HIGH NEED FOR ACHIEVEMENT

− High achievers should be given challenging projects with reachable goals.

They should be provided frequent feedback. While money is not an
important motivator, it is an effective form of feedback.

HIGH NEED FOR AFFILIATION

− Employees with a high affiliation need to perform best in a cooperative
environment.

HIGH NEED FOR POWER

− Management should provide power seekers the opportunity to manage
others.
 MORALE INFORMATION
INFORMATIONAND
AND ITS
ITS USE
USE

LOW MORALE
− It manifests itself in the form of absenteeism and employees turnover. It
may furthermore be the cause of grievances, low productivity, personnel
transfer and other related human problems.

HIGH MORALE
− Is an attribute of a well-managed organization. It serves as an indicator of
progress in the development of sound behavioral atmosphere in an
organization.
 THE NATURE OF MORALE

Refers to the attitude of either a person or a group, it requires a

high degree of attention and treatment at all times. Job morale can
be evaluated in terms of an employee’s general emotional feelings
arising from both, on-the-job as well as off-the-job level of
satisfaction. Management must determine how important each of
the said morale variables is to each individual.
 MORALE AND PRODUCTIVITY
PRODUCTIVITY
− Morale is a reflection of one’s attitude there exists a number of intervening
variables between an employee’s attitudes and his productivity.
− A high morale manifests a predisposition to be more productive, if effective
leadership is provided.
− Morale can be considered high only if a person’s happiness satisfaction and
adjustment are related to enthusiastic accomplishment of organizational
objectives.
− An effective supervisor should understand that effective management requires a
positive integration of goals so that people working together will achieve the
desired high morale and high productivity.
− High morale and high productivity go together although in certain instances, it is
possible to achieve high productivity with low morale. However, in this condition
cannot be maintained on a long run basis.
RELATION OF MORALE
RELATION VARIABLES
OF MORALE TO OTHER
VARIABLES TO
VARIABLES
OTHER VARIABLES

− Between age and general morale on job satisfaction has been found to exist. Workers
become more satisfied with their jobs as they become older, possibly because of their
increasing ability to adapt as a result of their experience.

− Supervisor are expected to possess higher morale than their subordinates.

OBTAINING
OBTAININGMORALE
MORALEINFORMATION
INFORMATION

− A morale survey reveals how employees feel about their jobs these feelings are in terms of
departments involved.

− Upward communication becomes fruitful when employees are encouraged to comment by

either interview or questionnaire about what is in their mind, instead of merely answering
questions about what is in the management’s mind.

− The morale survey is one way of determining the training needs of supervisors because
employees are given the opportunity to report how well they feel their supervisors perform their
jobs.
OBJECTION TO MORALE SURVEYS

− Management raises objections to the surveys for fear that

employees will dig up dissatisfactions that are not important in so
far as management concerned. On the other hand, it is claimed
that complaints reduce the intensity of the problem in the
complainant’s mind.

− It is further claimed that the survey does not give full information
on why employees feel the way they do or how to correct their
dissatisfaction.
 TYPES OF MORALE SURVEYS
OBJECTIVE SURVEYS DESCRIPTIVE SURVEYS
− Present both a question and a − Present the questions and allow the
choice of answers in such a way that respondent employee to answer in his
the respondent merely has to mark own words.
the answer which is most closely
reflective of his response.

PROJECTIVE SURVEYS
− Present abstract situations unrelated to the job
or the firm and ask the worker to analyze and
comment upon them
 Morale Indicators

Are the factors which tend to show the opinions of employees towards organization

• Labor Turnover
• Productivity
• Absenteeism and Tardiness
• Grievances
• Exit Interviews