Search results

1 – 10 of over 6000
Article
Publication date: 23 May 2022

Ferit Ölçer and Ömer Faruk Coşkun

The purpose of this study is to determine the relationships between organizational justice, organizational silence and organizational creativity and to examine the…

Abstract

Purpose

The purpose of this study is to determine the relationships between organizational justice, organizational silence and organizational creativity and to examine the mediating role of organizational silence in the effect of organizational justice on organizational creativity.

Design/methodology/approach

Research data were collected using a face-to-face survey method applied to employees in the automotive industry in Turkey. The research model and hypotheses were tested by structural equation modeling.

Findings

Research results indicate that organizational justice positively affects organizational silence, organizational creativity is positively affected by organizational justice and organizational silence positively affects organizational creativity. Besides, according to the results, organizational silence has a partial mediating role in the effect of organizational justice on organizational creativity.

Originality/value

Although the relationships between organizational justice, organizational silence and organizational creativity were examined in previous studies in the literature, the role of organizational silence in the relationship between organizational justice and organizational creativity was not investigated. Besides, although previous studies examined the mediating role of variables that are thought to have a positive effect on the organization between organizational justice and organizational creativity, they did not study the role of a variable of organizational silence, which is considered negative. For these reasons, this study is predicted to differentiate the perspective in the literature and fills a gap in the literature.

Details

Society and Business Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1746-5680

Keywords

Article
Publication date: 21 October 2021

Gullu Gencer, Hakan Atay, Arzu Gurdogan and Ulker Colakoglu

This study aims to measure the effect of organizational culture perceptions of hotel employees on their organizational silence behavior and job performance, as well as the…

Abstract

Purpose

This study aims to measure the effect of organizational culture perceptions of hotel employees on their organizational silence behavior and job performance, as well as the effect of their organizational silence behavior on their job performance.

Design/methodology/approach

A correlational survey model was used in this research and a questionnaire was distributed to collect the data from 389 sampled employees working in four- and five-star hotels in the Kusadasi region in Turkey.

Findings

It was found that organizational culture was not significantly related to organizational silence but that organizational culture and its dimensions were significantly related to job performance. It was also revealed that while organizational silence was not significantly related to job performance, its dimensions were significantly related to job performance.

Practical implications

The results of this study provide insight into organizational culture as an important factor in increasing job performance. The study also revealed how organizational silence behavior and its dimensions affect job performance. In this sense, accommodation establishments will be able to acquire new perspectives in terms of improving job performance.

Originality/value

This paper is deemed important, as it examined these three terms in one model in the field of tourism management. It is thought that it will contribute to the literature by closing the gap in the tourism literature while leading the way for future studies.

Details

Journal of Hospitality and Tourism Insights, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2514-9792

Keywords

Article
Publication date: 22 December 2020

Metin Reyhanoglu and Ozden Akin

This study aims to investigate the impact of toxic leadership, organizational justice and organizational silence on hospital employees' intention to leave their jobs.

Abstract

Purpose

This study aims to investigate the impact of toxic leadership, organizational justice and organizational silence on hospital employees' intention to leave their jobs.

Design/methodology/approach

A questionnaire survey was conducted with permanent and contractual employees of a university teaching hospital, including nurses, medical assistants, health technicians and clerical staff. Structural equation modeling was used to develop and test the model.

Findings

The findings reveal that toxic leadership is directly and negatively related to organizational justice, while all dimensions of organizational silence and the intention to leave are positively related. In this model, the coefficients of the relationships are found to be higher, almost doubling in permanent employees than in contracted employees, except for the relationship between toxic leadership and silence to protect the organization. This exception lies in the fact that permanent workers with long-term employment have been dealing with the managers for many years.

Research limitations/implications

The model can be extended with counterproductive behavior, work performance and satisfaction measures and work stress and compared with different sectors using higher sample volumes.

Originality/value

In the human-centered health-care industry, it is essential to know the way leadership behaviors guide health-care professionals. The negative leadership behaviors can negatively affect both employees' self-esteem and their attitudes toward patients and their relatives. The results of the present study are expected to contribute to the development of more effective manager selection and promotion policies by policy-makers as well as the determination of short- and long-term employment policies.

Details

Journal of Economic and Administrative Sciences, vol. 38 no. 1
Type: Research Article
ISSN: 1026-4116

Keywords

Article
Publication date: 20 September 2011

Ioannis Nikolaou, Maria Vakola and Dimitris Bourantas

This paper aims to explore the role of organizational silence and trust on employees' attitudes in a post‐merger stage.

4164

Abstract

Purpose

This paper aims to explore the role of organizational silence and trust on employees' attitudes in a post‐merger stage.

Design/methodology/approach

The results of two independent studies are presented; participants completed measures of organizational trust, organizational silence and merger attitudes (organizational commitment and employee satisfaction) a few months following the announcement of the merger. Hierarchical regression analyzes were used to explore the hypotheses.

