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Relevant bibliographies by topics / Employee morale

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Academic literature on the topic 'Employee morale'

Author: Grafiati

Published: 4 June 2021

Last updated: 29 July 2024

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Journal articles on the topic "Employee morale"

1

Hermawan, Wawan, Rizky Ferrari Oktavian, and Ginanjar Wira Saputra. "Human Relations and Organizational Climate and Its Influence on Employee Morale of PT. Matrix Primatama Bandung." Journal of Applied Management and Business Administration 2, no. 1 (October 10, 2023): 1–12. http://dx.doi.org/10.59223/jamba.v2i1.31.

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The purpose of this study is to examine the influence of Human Relations and Organizational Climate on Employee Morale. This research uses a sample of 96 employees working at PT. Matrix Primatama Bandung, using descriptive and verification methods. The data collection technique employed by the researcher involves primary and secondary data sources in the form of questionnaires distributed to employees at PT. Matrix Primatama Bandung. The analysis used is path analysis with the assistance of SPSS software and hypothesis testing. The results of this study indicate that the Human Relations variable is considered good, Organizational Climate is considered good, and Employee Morale is considered good. The verification results reveal that Human Relations has an impact on Employee Morale, Organizational Climate has an impact on Employee Morale, and there is an influence of Human Relations and Organizational Climate on Employee Morale at PT. Matrix Primatama Bandung.

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Mtambo, Shadreck. "Effects of Labour Broking on Employee Morale – A Case Study of Fert, Seeds & Grains (FSG) Superfert Pvt Ltd, Bindura, Mashonaland Central, Zimbabwe." International Journal of Research and Scientific Innovation XI, no. I (2024): 426–69. http://dx.doi.org/10.51244/ijrsi.2024.1101033.

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The critical goal of this research study was to examine the effects of labour broking on employee morale at Superfert (Pvt) Ltd. A Case study design and quantitative and qualitative research methods were used. Questionnaires and interviews were administered to a sample of 43 casual employees hired from Headhunters Labour Brokers by Superfert (Pvt) Ltd and 2 key informants who were selected. A thematic approach was used to determine the effects of labour broking on employee morale. Data was analysed using the SSPS software and presented using tables and figures. The major findings from this research were that employee morale at Superfert (Pvt) Ltd was relatively low. The effects of labour broking on employee morale were found to be employee morale related problems such stress, headaches employee absenteeism; misunderstandings; high employee turnover; high organisational spending on employee recruitment and low productivity. However, there was no positive relationship between employee morale. Research findings showed that Superfert (Pvt) Ltd used the targets strategy and aggressive production approach for enhancing employee performance and the measures to address employee morale were unsatisfactory. The researcher therefore recommended that in improving employee morale and engagement labour brokers should identify the needs of employees such as effective monetary rewards and employee participation in decision-making and satisfy these needs; craft a clear communication framework or policy that minimize disruption and adverse effects on employee morale; conduct professional and occupational training to ensure that the employees have the required skills to complete their jobs. Labour brokers should also offer its employees permanent contracts that enables employees to plan for the future and there is need for government, and its line ministries such as Labour and Social Welfare in Zimbabwe, and other stakeholders to craft the code of conduct specifically for labour brokers and increase focus on tracking their conduct to protect employees from abuse.

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Ahmad Zaini, Gunistiyo, and Dien Noviany Rahmatika. "Pengaruh Kepemimpinan, Disiplin Kerja, dan Remunerasi Terhadap Semangat Kerja dan Implikasinya pada Kinerja." ARBITRASE: Journal of Economics and Accounting 3, no. 1 (July 30, 2022): 164–86. http://dx.doi.org/10.47065/arbitrase.v3i1.357.

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The purpose of this study is to determine the influence of leadership on morale, the influence of work discipline on morale, the effect of remuneration on morale, the influence of leadership on employee performance, the influence of work discipline on employee performance, the effect of remuneration on employee performance, the influence of morale on employee performance, the significance of morale in mediating the influence of leadership on employee performance, significance morale in mediating the influence of work discipline on employee performance, the significance of morale in mediating the effect of remuneration on employee performance. The subjects of this study were employees of Perumda Air Minum Tirta Baribis Brebes Regency totaling 167 employees. The technique used to collect data in this research is a questionnaire. The data analysis methods used in this study are instrument validity and reliability tests, descriptive statistics, quantitative analysis, and mediation tests (sobel test). Some conclusions that can be drawn from this study are that leadership, work discipline, and remuneration affect morale. Leadership, work discipline, and remuneration affect employee performance. Morale is able to significantly mediate the influence of leadership, work discipline and remuneration on employee performance.

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Ariestianah, Dwi, Zunaidah Zunaidah, and Omar Hendro. "Pengaruh Kepemimpinan, Lingkungan Kerja Terhadap Semangat Kerja Yang Berdampak Pada Kinerja Pegawai Dinas Sosial Kota Palembang." Jurnal Bisnis, Manajemen, dan Ekonomi 1, no. 2 (November 20, 2020): 74–92. http://dx.doi.org/10.47747/jbme.v1i2.98.

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This study aims to determine the effect of leadership, work environment on morale which has an impact on the performance of the Palembang City Social Service staff. The research approach is quantitative research with associative research type. The population of this study were 96 employees of the Palembang City Social Service. The sample of this research is calculated by using the Slovin formula, the error rate of 5%, the sample size is 77 employees as respondents. The analysis model used in this research is descriptive statistical analysis, inferential and path analysis. This study aims to answer all problem formulations in the research object. The first conclusion, that leadership has a significant effect on employee morale. Second, the work environment, has a significant effect on employee morale. Third, leadership has a significant effect on the performance of the Palembang City Social Service Employees. Fourth, the work environment has a significant effect on employee performance. Fifth, morale has a significant effect on employee performance. Sixth, leadership through morale has a significant effect on employee performance. Seventh, the environment through morale has a significant effect on the performance of the Palembang City Social Service Employees. A more effective path is the path between leadership and employee performance through employee morale. Researchers provide recommendations, first, it must be maintained that employee morale has the greatest contribution to employee performance and employee work environment. Monitoring and evaluation must be carried out, because leadership towards employee morale is still of low value. Leaders should set a good example so that the performance of the Palembang City Social Service Employees needs to be improved. There needs to be supervision and evaluation from the leadership.

