Line Managers and Their Employees Report

Identify a specific area of data

The selected data represent the survey on the quality of the line managers based on responses from employees (CIPD 2014). The time interval was selected to assess whether certain behaviours changed with time. However, the main tenets under investigations were the behavioural attributes of the line managers and how that related to employees’ satisfaction as earlier reported in previous work (Purcell et al. 2003; Chartered Institute of Personnel and Development 2012).

Problem statement and justification

Line managers play important roles in the productivity of organizations and that of their employees. How the line managers relate to employees and other managers affects production under their supervision. Employees are likely to either love or hate the line managers depending on how both interact with each other. Line managers, who treat their employees with respect and encourage them to excel, are likely to attract admiration (Purcell et al. 2003; Chartered Institute of Personnel and Development 2012). Therefore, behavioural interactions between the employees and the line managers determine employees’ satisfaction and motivation (CIPD 2014). Good relationship provides an ample work environment for all the employees to grow professionally and financially.

Research question

1. Are there behavioural changes in line management over a given period?
2. Does this change impact positively or negatively on employees’ satisfaction?
3. What is the perception of the employees on the line managers with respect to the employees’ professional development?

Analyze the data and present your findings in a way that will assist an aspect of decision making in the area of data selected

Behaviours attributes of the line managers were fairly constant; a major drop was reported on the commitment of managers to the organization (CIPD 2014). More employees, 74% believed that the line managers were committed during 2012 as opposed to 70% who believed the same in 2014 (CIPD 2014). However, the level of satisfaction among the employees surveyed indicated that 64% were satisfied with immediate supervision during 2012 as opposed to the 67% in the similar category reported in 2014. When these findings are cross checked with those from the line managers, it is apparent that most line managers are very positive about their behaviours. Although both the managers and the employees agree on the levels of commitment to their management in the organization, the largest discrepancy is on the training and development opportunities. For instance, for every ten managers, eight believed that they have been discussing training and development opportunities with their employees yet only 36% of the employees ascribed to that view. These findings indicated that the line managers are detached from other employees. Responses from the employees did not change as from 2012 to 2014, which signifies a little effort being put in place to bring the line managers and the employees on a similar platform (CIPD 2014; Chartered Institute of Personnel and Development 2012).

Conclusion

Line managers should have a good rapport with employees from all cadres of work. This plays a bigger role in the ultimate growth of the organization. Line managers should also directly discuss with their employees issues of professional development and training.

Reference List

Chartered Institute of Personnel and Development 2012, Managing for sustainable employee engagement: developing a behavioural framework, CIPD, London, Web.

CIPD 2014, Employees outlook focus on managers, Quality of line managers, Web.

Purcell, J, Kinnie, N, Hutchinson, S, Rayton, B & Swart, J 2003, Understanding the people and performance link: unlocking the black box, Chartered Institute of Personnel and Development, London.