According to a multi-sector survey conducted by ICM and People 1st, hospitality employers were rated the second worst for failing to develop staff careers out of a number of sectors, trumped only by transport services and manufacturing.
Over half of hospitality employees responded that they don’t feel motivated by their superiors - almost 10 per cent more than the national average.
Almost two-thirds of hospitality managers were blamed for not helping their staff develop their careers and skills, while 29 per cent of employees claimed their superiors are too condescending.
It is thought that poor management and communication in the sector is having a negative effect on the economy, resulting in a high staff turnover rate, poor customer service and reduced productivity.
Sharon Glancy, director of People 1st, said effective employee engagement could not only improve job satisfaction and individual performance, but have a positive impact on businesses as a whole.
“It’s critical that companies fully appreciate the impact poor management and communication skills can have on their business, particularly in the run-up to the Olympic Games and other high-profile events,” she said.
“In these tough economic conditions, managers need to have the skills to lead staff effectively in order to deliver exceptional customer service. Loyalty, morale, performance and productivity all suffer when management gets it wrong. For a business to perform consistently well it needs a steady stream of effective leaders. Failing to develop and nurture staff indicates short-term thinking amongst a significant number of managers.”
However the survey found that most employees found their managers to be accessible, with 70 per cent of respondents claiming their managers had provided constructive criticism.
Miles Templeman, director general at The Institute of Directors (IoD), added: “Old authoritarian styles of management are fast becoming obsolete as the findings highlight. Employees expect to be recognised and respected for the contribution they make to their organisation and expect far more from their leaders and managers, particularly during these turbulent economic times.
“Those who succeed very often appreciate the value of their staff and are able to inspire a self-generating machine that takes ownership for their part in driving forward the business by providing an exceptional customer experience.”