Elevate Advisor Morale An exploration of the causes of low morale and suggestions for improvement

1. Elevate Advisor Morale An exploration of the causes of low morale and suggestions for improvement NACADA 2013 Robert F. Pettay, Kansas State University (pet7@k-state.edu) Donna Menke, Kansas State University (dmenke@k-state.edu)

2. ABSTRACT Advisor Morale is a hot topic for advising administrators, finding ways to improve morale can benefit administrators and advisors alike. This presentation seeks to explain the common causes of employee morale as described in the scholarly literature. By knowing the causes of low morale, administrators can then begin to improve conditions for advisors. After a brief review of the literature describing employee morale and factors that impact it, participants will have the opportunity to discuss the specific issues that affect their units, leading into a discussion on strategies to improve morale among academic advisors. Proven strategies by experts will be introduced to participants. Also discussed will be the relationship between job satisfaction and employee morale.

3. Objectives for session -Define concept of morale -Discuss issues related to morale- Examine morale and advising -Discuss strategies to improve advisor morale

5. Morale – The confidence, enthusiasm, and discipline of a person or group at a particular time A state of individual psychological well-being based upon a sense of confidence and usefulness and purpose If morale is low, participation is likely to be limited to doing what’s required or otherwise expected. Conversely, high morale suggest that individuals will participate with enthusiasm and a sense of commitment

6. Model of Morale Leadership determines overall “culture” and values for the organization, based on the leadership’s own life experience, values, beliefs, and personalities and the needs of the organization Culture drives “how things are done”, including Human Resource policies and practices; who is selected for key positions; management style of key players and how they treat employees Employees are affected by HR policies, procedures, management style and many other aspects of the overall culture, as part of daily work life. They experience psychological reactions to the above, based on their own personality, ect… The combined net result of their reactions is their individual morale, which affects is also influenced by and merges with, the morale of the group to form the group morale In some organizations, morale is measured and analyzed. Results are fed back to everyone from senior management to non-management employees. Adjustments to HR practices and procedures are made, along with changes in personnel who are identified as being a source of lower morale. Sometimes the results cause leadership to shift thinking, beliefs, and practices.

7. How does high morale feel? • Esprit de corps - High self-esteem • Positive attitude - Determination • Cheerfulness - Meaningful purpose • Confidence - Mutual support • Generosity - Loyalty • Hope

8. A high morale employee will experience less stress than a low morale employee, leading to less absenteeism and sick days; will be more engaged, willing to work harder, be more committed to the organization’s goals, and be a stronger advocate for the organization.

9. Whitehall II Study (Kivimaki, et al., 2005) • 6442 individuals (UK) • Examined justice at work with 5 item questionnaire examining if employee had encountered unfair criticism, received consistent and sufficient information with which to do job, felt the supervisor listened to their problems, and whether they received praise for a job well done. Job strain was measured be examining demands of job and the amount of control the employee experienced on the job • High justice was associated with a 30% lower risk of Coronary Heart Disease compared to medium and low justice groups • Job strain and effort-reward imbalance were associated with higher Coronary Heart Disease, but not in high justice group. • Evidence suggests a mitigating or protective effort of justice at work taking place

10. Factors which affect everyone’s morale • Individual job and organization image • Compensation and benefits • Career and development • Job security • Communications • Productivity • Working conditions • Management and supervision • Decision making

11. High worker morale has been associated with workplace stability, supportive managers and clear roles. Low worker morale has been associated with insufficient staffing levels, high levels of verbal abuse, risk of violence, and no voice in the workplace (Bowers, Allan, Simpson, Jones, and Whittington, 2009)

12. What Matters Most to You? What Matters Most to You Assign a number to each item listed in terms of what motivates them and keeps their morale consistently high, using a scale from 1(lowest) to 4 (highest). After rating all, pick your top three, then identify the single most important morale booster. 4 3 2 1 a. My manager showing care and concern for me as a person 4 3 2 1 b. Good working relationship with my manager 4 3 2 1 c. Feeling empowered 4 3 2 1 d. Manager’s ability to make decisions 4 3 2 1 e. Manager who walks the talk 4 3 2 1 f. Recognition of my efforts 4 3 2 1 g. Delegation of responsibility to me 4 3 2 1 h. Being promoted 4 3 2 1 i. Customer contact 4 3 2 1 j. Compensation 4 3 2 1 k. Getting along with others 4 3 2 1 l. Honest praise 4 3 2 1 m. Helpful and corrective feedback 4 3 2 1 n. Coaching 4 3 2 1 o. The result of a job well done 4 3 2 1 p. Attending social functions with team members 4 3 2 1 q. Being given clear objectives 4 3 2 1 r. Job security

13. Academic Advising Academic advising, based in the teaching and learning mission of higher education, is a series of intentional interactions with a curriculum, a pedagogy, and a set of student learning outcomes. Academic advising synthesizes and contextualizes students’ educational experiences within the frameworks of their aspirations, abilities and lives to extend learning beyond campus boundaries and timeframes.

