Employee Morale Development PDF

DEVELOPMENT EMPLOYEE MORALE CHAPTER 6 1 MODULE 6 2  OBJECTIVES: After this lesson, you should be able to:  Recognize the importance of morale;  Tell how employees morale is the corporate version of good health;  An...

DEVELOPMENT EMPLOYEE MORALE CHAPTER 6 1 MODULE 6 2  OBJECTIVES: After this lesson, you should be able to:  Recognize the importance of morale;  Tell how employees morale is the corporate version of good health;  Answer the questions about employee morale  Explain the difference between motivation and morale; and  Tell why treatment must be firm and fair. 3  Human resources are company assets that must be maintained to keep the company at competitive advantage in this changing world of work. The development of employee morale and job satisfaction should be considered as a maintenance factor that would keep the employee working efficiently and productively in the organization. Human Resource Development plays great tasks of keeping people in the organization by being aware of their needs, problems, and their personal aspirations in their work activities. 4  The work environment must develop the employee morale toward productivity, as the index of competitive advantage lies in the hands of the work force whose working situations meet their INCREASE demands and PRODUCTIVITY expectations. 5  Team spirit Moral e Loyalty Employee s goodwill EMPLOYEE MORALE Morale is the mental attitude that makes the employee performs his work willingly and enthusiastically. It is the state of mind which is intangible to measure and it is manifested in his attitude toward work and his relationships with the work environment. The development of morale rests on effective supervision and management of human resources, as they are in direct contact with the employees concerned. 6  Employee Factor Factors that Social and influence Manageme Environmenta the nt Practice l Factors Developme nt of Morale Environmental Communicatio n 7 The following are the requirements of effective communication: a. Stress openness, fairness and direct to the point communication. b. Encourage feedback and immediate respond from the receiver. c. Listen alternatively. d. Repeat communications when necessary, remove barriers in communication and be sure that you are properly understood. 8 To counteract and develop more concerned employees, the management must develop social programs within the organizational environment. Good employee moral could be developed through the following: Recreational Social Activities Activities Athletic Training Programs Programs 9  The Role of Motivation in the Development of Employee Morale The word ‘motivation and motivating’ are derived from the word motives which are derives, impulse, or desire that move toward the desired goal or objective. A motive is an inner state of the employee mental process that directs hi to speak to satisfy a felt need that develops his morale toward the attainment of a personal goal or purpose. Along this lines, managerial motivation is the process by which managers and supervisors stimulate employee behavior and direct is toward achieving desired personal and organizational objective. Managerial and Supervisors get things done through the work of the people under their direct change Motivating employee to perform well is of major concern to all managers and supervisors and this plays a great role in the development of employee morale. 10  Organizational Performance results from the interaction of the four (4) factors of production which are: Physica Financia l l Materia Human The three other factorslare inanimateResources and could be translated only when the human element is introduced. The human element is a variable factors and performance efficiency could result only if they are properly motivated to achieve the desired quality and quantity of output. This human quality leads to the need for positive motivation that will increase the intangible factors of will, violation and freedom of choice. The increase and decrease of managerial motivation determines the rate of performance and production output. 11  Skills and Ability Can Do Will Do The skills and abilities determine what the employee can do, but it is the motivation that determines what will he will do. As ability and skills are related to performance output varies proportionately with the increase in positive motivation. 12  The following are the indicator of good performance and personal 1. satisfaction Personal Accomplishments 2. Praise for good work 3. Getting along with co-workers 4. Getting credit for good ideas implemented by management 5. Having a capable supervisor 6. Having challenging work capabilities 7. Being kept informed 8. Participating in decision-making 9. Company location and availability in transport 10.Knowing the parameters of what is expected of them 13  Theories of Motivation that Affect Morale and Performance 1. Maslow’s b. Hierarchy ofd. Needs a. c. e. Security Esteem Physioolo Social Self- Need and gical Needs actualizati Safety Status Needs on Needs and Needs Relative to the theory of Maslow is that the employee has to be satisfied with the first level before the next level needs are activated. As soon as the level of employee’s basic survival needs are satisfied and his earnings are more than enough, then the next level of needs which are safety and security have to be satisfied and then on to his social needs. To satisfy his self-actualization needs, individuals should have levels of aspiration equal to or higher than their abilities and developmental levels. 