“Excessive control and scrutiny over employees’ work” reads as Micromanagement.

While to some this kind of practice looks and feels normal, it is often detrimental to both employee well-being and productivity. In contrast, managers who avoid this kind of behaviour are able to encourage the sprouting and up-keeping of a positive, more productive work environment, besides fostering a culture of trust in their organisation. This approach not only benefits employees psychologically but it also enhances overall performance and results.

Psychological Well-Being and Employee Satisfaction

Numerous studies highlight the negative impact of micromanagement on employees’ psychological health and performance. According to a study by the Journal of Experimental Psychology, employees subjected to high levels of micromanagement experience significantly higher stress levels and anxiety, as well as burnout. This stress is the result of the constant pressure to meet their managers’ detailed expectations. It also comes from the lack of autonomy in their roles, which also reduces overall satisfaction with their job.

Conversely, granting employees autonomy has been shown to improve their psychological well-being. Research by the University of Birmingham found that employees with higher levels of job autonomy reported greater job satisfaction and lower levels of stress. This sense of autonomy contributes to a more supportive and empowering workplace culture. This way employees feel trusted and valued, overall happier with their job.

Increased Productivity and Pro-Positivity

Beyond psychological benefits, avoiding micromanagement often leads to tangible improvements in productivity and positivity. A study by Harvard Business Review revealed that employees who perceive a high level of trust from their managers are 50% more productive and 76% more engaged in their work. This increased productivity stems from employees’ ability to use their judgment and creativity freely when accomplishing their tasks.

Furthermore, a Gallup survey indicated that employees who feel they have control over how they perform their work are more likely to be proactive and take initiative. This proactive behaviour is often a strong signal of satisfaction and involvement in one’s role at the company. It can also lead to innovative solutions and improvements in processes that managers might not have considered. By focusing on results rather than micromanaging the process, managers can harness their employees’ full potential, driving organisational success.

The Role of a Good Manager

The good manager should prioritise the well-being and happiness of their employees, not only for their responsibilities over them, but also because it helps focusing on achieving results and working towards their objectives. This involves setting clearer goals and expectations while allowing employees the freedom to determine how best to meet these objectives. Such an approach is respectful of the employees’ professional capabilities. It also encourages a more dynamic and responsive work environment.

Managers should intervene in processes only when there are clear problems or inefficiencies. Regular check-ins and feedback sessions can help maintain alignment, also serving the purpose of helping employees whose work burden would be manageable if they were operating more efficiently. Be wary, however, to always operate without imposing unnecessary control. By trusting employees and empowering them to take ownership of their work, managers can create a more motivated and resilient workforce.

Conclusion

In conclusion, avoiding micromanagement offers substantial benefits for everyone: employees, who get a psychologically sustainable work environment, the manager, who has an easier time getting through with the quarterly or yearly objectives, and the organisation, who gets motivated, more productive employees. The autonomy also leads to increased engagement, and innovation. For managers, the key is to set clear goals, provide necessary support, and then step back, allowing employees the freedom to excel in their roles. By focusing on results rather than processes, managers can foster a healthier, more productive work environment that ultimately drives success.

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ABOUT THE AUTHOR

Thanks to Olly and Jonathan Borba for the images in this article.