Fact-checked by Grok 2 weeks ago

Upward communication

Upward communication refers to the flow of information, feedback, suggestions, and ideas from subordinates or lower-level employees to superiors or higher-level management within an organizational hierarchy.^[1] This type of vertical communication enables employees at all levels to contribute to decision-making processes and organizational improvement.^[2] In organizational settings, upward communication plays a critical role in facilitating effective management by serving multiple functions, such as assessing the success of downward directives, providing subordinates with a voice in policy development, offering recommendations for operational enhancements, and gauging employee reactions to proposed changes.^[3] It encompasses reports on tasks, coworker dynamics, procedural issues, and personal performance, often including critical feedback that can highlight potential problems before they escalate.^[3] Common channels include formal mechanisms like performance reviews, suggestion boxes, and meetings, as well as informal interactions such as casual conversations or digital tools.^[2] The benefits of robust upward communication are substantial, including improved decision-making through diverse input, heightened employee job satisfaction and engagement, and greater innovation by incorporating frontline perspectives that may not be visible to executives. It also builds mutual trust between levels of the hierarchy, enhances problem-solving capabilities, and can promote equity, such as by supporting the advancement of underrepresented groups like women in leadership roles.^[3] Research indicates that organizations with strong upward channels experience better alignment between employee needs and managerial actions, ultimately boosting overall unit effectiveness.^[1] However, upward communication faces significant challenges that can hinder its effectiveness, including information distortion where messages are filtered or altered as they ascend the hierarchy due to fear of reprisal or perceived lack of receptiveness from superiors.^[3] Factors impeding flow often involve subordinate traits like reluctance to speak up, superior behaviors such as authoritarianism, strained relationships marked by low trust, unclear messaging, and organizational structures that lack supportive mechanisms.^[1] Studies show that up to 85% of employees in some settings feel unable to raise concerns freely, leading to "silence" that undermines organizational health.^[3] To mitigate these issues, leaders must cultivate open climates through active listening, anonymity options, and training to encourage authentic dialogue.^[1]

Definition and Characteristics

Definition

Upward communication is the process by which lower-level employees or subordinates transmit information, feedback, ideas, suggestions, complaints, or reports to higher-level managers, supervisors, or executives within an organizational hierarchy.^[4] This bottom-up flow enables the conveyance of operational insights, employee concerns, and proposed improvements from the base of the structure to decision-making authorities at the top.^[5] The concept emerged in early organizational communication models during the post-1940s era, as management theories shifted to emphasize hierarchical structures and the necessity of multidirectional information flows beyond purely top-down directives.[](https://sk.sagepub.com/ency/edvol/communication theory/chpt/organizational-communication-theories) Seminal works, such as Katz and Kahn's typology in The Social Psychology of Organizations (1966), formalized upward communication by categorizing it into types like subordinate self-reports, peer issue notifications, policy feedback, and task-related updates, distinguishing it from downward and horizontal flows.^[4] Hirokawa (1979) further elaborated its functions, including assessing downward message effectiveness and soliciting employee input on policies.^[4] Upward communication applies primarily to formal organizations, including businesses, non-profits, and government entities, where structured hierarchies necessitate such flows.^[6] It encompasses verbal, written, and digital formats, but its core focus remains the intentional direction from lower to higher levels to support organizational awareness and responsiveness.^[5]

