Morale

Research on Morale

As a result of its long history and multiple meanings, the empirical research on employee morale is difficult to summarize. For example, research claiming to examine morale has often operationalized morale as a specific attitude (e.g., job satisfaction, organizational commitment) at the individual (rather than group) level. Recently, researchers have begun to examine group-level organizational phenomena such as organizational climate. In light of this research, consideration should be given not only to workers' average scores but also to the consistency between scores (e.g., intraclass correlation coefficient, rwg), which indicates the extent to which employees share a common perception of the workplace.

Although research has largely neglected the underlying structure of employee morale, some empirical evidence suggests the following five basic dimensions or patterns of attitudes:

• General management: This dimension relates to employees' relationships with general management and the organization and includes identification with the organization and a sense of security for the future. It also represents an evaluation of communication within the organization and management's competencies and concern for employee welfare.
• Immediate supervision: This dimension relates to attitudes toward immediate supervision and includes interpersonal relations and people skills, as well as the administrative aspects of supervision.
• Material rewards: This facet deals with material rewards in terms of pay and benefits.
• Fellow employees: This dimension relates to friendliness, motivation, and cohesion among employees.
• Job satisfaction: This dimension relates to the intrinsic motivation and satisfaction associated with the nature of the job. Related to this, employees feel that the job is worthwhile, provides a meaningful service, and affords opportunities for personal growth and development.

Empirical studies have found that employee morale (loosely defined) is positively associated with customer satisfaction, particularly among employees who have direct contact with customers. Research also suggests that the closeness of employee–management relations is related positively to morale and teamwork, especially when combined with feedback, incentives, and autonomy. Research further suggests [Page 489]that the reduced morale of survivors following an organizational downsizing may undermine any expected gains from the restructuring, presumably because it destroys trust and reduces employees' sense of empowerment.

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