![]() ![]() Our findings show that the more a worker feels mistrusted, the lower their perception that they are performing their core tasks well, the report authors mention. Micromanagement is not an effective way to get the best out of people. This impact of monitoring is a significant issue given mental health challenges during the pandemic.įrom a productivity perspective, it is not logical to think that just because people are physically at their desk and closely monitored that they will perform well. The anxiety at work is greater for those workers experiencing high levels of close monitoring and a strong belief that their supervisor does not trust them. These results suggest the prevalence of an “always on” culture for workers at home, which is one that crept into many of our lives through the widespread use of ICTs such as mobile phones, and that has been shown to be prevalent in remote work situations.Ĭrucially, these experiences of home workers appear to have negative effects. Thirty-four percent agreed that their supervisors “expressed a lack of confidence in their work skills.” Similar numbers reported that their supervisor doubted their ability to do the work, and felt that the supervisor questioned whether they had the knowledge required.Īn even larger number of workers reported feeling that they needed to be constantly available, such as being expected to respond to electronic/telephone messages immediately, be available at all times, and be responsive after work hours. Many workers also experienced a strong sense that their supervisor does not trust their ability to do the work. ĭo managers’ beliefs about remote work spill over to affect employees? Although it was not possible to link managers with their specific direct reports in this study, the analysis of the worker data suggests the answer to this question is likely yes. This in turn leads to drops in employee motivation, further impairing productivity, ultimately disrupting their work-home balance and causing more job stress. When such doubts creep in, managers can start to develop an unreasonable expectation that those team members be available at all times. Research shows that managers who cannot “see” their direct reports sometimes struggle to trust that their employees are ‘actually’ working. The report mentions, “Altogether, the picture is not a rosy one, suggesting a substantial number of managers have low confidence in their capability to lead remotely, have rather negative views about this work practice, and distrust their own workers.”Įven prior to the pandemic, managing teleworkers presented unique obstacles. For instance, 53% such managers agreed that “the performance of remote workers is usually lower than those of people who work in an office setting” compared to 24% of those in managerial roles. In addition, those managers who defined themselves as in non-managerial roles (such as technical or administrative roles), had lower self-efficacy for managing remote workers, more negative attitudes, and greater mistrust. Quite a few managers reported not trusting the competence of their own employees, with almost one third (29%) questioning whether their employees had the required knowledge do to their work, and more than one quarter (27%) agreeing that their employees’ lacked essential skills. Generally negative attitudes about this form of working seemed to spill over into the way managers’ perceived their own employees as well. The study shows that four out of 10 managers agreed that remote workers usually perform worse than those who work in an office, and more than half of respondents – who were unsure – have rather negative views about this work practice. These findings suggest a lack of self-efficacy for managing remote working, with self-efficacy referring to the belief in one’s own ability to master challenging situations. ![]() The study polled more than 1200 people in 24 different countries - working in industries ranging from manufacturing, IT, real estate, education, and financial services - including remote workers and their managers to investigate how Covid-19 is impacting both managers’ and employees’ work, well-being, and productivity with a focus on their pain points.Ībout 40% of the supervisors and managers in the study expressed low self-confidence in their ability to manage workers remotely. As a result, some managers may be finding their roles more difficult than before - and making their subordinates’ lives more stressful as they struggle to adapt,” says the report. ![]() “While some jobs have proven adaptable, many sectors are not well-suited for the remote environment and many workers have home lives that present overwhelming challenges. ![]()
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |