Report suggests leaders need to give ALL workers some autonomy and flexibility over how they accomplish their work

24 June 2024 - A controlling and inflexible leadership style is making manufacturing workers feel powerless and devalued, according to global research by workplace culture expert, O.C. Tanner. The findings reveal that 54 per cent of manufacturing workers have their working time strictly monitored with 51 per cent admitting that leaders are always watching whether they're on task during work hours. When employees are given freedom in how they accomplish their work, it's all too often given to a limited number of job roles or ‘favourite employees'.

These are the findings from O.C. Tanner's 2024 Global Culture Report which gathered data and insights from more than 42,000 employees, leaders, HR practitioners, and executives from 27 countries worldwide including 3,583 from the manufacturing industry.

Robert Ordever, European MD of O.C. Tanner says, "Work realities have shifted over the past few years. Employees now expect some level of flexibility and autonomy over their working day, including the tasks they focus on, and when and how they accomplish them. Whether they work in an office or at a manufacturing plant, employees need to feel empowered and considered, not micromanaged. Unfortunately, there are still leaders who believe power and control gets things done, signalling high levels of distrust and a lack of care."

The report reveals the damaging impact of a command-and-control leadership style, with workers that have little or no flexibility in their roles feeling that their opportunities for personal and professional growth are limited. 52 per cent of manufacturing workers even admit to having their break times strictly monitored, making them feel undervalued and mistrusted, with burnout and exhaustion more likely. In fact, burnout is five times' more likely when employees are dissatisfied with their level of flexibility at work.

The recommendations from the report include giving every employee some level of job flexibility and influence, while recognising the limitations of certain job roles. Leaders need to empower workers, such as by adjusting work schedules, accommodating changing life circumstances, providing time for personal appointments, and giving workers a greater say over their workload.

As it stands, organisations commonly provide job flexibility to some but not all employees with 57 per cent of manufacturing workers saying that flexibility is not available in the same way across all job roles. Plus, almost half (49 per cent) admit that leaders only allow ‘favourite employees' to be given flexibility and freedom in their role.

Ordever adds, "Providing all employees with some level of autonomy and flexibility at work is key, ensuring they feel seen and valued, which in turn leads to thriving workplace cultures and better business outcomes."

About 2024 Global Culture Report
The O.C. Tanner Institute, O.C. Tanner's research, analytics, and education team, uses multiple research methods to support the Global Culture Report, including interviews, focus groups, cross-sectional surveys, and a longitudinal survey.
Qualitative findings came from 18 focus groups among employees and leaders of larger organisations.

Quantitative findings came from online survey interviews administered to employees across Argentina, Australia, Belgium, Brazil, Canada, Chile, China, Denmark, France, Germany, India, Italy, Japan, Mexico, the Netherlands, Poland, the Philippines, Saudi Arabia, Singapore, South Africa, South Korea, Spain, Sweden, Switzerland, the United Arab Emirates, the United Kingdom, and the United States. The total sample size was 42,446 workers at companies with 500+ employees. The O.C. Tanner Institute collected and analysed all survey data. This sample is sufficient to generate meaningful conclusions about the cultures of organisations in the included countries. However, because the study does not include population data, results are subject to statistical errors customarily associated with sample-based information. All figures, unless otherwise stated, are from the O.C. Tanner Institute.

About O.C. Tanner
O.C. Tanner is the global leader in software and services that improve workplace culture through meaningful employee experiences. Its Culture Cloud is a suite of apps and solutions, including recognition, service awards, wellbeing, leadership, and celebrations that help people thrive at work. O.C. Tanner provides these and other services for thousands of the most respected companies in the world. For more information visit www.octanner.com/uk