Chartered Management Institute’s “Quality of Working Life” study
Research from Chartered Management Institute’s Quality of Working Life study found:
· Of the 1,574 managers surveyed, nearly seven in ten (77%) work for at least an additional hour each day, adding up to an extra 29 days over the course of a year. With average holiday entitlement only 28 days, this extra time cancels out managers’ annual leave.
· Up to 10% put in more than three extra hours each day, the equivalent of working a 15-month year.
· 54% of managers agree that long working hours are leading to elevated levels of stress.
· 61% of managers blame technology for their increased hours as they find it harder to switch off, with one in five managers reporting that they are ‘always on’ and check emails all the time.
· Those struggling to switch off report lower personal productivity levels and experience more stress.
· Managers’ report a link between working longer hours and suffering from increased headaches, irritability and insomnia, early symptoms of mental health problems and potential burn out.
· Effective management is found to be a key factor in handling stress in the work place.
· The worst management styles are shown to generate up to four times more stress than the best: 28% of those reporting that their line managers are “secretive” or “suspicious” feel stressed, compared to just 7% of those who believe their managers empower them to take their own decisions.
CMI’s recommendations for improving the quality of working life
1. Improve the ability to manage change – 97% of managers’ report some degree of organisational change, yet just a fifth see a connection with improved decision making. Focusing on behaviours and measuring the impacts of change are crucial in tackling this leading cause of stress.
2. Develop better line managers – Line managers have a critical role to play in driving employee engagement. More open, empowering management styles are connected with lower levels of stress, higher job satisfaction and greater personal productivity
3. Switch off – Avoiding digital presenteeism means giving colleagues the license to switch off. Colleagues can often be their own worst enemies, and while personal choice is key, options such as restricting remote access should be considered.
4. Empower your people – The most power drivers of job satisfaction are a personal sense of achievement. Where innovative, entrepreneurial and empowering management styles are found, more than 84% of managers are satisfied with their jobs.
5. Improve well-being – People are not assets to be driven to destruction, it is important to monitor metrics such as morale and illness to identify destructive habits.
Responses