14 2. Herzberg’s Motivation Hygienic Theory – Herzberg’s motivation hygienic theory assumes that the relationship between job factors such as personal attitudes and performance cannot be studied in isolation but must be studied together. The hygienic factor such as company policy, supervision, salary, job security, and job-related benefits would lead to job performance if the present in the organization. 15 3. McClelland’s Achievement Motive Theory – this theory emphasizes that every motive is learned. He identified that power, affiliation, and achievement develop motives that drive and employees morale and performance. Relative to those conclusion and their relation to Maslow’s theory of motivation, higher orders needs could be learned and developed and this could be appealing for those in the supervisory and managerial levels. 16 4. Expectancy Theory – According to this theory, the employee’s motivation is the force driving them to achieve some level of job performance. The amount of level of performance is the result of perception of the benefits in terms of higher wages or other company incentives. If the employees believe that they will be paid higher wages if they perform at high level than if they do not, and higher income in value to them, then they will be produce more. In achieving higher performance, the employee gains satisfaction, which in turn influences future efforts. Along this line, HDR must also emphasize that higher company productivity and income is the result of employee’s efficiency. 17  Improving Employees Self-Perception People in an organization are the very backbone of its existence. Organizations are made up of people with values, perception and aspirations and work together for that common good or purpose organizationally and personally. Since organization are made up different people motivation tends to be different for watch of the employees. Different organization follows different approaches to improve employee perception. 18  As pointed out people are important and HRD can do a lot to help them grow as individuals to develop them as assets that will play, vital roles in the development of a productive organization. The individual employee does according to the standard norms of behaviour. The most common are the following self-perpetual models. 1. Factors of Production Approach – this is classical approach that considers an employee as another factor of production. This system of thought provides background of Douglas 2. McGregor’s Theory X which states that the average human being is:  General Lazy  Dislikes works and would avoid it if possible  Avoids responsibility  Needs to be coerced to perform effectively 19  Money as motivator The theories of motivation imply that money motivates people when it meets their needs. Most people get employment to support their needs and those of their families. Employees must believe that they are able to achieve financial rewards that the company offers. The main thing employees want out of employment is the mandatory consideration. Financial incentives Piecework and Production Some pay plans offer bonuses, Bonus commission or other kinds of pay, Some companies pay for meeting or exceeding target additional piecework produced objectives. For instance, a that is over and above the growing number of companies tie production quota. Increasingly up their pay increase to popular for executive and performance evaluation and supervisory compensation customer satisfaction. Other packages are bonus plans. companies pay additional Financial rewards are tied to such premium for additional skills in quantifiable measures as sales, training that result in better profits, cash flows, production production and efficiency. output, and other values to the company. 20 Additional Incentive Pay System Piece Rate Commissions Production Bonus System Payment for Suggestion System 21 Additional Incentive Pay System Group Incentive Plan Profit Sharing Plan Gain Sharing 22  HOW A SUPERVISOR CAN MOTIVATE? 1. Job Rotation- involves moving an employee from one job to another to give him more variety. This requires an employee to have broad skills so that he can be assigned to their jobs that fit his skills and qualifications. 2. Cross training - The employee must be provided with training programs to acquire new skills. 3. Job Engagement - The approach assumes the variety in a job makes it more satisfying with the results that an employees is more motivated. 4. Job Enrichment- An enriched job gives an Employee more responsibilities to make decisions and more recognition for good performance. 23  HAVING HIGH EXPECTATION Effective supervision can lead performance beyond an employees expectations of himself. An supervisor who wishes an employee to set high standards for himself must think and speak with the assumption that the employee is capable of meeting high standards. Through planning work activities that set higher performance. PROVIDE EMPLOYEE REWARDS THAT ARE VALUED Rewards are motivating factors for an employee to perform. But not all rewards have the same effect on all employees. The supervisor challenge is to determine that rewards will work for a particular time. 24 25