Ravalier PhD Theis.pdf - Anglia Ruskin Research Online

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6c) Bottom-Up Communication
With regards to bottom-up communication participants identified a few areas in which improvements could
be made, as well as methods in which these improvements can be implemented. Participants felt that, due to the
precarious economic state of the organisation and the threat to job security related to this, they would not want to
speak out or express opinions. Therefore having the option to put forward views in a constructive and anonymous
way⁶ would alleviate some of these feelings. Also participants believed that team meetings were an ideal method
of both bottom-up and top-down communication, but often team meetings were often not fit for purpose⁷.
Indicative Intervention Suggestion ⁶ : “Give people the ability to express views in a constructive way. Keep it
anonymous, but don’t do it online. Just a suggestion box may be sufficient”.
Indicative Intervention Suggestion ⁷ : “See an outcome from team meetings”; “Have a
meetings”; “Minutes could be circulated across teams so you
structure for team
know what is happening in other areas”.
6d) Help Available for Stress
As critically discussed throughout Section 1 of Chapter II chronic stress, and everyday stressors, can
potentially have strong adverse effects on individual health and wellbeing as well as implications for organisational
performance. Additionally, it is written within UK statute that the mental wellbeing of individuals needs to be
adequately catered for at work (for example see Chapter II, Section 1b). Therefore it is important that should
stress lead to strain outcomes within employees there are clear avenues to gaining help. However, a major area in