HRPA study reveals that bad bosses are commonplace - and even tolerated
- in Canadian organizations
TORONTO, Jan. 19 /CNW/ - The majority of Canadian HR professionals (73%)
believe that managers who bully, speak inappropriately to staff, play
favourites or are disrespectful are a significant problem in today's
workplace with negative implications on employee engagement, turnover
and workplace morale, according to a recent survey by the Human
Resources Professionals Association (HRPA) and Canadian HR Reporter. However, the evidence shows that most organizations will tolerate at
least some managerial misbehaviour as long as they're getting results.
"Problem managers fall into different camps," says Claude Balthazard,
HRPA's director of HR excellence. "There are managers who are poorly
trained or promoted to management for the wrong reasons, and there are
those managers whose values and attitudes are at odds with that of the
organization. Management training can prove to be useful for the first
group but is not helpful for the 'bad apples' out there."
Signs of a Problem Manager
According to the survey, the most problematic behaviours exhibited by
bad managers included:
Inappropriate comments (74%),
Unwillingness to follow due process (63%),
Treating employees with disrespect (62%), and
Bullying or intimidation (57%).
One third of respondents (35%) said their organization will tolerate
just about anything from a results-achieving problem manager. The
survey also pointed to a correlation between the degree to which an
organization tolerates misbehaviour and the size of the problem that
problem managers pose in an organization, suggesting that those
organizations which turn a blind eye, or even reward, managerial
misbehaviour will have more such misconduct.
Many respondents commented that problem managers have a strong impact on
employee engagement, turnover and the bottom line; and that it does not
take many bad managers to have serious morale consequences. Others
noted that the incidence of problem managers may be underreported
because employees are fearful of reprisals, and that issues can go
undetected for a long time, until problems "blow up."
"The key is not to point out the negative consequences of problem
behaviours, but rather to convince the problem managers that results
will be better if they change their ways," says Balthazard.
About the Survey
The survey was conducted in November by the Human Resources
Professionals Association (HRPA) in partnership with Canadian HR Reporter through an online poll of nearly 800 HR professionals from across
Canada. For full survey findings, please go to: www.hrpa.ca/hrthoughtleadership/pages/pulsesurveys.aspx. Commentary on the report can be viewed at: http://www.hrreporter.com/ArticleView.aspx?l=1&articleid=8783.
About the Human Resources Professionals Association (HRPA)
The Human Resources Professionals Association (HRPA) is Canada's HR
thought leader with more than 19,000 members in 28 chapters across
Ontario. It connects its membership to an unmatched range of HR
information resources, events, professional development and networking
opportunities and annually hosts the world's second largest HR
conference. In Ontario, HRPA issues the Certified Human Resources
Professional (CHRP) designation, the national standard for excellence
in human resources management and the Senior Human Resources
Professional (SHRP) designation, reserved for high-impact HR leaders. www.hrpa.ca
SOURCE Human Resources Professionals Association of Ontario
For further information:
Amy Davidson or Katie O'Dell
Duff McCutcheon, Communications Specialist
416 923‐2324 x324