Nearly two-thirds of manufacturing managers in the UK and Ireland would prefer not to manage people if their salary and benefits were unaffected, according to YouGov research commissioned by workplace operations platform SafetyCulture.
The survey found that 65% of manufacturing managers would rather remain individual contributors if doing so carried no financial penalty. The figure rose to 73% among managers aged 18 to 34, compared with 63% of those aged 50 and over, pointing to a particularly strong reluctance among younger managers to remain in people leadership roles.
Researchers said the main reason for that reluctance was the emotional burden associated with management. More than three-quarters of respondents, 76%, said managing people was emotionally draining. Three-quarters also said their teams did not fully understand the hidden workload that sits behind management, including correcting errors, mentoring staff, conducting briefings and reviewing work.
Managers also pointed to structural frustrations in the role. The most commonly cited source of frustration was unrealistic expectations from leadership, followed closely by not having the right tools and resources to do the job effectively.
Ronan Kirby, Managing Director, EMEA at SafetyCulture, said the findings suggested a wider operational problem for manufacturers. He said a reduced appetite for leadership roles could weaken the future pipeline of supervisors and managers, while also creating knock-on effects for shopfloor quality, safety and workforce continuity.
Despite the findings, the survey also indicated that management retains some appeal. More than half of respondents, 54%, said the benefits of being a manager still outweighed the challenges.
The results point to a pressure point in manufacturing operations where frontline managers are expected to balance productivity, people development, compliance and day-to-day problem solving, often without the visibility or support those responsibilities require.
