Worker morale in Russia: an exploratory study
Purpose - Despite unanimous agreement in the existing literature that morale influences employee performance, no well-defined measure of morale exists. In Russia, identifying the factors that contribute to employee morale is particularly important since firms face difficult financial challenges impo...
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Veröffentlicht in: | Journal of managerial psychology 2006-07, Vol.21 (5), p.415-437 |
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description | Purpose - Despite unanimous agreement in the existing literature that morale influences employee performance, no well-defined measure of morale exists. In Russia, identifying the factors that contribute to employee morale is particularly important since firms face difficult financial challenges imposed by the decade-long economic and political transition that began in January 1992. The study aims to develop a robust measure of morale and focuses on the factors that influence morale among Russian workers.Design methodology approach - Survey data were collected from Russian employees at two different points in time, 1995 and 2002, in five Russian cities (Moscow, St. Petersburg, Taganrog, Rostov and Azov). The study used regression analysis to assess the influence of expected rewards on employee morale.Findings - The paper finds that among the workers participating in the study, expectation of receiving a desired reward contributes to high morale, with expected monetary rewards having a higher influence that expected non-monetary rewards, but praise for a job well done and a feeling of accomplishment also contribute positively to employee morale. There is a significant correlation between positive attitudes toward work and morale, and a positive correlation between performance assessment and morale. Demographic characteristics (age and gender) have no discernable influence on morale when controls are included for work experience.Research limitations implications - Data are cross-sectional rather than longitudinal and sampling is purposive rather than random.Practical implications - The research suggests that if companies are not financially able to provide monetary rewards, managers can focus on developing a work environment that is friendly and fosters mutual respect. Managers have control over praise and it costs nothing to praise employees for a "job well done."Originality value - No study to date has examined Russian worker morale nor tested morale measures developed in developed market economies on Russian workers. The study develops three reliable measures of morale. |
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In Russia, identifying the factors that contribute to employee morale is particularly important since firms face difficult financial challenges imposed by the decade-long economic and political transition that began in January 1992. The study aims to develop a robust measure of morale and focuses on the factors that influence morale among Russian workers.Design methodology approach - Survey data were collected from Russian employees at two different points in time, 1995 and 2002, in five Russian cities (Moscow, St. Petersburg, Taganrog, Rostov and Azov). The study used regression analysis to assess the influence of expected rewards on employee morale.Findings - The paper finds that among the workers participating in the study, expectation of receiving a desired reward contributes to high morale, with expected monetary rewards having a higher influence that expected non-monetary rewards, but praise for a job well done and a feeling of accomplishment also contribute positively to employee morale. There is a significant correlation between positive attitudes toward work and morale, and a positive correlation between performance assessment and morale. Demographic characteristics (age and gender) have no discernable influence on morale when controls are included for work experience.Research limitations implications - Data are cross-sectional rather than longitudinal and sampling is purposive rather than random.Practical implications - The research suggests that if companies are not financially able to provide monetary rewards, managers can focus on developing a work environment that is friendly and fosters mutual respect. Managers have control over praise and it costs nothing to praise employees for a "job well done."Originality value - No study to date has examined Russian worker morale nor tested morale measures developed in developed market economies on Russian workers. The study develops three reliable measures of morale.</description><identifier>ISSN: 0268-3946</identifier><identifier>EISSN: 1758-7778</identifier><identifier>DOI: 10.1108/02683940610673951</identifier><language>eng</language><publisher>Bradford: Emerald Group Publishing Limited</publisher><subject>Employee attitude ; Employee attitudes ; Employee morale ; Employees ; Employment ; Hypotheses ; International finance ; Job satisfaction ; Longitudinal studies ; Macroeconomics ; Market economies ; Morale ; Motivation ; Motivation psychology ; Occupational psychology ; Organization theory ; Organizational behavior ; Performance management ; Psychological aspects ; Questionnaires ; Russia ; Studies ; Transition economies ; Work attitudes ; Workers</subject><ispartof>Journal of managerial psychology, 2006-07, Vol.21 (5), p.415-437</ispartof><rights>Emerald Group Publishing Limited</rights><rights>Copyright Emerald Group Publishing Limited 2006</rights><lds50>peer_reviewed</lds50><oa>free_for_read</oa><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c4081-df9f74b34abed11eab78366d3ffc03dc9b9dc2af3c236dfe355b74362682baab3</citedby><cites>FETCH-LOGICAL-c4081-df9f74b34abed11eab78366d3ffc03dc9b9dc2af3c236dfe355b74362682baab3</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktopdf>$$Uhttps://www.emerald.com/insight/content/doi/10.1108/02683940610673951/full/pdf$$EPDF$$P50$$Gemerald$$H</linktopdf><linktohtml>$$Uhttps://www.emerald.com/insight/content/doi/10.1108/02683940610673951/full/html$$EHTML$$P50$$Gemerald$$H</linktohtml><link.rule.ids>314,776,780,961,11614,12825,27901,27902,30976,30977,52661,52664</link.rule.ids></links><search><creatorcontrib>Linz, Susan J</creatorcontrib><creatorcontrib>Good, Linda K</creatorcontrib><creatorcontrib>Huddleston, Patricia</creatorcontrib><title>Worker morale in Russia: an exploratory study</title><title>Journal of managerial psychology</title><description>Purpose - Despite unanimous agreement in the existing literature that morale influences employee performance, no well-defined measure of morale exists. In Russia, identifying the factors that contribute to employee morale is particularly important since firms face difficult financial challenges imposed by the decade-long economic and political transition that began in January 1992. The study aims to develop a robust measure of morale and focuses on the factors that influence morale among Russian workers.Design methodology approach - Survey data were collected from Russian employees at two different points in time, 1995 and 2002, in five Russian cities (Moscow, St. Petersburg, Taganrog, Rostov and Azov). The study used regression analysis to assess the influence of expected rewards on employee morale.Findings - The paper finds that among the workers participating in the study, expectation of receiving a desired reward contributes to high morale, with expected monetary rewards having a higher influence that expected non-monetary rewards, but praise for a job well done and a feeling of accomplishment also contribute positively to employee morale. There is a significant correlation between positive attitudes toward work and morale, and a positive correlation between performance assessment and morale. Demographic characteristics (age and gender) have no discernable influence on morale when controls are included for work experience.Research limitations implications - Data are cross-sectional rather than longitudinal and sampling is purposive rather than random.Practical implications - The research suggests that if companies are not financially able to provide monetary rewards, managers can focus on developing a work environment that is friendly and fosters mutual respect. Managers have control over praise and it costs nothing to praise employees for a "job well done."Originality value - No study to date has examined Russian worker morale nor tested morale measures developed in developed market economies on Russian workers. The study develops three reliable measures of morale.