Fereidoon Yazdani; Hoora Nouri Majid Khalaf
Abstract
This research was conducted with the aim of determining the relationship between organizational trust and organizational resilience with the perception of organizational silence among the art teachers in the city of Karbala, Iraq. Its research method was correlational and its statistical population included ...
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This research was conducted with the aim of determining the relationship between organizational trust and organizational resilience with the perception of organizational silence among the art teachers in the city of Karbala, Iraq. Its research method was correlational and its statistical population included all secondary schools art teachers of Karbala city in 2023, numbering 146 people. Stratified random method was used for sampling, and based on this, 103 teachers were selected and participated in the study based on the sample size formula of Krejcie & Morgan (1970). Data were collected through three questionnaires: organizational trust made by Shafiee (1390), organizational resilience made by Amiri et al. (1397) and organizational silence made by Zakhariapour (1393). To measure the content validity of the scales, the Lawshe's Content Validity Index was used. So, the content validity of each scale was calculated as: 0.78, 0.74 and 0.75 respectively, which shows that the scales have sufficient content validity. Cronbach's alpha test was also used to measure the reliability of the tools. Based on this, the reliability of each scale was estimated as: 0.70, 0.82 and 0.81 respectively, which shows that the tools have sufficient reliability. SPSS version 26 software and correlation and regression tests were used for data analysis. The results showed that there is a positive and significant relationship between organizational trust and organizational resilience with organizational silence (p>0.01). It was also found that three components of organizational trust and two components of organizational resilience are strong and negative predictors of organizational silence (p>0.01).
Gholamhassan Panahi; Sajad Kazemi
Abstract
AbstractThe present study was conducted with the aim of determining the relationship between employees' organizational silence and the management style and professional ethics of managers in Farhangian University of Zahedan. The method of doing descriptive research was correlation. The statistical population ...
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AbstractThe present study was conducted with the aim of determining the relationship between employees' organizational silence and the management style and professional ethics of managers in Farhangian University of Zahedan. The method of doing descriptive research was correlation. The statistical population includes all employees and managers in Farhangian University of Zahedan city, 130 people, 100 of whom were selected as the sample size through Shadeh random sampling method. The research tools were organizational silence (Vakula and Boradas, 2005), managers' management style questionnaire (Moghimi, 2009) and professional ethics questionnaire (Armito et al., 2011). The content validity of the research tool and the reliability of the tool were estimated through Cronbach's alpha coefficient for the organizational silence questionnaire (0.80), managers' management style questionnaire (0.81) and professional ethics questionnaire (0.81). Pearson's correlation coefficient and multivariate regression were used to analyze the research hypotheses. The results of this research showed that there was a significant relationship between organizational silence of employees, management style and professional ethics of managers in Farhangian University. Also, there was a significant relationship between the components of organizational silence of employees with the management style and professional ethics of managers at Farhangian University, and there was also a significant relationship between the management style of managers with the professional ethics of managers and its components at Farhangian University. Among managers' management styles, managers' collaborative management style could predict 68% of employees' organizational silence, and among the components of professional ethics, managers' social responsibility component could predict 60.8% of employees' organizational silence.
Ebrahim Aryani ghizghapan; adel zahed bablan; reyhaneh abbaspoor; behzad moradi
Abstract
The purpose of this study was examining the causal model of teachers' negligence based on organizational silence by organizational indifference mediation. Methodology of the research in terms of the main strategy, was quantitative, in terms of the strategy, was field, and in terms of analytical, was ...
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The purpose of this study was examining the causal model of teachers' negligence based on organizational silence by organizational indifference mediation. Methodology of the research in terms of the main strategy, was quantitative, in terms of the strategy, was field, and in terms of analytical, was descriptive-correlation.The statistical population consisted of teachers of the Mahabad town in the academic year 2017-2018 with a capacity of 459 person. The sampling method was random. The sample size according to the Kregci-Morgan model and with error α = 0/05, was considered 207 persons. To collect data, organizational negligence questionnaire (SOP) (with reliability α = 0/87), Organizational silence (OSQ) (with reliability α = 0/84) and organizational indifference questionnaire (OIQ) (with reliability α = 0/78), were used. Validity of the tools was confirmed by the professors of education and psychology. Data were analyzed using two software’s Spss vs. 22 and lisrel. 8/50 and analyzed by structural equation modeling. The results showed that the proposed model had suitable fit (x2/df=2/99, GFI=0/92, AGFI=0/92, CFI=0/91, NFI=0/93, RMSEA=0/064) and the component of organizational silence has a direct and indirect effect through the component of organizational indifference on organizational oversight (P<0/05). In order to answer the education organization as much as possible to the needs of teachers and to meet the challenges of organizational development, it is suggested that efforts to improve teachers' abilities and the removal of their silence and organizational indifference be proposed as a serious priority on the agenda, to reduce the amount of employee negligence
Reza Ebrahimzadeh Dastjerdi; Abbas Ghaedamini Harouni; Ali Reza Ebrahimpour
Abstract
The purpose of this study was to investigate the impact of organizational cynicism on deviant behaviors in the workplace through organizational silence and destructive leadership. The purpose of this study was applied and descriptive correlational in terms of data collection. The statistical population ...