Findings

The results show that organizational trust is negatively related to organizational silence and positively to merger attitudes. Further, the significant role of organizational silence in a post‐merger state was also identified through the negative relationships with merger attitudes, but mainly through the significant mediating effect of silence between organizational trust and merger attitudes.

Research limitations/implications

The study used self‐report measures, but necessary actions were taken in order to reduce the effect of common method variance. Therefore, it should be cross‐validated with different research designs (e.g. longitudinal research) in other countries.

Practical implications

The findings provide further support on the significance of organizational silence in work settings, especially at major organizational turnarounds.

Originality/value

The most significant contribution of the study is that it explores for the first time the role of organizational silence in a post‐merger stage and its relationship to organizational trust.

Article
Publication date: 1 October 2005

Maria Vakola and Dimitris Bouradas

Although the phenomenon of organisational silence is widely seen in organisations, there is little empirical evidence regarding its nature and main components. This paper…

9549

Abstract

Purpose

Although the phenomenon of organisational silence is widely seen in organisations, there is little empirical evidence regarding its nature and main components. This paper aims at investigating the dimensions of silence climate as they are perceived by individuals and exploring the effects of these dimensions on job attitudes.

Design/methodology/approach

In a sample of 677 employees, three dimensions of silence climate are constructed and measured in order to examine their effects on employee silence behaviour, organisational commitment and job satisfaction.

Findings

Results indicate that supervisors’ attitudes to silence, top management attitudes to silence and communication opportunities are associated and predict employees’ silence behaviour. These three dimensions are also associated with organisational commitment and job satisfaction.

Originality/value

Although the phenomenon of organisational silence is expected in organisations, there is little empirical evidence in the literature aimed at defining it, analysing it and coping with it. Silence climate has an impact on organizations’ ability to detect errors and learn and, therefore, organizational effectiveness is negatively affected. This exploratory study aims to measure organisational silence as a continuum between silence and voice explain silence behaviour through organisational climate dimensions. Based on the findings of this study, there are some important implications that are discussed.

Details

Employee Relations, vol. 27 no. 5
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 11 July 2016

Willam Joseph Pirie

The purpose of this paper is to identify the key determinants of organisational silence from the perspective of non-standard workers (NSWs). The study focuses on three…

1118

Abstract

Purpose

The purpose of this paper is to identify the key determinants of organisational silence from the perspective of non-standard workers (NSWs). The study focuses on three research themes: first, analysing the experiences motivating NSWs to remain silent; second, analysing the role of the NSW life cycle in the motivation to remain silent, the final theme is evaluation of the impact on organisational voice of an organisation employing a workforce in which NSWs and standard workers (SWs) are blended.

Design/methodology/approach

The study utilises a phenomenological approach, as defined by Van Manen (2007), to collect and analyse the phenomenon of organisational silence from the perspective of NSWs. The NSWs are defined as individuals operating via Limited Liability UK registered companies created for the purpose of delivering services to organisations via a contract of services. This study employed a combination of phenomenology and hermeneutics to collect and analyse the data collected from the NSWs using semi-structured interviews (Lindseth and Norberg, 2004).

Findings

The study concludes with three core findings. NSWs experience similar motivational factors to silence as experienced by standard workers (SWs). The key differential between a SW and a NSW is the role of defensive silence as a dominant motivator for a start-up NSW. The study identified that the reasons for this is that new NSWs are defensive to protect their reputation for any future contract opportunities. In addition, organisations are utilising the low confidence of new start up NSWs to suppress the ability of NSWs to voice. The research indicates how experienced NSWs use the marketing stage of their life cycle to establish voice mechanisms. The study identified that NSWs, fulfiling management and supervisory roles for organisations, are supporting/creating climates of silence through their transfer of experiences as SWs prior to becoming NSWs.

Research limitations/implications

This study is a pilot study, and the findings from this study will be carried forward into a larger scale study through engagement with further participants across a diverse range of sectors. This study has identified that there is a need for further studies on organisational silence and NSWs to analyse more fully the impact of silence on the individuals and the organisation itself. A qualitative phenomenological hermeneutical study is not intended to be extrapolated to provide broad trends. The focus of the phenomenological hermeneutic research methodology is on describing and analysing the richness and depth of the NSW’s experiences of silence in organisational settings.

Originality/value

This paper draws together the studies of worker classification, motivators for organisational silence, and the impact of blending SWs and NSWs in an organisational setting. The study demonstrates that academic research to date has focused predominantly on SWs to the exclusion of the 1.5 million, and growing, NSWs in the UK. This study examines these under-represented workers to analyse the participants’ experiences of organisational silence, and its consequences in organisational settings, demonstrating a need for further studies.

Details

Management Decision, vol. 54 no. 6
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 16 July 2020

Mina Takhsha, Negar Barahimi, Arash Adelpanah and Reza Salehzadeh

This study aims to evaluate the effect of workplace ostracism on organization-based self-esteem (OBSE), organizational silence and knowledge sharing.

1489

Abstract

Purpose

This study aims to evaluate the effect of workplace ostracism on organization-based self-esteem (OBSE), organizational silence and knowledge sharing.