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Wulandar, Putu Sintia, and I. Made Hedy Wartana. "UPAYA PENINGKATAN SEMANGAT KERJA KARYAWAN MELALUI KEPEMIMPINAN DAN MOTIVASI PADA PT.BPR PEDUNGAN (Study Pada PT. BPR Pedungan Denpasar Bali)." Journal Research of Management 1, no. 2 (July 15, 2020): 119–31. http://dx.doi.org/10.51713/jarma.v1i2.25.

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Employee morale is a very important thing in supporting the achievement of an organization's goals, if morale is high it tends to be able to finish work well andquickly, conversely if morale is low then the work will be less well done and employees become dissatisfied. Employee morale can be measured one of them by looking at the percentage of employee absenteeism at work. This study aims to determine the effect of leadership on employee morale, the effect of motivation on morale, to find out how much the contribution of influence between leadership and motivation on employee morale, and also to find out which variables are more dominant on the morale of employees of PT. BPR Pedungan. The respondents of this study were employees of PT. BPR Pedungan, amounting to 91 people. The analysis technique used is multiple linear regression analysis. The multiple regression equation is: Y = 3.380 + 0.464 X1 + 0.450 X2. T test is used to determine the effect of independent variables on the dependent variable partially. Based on the results of the analysis note that leadership and motivation have a positive and partially significant effect on employee morale. Where leadership has a t-count value (4,559)> t-table (1,662), motivation has t-count (4,063)> t-table (1,662). Contributions contributed by leadership (X1) and motivation (X2) to employee morale (Y) at PT.BPR Pedungan are 80.8%, while the remaining 19.2% is influenced by other factors not analyzed in this study such as communication and work discipline. Leadership (X1) gives a more dominant influence compared to motivation (X2) on employee morale (Y) at PT. Rural BPR, where the value of β for the leadership variable is 0.488 and motivation is 0.435. Based on the results of the study, it can be suggested by the leadership of PT. BPR Pedungan always pays attention to leadership and motivation because together these two variables are able to increase Employee Morale at PT.BPR Pedungan.

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Larasati, Ayunda Putri, and S. Martono. "Increase Employee Morale Through Transformational Leadership, Employee Relation, and Work Environment." Management Analysis Journal 9, no. 1 (March 24, 2020): 1–7. http://dx.doi.org/10.15294/maj.v10i1.34088.

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This aims of this study is to determine the effect of transformational leadership, employee relations, and work environment on employee morale on employees of the Department of Trade, Cooperatives, and SMEs Magelang Regency. The type and design of research used in this study is quantitative research. Sampling in this study uses a saturated sampling technique and obtained a sample size that must be used is 130 employees. The analytical method used is the instrument test (validity and reliability), the classic assumption test, and the hypothesis test with the application of SPSS 22. Data collection methods using interviews, questionnaires, and literature studies. The results of this study indicate that three hypotheses were accepted. So it can be seen that transformational leadership has a positive and significant effect on employee morale. Employee relations have a positive and significant effect on employee morale. The work environment has a positive and significant effect on employee morale. Transformational leadership, employee relation, and work environment together has a positive and significant effect on employee morale.

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Ni Luh Gede Ranti Andari and I Nengah Aristana. "PENGARUH DISIPLIN KERJA DAN KEPUASAN KERJA TERHADAP SEMANGAT KERJA KARYAWAN PADA KANTOR BPK RI PERWAKILAN PROVINSI BALI." Journal Research of Management 3, no. 1 (December 3, 2021): 95–104. http://dx.doi.org/10.51713/jarma.v3i1.64.

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This research is motivated by the phenomenon of employee morale that occurs in government agencies BPK RI Representatives of Bali Province. Spirit of work is seen from several factors including; employee work discipline and employee job satisfaction. Every employee in an agency is required to have high work discipline so that employees can provide good service to the community. Job satisfaction or employee dissatisfaction depends on the difference between what is expected. This study aims to analyze and prove the effect of work discipline and job satisfaction on employee morale. This study uses a descriptive method with a quantitative approach. The sample used in this study amounted to 95 employees at the BPK RI Representatives of the Province of Bali. Multiple linear regression analysis using SPSS software version 23. The regression equation obtained: Y = 15.356+ 0.422X1 + 0.209X2 + ɛ. The results of this study indicate that; First, work discipline has a positive and significant effect on employee morale at the BPK RI Representative Office of Bali Province. Second, job satisfaction has a positive and significant effect on employee morale at the BPK RI Representative Office of Bali Province. Third, work discipline has a more dominant influence on employee morale at the BPK RI Representative Office for the Province of Bali and finally work discipline and job satisfaction have an effect of 21.0% on employee morale at the BPK RI Representative Office of Bali Province. Some suggestions that can be conveyed in this research include; give rewards to employees who have a high discipline attitude and punishment for employees who have a low level of discipline, give full support to increase employee job satisfaction in order to support employee morale.

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Devika.RG, Radot Rosana, and Rini Sarianti. "Pengaruh Lingkungan Kerja Fisik dan Komunikasi Intern Terhadap Semangat Kerja Pegawai di Dinas Pendidikan Provinsi Sumatera Barat." Jurnal Ecogen 2, no. 3 (October 17, 2019): 503. http://dx.doi.org/10.24036/jmpe.v2i3.7422.

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This study was conducted to determine (1) the effect of physical work environment and internal communication on employee morale, (2) the effect of physical work environment on employee morale, (3) the effect of internal comunication on employee morale. This research is descriptive associative. The population in this study were employees of the Education Office of West Sumatra Province with 182 employees. The total sample is determined using the Slovin formula and cluster proportional random sampling. From this pattern, 125 employees were obtained as research samples. The technique used to analyze data is multiple regression analysis. Based on this study, it was found that (1) physical work environment and internal communication had a positive and significant effect on the morale of West Sumatra Provincial Education Office employees (2) physical work environment had a positive influence and significantly affected the morale of West Sumatra Provincial Education Office employees (3) internal communication had a positive effect and significant to the morale of employees of the Education Office of West Sumatra Province. Keyword: physical work environment, internal communication, employee work spirit

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James Mariba Kerangani, Kennedy Odhiambo Odwaro, Bernard Anjili Ondere, Jacob Apoll Ochieng, Esther Adhiambo Oyier, Bernard Nyaoro Oduor, Agnes Namayanja, and Donald Indiya Gulali. "Examination of the relationship between change in work goals and the employee morale in private Universities in Western Kenya." International Journal of Science and Research Archive 12, no. 1 (May 30, 2024): 2042–51. http://dx.doi.org/10.30574/ijsra.2024.12.1.0953.

