If a subordinate makes a work suggestion that would give better service but would result in gain by some persons and in loss by others, the supervisor should:

If a subordinate makes a work suggestion that would give better service but would result in gain by some persons and in loss by others, the supervisor should:

• A. Discuss the suggestion fully with the employee and tell him it will receive due consideration.
• B. Agree to put over the employee's wishes at once.
• C. Thank the employee for the suggestion and tell him you will discuss it at a later date.
• D. Tell the employee that the suggestion will be filed for reference.

Answer: (A)

When a supervisor encounters a suggestion that could improve service but benefits some people while harming others, the best approach is to engage with the employee and commit to a thorough review. Discussing the idea openly and letting the employee know it will receive due consideration shows respect for initiative and ensures a fair, deliberate evaluation. This allows you to gather all relevant facts, assess who gains and who loses, explore ways to mitigate negative effects, and determine whether the change can be implemented with safeguards or adjustments. It also maintains trust and transparency in decision-making rather than rushing to a quick or dismissive outcome. Other responses overlook the need for careful analysis or fail to value the employee's input: agreeing to push the idea immediately ignores broader impacts; delaying the discussion or filing it away signals indifference; simply thanking the employee and postponing the decision avoids accountability and prevents constructive feedback.

When a supervisor encounters a suggestion that could improve service but benefits some people while harming others, the best approach is to engage with the employee and commit to a thorough review. Discussing the idea openly and letting the employee know it will receive due consideration shows respect for initiative and ensures a fair, deliberate evaluation. This allows you to gather all relevant facts, assess who gains and who loses, explore ways to mitigate negative effects, and determine whether the change can be implemented with safeguards or adjustments. It also maintains trust and transparency in decision-making rather than rushing to a quick or dismissive outcome.

Other responses overlook the need for careful analysis or fail to value the employee's input: agreeing to push the idea immediately ignores broader impacts; delaying the discussion or filing it away signals indifference; simply thanking the employee and postponing the decision avoids accountability and prevents constructive feedback.