14. Define Morale in advising? • What the literature says • Morale and student affairs professionals • Job satisfaction and advisors

15. Job Satisfaction of Advisors (Lynch 2001)) • Direct service workload 3.84 3.86 3.74 • Advising –related activity workload 3.67 3.53 3.56 • Extent advisor opinions considered 2.69 2.90 2.75

16. Advisors Likes and DislikesEpps, 2002 Like about job Dislike about job Paperwork Scheduling Committee work Organizational structure High volume work load Student Responsibility (or lack thereof) Dislike job • Working with students • Solving problems • Contact with others • Work situation • Variety of tasks

17. The expectations, perceptions, and attitudes of workers are believe to either encourage or inhibit the adoption of best practices, strengthen or weaken fidelity to established protocols, support or attenuate positive relationships between providers and consumers, and increase or decrease the availability, responsiveness and continuity of services provided by the organization. (Glissonet al., 2008)

18. Consequences of low morale in advising • Missed work days • Conflicts with co-workers and students • Negative attitude • Decreased productivity • Complaining and complaints • Low empathy • Poor participation in training

19. Psychological Success Model (Hall, 2002) Subjective (Psychological) Success Goals/Effort Objective Success Identity Change

20. Calling – when a person experiences work as more than a job or career. The person approaches work with a subjective, self-relevant view of the meaning of career activities (Dobrow, 2004) Doing work out of a strong sense of inner direction Calling is a highly individual, subjective experience Four qualities of a calling Each person’s calling is unique A calling involves preconditions such as talent, an openness to discovering one’s calling A calling provides great energy, enjoyment and vitality to one’s efforts One’s calling is not easy to discover, it requires much reflection, dialogue with others, trial activities and persistence (Novak, 1996)

21. Calling • Please take a moment to think about what makes your life important to you. Please respond to the following statements as truthfully and accurately as you can, and also please remember that these are very subjective questions and there are no right or wrong answers. Please answer according to the scale below: • Absolutely untrue Mostly untrue Somewhat untrue Can’t Say Somewhat true Mostly true Absolutely true • 1 2 3 4 56 7 • ____ I understand my life’s meaning • ____ I am looking for something that makes my life feel meaningful • ____ I am always looking to find my life’s purpose • ____ My life has a clear sense of purpose • ____ I have a good sense of what makes my life meaningful • ____ I have discovered a satisfying life purpose • ____ I am always searching for something that makes my life feel significant • ____ I am seeking a purpose or mission for my life • ____ My life has no clear purpose • ____ I am searching for meaning in my life • Presence of Calling – 1, 4, 5, 6, & 9 (reverse coded) • Searching for Calling – 2, 3, 7,8, & 10 • (Steger, 2006)

22. The social context created by an organization includes interpersonal relationships, social norms, behavioral expectations, individual perceptions, attitudes and other psychological factors that govern how organizational members approach their work, interact with others, interpret their work environment, collaborate with members, and feel about their jobs.

23. An organizations culture, climate, structure and domain are important because they create a social context that invites or rejects innovation, complements or inhibits the activities required for success, and sustains or alters adherence to the protocols that compose the organizations core mission Culture – the way things are done in an organization Climate – the way people perceive their work environment

24. Almost everything that happens to a human being at work can affect his or her experience of “well-being” or “morale” there, positively, negatively or in a way which has little lasting impact. This being so, we need to examine every aspect of work life, as broadly as we can, in order to reach the drivers of morale amongst a workforce, and measure them. (Bowles & Cooper, 2009)

25. Typical Morale Level- People are happiest on the job when they are hired and when they are ready to retire- what about in-between? Morale Level

26. Morale Morale provides a competitive edge in good and bad times High morale supports the implementation of organizational strategies The more process gives the employee a voice High morale helps an organization attract and retain talented people High morale makes the workplace easier to manage and increases productivity High morale reduces workplace accidents, absenteeism, workplace stress, improves employee health, and reduces sick days taken High morale, driven by culture, also supports the culture Morale is a leading indicator and allows organizations to prevent potential negative situations The morale process is one of the most democratic activities in which an organization can participate. (Bowles & Cooper, 2009)

27. The Four Ways Managers Show They Care • They listen • Makes employees feel important and valued • Build confidence because employees feel heard • Model good communication skills • Make employees feel worthy and respected • They reward, recognize, and praise • They give and appreciate honest feedback • They instill confidence

28. Affordable Ways to Reward, Recognize, and Praise Employees • Time off • Recognition items • Parties and celebrations • Praise – don’t wait

29. Get “Up and Go” Model for Feedback Get… Understand others - recognize how each employee prefers to receive feedback - create a safe environment for fostering feedback - adjust your feedback to the person you are addressing Plan the appropriate message for your feedback - It’s not just what you say, but how - Think before you speak - Separate facts from feelings Give helpful and constructive feedback in a timely manner - be empathetic and sensitive - watch your nonverbal communication and body language Obtain feedback willingly and with appreciation - show that your genuinely thankful and appreciative - be open-minded

30. 12 Smart questions to ask your employees Do I know what is expected of me at work? Do I have the materials and equipment I need to do my work right? At work, do I have the opportunity to do what I do best everyday? In the last 7 days, have I received recognition or praise for doing good work? Does my supervisor, or someone at work, seem to care about me as a person? Is there someone at work who encourages my development? At work, do my opinions seem to count? Does the mission/purpose of my company make me feel my job is important? Are my co-workers committed to doing quality work? Do I have a best friend at work? In the last 6 months, has someone at work talked to me about my progress? This last year, have I had opportunities to learn and grow?

31. Morale has a huge impact on, and is a proven driver of, organizational performance • At both the individual and group level • In both private and public sector organizations • From financial to customer satisfaction measures • From organizational effectiveness to productivity, to employee health • Morale touches and affects the most significant performance aspects of every type of organization; a high or low morale level helps empower or disable the organization’s ability to achieve its goals.

32. Have a great conference Thank you