Motivated Managers Create Corporate Pressure Cooker

Organisations need to be more energetic and dynamic if they are to match the needs of their staff, according to the second annual Business Energy report, released today by the Chartered Management Institute and Adecco, the global leader in HR solutions. íMotivation Mattersí, a survey of over 1,800 individuals, shows that despite high motivation levels, a positive attitude to long hours and a desire for personal development, UK managers still feel frustration with their employers.

The survey, which was conducted during August 2005, shows that capturing this ípositive energyí is crucial if UK organisations are to challenge existing workplace stereotypes. Key findings are:

- Work hard, play hard - 1 in 5 respondents work 14 hours or more above their contracted hours but only 11 per cent strongly agreed their social lives are affected by long hours. However, many would like to see compressed working weeks (31 per cent) or flexitime (17 per cent) introduced to help ease workplace pressure and allow them to take control of their working lives

- íGlass Ceilingsí and íOld Boysí - solid motivation levels combined with frustration caused by promotion barriers appears to be fuelling the corporate ípressure cookerí. 23 per cent of employees feel the presence of íold boys networksí and a further 38 per cent believe flat structures are the root causes to career development frustrations

- Recruitment problems - 26 per cent of organisations admit they are struggling to recruit appropriately qualified permanent employees. 47 per cent of companies are turning to temporary contracts to ease this problem and implementing greater flexible working practices to ease the work/life pressures.

However managersí personal values refuse to let long hours or limited career opportunities dampen their drive to succeed. More than half (55 per cent) of those questioned canít wait to begin the week and only 18 per cent claim to suffer from íMonday morning bluesí. In organisations described as ígrowingí or ídynamicí 61 per cent of managers reported high levels of motivation, compared to 38 per cent in íshrinkingí businesses, confirming the relationship between motivation levels and business performance.

Richard Macmillan, Managing Director of Adecco UK and Ireland commented, Without the right environment, managing highly motivated, energised employees can present as many challenges as motivating people when levels are low. Corporate UK needs to capture and nurture motivated managers, not lock them in a pressure cooker of glass ceilings, bureaucracy and old school ties. Most employees are willing to make personal sacrifices to develop careers, but the milk soon turns sour if those efforts are not rewarded.

The reality of the UKís long-hours culture still persists, with an average of 8.2 hours extra worked each week by managers at all levels. Yet, despite this, up to 23 per cent suggested they have the capacity to do more work (an increase from 17 per cent in 2004) and only 7 per cent say long hours affects their morale. Many managers reported having a sense of purpose in their work (64 per cent) or achieving targets (53 per cent) as key motivation factors, suggesting they want to be judged on how they contribute to their organisation, not by the hours they clock up.

The research also revealed that nearly 40 per cent of managers joined their current organisation because of the development opportunities available. However, 41 per cent also reported that their employer had no specific training and development budget. This lack of budget sits uneasily alongside the finding that 74 per cent of managers think that their employer should take primary responsibility for funding their development needs.

Mary Chapman, chief executive of the Chartered Management Institute, says: This report highlights a division between the high levels of commitment expressed by managers and the support they are receiving to reach their goals. Individuals will shop around when their existing post no longer offers satisfaction or career development and organisations which fail to live up to the promise of progress risk seeing their managers jump ship.

The report also highlights a worrying mismatch between what managers hold dear to their hearts compared to the values of their employer. Whilst 37 per cent of managers crave an empowering environment with zero bureaucracy, they seem to be getting the opposite. When asked what values best described their organisation, trust (4 per cent), innovation (9 per cent), passion (6 per cent) and staff commitment (8 per cent) came bottom of the list. This presents UK employers with a major issue as 45 per cent of managers admit company values have a major effect on motivation levels.

The íMotivation Mattersí survey, published by the Chartered Management Institute and sponsored by Adecco, is available from today. Copies of the executive summary are available from: