27th May 2026 – Workers across the United States say growing operational pressure, unrealistic expectations, and slow decision-making are making it harder to do their jobs properly, according to new research from SafetyCulture.
The latest Feedback from the Field report from the global workplace operations platform found that nearly 9 in 10 frontline workers experience frustration at work, with many pointing to operational pressures that force teams to prioritise speed over standards.
88% of workers report frustration in their role
The research highlights widespread frustration across frontline industries. Of those workers with frustrations in their role, the biggest drivers are cited as unrealistic expectations from leadership (44%) and slow responses to resolving issues or risks (35%).
Other leading frustrations include not having the right tools or resources to do the job effectively (24%), outdated systems or equipment (24%), and lack of relevant training (22%).
Together, the findings paint a picture of workers feeling increasingly unsupported while being expected to maintain productivity and performance.
More than 1 in 4 workers say they are pressured to cut corners to save time or money
The research also points to growing expectations on frontline workers to prioritise speed over standards, with 27% of workers who experience frustrations in their role identifying pressure to cut corners to save time or reduce costs as one of their biggest issues.
Tom Murdock, Managing Director Americas, SafetyCulture, said:
“Pressure builds quickly when workers are expected to move faster without the systems or support to do the job properly. Over time, that creates frustration, disengagement, and increased operational risk.”
“When employees feel pressure to cut corners or work around broken processes, businesses risk more than morale issues. They risk inconsistent standards, repeated mistakes, and lower quality outcomes, all of which impact the bottom line. The good news is that companies can get both: consistent standards and speed.”
Workers want pay, recognition and communication
Almost all workers surveyed (96%) said there are things business leaders could do differently to improve workplace relationships and reduce frustration.
Better pay and benefits ranked highest (47%), followed by stronger recognition for good performance (38%), more regular communication (30%), greater transparency (29%), and faster action on employee feedback and operational concerns (28%).
The findings suggest workers are not simply asking for higher compensation, but for workplaces that are better organised, more responsive, and easier to operate within.
Reducing friction could improve morale and performance
By making it easier for workers to raise problems and equipping teams with the information they need to resolve issues quickly, businesses can improve both morale and operational performance.
Murdock added:
“Frontline workers are often the first to spot inefficiencies, risks, or broken processes, but frustration grows when issues are repeatedly raised without action.”
“The organizations performing best are the ones creating strong feedback loops, fixing problems quickly, and giving workers the tools and visibility they need to do their jobs effectively.”
Read SafetyCulture’s Feedback from the Field report The $90 Billion Opportunity.
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