The Role of Organizational Silence in Organizational Commitment and Willingness to Leave the Service

Abstract

Purpose: The present study was conducted to investigate the role of organizational silence in organizational commitment and willingness to leave the service.Methodology: The method of the present study was descriptive-correlational. The statistical population consisted of 700 managers and experts from Kohgiluyeh and Boyer-Ahmad Provinces, of which 248 were selected based on Morgan's table by stratified random sampling. To summarize the data from the organizational silence questionnaires of Van Diane et al. (2003), the organizational commitment of Allen and Meyer (1990) and the resignation of Meyer Kim et al. (2007) with a reliability coefficient of 72%, 91% And 85% Used in order, In order to analyze the data, Kolmogorov-Smirnov tests, path analysis and structural equation modeling were used with Smart-PLS software.Finding: The results showed that friendly silence had a positive and significant effect on organizational commitment, while the effect of defensive silence on organizational commitment was not confirmed. But obedient silence had a significant effect on organizational commitment and kept employees in the organization. Among the components of organizational silence, friendly silence had the greatest impact on the tendency to leave the service. Defensive and submissive silence had a lesser effect on employees' willingness to leave, respectively.Conclusion: Paying attention to friendly silence and identifying its positive and negative points can help managers and policy makers to pay more attention to the development of the organization and to increase organizational commitment and reduce the desire to leave the service of employees to the components of organizational silence and organizational voice.