Summary of key issues and predictions for the next year
Summary of key changes (1)• Decline and stalled growth• Some growth in private sector but significant decline in the public sector• Increased pace, variety, complexity and impact of organisational change• Primacy of cost reduction driven change – change is “all about” taking out costs but cost reduction has its costs• Directors have much rosier view – are they out of touch and delusional?
Summary of key changes (2)• Job satisfaction and employee engagement have declined especially in the public sector• Leadership styles – more bureaucratic, authoritarian and risk-averse and compared unfavourably to Australia in 2008• Have people lost faith and trust in senior management?• Deterioration in many of our workplace health measures especially those that impact on managers’ ability to do their jobs
Summary of key changes (3)• Managers are working harder, faster and longer with less role autonomy and task discretion• Is managerial work being degraded despite the hype about empowerment and job enrichment?• Strong relationship between organisational health and employee health• Trust relations with senior management and line management have weakened
Some predictions (1)• 2013 – “a hard year of slog”; a “groundhog year”; triple dip recession? austerity to last to 2018?• Pay will continue to lag behind inflation reducing disposable income• If disposable income is low and the government austerity agenda continues, where can growth come from?• “Workplace disgruntlement in the private sector will …. take the form of simmering distrust of bosses, especially those who adopt the trendy management speak mantra of employee engagement while piling the pressure on overstretched staff”• Increased resistance/militancy in the public sector
Some predictions (2)• “in 2013 increased hours of work and greater work intensity, rather than job cuts or further pay restraint, are forecast to be the main drivers of higher productivity and unit labour cost control”• “Job insecurity is forecast to remain at the heightened levels prevailing since the financial crisis first struck in 2008. People in work will maintain ‘a grin and bear it’ attitude to their jobs and work as hard as required by their employers, indeed in many cases welcoming the opportunity of longer hours to support squeezed incomes”• Source: John Pilpott - http://media.wix.com/ugd//44bcc3_61cccb92b4a2187bd0edca623e70c5c3.pdf
Worrall L and Cooper C.L. (2013) Improving the Quality of Working Life: positivesteps for senior management teams. London: CMIIf you want to download the report or look at the Quality of Working Liferesources material go to: http://www.managers.org.uk/quality-working-life-resourcesIf you want to contact me, my email address is firstname.lastname@example.org