Examining the Factors Affecting Organizational Silence Among Employees of Governmental Organizations (Case Study: Social Security Organization of Iran)
Keywords:
Organizational silence, Structural equation modeling, Antecedents of organizational silence, Consequences of organizational silence, Organizational behaviorAbstract
The purpose of this study was to examine the impact of factors influencing the formation of organizational silence among employees in governmental organizations and to design a conceptual model. Organizational silence, as a complex organizational phenomenon, can have negative consequences for both individual and organizational performance. This study is applied in purpose and descriptive-correlational in method. Research data were collected using a researcher-made questionnaire from a sample of 238 employees of the Social Security Organization, who were selected through purposive random sampling based on accessibility and willingness to cooperate. The validity and reliability of the measurement instrument were confirmed using confirmatory factor analysis and Cronbach's alpha. Data analysis was performed using Structural equation modeling with SmartPLS software. The results showed that factors such as fear of negative consequences, distrust in management, and perceived inequality had a significant effect on organizational silence (β = …, p < 0.05). Furthermore, organizational silence had a negative and significant effect on employees’ negative emotions, decreased productivity, and the weakening of organizational culture (β = …, p < 0.05). In addition, mediating variables such as perceived trust and Psychological safety had a reducing effect on organizational silence, whereas intervening variables such as organizational cynicism and Emotional exhaustion exacerbated its effects. The findings of this study indicate that in order to reduce organizational silence, improving organizational trust and fostering a positive organizational climate should be prioritized by human resource managers and organizational decision-makers. Practical recommendations were provided to reduce employee silence and enhance organizational interactions. The results of this study can serve as a suitable basis for future studies and for improving managerial processes in both governmental and non-governmental organizations.
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