Key Characteristics

Upward communication is typically infrequent within organizations, as subordinates often hesitate to initiate exchanges due to perceived risks and hierarchical constraints.^[7] This infrequency stems from power dynamics that discourage open expression, leading to selective sharing rather than comprehensive reporting.^[1] Additionally, information is frequently filtered by senders to align with superiors' expectations or avoid conflict, distorting the accuracy of conveyed details.^[1] Such filtering arises from subordinates' assessments of potential repercussions, making upward flows cautious and incomplete.^[1] The process carries inherent risks for the sender, including potential career setbacks or negative evaluations from superiors, which further amplifies reluctance.^[1] Upward communication can occur through both formal and informal means, depending on the context.^[1] It primarily aims to influence decision-making at higher levels but often lacks reciprocity, with superiors providing minimal or delayed responses.^[1] Variations in upward communication include one-way reporting of facts versus interactive exchanges seeking direct feedback, with the latter being less common in rigid hierarchies.^[1] Organizational size and culture significantly shape these patterns; larger, hierarchical structures tend to suppress openness, while flatter organizations foster more frequent and unfiltered interactions.^[1] Measurement of upward communication often relies on indicators such as the frequency of employee-initiated inputs, superiors' response rates to those inputs, and the diversity of content types, ranging from grievances to innovative suggestions.^[1] These metrics help gauge the vitality of upward flows without delving into specific outcomes.^[1]

Importance and Benefits

Organizational Benefits

Upward communication facilitates informed decision-making by providing leaders with ground-level insights from employees who interact directly with daily operations and customers. This flow of information ensures that strategic choices are based on accurate, real-time data rather than top-down assumptions alone. For instance, in safety-critical environments, empowering leadership styles that encourage upward voice behaviors enable proactive risk identification, with statistical associations showing β = 0.36 (p < .001) for preventive safety communication.^[8] It also drives innovation through the surfacing of employee ideas and suggestions that might otherwise remain untapped at lower levels. Employees on the front lines often identify creative solutions to inefficiencies or new opportunities, fostering a culture where novel approaches contribute to product development or process improvements. Research indicates a strong positive correlation (r = 0.955, p < 0.000) between effective upward communication and overall organizational performance, including innovative outputs.^[9] Upward communication enhances problem-solving by allowing operational issues to be reported and addressed early, preventing minor concerns from escalating into major disruptions. This early detection supports quicker resolutions and resource allocation, as seen in studies where upward feedback mechanisms reduce the time to resolve workplace conflicts and operational bottlenecks. Additionally, it improves organizational adaptability to external changes, such as market shifts, by enabling rapid incorporation of frontline observations into strategic adjustments.^[10] Empirical evidence highlights tangible impacts, with organizations implementing strong upward channels experiencing approximately 15% lower employee turnover rates compared to those without regular feedback mechanisms, alongside faster issue resolution times. These outcomes stem from heightened trust and engagement, where employees feel their input influences outcomes, leading to more stable workforces and efficient operations.^[11] In the long term, robust upward communication builds organizational resilience by continuously aligning strategies with frontline realities, reducing vulnerabilities to unforeseen challenges. This alignment cultivates a competitive advantage, as companies that leverage employee insights for adaptive decision-making outperform peers in dynamic markets, evidenced by sustained performance gains in communicative environments.^[12]

Employee Benefits

Upward communication empowers employees by providing a direct channel to voice concerns and suggestions, which leads to higher job satisfaction and morale as individuals feel valued and involved in organizational processes.^[13] Research indicates a strong positive correlation (r = 0.49, p < 0.01) between opportunities for upward communication and employee commitment, enhancing overall morale through increased participation in decision-making.^[13] This empowerment also fosters professional development, as recognition of employee contributions via feedback loops encourages skill-building and personal growth initiatives.^[14] Furthermore, upward communication facilitates grievance resolution, reducing employee frustration by allowing timely addressing of workplace issues before they escalate. Grievance procedures serve as formal upward channels that bring employee concerns to management attention, promoting a sense of resolution and fairness.^[15] Psychologically, it strengthens employees' sense of belonging and trust in leadership, as open dialogue creates an environment where individuals feel heard and supported.^[16] Studies show it correlates with lower burnout rates, with upward communication mediating reductions in emotional exhaustion and depersonalization among employees.^[17] In terms of career implications, effective upward communication offers opportunities for visibility when employee ideas are implemented, paving the way for advancement and leadership recognition.^[18] Positive correlations (r = 0.47 to 0.48, p < 0.01) between upward channels and discretionary effort further highlight how such interactions boost engagement, positioning employees for professional progression.^[19]