</description><subject>Employee attitude</subject><subject>Employee attitudes</subject><subject>Employee morale</subject><subject>Employees</subject><subject>Employment</subject><subject>Hypotheses</subject><subject>International finance</subject><subject>Job satisfaction</subject><subject>Longitudinal studies</subject><subject>Macroeconomics</subject><subject>Market economies</subject><subject>Morale</subject><subject>Motivation</subject><subject>Motivation psychology</subject><subject>Occupational psychology</subject><subject>Organization theory</subject><subject>Organizational behavior</subject><subject>Performance management</subject><subject>Psychological aspects</subject><subject>Questionnaires</subject><subject>Russia</subject><subject>Studies</subject><subject>Transition economies</subject><subject>Work attitudes</subject><subject>Workers</subject><issn>0268-3946</issn><issn>1758-7778</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2006</creationdate><recordtype>article</recordtype><sourceid>7QJ</sourceid><sourceid>BENPR</sourceid><recordid>eNqN0E9LwzAYBvAgCs7pB_BWPHiy-qZvm7TeZLhNGAhTGXgJaZNAt_4zWWH79mZMPDhBT4Hk9yRvHkIuKdxSCukdRCzFLAZGgXHMEnpEBpQnacg5T4_JYHceesBOyZlzSwCKCWYDEi5au9I2qFsrKx2UTTDvnSvlfSCbQG-6yu-vW7sN3LpX23NyYmTl9MXXOiRv48fX0TScPU-eRg-zsIghpaEymeFxjrHMtaJUy5ynyJhCYwpAVWR5popIGiwiZMpoTJKcx8j8jFEuZY5Dcr2_t7PtR6_dWtSlK3RVyUa3vRMJR8A4gj8hIsQAnHl49QMu2942_hMioknKUuDcI7pHhW2ds9qIzpa1tFtBQexqFgc1-0y4z5RurTffAWlXwgueiHgRiel49D6ZvozE3HvYe11rX7n61xM3v0cOqOiUwU8HAZkL</recordid><startdate>20060701</startdate><enddate>20060701</enddate><creator>Linz, Susan J</creator><creator>Good, Linda K</creator><creator>Huddleston, Patricia</creator><general>Emerald Group Publishing Limited</general><scope>BSCLL</scope><scope>AAYXX</scope><scope>CITATION</scope><scope>0-V</scope><scope>0U~</scope><scope>1-H</scope><scope>3V.</scope><scope>7QJ</scope><scope>7WY</scope><scope>7WZ</scope><scope>7XB</scope><scope>8AO</scope><scope>8FI</scope><scope>8FK</scope><scope>ABUWG</scope><scope>AFKRA</scope><scope>ALSLI</scope><scope>AZQEC</scope><scope>BENPR</scope><scope>BEZIV</scope><scope>CCPQU</scope><scope>DWQXO</scope><scope>FYUFA</scope><scope>F~G</scope><scope>GNUQQ</scope><scope>HEHIP</scope><scope>K6~</scope><scope>K8~</scope><scope>L.-</scope><scope>L.0</scope><scope>M0C</scope><scope>M0T</scope><scope>M2M</scope><scope>M2S</scope><scope>PHGZM</scope><scope>PHGZT</scope><scope>PJZUB</scope><scope>PKEHL</scope><scope>POGQB</scope><scope>PPXIY</scope><scope>PQBIZ</scope><scope>PQEST</scope><scope>PQQKQ</scope><scope>PQUKI</scope><scope>PRQQA</scope><scope>PSYQQ</scope><scope>Q9U</scope><scope>7TA</scope><scope>8FD</scope><scope>JG9</scope></search><sort><creationdate>20060701</creationdate><title>Worker morale in Russia: an exploratory study</title><author>Linz, Susan J ; Good, Linda K ; Huddleston, Patricia</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c4081-df9f74b34abed11eab78366d3ffc03dc9b9dc2af3c236dfe355b74362682baab3</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2006</creationdate><topic>Employee attitude</topic><topic>Employee attitudes</topic><topic>Employee morale</topic><topic>Employees</topic><topic>Employment</topic><topic>Hypotheses</topic><topic>International finance</topic><topic>Job satisfaction</topic><topic>Longitudinal studies</topic><topic>Macroeconomics</topic><topic>Market economies</topic><topic>Morale</topic><topic>Motivation</topic><topic>Motivation psychology</topic><topic>Occupational psychology</topic><topic>Organization theory</topic><topic>Organizational behavior</topic><topic>Performance management</topic><topic>Psychological aspects</topic><topic>Questionnaires</topic><topic>Russia</topic><topic>Studies</topic><topic>Transition economies</topic><topic>Work attitudes</topic><topic>Workers</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Linz, Susan J</creatorcontrib><creatorcontrib>Good, Linda K</creatorcontrib><creatorcontrib>Huddleston, Patricia</creatorcontrib><collection>Istex</collection><collection>CrossRef</collection><collection>ProQuest Social Sciences Premium Collection</collection><collection>Global News & ABI/Inform Professional</collection><collection>Trade PRO</collection><collection>ProQuest Central (Corporate)</collection><collection>Applied Social Sciences Index & Abstracts (ASSIA)</collection><collection>ABI/INFORM Collection</collection><collection>ABI/INFORM Global (PDF only)</collection><collection>ProQuest Central (purchase pre-March 2016)</collection><collection>ProQuest Pharma Collection</collection><collection>Hospital Premium Collection</collection><collection>ProQuest Central (Alumni) (purchase pre-March 2016)</collection><collection>ProQuest Central (Alumni Edition)</collection><collection>ProQuest Central UK/Ireland</collection><collection>Social Science Premium Collection</collection><collection>ProQuest Central Essentials</collection><collection>ProQuest Central</collection><collection>Business Premium Collection</collection><collection>ProQuest One Community College</collection><collection>ProQuest Central Korea</collection><collection>Health Research Premium Collection</collection><collection>ABI/INFORM Global (Corporate)</collection><collection>ProQuest Central Student</collection><collection>Sociology Collection</collection><collection>ProQuest Business Collection</collection><collection>DELNET Management Collection</collection><collection>ABI/INFORM Professional Advanced</collection><collection>ABI/INFORM Professional Standard</collection><collection>ABI/INFORM Global</collection><collection>Healthcare Administration Database</collection><collection>ProQuest Psychology</collection><collection>Sociology Database</collection><collection>ProQuest Central (New)</collection><collection>ProQuest One Academic (New)</collection><collection>ProQuest Health & Medical Research Collection</collection><collection>ProQuest One Academic Middle East (New)</collection><collection>ProQuest Sociology & Social Sciences Collection</collection><collection>ProQuest One Health & Nursing</collection><collection>ProQuest One Business</collection><collection>ProQuest One Academic Eastern Edition (DO NOT USE)</collection><collection>ProQuest One Academic</collection><collection>ProQuest One Academic UKI Edition</collection><collection>ProQuest One Social Sciences</collection><collection>ProQuest One Psychology</collection><collection>ProQuest Central Basic</collection><collection>Materials Business File</collection><collection>Technology Research Database</collection><collection>Materials Research Database</collection><jtitle>Journal of managerial psychology</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Linz, Susan J</au><au>Good, Linda K</au><au>Huddleston, Patricia</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Worker morale in Russia: an exploratory study</atitle><jtitle>Journal of managerial psychology</jtitle><date>2006-07-01</date><risdate>2006</risdate><volume>21</volume><issue>5</issue><spage>415</spage><epage>437</epage><pages>415-437</pages><issn>0268-3946</issn><eissn>1758-7778</eissn><abstract>Purpose - Despite unanimous agreement in the existing literature that morale influences employee performance, no well-defined measure of morale exists. In Russia, identifying the factors that contribute to employee morale is particularly important since firms face difficult financial challenges imposed by the decade-long economic and political transition that began in January 1992. The study aims to develop a robust measure of morale and focuses on the factors that influence morale among Russian workers.Design methodology approach - Survey data were collected from Russian employees at two different points in time, 1995 and 2002, in five Russian cities (Moscow, St. Petersburg, Taganrog, Rostov and Azov). The study used regression analysis to assess the influence of expected rewards on employee morale.Findings - The paper finds that among the workers participating in the study, expectation of receiving a desired reward contributes to high morale, with expected monetary rewards having a higher influence that expected non-monetary rewards, but praise for a job well done and a feeling of accomplishment also contribute positively to employee morale. There is a significant correlation between positive attitudes toward work and morale, and a positive correlation between performance assessment and morale. Demographic characteristics (age and gender) have no discernable influence on morale when controls are included for work experience.Research limitations implications - Data are cross-sectional rather than longitudinal and sampling is purposive rather than random.Practical implications - The research suggests that if companies are not financially able to provide monetary rewards, managers can focus on developing a work environment that is friendly and fosters mutual respect. Managers have control over praise and it costs nothing to praise employees for a "job well done."Originality value - No study to date has examined Russian worker morale nor tested morale measures developed in developed market economies on Russian workers. The study develops three reliable measures of morale.</abstract><cop>Bradford</cop><pub>Emerald Group Publishing Limited</pub><doi>10.1108/02683940610673951</doi><tpages>23</tpages><oa>free_for_read</oa></addata></record> |
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subjects | Employee attitude Employee attitudes Employee morale Employees Employment Hypotheses International finance Job satisfaction Longitudinal studies Macroeconomics Market economies Morale Motivation Motivation psychology Occupational psychology Organization theory Organizational behavior Performance management Psychological aspects Questionnaires Russia Studies Transition economies Work attitudes Workers |
title | Worker morale in Russia: an exploratory study |
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