hours in order to sustain the needs of the business. In the short-term, wage compensation as reward for productivity will work, however over the long-term this is an ineffective tool under the concept of the backward-bending labor supply curve. This concept involves an employees initial willingness to work extra hours based on a wage increase, however, over time that employee will eventually refuse additional workloads regardless of the wage increase (Boyes & Melvin, 2006). Thus, wage increases for improved morale and commitment is not a viable long-term strategy, but could be considered for short term organizational gain. Figure 1 represents a graphic representation of the backward-bending labor supply curve (Boyes & Melvin, 2006). When monetary compensation is not an option for boosting morale, employers can reassess employees current job descriptions and attempt to consolidate work to make the distribution of job responsibilities more balanced. This type of assessment, when publicized, will allow employees to perceive that the company is taking adequate steps to improve the work environment and to reinforce managements commitment to satisfying employee needs. The usage of attitude surveys, designed to gather real-time feedback about job functions and design, will send the appropriate message to increase organizational morale. Decreased Workplace Morale 10 Interview Discussion For the purpose of supporting the aforementioned concepts of factors which drive lowered morale, an interview was conducted with a member of the middle management staff at McDonalds Corporation. When asked whether low employee morale existed at the firm, the manager stated that morale problems were a significant issue, and suggested that morale problems are an issue that should be addressed by not only managers, but also the employees as well. Somewhat different from the managerial solution approach, the interview participant stated that oftentimes it is the employees, themselves, which create diminished managerial morale based on low levels of insubordination and low motivation to perform their assigned duties (personal communication, 5 Dec 2006). Decreased Workplace Morale 11 Further, the manager was introduced to the concept of job rotation and asked whether he believed that such a practice could be conducted at McDonalds as a method to promote higher employee morale and reduce redundancy. In support of the effectiveness of job rotation, the manager emphasized that only recently McDonalds had determined that employees competency could be increased by exposure to various job functions at the firm. Though he did not have data to confirm the success of job rotation, he did mention that since job rotation was incorporated at his particular restaurant, absenteeism and turnover rates had been significantly reduced. Further, the manager suggested that McDonalds was currently working on a new performance appraisal system with a more enhanced annual wage increase in the pursuit of boosting company motivation amongst the general staff (personal communication, 5 Dec 2006). Conclusion and Recommendations There are a wide variety of possible hindrances to employee motivation which exist in contemporary organizations, however it is the responsibility of corporate leadership to understand the human condition and use appropriate morale-boosting tactics to ensure employee satisfaction while still securing the obligations of the business. Whether the employee reduction in morale is due to job monotony, perceived poor compensation packages, or unfulfilled emotional needs, the problem with diminished organizational commitment is one that is still plaguing many modern businesses. Though these issues are most definitely not without potential resolutions, firms must recognize their role in sustaining positive employee relations by utilizing the resources available within their particular industry to create a unified organizational culture. Decreased Workplace Morale 12 The logical assessment is that even though many firms are taking steps toward building a more solid relationship with its employees, lowered work morale is still an ongoing issue in management today. Further, depending on the nature of the employment position, and the type of industry feeling the effects of diminishing employee commitment, it would be a sound recommendation for corporate leadership to conduct a competent audit of the strengths of their individual businesses as well as their weaknesses; in terms of its current employee relations policies. Gathering data regarding potential barriers to employee dissatisfaction would be an ongoing, proactive approach to identify these weaknesses and develop them into positive resolutions before low morale becomes commonplace in the work environment. Moreover, managers in various industries have been cited with being poor communicators, suggesting that many firms are troubled with leaders who are not properly versed on employee communication tactics. As part of the aforementioned auditing procedures, senior level leadership should routinely scrutinize mid-level managers to ensure that they are trained in modern workforce communication tactics. When employees perceive that they are not being taken seriously by immediate superiors, it is the responsibility of the higher levels of management to involve mid-level leadership in performance reviews to ensure they are complying with corporate policies. In support of the 360 degree feedback loop, this is an effective tool to identify, isolate, and correct potential problems before they are allowed to escalate into low organizational morale. Decreased Workplace Morale 13 References American Heritage Dictionary. (1991). Boston: Houghton-Mifflin Company. Boyes, W. & Melvin, M. (2005). Economics. 6th ed. Boston: Houghton Mifflin Company: p.729. Daniels, A.C. & Daniels, J.E. (2006). Positive Reinforcement: Misunderstood and Misused. Training & Development. Alexandria: Vol. 60, Iss. 3, p.17. Fisher, Bryan R. (2006). How to Motivate Employees in Tough Financial Times. SuperVision. Burlington: Vol. 67, Iss. 4, p.10. Gomez-Mejia, L., Balkin, D. & Cardy, R. (2005). Management: People, Performance, Change. 2nd ed. McGraw-Hill Irwin: p.525. Harari, Oren. (1996). Leadership vs. Autocracy: They just dont get it!. Management Review. New York: Vol. 85, Iss. 8, p.42. Inc. (1998, Oct). Do you have what it takes to be an enlightened manager?. Vol. 20, Iss. 14, p.49. Marshall, Tess. (2005). Morale Maker. Incentive. New York: Vol. 179, Iss. 2, p.48. Meisinger, Susan. (2006). To Keep Employees: Talk-And Listen-To Them!. HRMagazine. Alexandria: Vol. 51, Iss. 8, p.10. Mathis, R. & Jackson, J. (2003). Human Resource Management. 10th ed. Thomson South-Western: pp.69,83,86. Morris, C. G. & Maisto, A.A. (2005). Psychology: An Introduction. 12th ed. Pearson Prentice Hall: p.285. Nickels, William G., McHugh, James M. & McHugh, Susan M. (2005). Understanding Business. 7th ed. McGraw-Hill Irwin: pp.303-304. Personal Communication. (5 Dec 2006). Interview with ?? Read More