Why should workers care about Accreditation?
In the old days, the assumption was made that written documents constituted 'proof'. A signed document was evidence that someone had given their word. This the auditor's mantra was born: "If it's not written down, it didn't happen.' In different times, where one's honour was more highly valued, few would have taken into consideration the potential for documents to be forged.
After years and years and years of this practice, few have questioned its validity, despite the temptations and many known examples of documents being forged, or so many signatures being required that the intended meaning behind putting one's signature to something is often lost.
In addition, the written documents and signatures provided a means of concrete communication in hierarchical organisations that relied largely on their chain of command to communicate amongst the ranks.
In the digital age, most management systems have just automatically carried their hard copy systems over to a digital version, without giving much thought to effectiveness, efficiency, validity, etc. Those old habits are really hard to give up.
In addition, when the key focus becomes accreditation rather than effectiveness and reliability, many organisations (and unfortunately too many so-called consultants) rely too heavily on an accreditation standard, using it as a template - which it is not designed to be, often resulting in ill-fitting solutions - instead of as a checklist, which should prompt the organisation to carefully consider what it needs and how best to provide it for their particular circumstances.
Strictly parroting an accreditation framework or standard is a lazy approach that gives a false sense of assurance and often creates unneccessary bureaucracy, inefficiencies as well as a lot of frustration and friction. Casting the organisation's management system rigidly in terms of the standard may make it easy for the auditor, but it often does not serve the organisation itself as well as it might.
I like to say, "The auditor doesn't live here, but YOU do!" You can always create a navigation resource for the auditor and still develop and implement appropriately compliane systems that best serve your organisation - you just have to understand the purpose of each requirement and do some consulting and consideration for your own organisation to achieve systems that work. And then the documents should capture what you actually do at work - ie get the processes sorted out, then document them. The documents are not the star of the show - the actual ways you do the work is what matters.
There is work to be done..... we could do this so much more effectively and efficiently.
OK - I will hop down from my soapbox now. :-)