Commentary: Why 'You suggest, you do lah!' is the wrong response to an employee who speaks up

"You suggest, you do lah!" This dismissive reaction from a manager, recounted by an employee during a research interview, highlights a significant barrier to open communication in Singaporean workplaces. The commentary suggests this sentiment resonates with many local workers, who fear repercussions for voicing their opinions.

The article delves into the concept of "employee voice behaviours," distinguishing between "promotive voice" (offering suggestions for improvement) and "prohibitive voice" (raising concerns about problems). It argues that understanding these differences is crucial for accurately assessing why employees remain silent. Anecdotal evidence of workers being penalized for speaking up is common, but the author stresses the need for data-driven research to truly grasp the nuances of employee voice in Singapore.

While cultural factors, such as an emphasis on harmony and respect for authority in Singapore's "Asian culture," are often cited as reasons for silence, the commentary posits that culture alone is insufficient. Evidence shows variations not only between Asian and Western societies but also within Asia and even within organizations themselves.

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You suggest, you do lah!

Data suggests that Singapore workers do speak up, but selectively. They are more vocal on issues like workplace safety and health, as evidenced by a significant increase in anonymous reports of unsafe practices. When the issue is clear, the consequences of silence are severe, and reporting is protected or anonymous, workers are willing to voice concerns. However, in other areas, such as requesting flexible working arrangements, stigma remains a primary concern for many, indicating that silence is often a result of situational risk calculations rather than a lack of views or cultural conditioning.

The core challenge, according to the commentary, is not to expect employees to be braver, but to reduce the risks associated with speaking up. Organizations need to clarify the types of voice they value, measure them effectively, and create supportive conditions. When these elements are in place, speaking up can transition from a gamble to an integrated part of how work is conducted.

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What will happen to me if I say something?