Morale and Motivation Theory of Management

Morale is internal feeling and it is inspired by the environment. Motivation comes from enthusiasm, zeal, confidence in individuals or groups that they will be able to cope with the tasks assigned to them.

Morale and Motivation Objectives:

Meaning and importance of morale

Relationship between morale and productivity

Methods of measurement of employee morale

Distinguish between morale and motivation

Steps in motivation

Ways of motivating the employees

Major theories of motivation

From one of the MBA Books MB 0027 a theory comes in my mind which has been proposed by Professor Ralph C. Davis about morale, “Good organizational morale is a condition in which individuals and groups voluntarily make a reasonable subordination of their personnel objectives of their organization.”

Another theory of morale comes from B Flippo morale is, “a mental condition or attitude of individuals and groups which determines their willingness to co-operate. Good morale is evidenced by employee enthusiasm, voluntary conformance with regulations and orders, and a willingness to co-operate with others in the accomplishment of an organization’s objectives. Poor morale is evinced by surliness, insubordination, a feeling of discouragement and dislike of the job, company and associates.”

On the importance of morale we can say that it is the realization of common objectives which refers to the working of an individual. Morale is also depends on the reality and material background. So, it depends upon the relations between expectations and reality.

There are some scales on which we can measure employee’s Morale:

The supervisor/executive’s impressions

The guided interview

The unguided interview

A combination of the guided and unguided interview

An analysis of company records

The listening-in process

The questionnaire

A combination of any of the foregoing methods

Morale can be improved in a specific organization and in a specific environment:

Creation of whole jobs

Job enrichment

Building Responsibility into a job

Modifying the work environment

Flexing Working hours

Job-sharing

Rotation of Jobs

Profit-Sharing

These are the perception on which we can develop a strong feeling for the morale in a person to do that.

Motivation is also an internal feeling like morale but it is not consistence like morale. About the motivation Michael Jucius has defined, “motivation is an act of stimulating someone to get a desired course of action.”

In the theories of motivation Maslow’s Need Hierarchy theory comes at first. According to Maslow’s hierarchy theory it is known as an individual’s motivations as a predetermined order of needs which he strives to satisfy. His model of hierarchy of needs indicates satisfaction of human basic needs.

Another theory comes with McGregor’s which is known as theory of X and theory of Y (and theory of Z).

In the end of the chapter we can say the best results come when an organization has both high morale and high motivation.

Compensation Management – Salary Negotiation

Compensation management chapter contain wage and salary aspect. The word salary applies to compensation that is uniform from one period to the next and does not depend upon the number of hours worked.

Compensation Management Objectives:

Wage, Compensation and their administration

Job Satisfaction

Labour and Wage Theories

Classification of Wages

Machinery for fixing wages

Job Evaluation

Objectives of job evaluation and methods of evaluation

Promotions and transfers

Wage and Salary Administration:

The term compensation management is the alternative of wage and salary administration. Wage word is commonly used for those employees whose pay is calculated according to the number of hours worked. The concept of wage came from capitalist before it in the Jamindari system the concept of wage was in the slaves form. Salary applies to compensation that is uniform from one period to the next and does not depend upon the number of hours worked. When we got for job definition we found that job is defined as a collection or aggregation of tasks, duties, and responsibilities that, as a whole, is regarded as the reasonable assignment to an individual employee. Job is known as impersonal however position is known as personal. Job always contains a position which defines some set of works.

Job Satisfaction

Job satisfaction depends on the situations and environment of work atmosphere. According to the MBA Book MB 0027, “Job satisfaction is determined by a set of personal and job factors, personal factors relate to worker’s age, length of service, intelligence, skill, and other personality or temperamental factors.

About the Job Evaluation British Institute of Management has defined “job evaluation as the process of analysis and assessment of jobs to ascertain reliably their relative worth, using the assessment as a basis for a balanced wage structure.”

“Job analysis is the process of getting information about jobs; specifically, what the worker does; how he gets it done; why he does it; skill, education and training required; relationships to other jobs; physical demands and environmental conditions”.

