One In Four British Workers Feel Failed By Their Managers

British businesses are being held back by managers who fail to get the best out of their staff, according to the latest Workers' Index published by MORI and The Work Foundation. Almost one in four employees (24%) say that they are not inspired by their bosses and just over a quarter (27%) say that senior managers fail to provide them with a clear vision.

British businesses are being held back by managers who fail to get the best out of their staff, according to the latest Workers' Index published by MORI and The Work Foundation. Almost one in four employees (24%) say that they are not inspired by their bosses and just over a quarter (27%) say that senior managers fail to provide them with a clear vision.

Moreover the situation has deteriorated since the first Workers' Index in February this year. At that time two-thirds (66%) of employees said that their managers had a clear vision for the organisation whereas now fewer that three in five (57%) feel this way.

Furthermore, 60% of those critical of their employer identify improving the quality of management as the top priority for the organisation, while it is mentioned by just 18% of those who would speak highly of their employer.

Gideon Skinner, Research Director at MORI, says, "Our employee research shows that both line managers and senior managers play a key role in successful organisations. Managing day-to-day issues is just the beginning; staff also pick up on the vision (or lack of) for their organisation set out by senior management, and how likely are you to be enthusiastic about your company if your line manager can't be?"

Topline Results

  • This is the second wave of the Workers Index, which tracks employees' views towards their organisation, their management, and their priorities for helping them do a better job.
  • MORI interviewed a representative sample of 1,028 adults in 197 sampling points across Great Britain. Respondents are all full or part time workers or self employed.
  • Fieldwork took place between 6-13 October 2005, face-to-face in respondents' homes.
  • Where results do not sum to 100, this may be due to multiple responses, computer rounding or the exclusion of don't knows/not stated.
  • An asterisk (*) represents a value of less than one half or one percent, but not zero.
  • Data are weighted to the profile of the British population.
  • Trend results are shown against the first wave of the Workers Index, which interviewed 970 British adults in work between 17-21 February 2005.

Q1 How strongly do you agree or disagree with the following statements?

Senior management have a clear vision of where this organisation is going. Base: All full and part time workers (excluding self employed)

160 Oct 2005 Feb 2005
Base: (841) (820)
160 % %
Strongly agree 24 30
Tend to agree 33 36
Neither agree nor disagree 14 14
Tend to disagree 17 11
Strongly disagree 10 5
Don't know 3 4
160
Agree 57 66
Disagree 27 16
Net agree +30 +50

My line manager inspires me to do a better job. Base: All full and part time workers (excluding self employed)

160 Oct 2005
Base: (841)
160 %
Strongly agree 21
Tend to agree 33
Neither agree nor disagree 19
Tend to disagree 14
Strongly disagree 10
Don't know 3
160
Agree 54
Disagree 24
Net agree +30

Q2 Thinking about your organisation and your role within it, which three or four of these things, if any, are most needed to help you do a better job?

160 Oct 2005 -- all Advocates of employer Critics of employer
Base: (1,028) (596) (169)
160 % % %
Better pay 42 42 41
More resources 28 29 30
Better management 27 18 60
Better internal communications 25 26 31
Less stress / pressure at work 25 24 27
More / better training 24 28 22
Higher morale / more motivated staff 23 19 38
Recruiting more staff 23 24 22
Less government bureaucracy / interference / targets 18 21 18
More flexible working practices 17 18 17
Less internal bureaucracy / targets 17 15 26
Giving staff more responsibility 10 11 11
Other 1 1 1
None 5 4 1
Don't know 4 1 1

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