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Organizational Silence, A Barrier to Job Engagement in Successful Organizations

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  • Wageeh A. Nafei

Abstract

Purpose, Although the phenomenon of Organizational Silence (OS) is widely seen in organizations, there is little empirical evidence regarding its nature and components. The purpose of this research is to identify the types of OS and its effects on JE at Menoufia University Hospitals in Egypt. Design/methodology/approach, To assess OS, refer to (OS questionnaire, Schechtman, 2008; Brinsfield, 2009) and JE (JE questionnaire, Rich et al., 2010). Five dimensions of OS are constructed and measured in order to examine their effects on JE at Menoufia University Hospitals in Egypt. Out of the 338 questionnaires that were distributed to employees, 300 usable questionnaires were returned, a response rate of 88%. Multiple Regression Analysis (MRA) was used to confirm the research hypotheses. Findings, Results indicate that supervisors’ attitudes to silence, top management attitudes to silence and communication opportunities are associated and predict ES behaviour. The research has found that there is significant relationship between OS and JE. Also, the research has found that OS directly affects JE. In other words, OS is one of the biggest barriers to organizational engagement of the employees at Menoufia University Hospitals in Egypt. Practical implications, This research contributes to stimulate scientific research, particularly in terms of testing the model content, as well as studying the research variables and the factors affecting them. In addition, this research pointed to the need for organizations to adopt a culture which encourages and urges employees to speak in the labor issues and the non-silence in order for the administration to be able to realize these issues and try to solve them first hand in order to prevent their aggravation. Originality/value, Although the phenomenon of silence is expected in organizations, there is little empirical evidence in the literature aimed at defining, analyzing, and coping with it. Silence climate has an impact on the ability of organizations to detect errors and learn. Therefore, organizational effectiveness is negatively affected. This research aims to measure the effect of OS on JE. Based on the findings of this research, some important implications are discussed.

Suggested Citation

  • Wageeh A. Nafei, 2016. "Organizational Silence, A Barrier to Job Engagement in Successful Organizations," International Business Research, Canadian Center of Science and Education, vol. 9(4), pages 100-117, April.
    • Handle: RePEc:ibn:ibrjnl:v:9:y:2016:i:4:p:100-117
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    References listed on IDEAS

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    1. Griffin, Mark A. & Parker, Sharon K. & Neal, Andrew, 2008. "Is Behavioral Engagement a Distinct and Useful Construct?," Industrial and Organizational Psychology, Cambridge University Press, vol. 1(1), pages 48-51, March.
    2. Amy C. Edmondson, 2003. "Speaking Up in the Operating Room: How Team Leaders Promote Learning in Interdisciplinary Action Teams," Journal of Management Studies, Wiley Blackwell, vol. 40(6), pages 1419-1452, September.
    3. Sonya Fontenot Premeaux & Arthur G. Bedeian, 2003. "Breaking the Silence: The Moderating Effects of Self‐Monitoring in Predicting Speaking Up in the Workplace," Journal of Management Studies, Wiley Blackwell, vol. 40(6), pages 1537-1562, September.
    4. Frances Bowen & Kate Blackmon, 2003. "Spirals of Silence: The Dynamic Effects of Diversity on Organizational Voice," Journal of Management Studies, Wiley Blackwell, vol. 40(6), pages 1393-1417, September.
    5. repec:bla:jomstd:v:40:y:2003:i:6:p:1353-1358 is not listed on IDEAS
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    • R00 - Urban, Rural, Regional, Real Estate, and Transportation Economics - - General - - - General
    • Z0 - Other Special Topics - - General

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