Index
Sivaram Vemuri
(Charles Darwin University)
Managing Silence in Workplaces
ISBN: 978-1-78973-446-1, eISBN: 978-1-78973-445-4
Publication date: 15 August 2019
This content is currently only available as a PDF
Citation
Vemuri, S. (2019), "Index", Managing Silence in Workplaces, Emerald Publishing Limited, Leeds, pp. 111-115. https://doi.org/10.1108/978-1-78973-445-420191018
Publisher
:Emerald Publishing Limited
Copyright © 2019 Emerald Publishing Limited
INDEX
Abilene paradox
, 51
Accounting
, 89
Acquiescent silence
, 32
Administration
, 88–89
Agency component
, 63
Aggregation
, 20
Ambiguity
, 3, 64
Arbitration services
, 58
Attentive listening, silence of
, 43
Beck Hopelessness Scale (BHS)
, 68
Bias
, 1
Bounded-rationality construct
, 8
Brundtland Commission report
, 21
Business
literature
, 21
strategy approach
, 16
Capital-intensive technologies
, 8
Career development
, 56
Causal attribution
, 62
Change management
, 7, 14, 20
Chi-square tests
, 47
Climate
, 56
Cognitive consistency
, 62
‘Cohesive’ public sector culture
, 73–74
Communication
, 17, 78
mediums
, 15
processes
, 87
Complaining
, 48
Conceptualising silence
, (see also Paying attention to silence), 23
employee participation
, 24–27
as form of workplace communication
, 23–24
productive and allocative efficiency of resource allocation
, 24
Conscious awareness of silence
, 4
Coping
behaviour classes
, 58
strategies
, 55–60
Corporate Leadership Council
, 10
Corporate social responsibility (CSR)
, 2, 8
Costs of silence
, 4–6
Cronbach value
, 47
Cultural/culture
, 71, 87
and communication
, 91
organisations
, 20
Deaf ear syndrome
, 51
Decision making
, 18, 20–21, 93
in contemporary societies
, 19
context
, 63
measures of silence in
, 47
policy
, 20
Decision(s)
, 60–64
makers
, 19, 21
Defensive silence
, 32–33
Diffusion
, 20, 31
of responsibility
, 50
Direct action
, 58
Discretionary effort
, 5
Disengaged workers
, 11
Dissatisfied employees
, 24
Dominance condition
, 28
‘Domino effect’ of change
, 11
Drag coefficient of employee
, 5
Effectiveness
, 18
Efficiency
, 18
Emotion(s)
, 14, 39
Emotional release (ER)
, 58
Employee assistance programmes (EAPs)
, 57
Employee participation
, (see also Women’s participation), 15, 24–27, 34
curve depicting combinations of voice and silence
, 29
dynamics influencing
, 37
models
, 28–29
stages
, 37–38
Employee silence
, 1, 5–6, 13–16, 32, 45, 52, 95–96
intangible costs
, 6
perception
, 3
quiescent and acquiescent dimensions
, 26
Employee(s)
, 78
behaviour
, 31–32
communication
, 13
dissatisfaction
, 25
elasticity of pressures
, 35, 38
employee/employer relationship
, 16
engagement and disengagement
, 9–11
non-participation
, 23
perspectives
, 93
voice
, 48
Empty rhetoric
, 43
Enthusiasm
, 67
Environmental organisations
, 20
Equal pay for equal work
, 18
Equity
, 18
Ethical change policy
, 20
Ethics
, 18, 20–21
Ethics of Silence
, 14
Evolutionary nature of paradigms
, 8
Exit
, 39–40
Exit, voice and loyalty framework (EVL framework)
, 25
construct
, 26
Hirschman’s framework of
, 25
External forces
, 36
F tests
, 47
Fear, silence of
, 43
Feelings of hopelessness
, 39
Finance
, 89
Gender
equity
, 9
relations
, 9
Gestalt’s ideas and principals
, 53
‘Glass ceilings’ for women
, 9
Goal-directed behaviour
, 62
Golden rules
, 54
Groupthink
, 50
Helplessness
, 38, 58
Helplessness (Seligman)
, 65
Holistic processing of information
, 61
Honeymoon period
, 37
Hope
, 37–38, 63–64, 68
changing levels
, 65
measurement framework based on
, 64–65
in organisational context
, 67
Hopelessness
, 39, 42
silence of
, 43
Human index
, 9
Human resource (HR)
challenge
, 21
managers
, 17, 40
policies
, 71
strategies
, 18
Impression formation
, 53–55, 62
‘In-between’ spaces
, 18–19, 31
Individual choice sets
, 27, 31
Individual employees
, 2, 5, 15, 17, 23, 35–37, 39–40, 61, 97, 99
Infusion
, 19, 31
Innovation
, 6, 9
Insolent silence
, 43
Intangible costs of employee silence
, 6
Internal forces
, 36
Issue selling to top management
, 49
Job withdrawal
, 52
Labour-intensive technologies
, 8
Leadership behaviour
, 71
Learned behaviours
, 15
Learning organisations
, 13
Line managers
, 40
Long-term silence shifts
, 3
Loyalty
, 25, 50
Mainstream human resource management paradigms
, 9
Management
, 85, 89
portfolio of management skills
, 13
style
, 56
Managers
, 2–3, 7, 11, 13, 16–17, 21, 34, 41
five-step process
, 42
in hierarchical organisations
, 25
importance paying attention to silence
, 14–15
line and HR
, 40
manager–employee interactions to coping with stress
, 60
‘#Me too’ movement
, 14
Meetings
, 4
Modified Beck Helplessness score (mBHS)
, 68–69
Motivational condition
, 28
Movements in workplace
, 34–40
Multivector analysis of employee silence in organisations
, 26
‘MUM effect’
, 25, 51
Neglect
, 50
Noise
, 15
‘Non-profitable’ aspects
, 20
Non-satiation condition
, 28
OCB
, 48, 51
Occupational domain factors
, 58
Occupational Health and Safety
, 59
Oppressed silence
, 43
Optimistic action
, 58
Organisation(al)
, 20, 62
change
, 48
creativity
, 6
culture and relationship
, 93
goals
, 5
justice
, 48
learning
, 48
role in
, 56
structure
, 56, 91, 93
Organisational silence
, (see also Employee silence), 26, 32–33, 52
Over time
, 4, 25, 91
changing future perspective of employees
, 78
employees
, 83, 92
silence behaviour over time in agency
, 86
Parallel constraint satisfaction processes
, 62
Passive attempts to tolerate (PAT)
, 58
Pathways component
, 63
Paying attention to silence
, 13, 45
ethics and decision making
, 20–21
managers, importance of
, 14–15
silence, voice and pluralism
, 17–20
transdisciplinary framework, importance of
, 15–17
Perceptions
, 1, 64
Platinum rule
, 41, 54
Pluralism
, 17–20
Pluralistic ignorance
, 50
Positive comparisons
, 58
Positivity in workplace
, 62
Postpone action (PA)
, 58
Power imbalances
, 14
Preparatory action
, 58
Principled organisational dissent
, 49
Privacy condition
, 28
Private sectors
, 71, 84–86, 88–93, 94–95
Process of recovery and preparation (PRAP)
, 58
Production process innovations
, 8
Production-structure process
, 8
Profession Review Development System
, 40
Prosocial silence
, 32–33
Protective silence
, 32
Public sectors
, 71, 93–95
agency A
, 75–79
agency B
, 80–84
agency findings
, 84–86
agency result
, 86–88
management reforms
, 72–73
Public–private partnerships
, 74
‘Quiescent and acquiescent dimensions’ of employee silence
, 26
Quiescent silence
, 32–33
Rational task-oriented behaviours (RTOB)
, 58
Real-world contexts
assessment of management of silence in workplaces
, 95–96
combining public sector agency result
, 86–88
combining public/private sector agency findings
, 84–86
commonalities between public and private sectors
, 93–94
context of workplace and internal structure and process
, 75
differences between public and private sector
, 94–95
organisational structure
, 93
private sector
, 88–93
public sector agency A
, 75–79
public sector agency B
, 80–84
Rebuilding process
, 14
Reflection
, 19
Relationships at work
, 56
Risks
, 1
Saliency condition
, 28
Scream
, 40
Selective ignoring
, 58
Self-actualisation
, 36
Self-assessment
, 36
Self-reflection
, 36
Self-response
, 36
Self-understanding
, 36
Seminal study
, 5
Silence
, (see also Employee silence; Workplace), 1, 3, 13, 17–21, 45, 80
of attentive listening
, 43, 57
causes of
, 61
communication medium
, 15
conscious awareness
, 4
in contemporary workplaces
, 15
coping strategies
, 55–60
costs
, 4–6
decision making
, 47
decisions
, 60–64
of fear
, 43
framework for
, 66–69
of hopelessness
, 43
impression formation
, 53–55
insolent
, 43
management implications
, 65–66
measurement
, 45–46
measurement framework based on hope
, 64–65
multitude meanings
, 48–52
need to managing
, 2–4
of oppressed
, 43
possibility of using existing body of work on silence
, 47
proposed changes
, 53
seven modalities
, 14
unrecognised
, 4
Silent employees
, 6, 16, 23
early identification
, 13
Silent killer(s)
, 1, 64
Slacks
, 25
Social
organisations
, 20
ostracism
, 51
responsibility
, 72
service
, 85
studies in social psychology
, 54
Specification
, 19
‘Spiral of silence’
, 25, 51
Stress in workplaces
, 56–57
‘Stretched’ targets
, 16
Substitution of rewards
, 58
‘Survival’ responses
, 16
t-tests
, 47
Talk to others
, 58
Tangible benefits
, 10
Task design
, 56
360-degree feedback
, 16
Transdisciplinary approach
, 15–17, 27, 58
Uncertainties
, 11
Unrecognised silence
, 4
Use of home resources (UHR)
, 58
Value(s)
creation
, 7
and management processes
, 71
Voice
, 15, 17–20, 25
Whistleblowing
, 26, 48
Withdrawal behaviour
, 58
Women’s participation
, (see also Employee participation)
as board members
, 9
in market
, 8–9
Work–life balance
, 57
Workplace
assessment of management
, 95–96
conditions/concerns
, 57
dynamics influencing employee participation
, 37
and internal structure and process
, 75
management implications
, 40–43
managerial responses in different silence zones
, 41
movements
, 34–40
significance of managing silence in
, 6–7
silence as form of workplace communication
, 23–24
silence in
, 31, 39, 71