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SCIENCE INDUSTRY REPORT
2006/07
Employee Satisfaction
and the performance of managers
The state of the workplace is a critical determinant in
organizational performance. It is no secret that a happy
workplace is a necessary condition for any high performing
business. However, scientific work can be challenging, and
latest indicators point to room for improvement when it
comes to the workplace and the role of managers.
02
KELLY GLOBAL WORKFORCE INDEX: SCIENCE INDUSTRY REPORT 2006/07
EMPLOYEE SATISFACTION AND THE PERFORMANCE OF MANAGERS
Introduction
The issue of workplace efficiency and The findings are the result of an extensive
productivity is closely tied to employee global survey conducted by Kelly Services
satisfaction. during the second half of 2006.
In it’s simplest terms, a happy and The Kelly Global Workforce Index sought
contented workforce is usually one where the views of approximately 70,000 people
workers are motivated and productive, and in 28 countries covering Europe, Asia
where the organization is performing well. Pacific and North and South America.
Conversely, an unhappy workforce typically The survey examined the views of
has high levels of absenteeism and employees across a range of industries
staff turnover and is not in a state to be including more than 3,000 working in
achieving the highest levels of productivity science related fields worldwide.
and competitiveness. Specifically, the survey wanted to know
In one of the largest exercises of its kind, how happy science workers were in their
Kelly Services undertook a worldwide jobs, and how they rated their bosses.
survey to identify how scientific workers
feel about their jobs.
In one of the largest exercises of its kind, Kelly Services
undertook a worldwide survey to identify how
scientific workers feel about their jobs.
03
KELLY GLOBAL WORKFORCE INDEX: SCIENCE INDUSTRY REPORT 2006/07
EMPLOYEE SATISFACTION AND THE PERFORMANCE OF MANAGERS
The survey findings
Respondents were asked a series of A total of 13% of respondents said they
questions about their level of happiness were unhappy in their jobs and 3% were
in the job and how they felt about their very unhappy.
bosses or managers. Overall, it appears that workers in science
The aim was to identify how people and science related fields are reasonably
feel about their work – whether they are contented with their work although the
happy, unhappy or indifferent; as well as to findings hardly give an overwhelming
discover how they rate the effectiveness of sense of confidence about the state of the
those who work as their direct superiors. scientific workplace.
Overall, the survey found that 60% of By comparison, with other industry
workers in the scientific area described sectors covered by the survey, the science
themselves as either happy or very happy profession comes out reasonably well. Of
in their jobs. the five sectors examined, Finance and IT
are the happiest places to work with 61%
Females were slightly more happy in their
happiness, followed by Engineering and
work (63%) compared with males (58%).
Science (both 60%) and Call Centres (57%).
How happy are/were you in your most recent job? By gender (%)
50%
Female
40%
Male
30%
20%
10%
0%
Very happy Happy Indifferent Unhappy Very unhappy
Percentage happy workers in jobs by industry sector worldwide (%)
65%
60%
55%
50%
Finance IT Engineering Science Contact centres
04
KELLY GLOBAL WORKFORCE INDEX: SCIENCE INDUSTRY REPORT 2006/07
EMPLOYEE SATISFACTION AND THE PERFORMANCE OF MANAGERS
Happiness
fluctuates with age
One of the features of the science industry sign to HR professionals that certain age
is that the state of employee satisfaction groups need more careful examination,
appears to fluctuate significantly career development or mentoring.
throughout the average science career.
It is recognized by human resource
In a general sense, both younger workers professionals that it is vitally important to
as well as those closer to retirement age try and find what makes a contented and
were the most happy in their jobs. A motivated workforce because workers who
relatively high 67% of those aged under enjoy their work will make a more effective
20 were happy in their jobs, but this drops contribution to the performance of the
dramatically to just 58% for workers aged organization.
20-24 and 59% for 25-34 year olds.
The best employers understand this
This suggests that after a period of initial and provide people with interesting and
enthusiasm, young workers embarking on challenging work as well as opportunities to
a scientific career quickly come up against learn and more fully develop their own skills.
some harsh and challenging realities.
If we look at what workers say is important
There is a period of resurgence in work to them, they want a workplace with good
happiness between the ages of 35 to 44 morale, stimulating work, a degree of
but for whatever reason, this evaporates autonomy, and one where they receive
suddenly. Those workers aged between feedback from their bosses.
45 and 54 have the lowest levels of
Developing and maintaining a happy
satisfaction of all age groups.
workforce can be one of the most
However, once workers reach 55 and challenging jobs of any manager.
older the level of job satisfaction climbs
With many countries experiencing
to 74%, suggesting this group of workers
severe skills shortages, it becomes
have collectively found their niche and are
increasingly important to hang on to
quite comfortable with their work or their
valued employees. Many organizations
contribution.
underestimate the costs that are associated
There are clear signs that the typical with high staff turnover including loss of
science career has periods of fluctuating customers, re-training costs, disruption
career happiness that are not evident in to existing staff and programs, and low
other industries studied. This may be a morale.