On the job evolution methods we can include some aspects:

Ranking methods

Grade Description Method

Point Method

Factor-Comparison Method

Time-Span Method

Guide-Chart Profile Method

Pigors & Meyers give a unique definition of promotion which is, “the advancement of an employee to a better job – better in terms of greater respect of pay and salary. Better houses of work or better location or better working conditions-also may characterize the better location or better working conditions-also may characterize the better job to which an employee seeks promotions, but if the job does not involve greater skill or responsibilities and higher pay, it should not be considered a promotions.”

On the Subject of Transfer Pigors and Mayers also writes, “the movement of an employee from one job to another on the same occupational level and at about the same level of wages or salary.”

In the end of the chapter we can say that Compensation Management deals not only salary and wages but also job analysis and job satisfaction.

Performance Appraisal : Evolution of Employee Performance

Performance is a type of evolution about employee which tells the organization about the employee skills and their work efficiency. Performance appraisal is evaluating the employee’s work and gives the chance to their career growth and satisfaction.

Performance Appraisal Objectives:

Meaning of performance evaluation and recognition

Various techniques and methods of evaluation

Significance of rewards and incentives

Purpose of promotions

Concept of 360 degree Appraisal

Performance appraisal has been arranged by HRM time to time on the yearly or half yearly basis to review the performance of an employee towards the organization. About the performance appraisal MBA book MB 0027 writes, “Performance evaluation is the personnel activity by means of which the enterprise determines the extent to which the employee is performance the job effectively.”

Techniques of Evaluation

Evaluation techniques depend on a particular organization because every organization has their own evolution techniques.

But normally evaluation methods have been divided into three parts:

Individual evolution methods

Multiple-person evaluation methods

Other methods

In the individual evolution methods there can be some aspects to evaluate which can be:

Graphic rating scale – normally it contain (0-9) scale to rate a person scores.

Forced choice – Forced choice can be by superiors, peers, subordinates, or a combination of these in evaluating employees.

Easy Evolution – In the evolution system some questions has been asked by evaluator strong and weak aspects of the employee’s behaviour.

Management by Objectives – It is known as MBO and in the system the supervisor and employee to be evaluated jointly set objectives in advance for the employee to try to achieve during a specified period.

Critical Incident technique – In this technique, personnel specialists and operating managers prepare lists of statements of very effective and very ineffective behaviour for an employee.

Checklists and weighted checklists – In the process you have to check out some question on the understanding of your answers.

Behaviorally anchored rating scales – It is known as BARS.

In the multiple-person evaluation methods there are also some techniques occurs:

Ranking – in the method the evaluator is asked to rate employees from highest to lowest on same overall criterion.

Paired comparison – this approach makes the ranking method easier and more reliable.

Forced distribution – It is similar to grading on a curve.

In the other methods we can include performance tests, fixed review techniques etc.

Appraisal, Praise or Recognition

About the praise, “Praise seems to have its greatest value when given and received as recognition, and is not perceived by either party as an attempt to control the behaviour of the recipient.”

Recognition satisfies human need for esteem by others and for self-esteem.

About the Rewards and Incentives Burack and Smith says, “An incentive scheme is a plan or programme to motivate individual or group performance. An incentive programme is most frequently built on monetary rewards (incentive Ray or a monetary bonus), but may also include a variety of non-monetary rewards or prizes.”

Incentives and rewards always attract the employee attraction towards the work and give them satisfaction to the organization.

Promotions

According to the MBA book MB 0027 promotion is, “a term which covers a change and calls for greater responsibilities, and usually involves higher pay and better terms and conditions of service and, therefore, a higher status of rank.”

360 Degree Appraisal

These terms (360-degree, full circle, etc.) mean using the variety of sources that provide the best picture of performance. Therefore, for example, an agency may use supervisor, self and customer input to supplement the rating official’s appraisal in one division’s program. Another division of the same agency with “self-directed teams” may use peer, self and subordinate ratings to obtain the most useful input.

Employee Growth & Development Training

The era is of skilled workers because outsourcing has developed the work efficiency and has moved to quality works. So, every organization needs to have well-trained and experienced professional to perform the activities that have to be done. To solve the problem of complex job there is need of well trained employee selection policy.

