One of the most beneficial sets of information received by managers comes from employees by means of individual reports on the errors occurring in the process of working activity, certain difficulties, and recommendations and suggestions for improving the ways of communications within the organization, and methods for solving problems. As suggested in the study by Adler-Milstein, Singer, and Toffel (2010), information campaigns within organization can be as useful as public information campaigns aimed at reducing the number of smokers and other different issues that can be discussed in public.
The importance of management engagement is very high because a manager should know about the difficulties experienced by employees in the workplace while performing a particular task. Adler-Milstein et al. (2010) report about opportunity given to managers by employees via reports about errors and certain suggestions on possible ways for improvement. For instance, Quinlan and Sokas (2009) provide a thorough analysis of the public information campaigns in different countries and a right of employees to know about certain harms.
In this respect, a manager is the first person to learn about some errors occurring in the organisation and take measures to fix everything. Every employee should know his/her responsibilities in detail and be able to explain the necessity of making some decisions that could have caused some errors and difficulties. In this respect, an employee should not be afraid to speak up and report directly to the supervisor, manager, or another person who is responsible for the team work (Ruskin, 1993, p.
78). So, the employee should not fear the reaction due to his/her immediate response to the error in the form of a report. Though some employee rarely happen to report about their failures to the supervisors, it should be a ‘must-to’ rule for every employee because it facilitates the development process guided by managers who state the research and development objectives based on the reports of employees about errors and difficulties.
The disadvantages of the speaking up in the workplace include the fear of aggression and occurrence of other stress factors that can contribute negatively to the effectiveness of performance and the working environment. As suggested by Barling et al. (2005), employees can be afraid of workplace aggression caused by exposures to representatives of the managerial. In other words, aggression of colleagues or supervisors can be the stress factor for the employee who reports to managers about errors occurrence and difficulties experienced and those who work with him/her. So, reporting can be one of the most influential disadvantages hence leading to inability of managers to build an objective picture of changes to be implemented.
An employee should report about certain failures when he/she believes this absolutely necessary, especially when employees are demanded to report about the slightest errors occurring in the organisation in their individual tasks or during performance of team tasks. Each employee has a right to make suggestions of possible methods and techniques that can be applied to certain areas of the working process to improve the management or facilitate certain operations.
In other words, reporting can be effective though employees can be afraid of immediate egression experienced in the workplace and other negative consequences of reports.
Adler-Milstein, J., Singer, S.
J., & Toffel, M. W.
(2010). ‘Speaking up constructively: Managerial practices that elicit solutions from front-line employees’. Harvard Business School. Working Paper 11-005. Barling, J., Kelloway, E.
K., & Frone, M. R. (2005).
Handbook of work stress. London: SAGE. Quinlan, M., & Sokas, R. K.
(2009). ‘Community campaigns, supply chains, and protecting the health and well-being of workers’. American Journal of Public Health, Vol. 99, No. 3: pp.
538-546. Ruskin, M. (1993). Speaking up: what to say to your boss and everyone else who gets on your case. Avon, Mass.: Adams Media.