Percentage of Science industry employees happy in their jobs, by age (%)
75%
70%
65%
60%
55%
50%
< 20 20-24 25-34 35-44 45-54 55+
05
KELLY GLOBAL WORKFORCE INDEX: SCIENCE INDUSTRY REPORT 2006/07
EMPLOYEE SATISFACTION AND THE PERFORMANCE OF MANAGERS
Bosses rated
by their staff
The other main element of the global Also, younger workers tended to be
survey was to find out how employees slightly more favourable in rating their
rated their bosses. Survey respondents bosses.
were asked to give their bosses a score out Workers were also asked about one of the
of ten. key elements that contributes to assessing
Workers in the scientific area across the the quality of an employer – whether or not
globe gave an average score of 6.9 out of they were rewarded for a job well done.
10 for their bosses. A total of 60% of respondents said that
Again, while this was clearly a pass they were regularly or sometimes rewarded
mark, even a credit, it was certainly short for doing a good job – either by way of
of a distinction and suggests there is praise or recognition.
considerable room for improvement in Many employers do not always appreciate
management-employee relations. the impact that rewards have in lifting
Females were slightly more compassionate morale and providing encouragement.
on their managers, giving an average Simply taking the time to tell someone
score of 7.0 out of 10, compared with when they’ve done a good job or provide
6.8 from men. some constructive feedback can make a
big difference.
Bosses were rated on four attributes
– communication, leadership, team spirit Many employers recognize this but it’s not
and delegation skills. Workers felt that universal. Sometimes senior managers
bosses were best at delegating effectively are so busy managing the business they
with a score of 7.0 out of 10. On the other frequently overlook the people aspects,
three attributes, managers were awarded which are vitally important.
6.6 out of 10.
Simply taking the time to tell someone when
they’ve done a good job or provide some
constructive feedback can make a big difference.
06
KELLY GLOBAL WORKFORCE INDEX: SCIENCE INDUSTRY REPORT 2006/07
EMPLOYEE SATISFACTION AND THE PERFORMANCE OF MANAGERS
Do Men or
Women make
the best Bosses?
One of the key questions that arises
frequently in the workplace is ‘Who makes
the best bosses – men or women?’
Across the science sector, there is an
overwhelming agreement that it doesn’t
make any difference. Some 73% of those
in the survey said there was no difference
between men and women bosses, while
18% said they preferred men and 9% liked
female bosses.
Younger workers predominantly prefer
female bosses while those workers aged
45 and over much prefer male bosses.
Who makes best bosses? Science industry responses
Female 9%
Male 18%
No difference 73%
07
KELLY GLOBAL WORKFORCE INDEX: SCIENCE INDUSTRY REPORT 2006/07
EMPLOYEE SATISFACTION AND THE PERFORMANCE OF MANAGERS
Country comparisons
There are some marked differences in the It is worth noting that because of varying
way science employees feel about their sample sizes, not all 28 countries are
work amongst the countries in the survey. subject to this analysis.
On the question about how happy On the question of the bosses’ rating, a
employees are in their work in the science handful of countries have employees who
industry, the US and France emerged as clearly admire their employers. At the top
the two countries with the most contented of the scale are US, Canada and Australia,
workforces. Australia, Germany, Canada all with ratings of seven or above. France
and Italy all sit comfortably around the and Germany had the lowest rating.
global average, while Belgium rated well
below other countries in the survey.
How happy are/were you in your current/most recent job:
Science industry country comparison (%)
80%
70%
60%
50%
40%
30%
20%
10%
0%
United States
France
Australia
Germany
Canada
Italy
Switzerland
United Kingdom
Belgium
Average Boss Rating for Science Industry:
Country Comparison (Score out of ten)
10
9
8 7.5 7.4
7 6.9 6.9 6.8
7 6.4 6.2 6.1
6
5
4
3
2
1
0
United States
Canada
Australia
Switzerland
United Kingdom
Belgium
Italy
Germany
France
08
KELLY GLOBAL WORKFORCE INDEX: SCIENCE INDUSTRY REPORT 2006/07
EMPLOYEE SATISFACTION AND THE PERFORMANCE OF MANAGERS
Conclusion
The scientific sector has undergone It is reasonable to wonder whether the
enormous changes in recent years with scientific workplace needs some improving;
many of the best and brightest under whether initiatives that have transformed
increased pressure to meet KPIs and other workplaces into high performing
benchmarks in a fiercely competitive units could be examined in the area of
environment. science. There are clearly signs that job
satisfaction, while arguably acceptable
There has been a considerable transfer of
when viewed across the board, undergoes
skills as science has become a truly global
periods of severe despondency.
workforce.
This is not an ideal state of affairs when
Clearly the majority of those working in
trying to attract the best talent and
the sector say that are happy with their
motivate people to deliver their best.
lot in life. Yet the picture that emerges is
somewhat unconvincing and not reflective
of a dynamic and valued profession that
is involved in some of the planet’s most
profound and far reaching work.
There are clearly signs that job satisfaction, while
arguably acceptable when viewed across the board,
undergoes periods of severe despondency.
9
60 years of doing it right
www.kellyservices.com
