Employee Morale by Bowles, David -- Read -- Imperial Library of Trantor

Index

EMPLOYEE MORALE EMPLOYEE MORALE

CONTENTS LIST OF FIGURES, TABLES AND CHARTS

Figures Tables Charts

ACKNOWLEDGMENTS INTRODUCTION CHAPTER 1 WHAT IS MORALE?

Morale: WORK LIFE OVER THE AGES BUILDING A MODEL OF ORGANIZATIONAL MORALE

Factors which affect everyone’s morale Factors which affect management morale Factors which affect sales force morale

NOTES ON THE MORALE MODEL

CHAPTER 2 HOW DO ORGANIZATIONS MEASURE MORALE?

MEASURING MORALE: INFORMAL METHODS

Method 1: The casual chat Method 2: The “open door”

MEASURING MORALE: FORMAL METHODS

Method 3: Group/team meetings (not including self-directed work teams) Method 4: Self-directed work teams Method 5: “360” Reviews Method 6: The focus group Method 7: The employee opinion survey

“OPINION” VS. “ATTITUDE”

Goals of the survey process In-house versus outside? Methodology of the employee opinion survey Design of the questionnaire Distribution of the survey Response rates Data processing and analysis Ranking: The secret of powerful analysis A simple ranking system A more complex ranking system

VIEWING THE MORALE INDEX: THE POWER OF A PICTURE EXTERNAL DATABASES (“NORMS”): TO USE OR NOT TO USE?

The utility industry norm comparison study The Sirota comparison study

FEEDBACK AND ACTION PLANNING

Step 1: Senior management feedback Step 2: Planning action, senior group Step 3: Mid level management feedback and action planning Step 4: Organization-wide feedback and action planning Step 5: Consulting with managers on survey results

RESURVEYING

CHAPTER 3 WHY MORALE IS SO IMPORTANT

INTRODUCTION

WHY MORALE IS SO IMPORTANT 2: INDIVIDUAL MORALE AND PERFORMANCE WHY MORALE IS SO IMPORTANT 3: MORALE AND CUSTOMER SATISFACTION

Does customer satisfaction really translate into better performance? The customer experience Management focus and the customer Research on the morale-customer satisfaction connection

WHY MORALE IS SO IMPORTANT 4: MORALE, INDIVIDUAL AND ORGANIZATIONAL HEALTH WHY MORALE IS SO IMPORTANT: CONCLUSIONS

CHAPTER 4 CASE STUDY: CULTURE, MORALE AND CUSTOMER SATISFACTION: HILTI GROUP, SCHAAN, LIECHTENSTEIN

METHODOLOGY

Identifying morale correlates The Hilti marketing organization (“MO”) Results: Morale correlates at the company Extending the study to customer satisfaction (CUSAT) Results: Customer satisfaction Which comes first? Customer satisfaction or employee morale? Overall conclusions of the Hilti study

INTERVIEW WITH HILTI’S CHAIRMAN

CHAPTER 5 CREATING/MAINTAINING THE HIGH MORALE ORGANIZATION: DO WE CREATE HIGH MORALE – OR STEP OUT OF THE WAY?

The high morale culture The question of implementation STEPS FOR THE NEW OR “NEW START” USER OF MORALE IMPROVEMENT PROGRAMS

Step 1. Making high morale a strategic imperative Consequences Step 2: Communication Step 3. Making it everyone’s responsibility, not just HR’s! Consequences Step 4. Measurement: Knowing where you are now

STEPS FOR ALL USERS OF MORALE IMPROVEMENT PROGRAMS

Step 5: Making decisions about change Step 6. Making changes: “Upgrading” management Step 7. Making changes: Flattening the organization structure Step 8. Making changes: Creating more equality Step 9 Making changes: Compensation practices Step 10. Making changes: Recognition

MAINTAINING HIGH MORALE IN YOUR ORGANIZATION

CHAPTER 6 CURRENT TRENDS, ISSUES AND MYTHS IN EMPLOYEE MORALE

INTERNATIONAL TRENDS IN EMPLOYEE OPINIONS

Ranking countries by morale Engagement drivers by country Ethics and morale

TECHNOLOGY AND MORALE: THE TELECOMMUTING REVOLUTION GENERATIONAL ISSUES AND MORALE MORALE AND TIME ON THE JOB: THE “MIDDLE” YEARS WORKING FOR THE FAMILY BUSINESS DEBUNKING TEN MORALE MYTHS WITH SURVEY DATA

CHAPTER 7 EMPLOYEE MORALE AS A RESPONSE TO CHALLENGING TIMES NOTES INDEX

A B C D E F G H I J K L M N O P R S T U W