Methods and Channels

Formal Methods

Formal methods of upward communication encompass structured and official channels designed to facilitate the flow of information from employees to higher-level management within organizations. These methods are typically governed by established policies, ensuring a systematic approach to feedback, reporting, and issue resolution. Primary examples include performance reviews and appraisals, annual surveys or feedback forms, official reports and memos, and grievance procedures or escalation protocols.^[3]^[20] Performance reviews and appraisals provide employees with scheduled opportunities to discuss their achievements, challenges, and suggestions directly with supervisors, often documented in formal evaluations conducted annually or semi-annually. Annual surveys or feedback forms, such as employee satisfaction questionnaires, allow for anonymous or identified input on organizational issues, typically administered through HR systems to aggregate data for leadership analysis. Official reports and memos enable employees to submit written updates on projects, progress, or recommendations via predefined templates and submission processes. Grievance procedures offer a formalized escalation path for addressing workplace disputes, involving stepwise documentation from initial supervisor discussions to higher management or HR review.^[21]^[22]^[23] Implementation of these methods emphasizes documentation and scheduling to maintain accountability and traceability. For instance, quarterly town halls may incorporate structured Q&A segments for employee input, while HR-mandated suggestion systems require submissions through digital portals with follow-up tracking. These approaches ensure records are kept for auditing and decision-making, often integrated into performance management software.^[3]^[20]^[24] The advantages of formal methods lie in their provision of clear, predictable pathways for communication, fostering accountability through maintained records and enabling data-driven feedback that informs organizational improvements. However, these methods can feel bureaucratic due to their rigid structures and paperwork requirements, potentially limiting spontaneity compared to informal alternatives. Overall, they are particularly effective for collecting quantifiable insights, such as survey metrics on employee morale, which support strategic adjustments.^[20]^[25]^[20]

Informal Methods

Informal methods of upward communication involve spontaneous and unstructured exchanges that enable employees to convey feedback, ideas, or concerns to higher-level managers without following predefined procedures. These approaches contrast with formal channels by prioritizing relational dynamics over documentation, often occurring in everyday settings that promote accessibility and immediacy.^[26] Primary methods include one-on-one conversations with supervisors, which allow for direct, personal discussions on work-related issues or suggestions, and casual hallway chats or watercooler talks, where employees engage in brief, unplanned interactions during breaks or transitions between tasks. Digital tools, such as instant messaging applications or internal social platforms, further support quick shares through threaded messages or group chats, enabling employees to ping supervisors for immediate input on projects or ideas. For instance, in organizational studies, face-to-face informal discussions in break rooms or hallways have been identified as key avenues for sharing job-related feelings and improvement suggestions.^[26]^[27] Implementation of these methods relies on established personal relationships, as trust between employees and supervisors encourages open sharing without fear of reprisal. They are especially prevalent in agile or remote work environments, where tools like Microsoft Teams facilitate subteam interactions and biweekly check-ins for real-time feedback, compensating for the absence of physical proximity. This relational foundation allows for fluid, on-the-spot exchanges, such as an employee messaging a manager via instant messaging to discuss a process inefficiency during a remote sprint review.^[26]^[27]^[27] These informal channels offer advantages like building rapport and enhancing morale through inclusive, trust-based interactions that make employees feel valued. Their speed and flexibility enable rapid idea generation and problem-solving, often faster than formal routes, which supports transparency in dynamic settings. However, limitations include the potential for misinterpretation due to lack of structure, leading to distorted messages or incomplete context, as well as risks of informal hierarchies that may exclude some voices. Such methods thrive more frequently in collaborative cultures that normalize ongoing dialogue, though their reliability can vary based on interpersonal dynamics.^[26]^[27]^[26]

Barriers and Challenges

Structural Barriers

Structural barriers to upward communication arise from organizational design elements that systematically limit the flow of information from lower to higher levels. Rigid hierarchies, characterized by centralized decision-making and high vertical differentiation, often discourage employee input by creating multiple layers of authority that filter or suppress messages. For instance, in such structures, top managers may hold beliefs that lower-level employees lack valuable insights, leading to a lack of mechanisms for soliciting feedback and reinforcing a top-down communication norm. ^[28] Similarly, the absence of formalized channels, such as regular feedback systems or open forums, exacerbates this issue by failing to provide structured avenues for employees to voice concerns without navigating informal or ad hoc paths. ^[28] Tall organizational structures exemplify these barriers, where excessive layers of management result in diluted or delayed transmission of critical information, as each level potentially reinterprets or withholds details to align with hierarchical expectations. Siloed departments further impede cross-flow, confining communication within isolated units and preventing holistic information from reaching leadership, as silos act as process barriers that hinder coordination and resource sharing across the organization. ^[29] Resource constraints, particularly time poverty among leaders, compound these problems; managers often view decentralized input as inefficient, deeming it not worth the effort required to process diverse perspectives. ^[28] Information overload at higher levels also plays a role, where executives employ sensemaking heuristics to filter out potentially disruptive upward messages, prioritizing familiar narratives over novel employee insights. These structural impediments result in bottled-up information, where potential issues remain undetected, and delayed responses that hinder timely organizational adaptation. Such dynamics are particularly prevalent in traditional bureaucracies, where centralization correlates strongly with ineffective communication flows, as evidenced by empirical studies showing positive relationships between hierarchical structures and communication breakdowns. ^[30] Overall, these barriers foster a climate of silence that undermines proactive problem-solving and innovation. ^[28]

Interpersonal Barriers

Interpersonal barriers to upward communication arise from psychological and relational dynamics between employees and superiors, often stemming from individual attitudes, emotions, and perceived power imbalances that discourage open expression. These barriers manifest as employees' reluctance to share feedback, ideas, or concerns due to anticipated interpersonal repercussions, leading to distorted or suppressed information flow. Unlike structural issues rooted in organizational design, these factors are deeply personal and relational, influencing how individuals interact within hierarchies. A primary interpersonal barrier is the fear of retaliation or negative evaluation, where employees withhold information to avoid potential punishment, criticism, or career setbacks from superiors. This fear prompts defensive silence, as individuals anticipate adverse reactions to their input, resulting in intentional distortion or omission of details in upward messages. Seminal research has shown that such fear is positively associated with communication distortion, as subordinates alter messages to align with perceived superior expectations and mitigate risks. For instance, in hierarchical settings, employees may filter out critical feedback to protect their standing, exacerbating information gaps. Lack of trust between employees and managers further impedes upward communication by eroding the confidence needed for candid exchange. When trust is low, employees perceive superiors as unreliable or unsupportive, leading to guarded interactions and reduced willingness to voice concerns. Studies indicate that trust acts as a key facilitator of open upward flow; its absence correlates with higher levels of information filtration and employee reticence. Additionally, poor listening skills or perceived arrogance from leaders reinforces this distrust, as managers who dismiss or interrupt feedback signal disinterest, discouraging future attempts at dialogue. Status differences often exemplify these barriers, causing hesitation among lower-level employees who view superiors as unapproachable due to hierarchical gaps. Cultural norms in high-power-distance societies amplify this, where deference to authority is valued over direct dialogue, fostering norms of silence rather than challenge. Past experiences of dismissed feedback also contribute, as repeated instances of ignored input condition employees to anticipate rejection, perpetuating cycles of withholding. These dynamics are particularly prevalent in high-power-distance cultures, where fear of authority mediates reduced communication with superiors. The impacts of these interpersonal barriers are profound, leading to withheld information that deprives organizations of valuable insights and fosters low morale among employees who feel unheard. This silence can result in unresolved issues, decreased engagement, and a culture of resignation, ultimately hindering adaptive decision-making. In high-power-distance contexts, such barriers are more entrenched, correlating with broader patterns of ineffective interpersonal exchange.

