New study links bad bosses with greater work intensity

Work intensity is significantly higher under poor line managers, according to new research led by Bayes Business School (City St George's, University of London) that could have strong implications for global occupational health and productivity. The study is published in the Industrial Relations: A Journal of Economy and Society.

Each year, work-related stress, depression and anxiety account for millions of lost working days around the world. Work intensity is believed to be a key contributor, with worsening mental health and burnout hampering workforce productivity and increasing the burden on health care systems.

The research by Hans Frankort, professor of strategy at Bayes, along with Professor Argyro Avgoustaki of ESCP Business School, examined employee data from the 2015 European Working Conditions Survey (EWCS) and the 2015 and 2018 American Working Conditions Surveys (AWCS). Key findings indicate:

• Higher perceived line-manager quality is linked to lower work intensity among team members, with supervisors able to effectively shield workers from stressors such as unreasonably tight deadlines.
• Managers typically work more intensely than nonmanagers, but the decrease in work intensity from a standard-deviation rise in perceived line-manager quality is 70% greater than the difference in intensity between managers and nonmanagers.
• Work intensity is also directly affected by the manager and not the organization. The relationship between supervisor quality and work intensity holds for employees who remain with the same employer but encounter managerial changes. The pattern is more pronounced in small or private organizations and environments without employee representation (including unions).
• The same trends persist regardless of employee personality types and levels of individual competence.

How the surveys measured pressure

Researchers analyzed European and American survey data on bosses' quality and work intensity. The data captured responses on a seven-point scale to the questions "Does your job involve working at very high speed?" and "Does your job involve working to tight deadlines?", ranging from "never" to "all of the time," along with responses on a five-point scale to the statement "You have enough time to get the job done," from "always" to "never."

Line-manager quality was measured using workers' total evaluation scores for boss characteristics, with scaled responses to statements for European and American data including perceived respect, recognition, support, feedback and development.

Relationships were then examined between the measures of boss quality and work intensity, with US data also shedding light on changes over time.

Managers as a buffer against burnout

Professor Hans Frankort said, "Rather than duration of work, work intensity refers to the amount of effort required of an employee per unit of their working time. It not only determines job satisfaction but has strong implications for occupational health.

"Consistently working at high intensity creates both mental and physical fatigue which, coupled with long hours, can lead to exhaustion and deteriorating well-being.

"The UK, for example, is currently tackling large-scale productivity challenges and rising levels of long-term sickness among the working-age population. Our research implies the best bosses are capable of recognizing early signs of intensity and reducing workloads during busier periods to ease the risk of burnout.

"While some occupations inevitably require more frequent bursts of high intensity than others, managers should recognize risks to provide additional resources, encourage regular breaks and ensure adequate vacation time.

"The study suggests better training could improve managers' recognition of work intensity, which could in turn help more people avoid negative mental health outcomes and keep them in work."