Design/methodology/approach

The statistical population of this research includes the employees of University of Isfahan in Iran. The structural equation modeling method is used to analyze the data and the conceptual model using 130 participants.

Findings

The empirical results suggest that ostracism and organizational silence influence knowledge sharing, negatively. Ostracism influences organizational silence, positively; and ostracism influences OBSE, negatively. Furthermore, organization-based self-esteem influences knowledge sharing, positively. In addition, the indirect relationship from ostracism to knowledge sharing through organizational silence was confirmed; however, the mediating role of OBSE in the relationship between workplace ostracism and knowledge sharing was not confirmed.

Originality/value

This research is among the first to evaluate the relationship between workplace ostracism, knowledge sharing, organizational silence and OBSE simultaneously.

Details

Journal of Workplace Learning, vol. 32 no. 6
Type: Research Article
ISSN: 1366-5626

Keywords

Article
Publication date: 21 September 2015

Alisher Tohirovich Dedahanov and Jaehoon Rhee

Previous studies examined the relationships between trust, organizational commitment and the unitary construct of silence. The authors believe that previous studies…

2703

Abstract

Purpose

Previous studies examined the relationships between trust, organizational commitment and the unitary construct of silence. The authors believe that previous studies’ primary shortcoming is the lack of an understanding of the motives of employees in withholding work related issues when they have a lack of trust in their organization and supervisor and a lack of knowledge regarding the form of silence that impacts more organizational commitment. Therefore, the purpose of this paper is to investigate the impacts of trust in organization and trust in supervisor on acquiescent and defensive silence and examines the effects of acquiescent and defensive silence on organizational commitment.

Design/methodology/approach

The study utilized structured equation modeling to analyze data from 753 highly skilled employees in South Korea.

Findings

The findings revealed that trust in organization is associated with acquiescent silence; trust in supervisor is related with defensive silence and acquiescent silence demonstrated strong relationship with organizational commitment.

Originality/value

This study is the first to explore the associations between trust in organization and acquiescent silence and the relationships between trust in supervisor and defensive silence. Moreover, our study reports the strong link between acquiescent silence and organizational commitment.

Details

Management Decision, vol. 53 no. 8
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 7 August 2019

Hyo Sun Jung and Hye Hyun Yoon

Drawing on social identity theory, the purpose of this paper is to examine whether social undermining significantly influences employee voice (or silence) and…

1327

Abstract

Purpose

Drawing on social identity theory, the purpose of this paper is to examine whether social undermining significantly influences employee voice (or silence) and organizational deviant behavior in the hotel industry regarding three types of social undermining: by supervisor, coworker and customer.

Design/methodology/approach

The study provided a self-administered questionnaire to 344 five-star hotel employees in South Korea. SPSS (version 22.0) and AMOS (version 20.0) were used to analyze the data.

Findings

Being undermined by customers negatively affects employee voice and positively affects employee silence. Supervisor and coworker undermining also negatively affects employee voice and positively affects employee silence. Employee voice does not significantly affect organizational deviant behavior, but employee silence significantly affects deviant employee behavior. This was also verified by the potential mediating effect of supervisor undermining on silence as a form of deviant employee behavior.

Originality/value

This study contributes to the development of long-term manager-centered measures to combat the effect of social undermining among frontline employees in the hotel industry. It can be difficult to differentiate clearly between the conflicts and stress experienced by employees at the service frontline and the social undermining they experience during diverse social interactions. In confirming the effects of social undermining on employees at a five-star hotel, the study also found no clear organizational provisions or legal recourse for victims. The findings suggest that hotel employees are easily exposed to social undermining as a result of the industry culture and socialization process.

Details

Journal of Service Theory and Practice, vol. 29 no. 2
Type: Research Article
ISSN: 2055-6225

Keywords

Article
Publication date: 31 March 2022

M.M. Sulphey and K. Mohamed Jasim

Paradoxical leadership (PL) is a style that can bring stability and flexibility simultaneously, which helps organizations to manage the uncertain external environment. The…

Abstract

Purpose

Paradoxical leadership (PL) is a style that can bring stability and flexibility simultaneously, which helps organizations to manage the uncertain external environment. The purpose of this study is to identify if PL could moderate the relationship between organizational silence and employee voice.

Design/methodology/approach

Data for the study were collected from a sample of 617 gainfully employed factory employees using three standardized questionnaires. The data were analyzed using structural equation modelling (SEM) through Python programming. SEM was used to test the mediating, moderating, and serial-parallel relationship of the proposed model.

Findings

The research study found that organizational inertia led to silence among employees. It was also found that PL moderated the relationship between organizational silence and employee voice.

Originality/value

A fair review of the literature showed that studies that examine the effect of PL on organizational silence are scarce. The present study is a modest effort towards addressing this gap in the literature. The findings of the study are significant and have made a substantial contribution to management literature.

Details

Leadership & Organization Development Journal, vol. 43 no. 3
Type: Research Article
ISSN: 0143-7739

Keywords

1 – 10 of over 6000