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Literature suggests that various workplace changes in private universities, such as technology, communication methods, employee transfers, work goals, marketing, and operational costs, are interconnected. In Kenyan private universities, up to 50% of the workforce merely performs expected tasks, with research indicating that 47% of employees spend most of their work hours on social media. Employee turnover is recorded at 43%, but the underlying cause of these issues remains unknown (Kariuki, N. & Makori, M., 2015). It is also unclear whether these changes significantly impact employee morale in Kenyan private universities. This study specifically examined the relationship between changes in work goals and employee morale in private universities in western Kenya. The conclusions could be beneficial to various stakeholders in Kenya's private universities. The study was based on Goal Setting Theory, Job Characteristic Theory and used a correlational research design, targeting 1,440 faculty and staff members across four selected universities. Stratified random sampling was employed to select a sample of 313 workers from different departments. Data was collected through questionnaires and analyzed using Excel and SPSS tools, with frequency tables and charts used for data presentation. The results indicated a negative relationship between changes in work goals and employee morale (β=-.678, p<.05), accounting for 46.0% of the variance in employee morale (R2=.460, p<.05). The study concluded that changes in work goals significantly affect employee morale and recommended that private universities prepare their employees in advance for such changes.

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Marliyanti, Marliyanti, Mazdayani Mazdayani, and Hidayatul Asra. "TINJAUAN TEORITIS BUDAYA DAN MOTIVASI KERJA TERHADAP SEMANGAT BEKERJA KARYAWAN STEBI LIWA LAMPUNG BARAT." Jurnal AKTUAL 18, no. 2 (December 30, 2020): 105–11. http://dx.doi.org/10.47232/aktual.v18i2.326.

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This research is based on factors that cannot be ignored related to employee morale, namely work culture and work motivation. This can be reflected in the lack of employee morale because the work culture and work motivation between leaders and staff are still lacking, this can be seen from the discipline of working hours which is still far from what is expected of employees. The purpose of this study was to determine the relationship between work culture and employee morale at STEBI Liwa West Lampung to determine the relationship between work motivation and employee morale and to determine the relationship between work culture and work motivation which are jointly related to employee morale at STEBI Liwa West Lampung. Research result. With regard to work culture, satisfaction, discipline, work results, appreciation are needed, so that employees can quickly complete work, work motivation needs to be increased through education, through promotion, and through mutations, regarding work enthusiasm, it is necessary to increase employee work culture and work motivation employee.

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Dissertations / Theses on the topic "Employee morale"

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Beck, Karen. "The development of affective organisational commitment /." Title page, contents and summary only, 1997. http://web4.library.adelaide.edu.au/theses/09PH/09phb3933.pdf.

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Leone, Teresa A. "The manager's role in motivating employees for increased productivity and performance." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 1993. http://www.kutztown.edu/library/services/remote_access.asp.

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Bugaari, Lynn. "A post restucturing assessment of employee attitudes in South African National Science Council." Thesis, Nelson Mandela Metropolitan University, 2012. http://hdl.handle.net/10948/d1013702.

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Research problem: The restructuring of an organisation can be classified as a transformational intervention (Litwin & Burke, 1992). As such is it has a potential to significantly influence key employee attitudes that are related to employee and organisational performance. Any deterioration in these attitudes could impact negatively on organisational outcomes. As part of the monitoring and review of change interventions, management needs to understand the change in employee attitudes towards their work and management in their business units and towards the broader organisation in order that, if necessary, corrective action can be taken. Research objectives: To address the research problem, research objectives and questions were established. The main objective of the study was to investigate whether there has been a change in attitudes of employees in two business units of a South African National Science Council after the implementation of restructuring in the organisation and the business units. The key attitudes to be measured are job and management satisfaction, perceived organisational support, organisational commitment and a dimension of employee engagement, dedication. Research questions: Four research questions were established and these were; What is the change in employee attitudes post-restructuring? In particular what is the change in employee job satisfaction; management satisfaction, employee engagement, commitment to the organisation and perceived organisational support? What is the relationship between the sub-groups, distinguished by gender, occupational level, race, home language, age, number of years of service and business unit, and employee attitudes pre-restructuring? What is the relationship between the sub-groups distinguished by gender, occupational level, race, home language, age, number of years of service and business unit, and employee attitudes post-restructuring? What is the relationship between the sub-groups distinguished by gender, occupational level, race, home language, age, number of years of service and business unit, and the change in employee attitudes pre and post-restructuring? Research design: The nature of this research is descriptive. In order to solve the research questions the researcher used a pre-test and post-test measurement of employee attitudes. A survey using a structured self-administered questionnaire was used to collect information regarding employee attitudes before and after the restructuring of the organisation and business units. Major findings: The results from the survey showed that there was a change in the levels of organisational commitment, job satisfaction and management satisfaction at the National Science Council after the restructuring had taken place. Also, the impact of the sub-groups in the organisation on affective factors was evident in the level of occupation and employee engagement, race and management satisfaction, the business unit and the levels of perceived organisational support, management satisfaction and employee engagement, home language and employee engagement, the number of years the employee had worked for the organisation and management satisfaction, age and job satisfaction and employee engagement.

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Conway, Channing Craig. "School Restructuring and Employee Morale: Unintended Consequences of Involuntary Transfers." Diss., Temple University Libraries, 2011. http://cdm16002.contentdm.oclc.org/cdm/ref/collection/p245801coll10/id/144417.

