Line Managers' role in performance management
I only need help with part of my results and analysis chapter, specifically writing about how line managers apply leadership in managing performance.
I have some untidy data that I would like you to use when writing about the topic. Please see below:
Although data analysis supports the fact that there is a positive correlation between the length of service and experience and latent complacency in dealing with performance issues, there is a strong evidence that shows that the leadership style is detrimental in the way how people are managed.
All interviewees have been asked why they have been promoted as a Line Manager. The overall response was because of their knowledge about the company and operational experience rather than for their leadership skills. Moreover, some of the Line Managers went to the extent of saying that it is the Company’s role and best interest to train them on how to be a great leader. Furthermore, when asked about development and career progression of their teams, the general overview was that this was down to the individuals who need to prove that they perform well and know their job. At the same time, the employee satisfaction survey results shows that 26% of employees believed that the company supports their career development.
Motivation was seen to be the way in which line managers keep alive employees’ level of desire to perform . All line managers that have been interviewed advised that they use morning briefings to motivate staff by focusing on positive aspects of the role and showing appreciation for employees good work however the results of employee satisfaction survey shows that 31% employees believed that their line managers values their talents and gives them praise and recognition when they do a good job and 26% feel that their ideas and suggestions are listened to.
When Line Managers were asked what leadership means to them, there was a wide range of answers: some of them considered that leadership is the ability of a manager to mentor and coach a team by showing them the right direction and role modelling. Some explained that leadership means managing employees performance whilst others gave a more general answer stating that leadership means leading and managing a team. There was also a general agreement that leadership is a skill that is learnt rather than something that you have been born with.
In regards to what their leadership style is, the range of answers also varied however the majority of line managersl confirmed that ultimately the manager should have the last say and that the employees should follow their instruction and guidance as they have experience and they know ” how to deliver outputs as per company standards and processes”. Every line manager confirmed that they give praise or offer incentives when employees do a god job or “take them to HR” when performance falls below standards. When asked about how they monitor performance, some of them confirmed that they do spot checks or action upon mistakes happen, for example receiving a customer complaint or employee being late.
With exception of a Line Manager who described himself as “pushy, with no patience and aggressive at times”, none of them used delegation as a method of management either because they did not trust the employees or because they did not want to add pressure and overload on them.
One of the interview purpose was to determine the type of leadership that the Company adopts overall. Using Bass (1985) full range of leadership model, the researcher listed all components that belong to transactional and transformational leadership and measured them against the answers given by Line Managers during interviews. It was ascertained in the literature review that leaders in the service industry tend to adopt a transformational leadership style as then need to inspire individuals and encourage them to use initiative. However, the results below don’t support this theory as the Company seems to adopt a more transactional style, with a preference for Passive Management by Exception, followed by contingency rewards and Active Management by exception