Strategies for Effective Upward Communication

Fostering a Supportive Culture

Fostering a supportive culture for upward communication begins with leadership commitments to psychological safety, where employees feel secure in expressing ideas without fear of negative repercussions. Leaders can promote this by modeling vulnerability, such as executives openly sharing their own challenges or uncertainties during team interactions, which signals that openness is valued and reduces hierarchical barriers to feedback. ^[31] ^[32] This approach, drawn from leadership development research, encourages broader participation in upward channels by demonstrating that vulnerability strengthens rather than weakens authority. ^[31] Cultivating a feedback-oriented culture further reinforces upward communication through structured recognition programs that reward contributions and ideas from all levels. These programs, such as peer-nominated awards for innovative suggestions, normalize the exchange of input and make feedback a routine part of organizational life, leading to higher employee engagement when integrated weekly. ^[33] By emphasizing positive reinforcement, organizations shift from top-down directives to collaborative dialogues, where recognition of employee voices builds trust and motivates sustained participation. ^[33] Training managers in active listening and empathy is essential to sustain this culture, equipping them to receive upward feedback effectively. Programs focusing on empathetic listening—such as paraphrasing employee concerns and validating emotions—have been shown to increase work engagement, with each one-unit increase in listening skills associated with a 0.235-unit increase in engagement scores, particularly enhancing dedication and vigor among staff. ^[34] ^[35] This training fosters interpersonal connections that make employees more willing to share candid insights, transforming potential conflicts into opportunities for growth. ^[34] To implement these strategies, organizations can hold regular all-hands meetings that explicitly invite questions and diverse perspectives, creating structured opportunities for upward input without pressure. ^[36] Complementing this, anonymous channels like digital surveys allow employees to voice concerns privately, minimizing fear of judgment, while clear no-retaliation policies—enforced through leader training—guarantee that feedback leads to constructive action rather than reprisal. ^[37] ^[36] These practices, when consistently applied, build a foundation of trust that permeates daily interactions. The outcomes of such cultural shifts are measurable in heightened participation rates; 2020s engagement studies indicate that supportive environments can increase employee feedback involvement, for example, teams with high psychological safety participate in 25% more constructive feedback exchanges, as seen in cases where psychological safety initiatives raised team engagement scores by 20%. ^[38] ^[39] This elevated participation not only improves idea generation but also correlates with reduced turnover and stronger team performance, underscoring the long-term value of intentional cultural fostering. ^[40]

Implementing Tools and Practices

Implementing upward communication effectively requires the deployment of digital platforms that enable employees to share feedback anonymously or openly with leadership. Tools such as Microsoft Teams, which integrates features like polls and suggestion channels, allow for real-time input from team members, fostering a structured yet accessible way for ideas to flow upward. Similarly, platforms like Slack or dedicated employee engagement apps such as Culture Amp facilitate threaded discussions and quick surveys, ensuring that feedback is captured efficiently without overwhelming existing workflows. These digital solutions have been shown to increase participation rates by 25-30% in organizations adopting them for regular use, as they lower barriers to entry compared to traditional email chains.^[41] Establishing routine practices is another cornerstone of successful implementation, including weekly check-ins where managers solicit input on team dynamics and pulse surveys that gauge employee sentiment on short intervals, such as bi-weekly or monthly. Pulse surveys, often powered by tools like SurveyMonkey or Qualtrics, provide quantifiable data on issues like workload or morale, allowing leaders to address concerns promptly and demonstrate responsiveness. For instance, companies using these surveys report higher trust levels, with response rates improving when questions are limited to 5-10 items to respect employees' time. Training workshops on effective feedback delivery further enhance these practices by equipping employees with skills to articulate suggestions clearly, often through role-playing exercises that emphasize constructive language and evidence-based input. To roll out these tools and practices, organizations should begin with pilot programs in select departments, such as testing a new feedback app in one division before scaling enterprise-wide, which helps identify usability issues early. Success can be measured through metrics like survey completion rates (aiming for 70% or higher), the number of actionable insights generated, and follow-up implementation rates of employee suggestions. In remote or hybrid work environments, adaptations like scheduled video feedback sessions via Zoom or Microsoft Teams ensure inclusivity, accommodating diverse time zones and reducing miscommunication from text-only interactions. These pilots have proven effective in improving perceived communication quality in hybrid settings. Best practices emphasize accessibility by selecting tools with multilingual support and mobile optimization, ensuring all employees, regardless of role or location, can participate without technical hurdles. Equally important is committing to follow-up actions, such as public acknowledgments of feedback in town halls or progress updates via dashboards, which builds credibility and encourages sustained engagement. Without this closure loop, tools risk becoming mere formalities, but when paired with transparent reporting, they can elevate upward communication into a driver of organizational agility.

