Organizational Silence

Human Resource Development (HRD) at work is now a prominent and central of Human Resource Management (HRM). This course is designed to provide a complete, integrated introduction to the process, practices and perspectives of the important area of people management. The process of HRD at work is an interparty of the overall performance management of organizations. Selected, repressive and prominent practices in HRD at work are explored, using case studies to illustrate what this process involves in practice. Finally, contemporary perspectives that should illuminate concerns, concepts, arguments and evidence are explore course is thus an ‘all in one’ view of processes, practices and perspectives. There are powerful forces in many organizations that cause widespread withholding of information about potential problems or issues by employees named as organizational silence. The base of our model factors are from Morrison & Milliken. They know organizational silence as a “collective” phenomenon and these factors have been organized under levels of analysis (1) Top management team characteristics, (2) Organizational and environmental characteristics, (3) Affecting employee interaction, (4) Managerial belief, (5) Organizational structures and policies, (6) Managements’ fear of negative feedback and (7) Demographic dissimilarity.

Background: The main purpose of this study was to analyze the impact of organizational silence and mobbing on turnover intention. Method: The statistical population of this study was 386 employees of Payam-e-Noor University of Kermanshah. In order to determine the sample size we have applied Morgan table and consequently 191 employees have were selected as sample members by random sampling method for the first half of 2018. The data collection tool was a standard questionnaire in this area. Validity (content, convergent, divergent) and reliability (loading factor, composite reliability, Cronbach's alpha) of questionnaire indicate that measuring instruments have good reliability and validity. The results of hypotheses test by SMART-PLS software and using t-test statistics. Results : Path coefficients (β) indicate that organizational silence have strong, direct and significant influence on mobbing. Mobbing have strong, direct and significant effects on turnover intention and organizational silence have weak, indirect and significant effects on turnover intention. On the other hand, mobbing can play moderator role in influence on organizational silence and turnover intention. Conclusion : Despite the design model, it can be expected that the university can reduce the level of job leave due to the variables of organizational silence and organizational mobility.

Purpose: This research was conducted with the aim of explaining the effect of organizational and intra- organizational factors affecting the faculty members' organizational silence in branches of Islamic Azad University. Methodology: The statistical population of this study was all faculty members of Islamic Azad University. The sample of this study was 380 ones according to the Cochran formula. After completing 380 questionnaires, analyzing the questionnaires was done using SPSS-23 software at the descriptive level of demographic characteristics including mean and standard deviation, minimum and maximum score of research variables and at inferential level using AMOS-23 software, multivariate analysis of variance and side findings by single-t and t-dependent tests. Findings: analysis of the results using SPSS-23 and AMOS-23 software showed that all factors of the organization had coefficients or impact factors higher than 0.3 at the level 0.001, and six dimensions related to the organizational factor and eight dimensions related to the intra-organizational factor, all affect the faculty members' organizational silence. Among the organizational dimensions, the human resources management and among the intra-organizational dimensions, the type of community culture had the highest impact on the organizational silence in Islamic Azad University. Two models with good fitting were presented for the organizational and intra-organizational factors. Discussion: All dimensions of human resource management, the characteristics of faculty members, the organization's characteristics, the organization culture, organizational climate, and organizational structure are effective in the organization factor. Human resource management has the most impact on silence and the organization type has the least impact on the silence

INTRODUCTION: The efficiency and development of any organization largely depend on the proper use of human resources. In today's organizations, to reduce organizational silence, employees express their ideas and share their views to increase organizational efficiency. This study was conducted to qualitatively explain the cultural and environmental factors that reduce organizational silence in government organizations. METHODS: This applied study was conducted based on a descriptive-analytical approach and implemented through the field research method. The samples (n=18) were selected among senior managers of government organizations using purposive sampling and the sample size required amount was based on theoretical saturation criterion. The required data were collected through holding interviews and they were analyzed using the grounded theory method. FINDINGS: The results showed that the four selective codes of "progress", "appropriate cultural background", "lack of proper attribution" and "increasing culture in the field of teamwork" could explain the concept of organizational silence. CONCLUSION: According to the results, the roots of the formation of this destructive and inhibitory organizational phenomenon are lied in the context of social, cultural, and political interactions, identified under the influence of "environmental and cultural factors", and started via social learning. These environmental and cultural factors can be programmed and corrected to guide and control organizational silence and direct the constructive voice of the organization.

Organizational silence is perceived as a social phenomenon that occurs at the organizational level and affects many organizational characteristics. These organizational characteristics include efficiency, performance, decision making, management processes, culture, and employees' perceptions of the factors affecting silent. The glass ceiling states that women and minorities fail to reach the upper levels of the hierarchy. They approximate the leading positions at the organization, but rarely obtain it. This frustration makes them presume that there is a glass ceiling. The glass ceiling makes employees withhold from expressing their ideas and always remain silent. Organizations are required to encounter crossing the glass ceiling. Acquiring different skills, being intimidated to perform activities, self-confidence, stability in achieving goals, enlightened and conscious thinking can trigger women in achieving managerial professions.

Self-efficacy beliefs can be effective in teaching method and more creative managing classroom. Teacher self-efficacy and creativity are factors that can affect their organizational Silence.Because teacher silence is closely related to innovation and creativity, the quality of decision-making, effectiveness, and teacher’ morale;Thereforeidentifying the factors that cause it is very important.The aim of this study is applied research;and in terms of research method, it is a description of the type of correlation. The statistical population of this study is all primary school teachers in Joghatay city in Iran, whose numbers are equal to 360 people in the 2018-2019 educational year. 186 people were considered as the research by cluster random sampling method. The tools used in this study include the Scannan, Moran, and Wolfonk Self-Efficacy Questionnaire the Cronbach's alpha coefficientwas 0/85.The Randsip Creativity Questionnaire(2002) was also used to measure creativity the Cronbach's alpha coefficientwas 0/86.The Organizational Silence Questionnaire of Vacula and Borado (2005) also usedthe Cronbach's alpha coefficientwas0/93.Findings showed is asignificant relationship between self-efficacy with organizational silence and teachers' creativity.Self-efficacy has a positive and direct effect on organizational silence. In addition, silence also had a positive and direct effect on organizational creativity. The indirect effect of self-efficacy on creativity was also investigated.self-efficacy due to silence has an indirect and positive effect on teachers' creativity.