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Educational Administration
Ed.D.
This study examined the morale of fifteen teachers in a Mid Atlantic State Public School System after the implementation of restructuring per the corrective action continuum mandated by the No Child Left Behind federal legislation. Per the legislation, schools which fail to meet Adequate Yearly Progress (AYP) for six consecutive years were required to select one of the suggested school restructuring options. These options were: replace most of the school personnel, including the principal; convert the school in to a charter school; release the control of the school to the state department of education; or contract the services of an outside agency to operate the school. The participants in this case study consisted of fifteen faculty members; five faculty members who remained at the study school, five faculty members who were displaced from the study school and five turnaround teachers who were newly assigned to the study school. As qualitative studies focus on `How' and `Why' questions, it was appropriate to utilize this type of framework as the researcher identified and explored how the morale of the faculty changed after the implementation of the restructuring process. The results of this study show only one of 15 of the study participants expressed that the implementation of the restructuring at the two study schools yielded a positive change in faculty morale. On the contrary, 14 of 15 study participants felt the restructuring process, as carried out in both study schools, had a negative impact on employee morale. Additionally, study participants indicted both study schools as having more of a positive climate prior to the implementation of restructuring as all of the interviewed subjects reported the restructuring process negatively impacted the student body, their parents and the entire school community.
Temple University--Theses

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Oliver, Laura A. "Work Breaks, Employee Morale, and Satisfaction in the Restaurant Industry." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/3057.

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Work breaks during an individual's shift can be a powerful motivational tool for management; however, not all individuals receive breaks during their shifts. The purpose of this phenomenological, qualitative study was to explore how work breaks affect employee morale and satisfaction in the casual and fine dining restaurant industry. The questions explored in this study were related to the breaks effect employee satisfaction and morale in the casual and fine dining restaurant industry. Thirteen participants with a minimum of 5 years' experience as wait staff who worked more than 6 hours per day were interviewed using semi structured interviews. The results were analyzed using a modified version of van Kaam's method and MAXqda software. The results suggested that breaks did not directly affect employee satisfaction and morale; however, management style directly affected employee satisfaction and morale. The results from this study may help managers have a better understanding of how their interactions and dealings with employees affect employee satisfaction and morale. This research may spur a field-changing management training, which could promote positive social change for employees.

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Naina, Ruweida Anastacia. "An investigation of the effects of leadership training on junior managements' (sic) morale at three manufacturing organisations within the Buffalo City Area." Thesis, Port Elizabeth Technikon, 2002. http://hdl.handle.net/10948/105.

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The present study was undertaken to determine the effects that leadership training has on employees’ morale at work. The study was conducted on 15 students from three organisations within the Buffalo City area, studying towards a Diploma in Manufacturing Management at the Johnson & Johnson Leadership Development Institute, Rhodes University, East London Campus. The main aims of the study were: · to review the literature of the leadership training conducted at the Johnson & Johnson Leadership Development Institute (JJLDI), and to assess the effects it has on employees’ morale at work. · to provide industry with documented evidence that the leadership training conducted at the JJLDI has a positive influence on employees morale. · to provide the JJLDI with valuable information as to whether or not the course material and methods has a positive impact on meeting industry demands. A secondary objective of the study was to provide a medium in which students undergoing the leadership training were able to address their concerns with regard to course content and structure. Fieldwork comprised a 5-day, week (40 hours) of intensive lectures and group discussions at Rhodes University. Students were then assigned a 4-month workbased project with the lecturer acting as mentor to each student. The researcher used self- administered electronic questionnaires as the research tool. Results revealed the following: · that the students morale increased by more than 20 percent after having undergone leadership training; that the students communication skills has increased, and, · that the students interpersonal relations with co-workers has shown a significant increase Future implications are that students exposed to this type of leadership training will have a positive influence on their co-workers. This will spurn a new organisational culture that will cope with global demands. In some cases these future leaders will be the source of sustained competitive advantage over insurgents through increasing the organisation’s human, social and knowledge capital.

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Gono, Charles Saye. "The impact of participatory management on productivity, quality, and employees' morale." Online version, 2001. http://www.uwstout.edu/lib/thesis/2001/2001gonoc.pdf.

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Botha, Anton Ivan. "Motivation and complexity : an exploration of a complexity approach in employee motivation with specific focus on a Lacanian model of desire." Thesis, Nelson Mandela Metropolitan University, 2010. http://hdl.handle.net/10948/1232.

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Since employee motivation contributes to overall organisational success, reliable motivation theory should inform management and reward practices. Yet, motivation theory is currently in a state of paralysis, with no constructive theorising taking place. Analysis of its methodological presuppositions reveals that it relies on out-dated binary thinking, prioritising, e.g. either a ‘machine-like’ (body driven) or ‘god-like’ (rationally driven) understanding of humanity. In this study it is argued that the revival of motivation theory requires a paradigmatic shift towards a complexity methodology because human motivation was found to be a complex system and must be theorised accordingly. It was found that McAdams’ theory of personality which brought together personality traits, conditioning, and motives could form the basis of a complex theory of motivation. On this basis, a complex model was developed which incorporated elements of existing motivational theories. This model proposed that drives, which motivate behaviour, are a combination of instincts, needs, and desires, mediated by personality traits, rational processing, and conditioning. All of these interconnected elements, as well as biological and environmental conditions, have an impact on, and are influenced by one another. For the purposes of understanding employee motivation the element of desire was isolated as a potential means to value segment employees. A Lacanian theory was utilised to elaborate on the element of desire. This theory postulated that individuals tend to display a dominance is one of nine kinds and modes of desire. An instrument was developed to test the applicability of the Lacanian model. It was developed in five phases which included three pilot studies and two samplings. A total of 591 respondents participated in the empirical research study with 428 in the first sample and 70 in the second; the remaining 93 made up the pilot studies. Unlike the initial version of the instrument used in the first sample (n=428) the data obtained by the last version (n=70) revealed that the instrument held some form of reliability and validity. Once analysed through descriptive and inferential statistics the data supported the view that individuals tended to display dominance in a kind and mode of desire as per the Lacanian model, and sufficient variance existed to preliminarily conclude that this model could be used as a means to value segment employees. Recommendations were as follows: (1) that complexity methodology should inform future motivation theorising, (2) that the proposed complexity models be further empirically tested, (3) that an adequately complex, flexible rewards system be considered, (4) that both managers and employees make use of the developed instrument to aid them in the selection of rewards that will lead to increased satisfaction.

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Piek, Stephanie Helena. "Factors contributing to the low morale of officials in the Department of Correctional Services an Employee Assistance Programme perspective /." Pretoria : [s.n.], 2008. http://upetd.up.ac.za/thesis/available/etd-11192008-171203.

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Wolfaardt, Michelle. "Exploring employee morale at the Port Elizabeth plant of Cadbury (South Africa)." Thesis, Rhodes University, 2006. http://hdl.handle.net/10962/d1003129.

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In the current business climate, performance is increasingly determined by how flexibly and effectively companies can utilize their human resources and this in tum, is influenced by employee morale. Morale refers to a state of psychosomatic health marked by an energetic, decisive resolution to achieve a given goal. When morale is low, employees may do what is required but do not have the energy to 'go the extra mile'. The importance of maintaining high morale is thus evident. The following project involved a study of morale in Cadbury's Port Elizabeth plant. Cadbury management was concerned about low morale following a recent merger with Bromor Foods. They thus wanted to assess: the state of current morale; any factors that may be influencing it; indicators of low morale (so that it may be monitored in the future) and finally, ways of addressing any existing morale issues. In order to achieve these aims, the researcher conducted interviews with various people to explore morale issues from employees' perspectives. She then sought confirmation for these views at the organizational level through the use of a survey. Statistical and thematic analyses showed morale to be low for middle managers and revealed a variety of indicators and influencing factors, as well as suggestions for addressing them. Despite the need to boost the sample size with convenience sampling, and thus, reduced representivity, the research was successful in answering the research aims.

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Books on the topic "Employee morale"

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Bowles, David, and Cary Cooper. Employee Morale. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230250789.

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2

Hershey, Robert. Organizational morale. Kings Point, N.Y: Kings Point Press, 1985.

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David, Bowles. Employee morale: Driving performance in challenging times. New York: Palgrave Macmillan, 2009.

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L, Cooper Cary, ed. Employee morale: Driving performance in challenging times. New York: Palgrave Macmillan, 2009.

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Berenbeim, Ronald. Employee privacy. New York, N.Y: Conference Board, 1990.

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Gordon, Jon. The no complaining rule: Positive ways to deal with negativity at work. Hoboken, N.J: J. Wiley & Sons, 2008.

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Manson, Bonita J. Downsizing issues: The impact on employee morale and productivity. New York: Garland Pub., 2000.

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Yi, Kŭn-hŭi. Sanŏp illyŏk ŭi kŭllo ŭiyok siltʻae mit chego pangan. Sŏul Tʻŭkpyŏlsi: Hanʼguk Saengsansŏng Ponbu, 1994.

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Camm, Frank A. Competitive sourcing and the morale of federal employees. Santa Monica, CA: RAND, 2003.

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Kim, Chi-dong. Chongŏbwŏn ŭi sagi e kwanhan silchŭngjŏk yŏnʼgu. [Korea: s.n.], 1986.

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Book chapters on the topic "Employee morale"

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Bowles, David, and Cary Cooper. "What is Morale?" In Employee Morale, 1–15. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230250789_1.

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Bowles, David, and Cary Cooper. "How do Organizations Measure Morale?" In Employee Morale, 17–58. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230250789_2.

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Bowles, David, and Cary Cooper. "Why Morale is So Important." In Employee Morale, 59–107. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230250789_3.

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Bowles, David, and Cary Cooper. "Case Study: Culture, Morale and Customer Satisfaction: Hilti Group, Schaan, Liechtenstein." In Employee Morale, 109–26. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230250789_4.

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Bowles, David, and Cary Cooper. "Creating/Maintaining the High Morale Organization: Do We Create High Morale — Or Step Out of the Way?" In Employee Morale, 127–66. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230250789_5.

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Bowles, David, and Cary Cooper. "Current Trends, Issues and Myths in Employee Morale." In Employee Morale, 167–91. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230250789_6.

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Bowles, David, and Cary Cooper. "Employee Morale as a Response to Challenging Times." In Employee Morale, 193–98. London: Palgrave Macmillan UK, 2009. http://dx.doi.org/10.1057/9780230250789_7.

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Blanding, Warren. "Improving Employee Morale and Motivation." In Practical Handbook of CUSTOMER SERVICE OPERATIONS, 359–75. Boston, MA: Springer US, 1989. http://dx.doi.org/10.1007/978-1-4613-1645-9_19.

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Ferreras, Ana, and Lesia Crumpton-Young. "Employee morale: The Ferreras model." In Company Success in Manufacturing Organizations, 31–60. 1 Edition. | Boca Raton, FL : CRC Press, [2017] | Series: Industrial innovation series: CRC Press, 2017. http://dx.doi.org/10.1201/9781315118314-3.

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Slotfeldt-Ellingsen, Dag. "The Researcher in the Workplace: Employee Morale." In Professional Ethics for Research and Development Activities, 53–81. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-25484-0_5.

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Conference papers on the topic "Employee morale"

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Fox, Laurie. "Team Building for Employee Morale and Productivity." In SIGUCCS '22: ACM SIGUCCS Annual Conference. New York, NY, USA: ACM, 2022. http://dx.doi.org/10.1145/3501292.3511563.

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Moeller, Henry, and Christine L. Vucinich. "Increasing student employee morale and retention by developing advanced employment opportunities." In the 32nd annual ACM SIGUCCS conference. New York, New York, USA: ACM Press, 2004. http://dx.doi.org/10.1145/1027802.1027835.

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Kawakatsu, Hidefumi, Nobuhiko Yamanaka, Kosuke Kato, and Dong Li. "Estimation of Employee Trust in Management and Multi-Agent Model for Analyzing Employee Morale during Organizational Change." In 2022 12th International Congress on Advanced Applied Informatics (IIAI-AAI). IEEE, 2022. http://dx.doi.org/10.1109/iiaiaai55812.2022.00099.