Comparisons with Other Communication Types

Downward Communication

Downward communication refers to the flow of information from higher-level management to lower-level employees within an organization, typically conveying directives, policies, organizational goals, and job instructions.^[42] This top-down process is essential for implementing strategies, providing rationale for decisions, and ensuring alignment across the hierarchy.^[43] Key traits of downward communication include its authoritative nature and predominantly one-directional flow, which emphasizes control, coordination, and dissemination of official information rather than dialogue.^[6] Unlike upward communication, which originates from subordinates and seeks input or feedback, downward communication focuses on instructing and informing to maintain operational efficiency and organizational structure.^[42] Common channels include memos, emails, policy manuals, bulletins, and intranet broadcasts, which facilitate broad dissemination but can sometimes lead to information overload or distortion over hierarchical distances.^[43] In practice, upward communication often serves as a response to downward directives, forming a feedback loop where employees report on implementation challenges, suggest refinements, or provide performance data to inform future top-down messages.^[6] This interplay supports adaptive leadership and early issue resolution, but imbalances—such as excessive reliance on one-way downward flows—can suppress critical upward input, leading to distorted information and stifled innovation by limiting diverse perspectives from reaching decision-makers.^[44]

Horizontal Communication

Horizontal communication refers to the exchange of information between individuals or groups at the same organizational level, such as peers within a department or across equivalent departments, primarily to facilitate coordination, collaboration, and the sharing of problems or ideas.^[45] This form of interaction is essential for aligning tasks and resolving operational issues without involving hierarchical oversight.^[43] Unlike upward communication, which flows from subordinates to superiors and often involves feedback or reporting within a hierarchical structure, horizontal communication is inherently egalitarian and reciprocal, emphasizing teamwork and mutual support rather than authority or directives.^[45] It promotes a collaborative environment where participants engage as equals, focusing on joint problem-solving and information sharing to enhance overall efficiency.^[46] Common methods include team meetings for discussion, emails for quick updates, and instant messaging or chat tools for real-time alignment on projects.^[45] Horizontal communication often supports upward flows by enabling peers to aggregate collective insights and coordinate perspectives before escalating consolidated information to higher levels, thereby providing more comprehensive input.^[45] However, in siloed or rigidly bureaucratic organizations where departmental barriers limit formal channels, horizontal exchanges can sometimes bypass traditional upward reporting, allowing teams to address issues directly among peers and potentially undermining hierarchical processes.^[45]

