About 63% of HR pros say their company’s employees feel insecure due to the recession, according to a poll by Linkedin. But when the question was posed to the rank-and-file, only 34% of employees said they feel insecure.

Similarly, just 11% of HR pros said their employees feel appreciated by the organization, while 37% said they do feel appreciated, despite recent salary freezes, loss of benefits and other cost-cutting measures.

Of course, companies would like those numbers to be higher. But it’s nice to know HR managers are doing a better job than many of them think.

When it comes to recruiting and retaining employees, bad bosses are many companies’ biggest obstacle. Another problem: Bad bosses often don’t realize what they’re doing.

It all comes down to respect. When managers respect employees, employees will respect managers. And that creates a productive workforce that will stick around.

Here are the most common ways bosses unconsciously sabotage that mutual respect — and how HR can help them change:

1. Blaming others instead of taking responsibility

It’s obviously trouble for a supervisor to blame a subordinate when something goes wrong instead of taking the fall. But some managers get around that by pointing the finger at other departments, suppliers or higher-ups. And that can look just as bad to employees.

2. Refusing to make timely decisions

Managers never want to take action hastily. But some bosses think they appear thoughtful and deliberate, while staffers just see them as hesitant and wishy-washy.

Employees want leaders who take action, not bosses who drag their feet.

3. Being untrustworthy

Managers can’t keep everything employees tell them confidential (for example, if there’s a harassment case involved). But especially these days, staffers might come to bosses with sensitive topics, such as personal financial woes.

Once a manager relays those discussions to a colleague, you can bet word will get around — and the boss could permanently lose every staffer’s trust. It’s up to the supervisor to know what’s to be kept under wraps.

4.Accepting free passes

If there’s one thing employees hate, it’s double standards. For example, when they screw up, there are consequences — but too often, when bosses make mistakes, nothing happens.

Not that it’s anyone’s businesses what goes on in someone else’s personnel file. But when managers drop the ball, they need to make it clear to subordinates that they aren’t getting a free pass just because they’re higher up in the organization.

5. Hogging credit

Too many managers rely on scheduled events to tell staffers how much they appreciate their efforts. But to truly share the credit, bosses need to make it a point to talk frequently about employees’ accomplishments, both in public and one-on-one with the employee.

A company needs to cut staff, but is able to get by with minimal layoffs — however, the plan also requires many employees to be moved around among different departments.

One employee in particular is spared from the chopping block, but must be transferred to a different department than he’s used to, for a job with less prestige than his previous position.

And instead of being grateful for his continued employment, he won’t stop complaining about his new role. He still completes all his tasks, but only satisfactorily, and his toxic attitude is killing morale.

His manager comes to HR for advice. We recently asked three HR managers how they would respond:

Response #1: I’d have to personally sit down with the employee and explain that we’re all in a tight spot right now and need to work together to get through it. I’d also get specific examples of his bad behavior from the manager to help me outline any changes he needs to make.

Response #2: The key would be making sure the employee understands why the change was necessary. He was obviously a good enough worker that we decided we had to keep him, so its possible there’s some failure in communication that led him to believe he was being demoted or that he isn’t valued. I’d sit down with him to set the record straight.

Response #3: Sounds like the employee needs to be warned about his actions — and fired if the behavior continues. Morale is probably bad enough as it is without a constant complainer, so we’d need to stop the problem before it gets any worse.

What about you? If you were in this situation, how would you handle it? Give us your opinion in the comments section below.

These days, employees have a lot to worry about. That gives HR and management a new challenge: keeping all those outside distractions from affecting people’s work.

Obviously, you can’t change the situation. But what can you do?

You can help front-line managers keep the situation under control. Their behavior will have the biggest impact on whether so-called “recession fatigue” takes hold of the workplace.

The first thing to do is make sure they understand recession fatigue is contagious, says executive coach Ellen Lubin-Sherman. Once one employee starts worrying aloud, complaining or gossiping about the company’s future, everyone’s productivity can go out the window.

Managers need to head off problems at the pass. Here’s what Lubin-Sherman recommends:

• Pay attention – Managers need to be on the lookout for employees acting unusually — coming in late, calling in sick often, turning in work late, etc. If anything like that starts happening, it might be time for the manager to have a face-to-face chat to see what the problem is.
• Keep the door open – Many managers say they have an open door policy — but now’s the time to stick to it and remind employees.
• Be realistic – Employees can see right through false optimism during difficult times. If layoffs, pay cuts or hiring freezes are likely, managers need to discuss the possibility openly and honestly. They just need to make sure they stress that company will do anything it can to protect people’s jobs.
• Don’t play therapist – In tough times, managers do need to handle some emotional topics with employees, but that doesn’t mean its their place to “diagnose” employee’s problems. Just reassuring people about the company’s future is sufficient.

Offering a “transition plan” to employees who are let go.

In addition to severance packages and other benefits, companies can provide assistance with the struggles of re-entering the job market.

For example, point employees to resources that can help with resume writing and interviewing skills. Also, pass along contact information for any staffing firms the company has worked with.

Providing any assistance that’s possible will enhance the company’s image, which can help reduce lawsuits and other backlash, as well as provide a morale boost to employees who are staying on board.

What ways does your company help employees who lose their jobs? Let us know in the comments section below.

Managers give employees the wrong expectations.

Good staffers are often told they’re in line for a big promotion — even if they’re really just one of several people in the running.

Then, once someone else is chosen, morale problems begin and the employees may try to get a higher-level position at a different company.

Managers need to be careful about making promises and discussing details about the future before they’re final. A better strategy: Tell employees why they didn’t get the promotion — and what they need to do to have a shot at it down the road.

That will keep employees in touch with reality and give them an incentive to improve their performance and gain new skills.