A CIPD report has recently reviewed “the available evidence on people management practices and how these have changed since the 2003 government-commissioned report by Michael Porter and Christian Ketels that identified quality of management as an important determinant of economic performance”.
Unfortunately, however, little evidence of improvement over the last decade has been found. Management practices in the last decade have only served to keep pace with the international competition, rather than making up ground. And although high-performance working practices designed to utilise workforce skills are spreading amongst organisations they are still not the norm.
While 65 per cent of employees are generally satisfied with their line manager, and largely trust them and value their honesty, only 33 per cent say they trust their senior management.
It was also found that in organisations where trust between employees and managers was low were more likely to have been weakened by the recession.
One in five employees say they have never had a formal meeting with their manager.
It was also found that organisations where trust between employees and managers was low, were more likely to have been weakened by the recession
But according to the CIPD, although these are deep-rooted problems and the solutions are largely down to organisations, there is much that the government can do to help.
Mark Beatson, chief economist for the CIPD, said: Over the years weve seen successive governments put a lot of effort into changing the regulations that help to determine how organisations work sometimes more regulation, sometimes less regulation – but theyve typically shied away from getting involved in how well businesses are managed, filing the issue in the too difficult drawer.
“With UK productivity falling even further behind our competitors since 2008, it’s essential that we move the debate on from talking about low-pay and low-quality jobs and look at the root problem of poor productivity. Government needs to get behind innovation in workplace practices with as much vigour as it, quite rightly, does for technological innovation.
Most businesses say they want to make innovation, quality or customer service their competitive advantage but not all of them will have the resources, capability or knowledge to achieve this. We think that Government, business and employee representatives all need to be engaged in a collective effort to find ways of making this journey easier.
Our research shows that anywhere between 30 and 45 per cent of employees have some type of managerial responsibility, so small improvements in the performance of each manager can make a big difference,” Beatson continued. “There are small steps that businesses can take to address this, by putting high-performance policies and practices in place and by ensuring that individuals get the training they need to be effective managers.
“Employers should also consider providing alternative routes to higher status and more pay that dont necessarily involve management responsibility, as some employees may be more valuable in a position making full use of their technical skills than they are in a management role.
“This would reinforce the message that management is a skill in its own right, not something that comes with a promotion. There is also evidence that managers themselves dont always spend enough time on their own development. Given its importance for both our productivity and well-being, we need to raise the performance of our managers across the board.