Page 22 - Anne Bruce - Building A HIgh Morale Workplace (2002)

2 Building a High Morale Workplace

Manager’s Challenge

Many managers know the importance of delving into the deeper

meaning of their organizations and their work. Business is not
just about numbers; it’s about people. Managers are realizing,
now more than ever, how much it matters for managers to be
sensitive to the people who work with them and promote a feel-
ing of community and caring. Today’s managers and supervi-

sors have the greatest challenge of their careers before them.
So what is that challenge? I would argue that it’s building
and boosting and, more specifically, sustaining morale in a
workplace that’s enveloped by anxieties over change, reorgani-

zation, loss of job security, and technology, not to mention the
stress and strain of always having to do more with less.
So this is the challenge. It’s real and it’s here. Are you up
for it?
As a leader in your organization, the choices you face are

pretty clear. If you want to get the most from your employees
(and yourself), you need to make high morale a high priority.
It’s a competitive necessity.
You need to start creating with your employees the ideal

workplace. I like to think of it as the high morale workplace of
the 21st century, a workplace that you and your fellow man-
agers and employees, all collaborating, can make happen.
A high morale workplace is an environment that engenders
excellence and fosters col-

Morale How an indi- laboration and a desire to
vidual feels about his or contribute, where employ-
her work and the organiza- ees feel motivated to work
tion. If morale is low, participation is hard and smart. Such
likely to be limited to doing what’s
environments are shaped
required or otherwise expected.
by intelligent managers
Conversely, high morale suggests that
who recognize the psycho-
individuals will participate with enthu-
siasm and a sense of commitment. logical and business pay-
offs of high morale.