References

[1]
Upward Information Flow in Organizations: Review and Conceptual ...
This paper reviews the upward communication literature and identifies factors which facilitate or impede upward information flow in organizations.
[2]
Organizational Communication (Ver. 3)
Upward Communication – This may be defined as information that flows from subordinates to superiors. Some of the reasons for upward communication include ...
[3]
5.2 Formal Communication Networks - OPEN OKSTATE
Upward communication consists of messages that start at the bottom of the hierarchy and are transmitted up the hierarchy to the highest rungs of the hierarchy.
[4]
5.2: Formal Communication Networks
Summary of each segment:
[5]
Organizational Communication Skills and Its Associated Factors ...
Jan 8, 2024 · Upward communication is the flow of information from lower-level employees up to the managers or supervisors in the organization. It can have ...
[6]
Sage Reference - Organizational Communication Theories
Nascent theories of organizational communication have existed for millennia, but were introduced more formally in the first half of the 20th ...
[7]
Communication in Organizations
### Definition and Historical Context of Upward Communication in Organizations
[8]
Critical Upward Communication:: Ten Commandments for Improving ...
Critical upward communication improves decision making in organisations. Without it, senior management teams become out of touch with the mood of their people.
[9]
[PDF] Achieving competitive advantage through effective communication ...
Upward communication is the flow of information from subordinates to superiors or from employees to management. This is essential to communicate ideas, drive ...<|control11|><|separator|>
[10]
Upward safety communication in the workplace: How team leaders ...
The present contribution focuses on three different categories of safety-specific voice behaviours and their links with complementary safety supervision styles.
[11]
COMMUNICATION AND EMPLOYEE PERFORMANCE IN ...
management to boost organizational performance. ... This showed that r- value was 0.955 and p – value 0.000 which revealed that upward communication is ...<|separator|>
[12]
Feedback from employees as a tool for their stabilisation - PMC - NIH
Mar 24, 2024 · Effective communication management could improve job security [35]. Upward communication can help solve problems that arise in an organisation ...
[13]
Building a Connected Workforce: Key Insights on Employee ... - SHRM
Establishing consistent feedback channels like weekly meetings (companies reported 14.9% lower turnover with regular mechanisms) allows leaders to gather ...
[14]
[PDF] Achieving competitive advantage through effective communication ...
Organizational communication can be upward, downward, or lateral in nature (Garnett et al, 2008). Upward communication is the flow of information from ...
[15]
[PDF] Internal communication in organizations and employee engagement
The study found a positive relationship between internal communication and employee engagement, linking communication to commitment, discretionary effort, and ...
[16]
Managing Up: How to Effectively Communicate with Your Manager
Jan 17, 2025 · Effective upward communication empowers you to showcase your capabilities, earn recognition for your contributions, and develop the confidence ...Missing: advancement | Show results with:advancement
[17]
Grievance Procedure – A voice for the employee - erNavigator
... employee, the grievance procedure is an upward communication channel from employee to employer. ... It will only breed frustration and discontent among employees ...
[18]
How to Improve Upward Communication to Make Employee ... - WITI
Mar 26, 2022 · ... upward communication allows leaders to recognize opportunities for improvement in their own performance. It encourages a growth mindset.Missing: advancement | Show results with:advancement
[19]
Mediating Effects of Upward Communications on the Relationship ...
team autonomy, upward communication, burnout, structural equation modeling, ... sense of helplessness as well as reduced job satisfaction” (p. 1563). This ...
[20]
Upward Communication Explained: Meaning, Examples, and Tips
Jun 25, 2025 · 7 benefits of upward communication · Develops mutual trust: Open workplace communication builds trust and confidence to express opinions and ...Missing: challenges | Show results with:challenges<|control11|><|separator|>
[21]
[PDF] Impact of Internal Communication on Employee Engagement
employee engagement. The reason behind the study was the warning signal ... upward communication (r = 0.47,p< 0.01). A slight relationship was found ...
[22]
Formal Upward Communication Procedures: Organizational and ...
Aug 6, 2025 · Organizations can adopt many different formal upward communication procedures to manage employee input. Previous research suggests that ...
[23]
Direction of Communication within an organization has four flow types
Some examples of upward communication include performance reports prepared by employees, suggestion boxes, employee attitude surveys, grievance procedures ...
[24]
Types of Communication Flow: Downward, Upward, and Horizontal ...
Among the techniques used in upward communication are, formal grievance procedures, employee attitude and opinion surveys, suggestion systems, open door ...
[25]
[PDF] GRIEVANCE PROCEDURE This policy, effectiv - Kumba Iron Ore
A grievance procedure can therefore be regarded as a mechanism for upward communication which enables an employee to exercise the right to discuss a grievance ...
[26]
Formal Upward Communication Procedures: Organizational and ...
Expert legal books and journals citations and scholarly analysis of Formal Upward Communication Procedures Organizational and Employee Perspectives with down...
[27]
Formal Upward Communication Procedures: Organizational and ...
Paradoxically, previous research has also found that organizations adopt formal upward communication procedures infrequently. ... Non-union grievance procedures: ...
[28]
https://www.jstor.org/stable/259200
[29]
https://www.mdpi.com/2075-4698/10/3/56
[30]
Organizational Silence: A Barrier to Change and Development in a ...
4, 706-725. ORGANIZATIONAL SILENCE: A BARRIER TO. CHANGE AND DEVELOPMENT ... Morrison and. Milliken. 725 consequences of work in the new capitalism. New ...
[31]
Organizational Silos: A Scoping Review Informed by a Behavioral ...
For example, organizational silos have been considered barriers for open communication and information flow: different to their utility in separating grains ...Organizational Silos: A... · 4. Results · 5. Discussion
[32]
(PDF) The Impact of Organizational Structure on the Effectiveness of ...
Oct 23, 2025 · The research results showed that organizational structure has a direct and positive relationship with ineffective communication. Also results ...
[33]
Psychological safety and the critical role of leadership development
Feb 11, 2021 · A new survey suggests how leaders, by developing specific skills, can create a safer and higher-performance work environment.Missing: upward | Show results with:upward
[34]
How Leaders Can Build Psychological Safety at Work - CCL.org
These 8 steps will help leaders build greater psychological safety in the workplace, so their teams are more successful and engaged.
[35]
Organizations Can Redefine Feedback by Including Recognition
Oct 23, 2024 · To be effective, feedback must provide value to employees. Incorporating recognition elevates feedback and drives workplace outcomes.
[36]
Supervisors' Active-Empathetic Listening as an Important ... - NIH
Oct 30, 2020 · This study explores how supervisors' active-empathetic listening is associated with employees' work engagement.Missing: upward | Show results with:upward
[37]
Active Listening Techniques: Best Practices for Leaders - CCL.org
Active listening skills are crucial for leaders because they help build trust and rapport, resolve conflicts, ensure understanding, and foster a positive work ...
[38]
Why upward feedback matters and how to implement it effectively for ...
Rating 4.7 (60) Feb 5, 2025 · Upward feedback is a powerful tool for improving leadership, boosting employee engagement, and fostering transparency.
[39]
15 Ways to Implement Employee Listening - Nectar
Aug 29, 2025 · Offer anonymous channels, reinforce non-retaliation policies, and communicate back on actions taken so employees know their input drives change.
[40]
How Does Employee Participation Influence Psychological Safety in ...
Oct 26, 2024 · Following this feedback-driven initiative, Cleveland Clinic saw a 26% increase in employee engagement scores. For organizations looking to ...
[41]
Psychological Safety Statistics - ZipDo
May 30, 2025 · Leaders who promote psychological safety see a 20% increase in team engagement ... Psychological safety contributes to an 18% increase in employee ...Missing: 2020s | Show results with:2020s
[42]
Psychological Safety Levels the Playing Field for Employees
Jan 4, 2024 · Our research shows a direct and powerful relationship between empathetic leadership and feelings of psychological safety in the workforce, ...
[43]
None
### Summary of Downward vs. Upward Communication (Lunenburg, 2010)
[44]
Chapter 9: Leadership Communication in the New Workplace and ...
Another benefit that could arise from upward communication is that valuable ideas and suggestions may sometimes come from lower level employees. Therefore ...
[45]
Sensemaking and the Distortion of Critical Upward Communication ...
Aug 6, 2025 · Sensemaking and the Distortion of Critical Upward Communication in Organizations. Wiley. Journal of Management Studies. June 2006; 43(4):711-730.
[46]
Directions of Communication | Organizational Behavior and Human ...
Horizontal Communication. When communication takes place between people at the same level of the organization, like between two departments or between two peers ...
[47]
8.2 Key Components of Communication – Organizational Behavior
Upward communication flows upward from one group to another that is on a higher level on the organizational hierarchy. Often, this type of communication ...<|control11|><|separator|>