Objectives of Employee Growth & Development Training Chapter:

Objectives of training

Importance of training

Types and techniques of training and development

Types, Methods and Procedures of training

Reasons of Failure of training

About the meaning of training MBA book MB 0027 writes, “Training indicates any process by which the aptitudes, skills and abilities of employees to perform specific jobs are increased. Training refers to the teaching/learning activities carried on for the primary purpose of helping members of an organization to acquire and apply the knowledge, skills, abilities and attitudes needed by that organization” It is well known that a company give the training to its employee to the fulfill organization objectives not for employee satisfaction however the job descriptions satisfy employee satisfaction also.

According to Douglas McGregor there are three different purposes of learning:

Acquiring Intellectual Knowledge

Acquiring Manual Skills

Acquiring Problem-Solving Skills

These three training purpose develop the skills, intellect and problem solving ideas to the employee.

Now, we can say that importance of training main purpose is sound management, for it makes employees more effective and productive. Importance of training widely known as, “training is widely accepted problem-solving device. Indeed, our national superiority in manpower productivity can be attributed in no small measure to the success of our educational and industrial training programmes.”

According to the A.D. Sinha identifying training needs:

Views of the line manager

Performance appraisal

Company and departmental plans

Views of training manager

Analysis of job difficulties

Now, we can look into need and importance of management development by Dr. B. K. Madan, “Mangement development is the development of management over and above its science and theory, of its practice and application in organization, corporations and institutions, alike in relation to the organization and manager, so as continuously to re-equip both to fulfill their purposes more effectively and in harmony with each other, and both with the environment in which they function and have their being and hope to thrive upon and grow.”

About the training evaluation MBA book MB 0027 writes, “Objectives of training evaluation is to determine the ability of the participant in the training programme to perform jobs for which they were trained, the specific nature of training deficiencies, whether the trainees required any additional on the job training, and the extent of training not needed for the participants to meet job requirements. There are various approaches to training evolution. To get a valid measure of training effectiveness, the personnel manager should accurately assess trainee’s job performance two to four months after completion of training.”

On the training failure we can writes:

The benefits of training are not clear to the top management.

The top management hardly rewards supervisors for carrying out effective training.

The top management rarely plans and budgets systematically for training.

It means all the aspect depends on the higher management who doesn’t know the reality and don’t want the reality of training management programme. It is the cause of training failures.

In the end of the chapter we can say that employee growth depends on the training and training for the organization development as well as well employee satisfaction.

Human Resource Planning & Selection Policy

We already have discussed in previous chapter about the human resources evolution, importance and objectives. Now, we will elaborate here bout the planning and selection policy of human resource.

The objectives of Human Resource Planning & Selection Policies are:

Need for HR Planning

Process of HR Planning

HR Planning System and its Components

Responsibilities for HR Planning

Recruitment practices in the Indian Context

Recruitment Programme

According to Wikcstrom, “Human-resource planning consists of a series of activities.” Human resource planning is nothing but manpower planning.



About the Human Resource Planning Tata Electrical Locomotive company writes, “embraces organization development, management development, career planning and succession planning.”

The human resource planning contains:

Deciding goals or objectives

Estimating future organizational structure and manpower requirements

Auditing Human resources

Planning job requirements and job descriptions

Developing a human resource

In the responsibility of human resource planning Geisler writes:

1. To assist, counsel and pressurizes the operating management to plan and establish objectives

2. To collect and summaries data in total organizational terms and to ensure consistency with long-range objectives and other elements of the total business-plan

3. To monitor and measure performance against the plan and keep the top management informed about it

4. To provide the research necessary for effective manpower and organization planning.



From the MBA book 0027 about the recruitment policy Dale Yoder writes, “Recruitment is a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force.”

In the sources of recruitment these are following aspects:

Advertising: the Company adverse about the job vacancy from the various sources –off-line and on-line.

Employment Agencies: In the recent era job consultants have acquired the job areas to give the job for employee.

Employee Referrals: It is the programme which is run by the company. It is internal communication within a company to get some referral when a employee refer to another for the organization.

In the India recruitment practices have been classified:

1. within the organization
2. Badii or temporary workers
3. Employment agencies
4. Casual Callers
5. Applicants Introduced by friends
6. Advertisement
7. Labour contracts

These are the major sources from where Indian company hair employee for an organization.