In public service, morale is an indication of a sound employment situation and a positive means of building an efficient and effective organization to achieve its goals smoothly. We can strongly infer that it arises out of a socio-psychological situation or a state of mind in which persons voluntarily seek to enhance their potentials to accomplish the task they are engaged in for their own satisfaction. They feel proud of their achievements in their respective fields. The height of such feelings indicates the shinning morale.
The pursuit of common purpose may be the reason to pull through collectively and persistently. The cooperation in performing the assigned task gradually permeates the fabric of organization and gives birth to an attitude of striving toward a common cause. In thriving organizations, an environment of self stimulating driven by incentives further strengthens the morale and ultimately the organization turns from thriving to a shining one.
In our public service, all characteristics of morale are on the decline. This downfall has been a perpetuated phenomenon which culminates into bad governance. All reasons leading to downfall of morale can’t be encompassed in such a brief space; nevertheless, some measures can be suggested to fight indifference and to boost the declining attitude in public service.
The importance of purpose and its awareness with concrete objectives should be imbibed in officers at the time of training. They should be convinced of social values and have sympathy with objectives they serve. The code of ethics is basically devised to boost morale of the officers but those ethics are rarely observed due to which the phenomenon esprit de corps lacks. The favoritism and corruption demoralizes the employees, the esteem of the service, also falls down and degenerate the confidence in the integrity of superiors. The officers become easy prey to corrupt practices and undesirable political influences in return the honesty and integrity of the officers is questioned.
There is always a pressing need to have a stimulating leadership so that the officers, instead of becoming bosses, transform themselves into stimulating leaders in future. The obedience should be through persuasion, resourcefulness and tact rather than purely on authority. It will create a sense of confidence among the employees and will generate the capability of taking initiatives in them. Loyalty can’t be ensured without providing congenial environment and a sense of ownership. Those at the helm of affairs should themselves demonstrate loyalty so that their subordinates too accept them as their natural leaders. It is also expected that favours should not be distributed for political or personal reasons.
Among other reasons of declining morale is bad working conditions. In our public service, the working conditions in general are very poor. In such a state of affairs, the expectations of best results from them seem unreasonable. Low salaries, inadequate opportunities for promotion, low incentives and discrimination; all adversely affect the morale. Morale is a state of mind; and employees working in miserable conditions can’t give their best. Morale comes from incentives rather than coercion. It reflects the healthy state of mind of the officials. High morale is produced by material incentives as well as by high traditions of loyalty to the nation as practically demonstrated by our leaders who won independence for us. Quaid-i- Azam while addressing to a gathering of officers at Chittagong on 25 March 1948 said, “Make the people feel that you are their servants and friends, maintain the highest the standard of honor, integrity, justice and fair play. If you do that, people will have confidence and trust in you and will look upon you as friends and well wishers.”