                       5.  SUPERVISION AND EMPLOYEE MORALE
        
             Motivation in any endeavor is a function of the morale of
        the individual.  Motivation can be based on needs and wants, and
        morale, like motivation, is a state of mind, or how the
        individual feels about things.  When morale is high, the
        individual generally feels good about things, optimistic,
        enthusiastic, and energetic.  Low morale produces opposing
        feelings.  Many things affect morale like health, the work
        environment, family experiences, supervision, the company the
        individual works for, and the condition of the individual's
        community, state, nation, and the world.  It is not a result of a
        single attitude or feeling, but a combination of several factors. 
        
        
             Morale specifically related to the work place will certainly
        affect an employees willingness to work.  It varies based upon
        how intensely the individual employee feels about work and the
        work place.  Some employees work 100% of the time, and generally
        their morale is very high.  Others take a take-it-or-leave-it
        attitude.  Their indifference is difficult to interpret, but
        certainly affects their performance.  
        
             Individual differences affect morale.  Those who believe
        that "idle hands are the devil's workshop" tend to approach work
        with vigor and a positive frame of mind.  However, they are not
        happy at work and do not display good morale unless they are
        working at a meaningful job.  If they consider themselves to be
        "underemployed" then they may find work distasteful and put a
        high premium on leisure time.  
        
             Does supervision affect morale?
        
             Yes.
             
             The way an individual is supervised has a direct bearing on
        their morale.  Morale is always present.  Sometimes it is high
        and sometimes it is low, but it is never absent.  On a continuum,
        there exists some point between extremely good and very poor.  
        
             Supervisors cannot use their authority to order employees to
        have high morale.  It cannot be purchased.  The only thing the
        effective supervisor can do is to create a healthy climate in
        which high morale can develop.  High morale develops out of good
        human relations, good employee motivation, respect for the
        individual, recognition of individual differences, good
        supervision, good communication, understanding, counseling, and
        other effective supervisory practices.  
        
             Morale varies from day to day.  It can spread in a
        contagious fashion, but can erode just as quickly.  The effective
        supervisor then, needs to exert daily energy to maintain a
        satisfactory level of morale among employees.  
        
             Employees are individually affected by the morale the
        effective supervisor develops.  The effects of good morale are
        these:
             1.   Work is a pleasure not a chore.
             2.   Working with others is a source of satisfaction rather
                  than a source of ill feelings.
             3.   Employees are usually pleased with their jobs and have
                  confidence in their abilities to get their work done.
        
             In attempting to understand what affects morale, the
        supervisor must begin with the individual.  Some things cannot be
        changed.  An employee with family problems may experience a
        period of low morale.  Although the supervisor cannot change
        these conditions, he or she can be aware of their existence and
        do whatever he or she can to ameliorate them.  Helping the
        employee to "get it off his chest" whatever is upsetting him. 
        Encouraging the employee to talk about personal issues does not
        eliminate them, but certainly can aid in making the employee feel
        as if the supervisor understands and may even empathize with
        them.  
        
             Employee morale is influenced by factors that are within
        supervision's control.  These include job security, adequate
        compensation for work performed, working conditions, interesting
        work, and recognition for a job done well.  All these factors
        affect morale, and neglecting them may cause a decrease in
        employee morale.  
        
             How and what the supervisor does and says directly affects
        employee morale.  His or her approach to supervision, direction,
        and leadership all have a direct effect on morale.  If a
        supervisor loses his or her temper, shows a condition of fear,
        indicates a sense of insecurity about him or herself, employee
        morale will be affected.  The effective supervisor needs to lead
        in a positive way.  He or she needs to seek out an employees'
        help to correct an error that has been made rather than to try
        and hid a problem.  Confident leadership begets confident
        employees and creates a work climate where morale can be high.  
        
             High morale does not always ensure high productivity.  High
        morale can place an employee in a frame of mind to increase
        productivity.  If good supervision and good working conditions
        are present, morale will be affected and productivity generally
        will increase.
        
             Can morale be measured?  Yes.  The following are examples of
        the kinds of questions the effective supervisors can ask their
        employees to ascertain what morale climate exists.  
        
             George (1979) maintained that "Morale surveys have another
        advantage: they focus management's attention on morale and its
        importance to the company, making supervisors 'morale-conscious'"
        (p. 71).
        
             What are some of the signs of low morale?  Though this is
        not an all-inclusive list, here are some of them:
             1.   High employee turnover.
             2.   No respect for supervisors.
             3.   Low productivity.
             4.   Excessive waste.
             5.   Large number of grievances.
             6.   High number of accidents.
             7.   General lack of cooperation.
             8.   Poor quality of production.
             9.   Low regard for the company.
             10.  Excessive lateness.
             11.  Excessive sick leaves.
             12.  Leaving work early.
             13.  Long lunch periods.
             14.  Excessive one-day absences.
             15.  Excessive rumor-mongering (George, 1970, p. 74).
        
             The effective supervisor needs to keep these signs of low
        morale in mind and should take immediate steps to change the
        conditions and help change the attitude causing the low state of
        morale.  
        
             What can a supervisor do to help build morale?  George
        (1979) suggested the following strategies to accomplish this:
             1.   Develop an understanding and appreciation of the
                  employee as a person;
             2.   Be sure that his pay is just and fair and in line with
                  pay for comparable jobs in the community;
             3.   Look after the general working conditions making sure
                  of comfort, safety, and cleanliness;
             4.   Periodically talk with each employee about his or her
                  job performance, his progress, and the opportunities
                  that might lie ahead for him;
             5.   Point out his or her need (if any) for additional
                  skills, training, or education in order for him to take
                  advantage of future opportunities (p. 75).
        
             The closer a supervisor is with his or her employees the
        more effective he or she will be in raising and maintaining the
        level of morale in his or her department.  
        
             It is as simple as that.
