Middle managers play a crucial role in any organisation. They act as the backbone of the company, responsible for translating the vision and goals of upper management into actionable plans and strategies. However, despite their importance, middle managers are often the most dissatisfied employees in an organisation.
This raises an important question — ‘Why do middle managers feel this way?’
The problem
There are several reasons why middle managers may be unhappy with their jobs.
Sandwiched
Caught in the middle of upper and lower management, they are responsible for implementing the decisions of the upper management, while managing the work of their subordinates. This balancing act can be far from easy, particularly when the goals and expectations of the upper management do not align with the realities of the work on the ground.
“Many middle managers are in their late twenties or early thirties, a time when they may be starting families, buying homes, and trying to establish themselves financially.”
Tanaya Mishra, VP and head of HR, Endo International
Tanaya Mishra, VP and head of HR, Endo International, points out that middle managers find themselves in a difficult position between upper management and lower-level employees.
Underpaid and undervalued
“While they face pressure to meet performance targets and contribute to the organisation’s bottom line, they may feel undervalued and underpaid for the work they do. Many middle managers are in their late twenties or early thirties, a time when they may be starting families, buying homes, and trying to establish themselves financially. However, their salaries may not be sufficient to meet their needs, which can lead to stress and dissatisfaction,” says Mishra.
Lack of clarity
Sharad Verma, VP and CHRO, IRIS, agrees that middle managers often feel dissatisfied with their jobs because of a lack of clarity regarding the organisation’s vision, mission and goals.
“They are responsible for achieving on-the-ground results but may not feel aligned with the strategic intent, making it difficult to guide their teams effectively. In addition to that, they may feel disconnected from senior leadership, and their voices and contributions may not be recognised,” explains Verma.
Lack of opportunities
Limited opportunities for advancement are another factor that contributes to middle managers’ dissatisfaction. Many organisations have a rigid hierarchy that makes it difficult for middle managers to move up the ladder. Promotions may be limited or based on factors other than merit, such as seniority or personal connections.
All of these factors can combine to create a sense of frustration among middle managers.
The solution
So, what can organisations do to address these issues and improve the job satisfaction and retention of their middle managers?
“They are responsible for achieving on-the-ground results but may not feel aligned with the strategic intent, making it difficult to guide their teams effectively. In addition to that, they may feel disconnected from senior leadership, and their voices and contributions may not be recognised,”
Sharad Verma, VP and CHRO, IRIS
Ease their workload
With all the experience Mishra has had, she understands how important it is for organisations to recognise the unique challenges and pressures that middle managers face and take steps to address them.
She says, “By providing more support and resources to help middle managers manage their workload and meet performance targets, organisations can improve the job satisfaction and retention of these managers. This can ultimately benefit the organisation as a whole.”
This may involve investing in training and development programmes, providing access to mentorship and coaching, and giving middle managers more autonomy and decision-making power.
Offer good compensation
Ranjan Banerjee, group head-HR, Berger Paints believes that organisations should offer competitive compensation packages and benefits, and recognise the value and importance of middle management in achieving organisational goals.
Facilitate growth
“To improve the job satisfaction and well-being of middle managers, organisations can implement a range of strategies, such as providing opportunities for middle managers to expand their roles and responsibilities, and facilitating their growth and development. Additionally, organisations should also foster a culture of openness and collaboration, encouraging middle managers to share their concerns and ideas,” suggests Banerjee.
“To improve the job satisfaction and well-being of middle managers, organisations can implement a range of strategies, such as providing opportunities for middle managers to expand their roles and responsibilities, and facilitating their growth and development.”
Ranjan Banerjee, group head-HR, Berger Paints
In addition, organisations can create more opportunities for advancement. This may involve developing more flexible career paths that allow middle managers to move laterally within the organisation and gain new skills and experiences. It may also involve implementing fair and transparent performance-based rewards and recognition programmes.
Ensure alignment
In Verma’s opinion, organisations that involve middle management in strategic workshops as well as in the rollout of the vision and mission, can improve their alignment with the vision of the top management.
Empower & involve
Verma advises, “Providing middle managers with a North Star to guide their day-to-day actions and empowering them with decision-making authority can help. Making middle managers culture champions and involving them in policy-making can reduce feelings of isolation and disconnection.”
“Furthermore, co-creating strategy and allowing for exceptions based on the situation can energise middle managers and make their jobs more meaningful. By implementing these strategies, organisations can improve the job satisfaction and well-being of their middle managers, which can ultimately benefit the organisation as a whole,” opines Verma.