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Pratiwi, Gisti Ayu, R. Nurcahyo, and M. Dachyar. "Quality Control Circle Effect on Employee Morale and Company Performance in Indonesia." In 2019 IEEE 6th International Conference on Engineering Technologies and Applied Sciences (ICETAS). IEEE, 2019. http://dx.doi.org/10.1109/icetas48360.2019.9117302.

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Kawakatsu, Hidefumi, Nobuhiko Yamanaka, and Kosuke Kato. "A Multi-Agent Simulation Model for Analyzing Employee Morale during Organizational Innovation." In 2020 9th International Congress on Advanced Applied Informatics (IIAI-AAI). IEEE, 2020. http://dx.doi.org/10.1109/iiai-aai50415.2020.00121.

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Shafique, Fatima Muhammad, and Mohammed Al Haddi. "Enhancing Employee Morale by Providing Felxible Workweek Options: A Success Story in Sharjah." In ADIPEC. SPE, 2022. http://dx.doi.org/10.2118/210876-ms.

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Abstract Since UAE has adopted a shorter workweek since the new year -2022, to align with global markets, many organizations have had to implement measures to adhere to this change. Sharjah National Oil Corporation has decided to provide their employees with multiples flexible weekend options to choose based on their convenience. A survey was conducted on the options provided to employees, for their feedback and effectiveness of this new change. The employees had been provided with 3 flexible weekend options containing all details regarding working hours, work schedule, effect on leave entitlement etc. These options were circulated to all employees, and a meeting was conducted to address any questions on the options provided. Employees adopted the new options and a survey was conducted to evaluate the Effectiveness of the new weekend policy and its impact on business and team performance after the 3-month mark. The survey questions were categorized based on employees personal, team and business perspectives. Employees were sent a link to complete the survey online regarding their feedback and evaluation A total of 86.5% of SNOC employees have participated in the survey, 13.5% of employees did not participate due to non-interest or absence from work. The results showed that 87.16% of employees are willing to stick with their current weekend selection for the remainder of 2022, 12.84% of employees wanted to change their option due to personal convenience and productivity levels. Majority of employees have agreed that employee morale has increased and work-life balance has improved based on the new weekend policy change. 87% of employees have agreed that there has been no negative impact on their "personal" work productivity and 74% of employees have agreed there is no negative impact on "team" productivity due to the weekend change. Only 7% of employees agreed that the new weekend policy caused disruptions in day-to-day communications with colleagues and 6% agreed there was a negative effect on communication with vendors and other business entities. Overall majority of employees have been positively impacted with the changes and agreed that the flexible options have provided them with more work life balance and has not impacted their work productivity. However, employees have remained neutral on the increase of employee engagement since the policy update. This paper helps to give better insight on how flexible weekend options can improve employees work life balance and productivity by giving them the flexibility to choose their own work schedule based on their convenience.

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Craig, Cindy, and Curt Francis. "Turn that Frown Upside Down: Management Strategies for Improving Library Employee Morale in Uncertain Times." In Charleston Conference. Against the Grain Press, LLC., 2012. http://dx.doi.org/10.5703/1288284314912.

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Gabelaia, Ioseb, and Olga Bucovetchi. "THE RELEVANCE OF CORPORATE E-LEARNING/E-TRAINING FOR JOB DEVELOPMENT: CRAFTING CULTURE AND EVOLVING YOURSELF." In eLSE 2020. University Publishing House, 2020. http://dx.doi.org/10.12753/2066-026x-20-064.

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In today's changing environment organizations either employ or look for corporate training or/and learning opportunities. Corporate training and learnings help to improve employee effectiveness and efficiency. It is a morale booster that addresses specific organizational needs and brings lifelong learning back into the picture. In Industry 4.0 era, organizations need to provide e-learning and e-training. It is an employee development and growth initiatives through an online environment. Corporations must understand the difference between learning and training. Training helps to develop skills to accomplish or achieve specific goals and tasks. Whereas learning is acquiring knowledge to perform unexpected tasks. The right chosen direction enables prospects of crafting corporate cultures and permits employees to evolve to become better versions of themselves. An organization that embraces both learning and training into its corporate culture inspires employees to create a vibrant and versatile working atmosphere. A combination of learning and training with traditional and online settings facilitates employee growth. It enhances the skills that employees possess and enables achieving professional goals while bringing more productivity. The article aims to create awareness of sustainable e-learning and e-training for long-term corporate success in the constantly changing digital era. In order to achieve the research objectives, there were used several methods of investigation: interviews with several corporate trainers and surveys. The study discusses and analyzes the relevance of e-learning/e-training for job development. The paper emphasizes how important it is to create a resourceful working condition. The paper emphasizes how important it is to create a resourceful working condition.

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Putera, Heza, Said Musnadi, and Sulaiman Sulaiman. "Effect of E-Government Implementation Policy on Work Morale And It’s Impact on The Employee Performance of Aceh Financial Management Agency." In Proceeding of the First International Graduate Conference (IGC) On Innovation, Creativity, Digital, & Technopreneurship for Sustainable Development in Conjunction with The 6th Roundtable for Indonesian Entrepreneurship Educators 2018 Universitas Syiah Kuala October, 3-5, 2018 Banda Aceh, Indonesia. EAI, 2019. http://dx.doi.org/10.4108/eai.3-10-2018.2284358.

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Alzain, Hassan, Rym AlGhazal, Ali Abu Qurain, and Mona Karkadan. "Fostering and Sustaining Employees’ Happiness in the Oil, Gas, and Energy Industry: the Role of Organizational Chief Happiness Officer in Implementing Happiness Initiatives and Programs." In International Petroleum Technology Conference. IPTC, 2023. http://dx.doi.org/10.2523/iptc-22718-ms.

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Abstract The well-being of employees is catching momentum among various demanding industries across the world, underlying the importance of introducing and maintaining effective happiness initiatives to foster successful employees ’engagement with their line management to work better together and build loyalty to the workplace. This paper, therefore, aims to detail the strategic benefits of happiness initiatives along with the expected business benefits on long-term basis. A happy employee is defined as a productive and loyal employee. When an employee is happy, they tend to display greater engagement with their job. Similarly, studies have shown that when an individual feels "heard" and that their voice matters, their levels of morale are higher. Moreover, when equipped with the right tools to cope with a stressful environment, a worker's level of productivity and the quality of their work improves. The data collected at the end of each initiative is an important reference and resource for companies with a high number of employees across various specialties. This paper will provide the background of the importance of happiness initiatives, as well as making the first steps towards cultivating a culture of happiness in the more traditional industries, especially including the oil, gas and energy industry. The concept of a happiness initiative, especially in relation to international best practices, is currently not widely applied in traditional industries with evidence on the lack of a true sense of happy and productive engagement across different employees ’levels and contractors. Elevating happiness across organizations is, therefore, essential, as indicated by the fact that good mental health and well-being are core needs for any business to succeed in the post-COVID-19 era. Happiness at work is a relative, attainable concept that can be fostered and sustained in a more professional context, where organizations can play a vital and critical role in the research, establishment, and advancement of workplace happiness policies and frameworks on strategic basis that will positively result in tangible and non-tangible business benefits. This paper will outline mechanisms, best practices and the role of "Chief Happiness Officers" in leading tailor-made happiness initiatives to address organizational-specific needs and emerging issues.

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Reports on the topic "Employee morale"

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Casey, Erleen F. A research study to determine the effect of Total Quality Management (TQM) on employee morale in Plant Procedures Division at EG&G, Rocky Flats, Inc. Office of Scientific and Technical Information (OSTI), January 1994. http://dx.doi.org/10.2172/10146006.

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Cheng, Hong, Hanbing Fan, Takeo Hoshi, and Dezhuang Hu. Do Innovation Subsidies Make Chinese Firms More Innovative? Evidence from the China Employer Employee Survey. Cambridge, MA: National Bureau of Economic Research, January 2019. http://dx.doi.org/10.3386/w25432.

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Bergeron, Diane, Kylie Rochford, and Melissa Cooper. Actions Speak Louder Than (Listening to) Words. Center for Creative Leadership, 2023. http://dx.doi.org/10.35613/ccl.2023.2055.

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This Research Insights paper challenges the assumption that ‘good’ listening behaviors are sufficient to make employees feel listened to (which we refer to as felt listening, i.e., the holistic perception of feeling listened to). In Study 1, using 133 qualitative critical incidents, we explored leader behaviors that make employees feel listened to (or not) when they speak up to leaders at work. In Study 2, in an experiment with 187 employees, we examined the role of leader responses to employee voice on employee perceptions of felt listening and how leader responses influence employees’ intentions to speak up again in the future. Overall, our findings augment some of the oft-given advice about how leaders should listen. We highlight four key findings: Action matters. Overwhelmingly, how leaders respond (by taking action or not taking action) surfaced consistently as a critical factor in whether employees feel listened to. It’s not just how well leaders listen – it’s what they do about what they hear. Leader responses influence whether employees feel listened to and if they will speak up again in the future. When leaders act on employee voice, employees feel listened to and are more likely to raise suggestions, concerns and ideas in the future. When leaders do not take action, employees do not feel listened to and are less likely to speak up again. Employee judgments of leader listening include longer term assessments of leader actions. Employees view listening as a relational process. Their retrospective perceptions of leader listening include both listening behaviors in the moment as well as later, longer term assessments about whether the leader took any action on what was voiced. Beyond action, leaders need to pay attention to demonstrating other listening ‘signals.’ If leaders want to elicit more employee voice but cannot act on the specific idea or suggestion, they need to send other signals. These can include validating employees, supporting or engaging with employee ideas and suggestions, endorsing ideas and concerns, and making time to listen.

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Genoni, María Eugenia, Carmen Pagés, and Paula Auerbach. Social Security Coverage and the Labor Market in Developing Countries. Inter-American Development Bank, September 2005. http://dx.doi.org/10.18235/0010733.

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This paper analyzes the reasons behind the low rates of contribution to social security programs in developing countries. Using a large set of harmonized household surveys from Latin America we compare contribution patterns among wage employees, for whom participation is compulsory, with contribution patterns among self-employed workers, for whom participation is often voluntary. In all countries, contribution rates among salaried workers are similarly correlated with education, earnings, size of the employer, household characteristics and age. In addition, contribution patterns among salaried workers are highly correlated with contribution patterns among the self-employed. Our results indicate that on average more than 30 percent of the explained within-country variance in contributions patterns may be accounted for by individuals low willingness to participate in old-age pension programs. Nonetheless, we also find evidence suggesting that some workers are rationed out of social security against their will.

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Keefer, Philip, and Razvan Vlaicu. Research Insights: Are Public Sector Performance Constraints Mitigated by Workplace Trust? Inter-American Development Bank, February 2023. http://dx.doi.org/10.18235/0004793.

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Self-collected data on public sector employees from eighteen Latin American countries reveal that employees trust in each other affects individual constraints, organizational constraints, and mission motivation. High-trust employees are i) more willing to collaborate and share information and are more supportive of innovation; ii) are less concerned with low staff quality or lack of discretion to innovate, and more concerned with staff shortages; and iii) have stronger mission motivation. A survey experiment on social distancing policies suggests that trust enhances mission motivation: employee preferences align better with the implied government policy when their trust in the public sector is higher.

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Vlaicu, Razvan, and Philip Keefer. Employee Trust and Performance Constraints in Public Sector Organizations. Inter-American Development Bank, September 2022. http://dx.doi.org/10.18235/0004456.

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Theory suggests that employee trust is key to productivity in organizations, but empirical evidence documenting links between trust and constraints on performance is scarce. This paper analyzes self-collected data on public sector employees from eighteen Latin American countries and finds that individual-level trust is relevant to three types of performance factors. First, high-trust employees are more willing to collaborate and share information with coworkers and are more supportive of technological innovation. Second, high-trust respondents have different perceptions of organizational constraints: they are less concerned with low staff quality or lack of discretion to innovate, and more concerned with staff shortages. Third, trust in coworkers is associated with stronger mission motivation. Instrumental variable strategies based on the transmission of trust through social and professional channels account for potential sources of endogeneity. A survey experiment on preferences for social distancing policies provides further evidence that trust enhances mission motivation: employee policy preferences align better with the implied government policy when their trust in the public sector is higher.

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Keefer, Philip, and Razvan Vlaicu. Employee Trust and Performance Constraints in Public Sector Organizations. Inter-American Development Bank, December 2022. http://dx.doi.org/10.18235/0004596.

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Theory suggests that employee trust is key to productivity in organizations, but empirical evidence documenting links between trust and constraints on performance is scarce. This paper analyzes self-collected data on public sector employees from eighteen Latin American countries and finds that individual-level trust is relevant to three types of performance factors. First, high-trust employees are more willing to collaborate and share information with coworkers and are more supportive of technological innovation. Second, high-trust respondents have different perceptions of organizational constraints: they are less concerned with low staff quality or lack of discretion to innovate, and more concerned with staff shortages. Third, trust in coworkers is associated with stronger mission motivation. Instrumental variable strategies based on the transmission of trust through social and professional channels account for potential sources of endogeneity. A survey experiment on preferences for social distancing policies provides further evidence that trust enhances mission motivation: employee policy preferences align better with the implied government policy when their trust in the public sector is higher.

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Moscarini, Giuseppe, and Fabien Postel-Vinay. Large Employers Are More Cyclically Sensitive. Cambridge, MA: National Bureau of Economic Research, February 2009. http://dx.doi.org/10.3386/w14740.

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Hughes, Ceri, Miguel Martinez Lucio, Stephen Mustchin, and Miriam Tenquist. Understanding whether local employment charters could support fairer employment practices: Research Briefing Note. University of Manchester Work and Equalities Institute, May 2024. http://dx.doi.org/10.3927/uom.5176698.

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Employment charters are voluntary initiatives that attempt to describe ‘good’ employment practices and to engage and recognise those employers that meet or aspire to meet these practices. They can operate at different spatial scales, ranging from international and national accreditation schemes to local charters that focus on engaging employers in specific regions or cities. The latter are the focus of this briefing paper. At least six city-regions in England had local employment charters at the time of our research. These areas alone account for over a fifth (21 per cent) of the resident working-age population (based on ONS 2022 population estimates), highlighting the potential reach and significance of these voluntary initiatives in terms of setting employment standards, although the number of employers directly accredited with local schemes is still relatively small. Despite their popularity with policymakers, there is only limited research on local employment charters. A few studies have explored issues relating to the design, implementation and evaluation of charters, reflecting demand from policymakers for toolkits and support to develop local policy initiatives (e.g. Crozier, 2022). But several years into the implementation of some of these charter initiatives, and as more areas look to develop their own, we argue that it is time to revisit some more foundational questions around what local charters are for, and how far they can support ‘good work’ agendas. It remains to be seen which employers can and will engage substantively with these initiatives, how employer commitments might be validated and the good employment criteria enforced, and how local charters will be integrated with local authority commissioning and procurement practices (TUC, 2022). The local charters that have emerged so far within the UK have been conceived predominantly as employer engagement tools, adopting language and approaches designed to appeal to employer interests and priorities and emphasising the value that employers can derive from being part of the initiative. This contrasts with approaches emphasising the engagement of other constituents, like citizens and employees, as a route to influencing employer engagement (Scott, Baylor and Spaulding, 2016; Johnson, Herman and Hughes, 2022). This briefing paper shares findings from a scoping study involving key informants in the North West of England (2022-2023) which explored how local charter initiatives could influence employers to improve their employment practices. Participants in the study shared their views on: 1) How voluntary local employment charters could influence employers to change their employment practices? 2) What types of employers local charters could engage and influence? Alongside this study, we have also developed a series of case studies of the charters that have been introduced across six city regions in England. These encompass the Fair Work Standard (London); Good Employment Charter (West of England); Good Work Pledge (North of Tyne Combined Authority); Fair Employment Charter (Liverpool City Region Combined Authority); Good Employment Charter (Greater Manchester) and the Fair Work Charter (West Yorkshire Combined Authority). The case studies are published separately. Our conversations with policymakers, union representatives and campaigners indicate that while there are some potential ‘win-win’ outcomes from promoting good employment practices, there are also some key tensions that should be more clearly acknowledged. In particular, one point of divergence relates to what would be the most effective and meaningful way to engage with employers in order to secure improvements in employment practices. On the one hand, employment charter initiatives could set consistent, clear and relatively high standards of practice that employers could be required to meet from the outset, creating a clear dividing line between those employers who were engaged in some way with the initiative and those who are not. On the other, these initiatives could prioritise engaging as many employers as possible with few or no specific red lines (e.g. around paying the living wage) so that the charter provides an opportunity to work with employers to secure hopefully more substantive commitments down the road. There are challenges and trade-offs associated with both of these viewpoints. One problem with the former strategy of setting a consistent standard is that the principles of employment that the charter promotes may not be particularly stretching in some sectors, or indeed may only describe a minimum set of commitments for certain types of work; whilst in other sectors they may be viewed as being too stringent. A more incremental, flexible strategy of engaging with employers and working with them to change their employment practices, in contrast, relies on sustained commitment from both policymakers and employers. Whether charters can simultaneously offer a ‘safe space’ to employers to share information and change their practices whilst also operating in a more regulatory way appears as a fundamental tension in existing visions for these initiatives. We return to these different views on how to engage employers and secure change in the conclusion to this paper.

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Prada, María Fernanda, Sergio Urzúa, and Graciana Rucci. The Effect of Mandated Child Care on Female Wages in Chile. Inter-American Development Bank, April 2015. http://dx.doi.org/10.18235/0011690.

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This paper studies the effect of mandated employer-provided child care on the wages of women hired in large firms in Chile. We use a unique employer-employee database from the country's unemployment insurance (UI) system containing monthly information for all individuals that started a new contract between January 2005 and March 2013. We estimate the impact of the program using regression discontinuity design (RDD) exploiting the fact that child care provision is mandatory for all firms with 20 or more female workers. The results indicate that the monthly starting wages of the infra-marginal woman hired in a firm with 20 or more female workers is between 9 percent and 20 percent less than those of female workers hired by the same firm when no requirement of providing childcare was imposed.

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