Indian employees say bosses set good example, hate corporate jargon

18 Oct,2013

 

By A Correspondent

 

Managers set good example for behaviour in the workplace, said Indian workers,according to the top-level findings of a survey commissioned by The Workforce Institute at Kronos Incorporated and conducted online by Harris Interactive. The 2013 Kronos Boss’s Day Survey also reveals the attributes of the best managers, employees’ preferred form of recognition and the management-speak phrases that employees find the most annoying.

 

According to James Thomas, country manager, Kronos India: “The boss-employee relationship is much like other relationships we have in our lives. We get out of them what we put into them – as long as both parties are committed to the relationship. Although people told us they want to work for high achievers, they also value compassion, flexibility, and honesty.”

 

Added David Creelman, CEO, Creelman Research: “The results of this survey shatter the stereotype of the clownish boss made popular by countless sitcoms and movies. An overwhelming majority of employees are actually saying quite the opposite: that they believe their managers set a good example with their behavior and adhere to values that are important in a healthy corporate culture.”

 

These were some of the leading indicators of the study:

69 percent of employees in India who have managers believe their managers set a good example in the way they behave, agreeing they are ethical, honest, collaborative,creative, empowering, innovative, dedicated, and trustworthy. A whopping 80 percent of those employees also believe their managers adhere to those values on a regular basis.

 

Almost half of all Indian employees with managers (46 percent) admitted they have complimented their manager just to get on his/her good side even when they didn’t mean it.

 

Given the choice between a manager who is a high achiever but demanding, or a manager who is nice but ineffective, 75 percent of Indian employees with managers would choose the high achiever.

 

When asked whether they’d prefer a manager who invests in their professional development or one who invests in programmes to make the work environment more fun, 56 percent chose fun while only 44 percent chose professional development.

 

When asked to select the three most important attributes of a good manager, honesty was the strong frontrunner with (66 percent), followed by goal-oriented (63 percent) and transparency (46 percent).

 

When it comes to being recognized, the highest percentage of Indian employees with managers prefer to receive praise in front of their peers (39 percent), while 34 percent favor praise to their manager’s manager, and 27 percent prefer direct individual praise from their manager.

 

As expected, most employees who have managers – a full 95 percent – find business jargon terribly annoying. So which phrase takes the cake for most egregious? The dubious honour goes to “I don’t care how, just get it done,” with 46 percent of the vote, followed by “In the future…” (34 percent) and “I need you to be more proactive” (30 percent).

 

While the highest percentage of Indian workers with managers prefer to be recognized in a peer environment (39 percent), American and Australian workers with managers’first choice for receiving recognition was directly from their managers (43 and 45 percent, respectively).

 

Employees with mangers in all three countries agree that good managers are honest (78, 76, and 66 percent in the U.S., Australia, and India) and goal-oriented (44, 37, and 63 percent in U.S., Australia, and India). India and Australia also selected thoughtful (41 and 37 percent) as their 3rd in the top three important attributes for a manager to have. Australia and U.S. also selected directness (37 and 39 percent) as additional characteristics of a good manager.

 

Indian employees with managers are more irritated by any use of corporate jargon (95 percent) than their Australian (83 percent) and American (76 percent) counterparts.

 

The importance of professional development over fun workplace programs diverge in the three countries.  Specifically,61 percent of U.S. and 56 percent of Australian employees with managers would rather prefer money be spent on professional development, whereas 56 percent of Indian employees prefer managers who invests in programmes to make the work environment more fun.

 

Said Joyce Maroney, director of The Workforce Institute, Kronos Incorporated: “In recent years, we’ve been hearing that millennials will completely change the workplace. To be sure, there are significant shifts underway but this research reveals younger workers don’t differ significantly from other generations in the workforce in how they want to be managed and motivated by their boss. In addition to comparison across generations, it’s interesting tosee how different countries and cultures define good management.” Added

 

The study was conducted online by Harris Interactive on behalf of Kronos in the US, Australia and India among 4,141 adults ages 18 and older, among whom 2,200 are employed full-time/part-time who have managers. In India specifically it was conducted among 1,059 adults age 18-64 from whom 858 are employed full-time/part-time who have managers.

 

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