LINE MANAGERS ARE THE LINK BETWEEN PEOPLE AND PERFORMANCE

© Inside Communication 2011

Line managers make or break businesses. A high-performing line manager drives employee satisfaction, commitment and engagement, which are lead indicators that in turn drive customer satisfaction, loyalty and advocacy. Take a look at some of the latest research findings and use them to build a case for increasing your investment in line manager training and development.

The majority of respondents believed “the motivational ability of one’s line manager” to be the single most significant contributor to engagement.

Source: Economist Intelligence Unit, Re-engaging with Engagement: Views from The Boardroom on Employee Engagement © 2010

1FACTOR#

THE MOTIVATIONAL ABILITY OF ONE’S LINE MANAGER IS THE PRIMARY CONTRIBUTOR TO ENGAGEMENT

Research by the Corporate Leadership Council revealed that line managers directly influence a disproportionate share of the most effective drivers of employee performance and engagement.

Source: Corporate Leadership Council, Research Summary © 2006

Line managers influence the most effective drivers of employee performance and engagement.

25

50Manager activities

Non-manager activities

Accenture’s internal research revealed that 80 per cent of the variation in engagement levels is down to the line manager.

Source: The MacLeod Report, Engaging for Success: Enhancing Performance through Employee Engagement © 2009

80% OF THE VARIATION IN ENGAGEMENT LEVELS IS DOWN TO THE LINE MANAGER

1. Trust and integrity

3. Nature of the job

4. Career growth opportunities

5. Line-of-sight

6. Employee development

7. Co-workers/team members

2. RELATIONSHIP WITH MANAGER

A meta-analysis of twelve major employee engagement studies by The Conference Board found that line managers are one of the key drivers of employee engagement.

Source: The Conference Board, Employee Engagement: A Review of Current Research and its Implications © 2006

A manager can influence an employee's engagement level both positively and negatively – 44 per cent of survey respondents said their supervisor strongly increased their sense of engagement. Source: Buck Consultants, IABC Employee Engagement Survey 2010 © 2010

44% OF RESPONDENTS SAID THEIR MANAGER STRONGLY INCREASED ENGAGEMENT

A manager can influence an employee's engagement level both positively and negatively – 41 per cent of survey respondents said their supervisor strongly decreased their sense of engagement.

Source: Buck Consultants, IABC Employee Engagement Survey 2010 © 2010

41% OF RESPONDENTS SAID THEIR MANAGER STRONGLY DECREASED ENGAGEMENT

Research by the Corporate Leadership Council found that line managers are the most important enabler of an employees’ commitment to their job, their organisation, and their team.

Source: Corporate Leadership Council, Driving Performance and Retention through Employee Engagement © 2004

MANAGERACTIVITIES &ATTRIBUTES

EMOTIONAL COMMITMENT TO MANAGER

EMOTIONAL COMMITMENT TO TEAM

EMOTIONAL COMMITMENT TO ORGANISATION

EMOTIONAL COMMITMENT TO JOB

+73%

+47%

+38%

+34%

Impact of highest-scoring manager activitiesand attributes on commitment foci

Hay Group research has shown up to 30 per cent of the variance in business results can be explained by differences in the work climate created by a line manager.

Source: Hay Group, The Manager's Guide to Rewards © 2006

30% OF THE VARIATION IN BUSINESS RESULTSACCOUNTED FOR BY LINE MANAGERS

These findings confirm line managers are a key driver of engagement and performance. Engaging managers excel at connecting and collaborating with their people. Our Line Manager Communication Program helps managers build and develop their communication competencies. For more information on this program, contact david@insidecommunication.com.au

www.insidecommunication.com.au