In today’s fast-paced business environment, employee engagement is not only a buzzword but a key driver of organizational success. A recent case of an 18-year-old university student working two part-time jobs at a hotel reception highlights a fundamental truth about employee motivation: the attitude and behaviour of direct managers can make or break an employee’s job satisfaction, productivity, and long-term retention.

Same Job, Different Experience

In both hotel reception roles, the tasks and responsibilities are nearly identical. Greeting guests, handling inquiries, managing bookings—these duties remain constant. However, the student’s experience at each job is vastly different. In one hotel, the manager consistently checks in with a simple, yet powerful question: “How can I help? What do you need?” This approach not only signals support but also builds trust, giving the employee the confidence to perform their duties effectively.

At the second hotel, the experience is the polar opposite. The manager’s focus seems to be on finding faults. Every interaction feels like a critique session, leaving the employee feeling demotivated and unappreciated. Both jobs are similar in terms of workload and pay, yet the student looks forward to working at one hotel while dreading shifts at the other.

Why Managerial Attitude Matters

This case illustrates a larger trend observed in workplaces worldwide. Research consistently shows that employees don’t leave jobs—they leave managers. An empathetic, supportive leader can turn even the most monotonous roles into meaningful work, while a critical, unappreciative manager can make the best jobs unbearable.

According to a study by Gallup, managers account for at least 70% of the variance in employee engagement scores¹. This stark statistic points to a critical conclusion: managerial behaviour is a determining factor in employee well-being and job satisfaction. The student in this case thrives under a manager who offers support and feedback, leading to higher job satisfaction and increased motivation. Meanwhile, the other manager’s focus on criticism has the opposite effect, leading to disengagement and frustration.

The Science of Managerial Support

Empirical research supports this anecdotal evidence. A study published in the Harvard Business Review found that employees whose managers communicate regularly and offer constructive feedback are 3.5 times more likely to be engaged at work². Furthermore, employees who feel supported by their supervisors are 67% more likely to stay in their current roles³, avoiding costly turnover for the organization.

Managerial support, which includes offering assistance, showing empathy, and providing clear guidance, fosters a sense of belonging and purpose. This support translates into enhanced employee performance, creativity, and problem-solving abilities. Conversely, a culture of criticism erodes trust and stifles innovation.

Constructive Feedback vs. Criticism

The distinction between constructive feedback and criticism is key. Managers who genuinely want to help their employees improve focus on how to solve problems and offer tangible support. This is exactly what the university student experiences with the manager who asks, “How can I help?” Such managers prioritize solutions over blame, fostering a culture of continuous improvement rather than fear.

On the other hand, a manager who constantly seeks out faults without offering ways to improve creates a toxic environment. Employees who are continually criticized without constructive advice feel insecure, which in turn leads to reduced job performance. Over time, this dynamic can lead to higher turnover rates and a disengaged workforce, both of which are detrimental to a company’s success.

What Can Managers Learn from This?

The story of this student serves as a compelling reminder for leaders across industries: a supportive management style is not just a “nice-to-have” but a business imperative. Here are a few strategies managers can implement to boost employee morale and performance:

• Be Supportive and Accessible: Simple, regular check-ins asking, “How can I help?” or “What do you need?” demonstrate a commitment to the employee’s success and well-being.
• Focus on Solutions, Not Problems: When issues arise, focus on what can be done to fix the situation rather than dwelling on the mistake itself. Constructive feedback helps employees grow and learn.
• Cultivate Empathy: Managers should develop a deep understanding of the challenges their employees face, both personally and professionally. Empathetic leaders can better align organizational goals with individual employee motivations.
• Recognise Contributions: Regularly acknowledging an employee’s hard work boosts morale and encourages continued high performance. Recognition doesn’t have to be grand—a simple “thank you” can go a long way.
• Create a Culture of Growth: Encourage learning and development. By providing opportunities for growth, managers can foster a sense of purpose and loyalty among their teams.

Conclusion

The contrast in this student’s experiences underscores a broader lesson for managers: how you lead has a profound impact on how your employees feel about their jobs. When managers prioritize support and empathy over criticism and fault-finding, they create a work environment where employees are not only more engaged but also more productive and loyal.

In the battle for talent and retention, the small actions of managers—like asking, “How can I help?”—can make a world of difference. Managers should not underestimate their influence in shaping employee attitudes, well-being, and ultimately, the success of the business.

References

1. Gallup (2015). “State of the American Manager: Analytics and Advice for Leaders.”Gallup (2017). “State of the Global Workplace.”
2. Buckingham, M., & Goodall, A. (2019). “The Feedback Fallacy.” Harvard Business Review
3. Gallup (2017). “State of the American Workplace Report.”