Society for Human Resource Management survey finds poor management

Daily Record and the Kansas City Daily News-Press, Jul 11, 2005 by MIchelle Kowalski

Working under bad management can negatively affect a person's productivity.

And it seems many people agree.

According to the 2005 Workplace Productivity Survey, conducted by the Society for Human Resource Management, workers believe the No. 1 factor that negatively impacts employee productivity is poor management.

The SHRM survey polled a sample of 478 human resource professionals and 613 employees to collect information about workplace productivity. The survey examined several components of the workplace, including motivation, goals and presenteeism, to determine their effect on worker productivity.

[Poor management] has a huge impact on productivity, said Joe Hartnett, associate professor of business at St. Charles Community College. In the United States, the estimated cost of poor hiring and poor management exceeds $100 billion, he said, citing a survey by the Future Foundation in London.

Adding to the problem of poor management, Hartnett said, most managers believe they are good at what they do.

Good managers have to set the vision, Hartnett said. Without a clear vision, employees have no direction, Hartnett said. The end result would be similar to taking a trip to Bemidji, Minn., without a road map and ending up in Denver, he said. Not only does it waste time, money and gas, it doesn't get you where you want to go.

Like Yogi Berra said, 'If you don't know where you're going, you might not get there,' Hartnett said.

Without an organizational climate that encourages change or feedback, companies may be doomed to continue managing workers poorly.

Fostering a healthy work environment is exactly what the owners of jWeb New Media Design in St. Peters have done. James and Amy Comparato hold staff meetings once a week to get employee input on company activities.

And we actually input [their] ideas, Amy Comparato said.

Being in tune with employees is a testament to the company's success. jWeb, incorporated in 1999, boasts very low turnover; three of its six employees have been with the company for more than five years.

We have a 'we' attitude; we are a team, and we work as a team, Comparato said. Everybody wants to feel respected and important no matter what step of the ladder they're on. That's what makes people loyal.

Employing that same collaborative-style management is what also makes Quilogy successful, according to Randy Schilling, president and CEO.

We really focus on making sure [employees] have exciting work and growth opportunities, Schilling said. It's not just about how much you get paid, he added.

Quilogy offers an electronic suggestion box for employees to offer anonymous feedback for ways to improve the company or working conditions. And, like jWeb, Schilling said the ideas are openly discussed during weekly staff meetings and implemented, if warranted.

Apart from the occasional pat on the back for a job well done, Schilling said Quilogy regularly recognizes top performers with bonuses like iPods and gift cards as well as mention in the weekly recognition video for all employees.

We used to not be so good at recognition, Schilling said.

But after attending a meeting with the CEO of Enterprise Rent-A- Car, who described the three most important business concepts, Schilling said he began paying more attention to employee recognition.

I think it's very important for us to recognize our employees because we are a service company; it's all about the people, Schilling said. We have to make sure we have an empowered group.

In addition to implementing employee ideas for a better workplace, Comparato said jWeb is also flexible with things like time off for family activities, allowing pets (including one employee with a snake) into the office and hosting an employee barbeque.

Everybody, however, including jWeb and Quilogy, has room for improvement. Offering constructive criticism at jWeb doesn't just involve telling an employee where his work needs to get better, Comparato said. A lot of times we say, 'How can we help you?' Not everyone is good at everything, she said.

Even companies with good management, are encouraged to have ongoing training, Hartnett said.

Every world-class organization does that, Hartnett said. It helps employees understand expectations.

The SHRM survey asked employees:

Which of the following factors negatively impact your productivity at work? Check all that apply.

* Poor management (58 percent)

* No longer being motivated by the work (38 percent)

* Organizational changes (26 percent)

* A lack of defined goals on the job (24 percent)

* Readiness to leave organization (16 percent)

* A lack of accountability in the job (13 percent)

* Pressure by management to show face time (12 percent)

* Other (16 percent).