Submitted to:
Submitted by:
Jimmy D. Bucar
PhD Student
SAN PEDRO COLLEGE CASE STUDY
A Critical Analysis on Staff Productivity and Morale
Jimmy D. Bucar, MA
PhD-HRM Student
pms.jimmy@gmail.com
Abstract
This case study analysis is an attempt to provide a solution to an organizational problem using the basic
principles of management philosophy and research. The subject of this study is the case of San Pedro College (SPC),
a higher learning institution based in Mission Ridge, California, which has an issue of declining morale and
productivity among its faculty and staff. At first reading, the problem seems to center on the institutions failure to
provide what is due to its employees. However, a thorough exploration of the etiology of the problem revealed this
was not the case. Poor communication within the organization was found to be the main culprit on the employees
feeling of hopelessness and loss of trust in the administration, which eventually led to the decline of their morale,
productivity, and initiative. The literature reviewed in this study validated the assumption that a multi-
faceted/multi-directional type of communication is truly the key to the SPCs challenge. A scientific and research-
based approach was proposed in this article to solve the issue.
Introduction
Situational Analysis
The SPC case is not a unique problem in every organization nevertheless it brings a life
message to all administrators and managers to be keen and sensitive to the plight of their
employees. Apparently, the school faculty and staffs were having a crisis in morale that already
affected their productivity and initiative. Intentions to leave and look for another job were already
sprouting in their minds. Looking at the problem superficially, perhaps, one can hastily conclude
that it is due to the lack of proper compensation of the employees; however, a root cause analysis on
the issue reveals the etiology of the problem. The problem faced by San Pedro College goes
beyond salary increases as attested from the experiences of various organizations in the past.
Research studies show that issue of declining employee morale is not always due to
monetary matters, most of the time positive feelings employees have in their institutions influence
it. Take, for example, Keiser and Schulte (2009) in their study discovered that positive school
climate characterized by healthy organizational communication enhances teachers' social and
emotional skills and prevents them from resigning in their posts. Another study revealed some
positive effects of high morale such as improved productivity and performance in working, fewer
absences and higher retention rate. Morale was linked to organizational commitment and
engagement (Johnsrud and Rosser, 2002; Hall & Payne, 2012). Similarly, these findings were
validated in a research study conducted in India entitled Effective Organizational Communication: A
Key to Employee Motivation and Performance where it stressed out the vital role of communication in
employee motivation and performance (Rajhans, 2012). This glaring information only shows
how important it is for employees to be highly satisfied with their jobs for them to stay in an
organization until they retire.
Under the scientific lens of human resource management, it can be inferred that the real
meat of the problem is primarily due to poor organizational communication between the administrators
and employees, and secondarily due to poor school management arising from poor communication as
evidenced by their laxity in solving the problem from the very start. Why do faculty members
intend to leave from an institution? One of the reasons identified in previous research is poor
organizational communication (Johnsrud and Rosser, 2002). To give more weight on this issue, an
article written by Michelle Ezell (2013) identified lack of communication as the main culprit of
declining morale in an organization. This was based on the candid responses of the three hundred
HR Professionals who were surveyed by Accountemps, a Robert Haf Company in America
(Accountemps, 2013). This type of communication is different with the traditional one which is
very one-sided. It is a multi-faceted and multi-directional/bi-directional type of communication where
both parties are heard properly. This kind of communication does improve not only morale and
productivity but also influences employees' positive attitude and happiness as demonstrated in a
correlational study in the Enrolment Management Division of Southern Utah University, USA
(Proctor, 2014).
Evidently, SPC Administration failed to communicate openly with its employees on the
problems faced by the entire institution so that they can face it too as members of the team. It
seems that the school administrators relegated the importance of employees' participation. In my
opinion, they perhaps failed to create and support a sound long-term institutional and faculty
developmental plan that would somehow provide security of tenure to its employees and give a
clear sense of direction to the institution by their core mandate. Since the problem is urgent, it
requires immediate steps that are scholarly based (i.e. tested by time and practice). It requires
quick and wise decision-making and competence in risk management so that no one from both
camps will be at a loss.
The Solution
How to maintain employee morale in a time of decreasing budgets and increasing demands?
Communicate! This was a question concisely answered by Karen DeMauro, Director of Computer
Services at Clarion University of Pennsylvania in her paper discussing simple strategies in
boosting morale during times of financial crisis. She stressed out the importance of effective
organizational communication as a tool towards motivating employees to become loyal to ones
organization/company despite 0% increase. She also emphasized the importance of engaging the
employees in problem-solving and acknowledging their efforts when they solved some of the
problems (DeMauro, 1998).
Another article written by Cherryl Conner (2014) featured in Forbes online listed at least
"six ways to increase employee morale and performance without giving them a raise." These are
the following (1) Give them reasons to believe in the companys vision; (2) Show them genuine care (e.g.
recognizing their birthday); (3) Recognize their efforts; (4) Provide some fringe benefits (e.g. free massage); (5)
Promote from within; and lastly, (6) Bring on the fun (i.e. let them enjoy sometimes). She summarized these
steps in the following themes: caring, recognition, rewards and appreciation."
Employees can be motivated when the top management implements open
communication for everyone and periodically conduct vision casting which was patterned after
Nehemiah's Principle of recasting their mission/vision to rebuild the Jerusalem wall as
popularized by Rick Warren in his book "The Purpose Driven Life." Interestingly, Accountemps'
survey also revealed that "communication" was chosen as the best remedy for low morale.
Monetary rewards came only next to communication (Ezell, 2013).This study was further
validated by Asamu (2014) who found out a positive correlation between effective communication
and workers performance, productivity and commitment." He further recommended a regular employer-
employee dialogue to increase their morale and consequently raises their commitment and
performance.
Accountemps (2013). Survey: Few CFOs Plan to Invest in Interpersonal Skills Development for
Their Teams. Retrieved from https://goo.gl/GbTMVo (accessed January 19, 2017)
Conner, Cherryl (2014, September). 6 Ways To Increase Employee Morale And Performance
(Without Giving A Raise). Forbes. Retrieved from https://goo.gl/CFBnU9 (accessed January 14,
2016)
DeMauro, K. (1998). Improve Morale and Reduce Stress: Communicate!. CAUSE EFFECT, 21,
46-50. Retrieved from https://goo.gl/SHvTbO (accessed January 17, 2017)
Ezell, M. (2013, November 11). Lack of Communication Major Cause of Low Employee Morale.
Retrieved from https://goo.gl/GxNEIw (accessed January 19, 2017).
Govindarajan, K. (2012). Teachers morale. International Journal of Behavioral Social and Movement
Sciences, 1, 57-61. Retrieved from https://goo.gl/unuHCA (accessed November 19, 2016)
Hall, C. L. J. S. R., & Payne, L. (2012). Low Staff Morale & Burnout: Causes & Solutions.
Retrieved from https://goo.gl/Zjwcwa (accessed January 08, 2016)
Johnsrud, L. K., & Rosser, V. J. (2002). Faculty members' morale and their intention to leave:
A multilevel explanation. The Journal of Higher Education, 73(4), 518-542. Retrieved
from https://goo.gl/HYVyqR (accessed January 17, 2016)
Keiser, K. A., & Schulte, L. E. (2009). Seeking the sense of community: a comparison of two
elementary schools ethical climates. The School community Journal, 19(2), 45-57.
Retrieved from https://goo.gl/4TjUvZ (accessed January 17, 2016).
Mendel, P. C. (1987). "An Investigation of Factors That Influence Teacher Morale and
Satisfaction with Work Conditions". Doctoral dissertation. Eugene, Oregon: Division of
Educational Policy and Management, University of Oregon, 106 pages.
Proctor, C. (2014). Effective Organizational Communication Affects Employee Attitude,
Happiness, and Job Satisfaction (Doctoral dissertation, Southern Utah University).
Retrieved from https://goo.gl/1tcz2L (accessed January 08, 2016)