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The purpose of this study was to investigate the impact of organizational cynicism on deviant behaviors in the workplace through organizational silence and destructive leadership. The purpose of this study was applied and descriptive correlational in terms of data collection. The statistical population of this study consisted of 1000 employees of Islamic Azad University, Isfahan, Iran. The sample consisted of 287 individuals selected through Cochran sampling formula by proportional stratified sampling method. (And standard deviant behaviors questionnaire at workplace (Bennett & Robinson (2000)) and the Vakula & Brados Organizational Silence Questionnaire (2005) and Golparvar's malicious leadership standard questionnaire (2014). Experts, a formality based on the views of a number of statistical population and constructs were evaluated by factor analysis method and after validity of the necessary terms were confirmed. On the other hand, the reliability of the questionnaires with Cronbach's alpha method were (0.88), (0.85), (0.89), respectively were estimated. Data were analyzed at the inferential level including structural equation modeling. The results showed that organizational cynicism has a positive and significant effect on deviant behaviors in the workplace through organizational silence, which has a coefficient of 0.55, and through destructive leadership, it has a positive and significant effect on deviant behaviors in the workplace. It is 0.44 and also organizational cynicism has a positive and significant effect on deviant behaviors in the workplace which has a coefficient of 0.88.
Homira Abdi; Abdolreza Sobhani; Seyed Morteza Mousavian; Hojatullah Abbasi
Abstract
The purpose of this study is to investigate the impact of organizational bullying on organizational cynicism through organizational silence and impression management. The purpose of the present study is to determine the purpose of the study and to collect the descriptive correlational data. The statistical ...
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The purpose of this study is to investigate the impact of organizational bullying on organizational cynicism through organizational silence and impression management. The purpose of the present study is to determine the purpose of the study and to collect the descriptive correlational data. The statistical population of this study consisted of 1000 employees of Islamic Azad University of Tehran South Branch. 287 individuals were selected through proportional stratified sampling method by Cochran sampling formula. (1998) and the standard questionnaire of organizational bullying (Illinois) (2001) and the organizational silence questionnaire of Vakula and Brados (2005) and Bolino & Tranley (1999) impression management questionnaire. Formal based on the view of a number of statistical societies and structures by analytical method Factor analysis was performed and validity was confirmed after the necessary terms. On the other hand, the reliability of the questionnaires by Cronbach's alpha method were (0.88), (0.89), (0.89) and (88.8), respectively. 0) Estimated. Data were analyzed at the inferential level including structural equation modeling. The results showed that organizational bullying through organizational silence had a positive and significant effect on organizational skepticism, which had a coefficient of 0.44 and a positive and significant effect on organizational cynicism through perception management, which had a coefficient of 0.33. Organizational bullying has a positive and significant effect on organizational cynicism with a coefficient of 0.50.
ali khaleghkhah; habibeh najafi; zahra shahi
Abstract
The purpose of this study was investigating the role of moral leadership in predicting the development of job behavior and breaking the organizational silence. The research method chosen in this research is descriptive and survey method.The statistical population of the study consisted of employees of ...
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The purpose of this study was investigating the role of moral leadership in predicting the development of job behavior and breaking the organizational silence. The research method chosen in this research is descriptive and survey method.The statistical population of the study consisted of employees of Islamic Azad university, Ardabil branch. Based on the Morgan table data,76 individuals were selected as statistical sample and collected from them by stratified random sampling. The data gathering tool in this research is of Organizational Clarity Questionnaire Van Dine etal(2003);Harry and Colleagues' Career Behavior(2004), and Moral Leadership at Carlson and colleagues (2011).to analyze the data, one-sample t-test, Pearson correlation coefficient and linear regression were used.the results of the research hypothesis test showed that the mean of ethical leadership and occupational behavior in the sample group was significantly higher than the average level(P<0.05)while the mean of organizational silence was moderate and There is no significant difference with the mean of the statistical population(P<0.05).Also,the research showed that there was a significant positive correlation between ethical leadership and job behavior (P<0.05)and organizational and organizational silence(P<0.05). Finally, the results of regression analysis showed that the components of ethical leadership dimensions of fairness, power sharing and transparency can significantly predict occupational behavior(P<0.05).among the components of ethical leadership, only subscription Power can predict organizational silence(P<0.05).the management of Islamic Azad university, Ardabil branch should pay attention to the style of leadership and the strengthening of its components in its organization to defeat the silence of human resources and positive job behavior.
Adel Zahed babaelan; HASAN AHMADI; Seyyed mohammad Seyyed kalan
Abstract
The aim of the current research was to identify causes of organizational silence among the staff of the University of Mohaghegh Ardabil. To achieve the aim, case study was used which first qualitative phase was conducted and after that quantitative data was collected and analyzed. The research population ...
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The aim of the current research was to identify causes of organizational silence among the staff of the University of Mohaghegh Ardabil. To achieve the aim, case study was used which first qualitative phase was conducted and after that quantitative data was collected and analyzed. The research population was 354 faculty members of mohaghegh university which 11 members of them were studied through cluster sampling in the qualitative phase and 153 members of them were selected via cluster sampling method. to collect qualitative data, unstructured interview was conducted which validated based on triangulation and participant feedback. On the other hand, the tool for quantitative phase was researcher- designed questionnaire which reliability was 0/92. Inductive content analysis through open coding was applied for analyzing qualitative data and software pls were used for quantitative data. The results showed that that organizational factors such as organizational structure, culture and negative reaction on the part of management and leadership styles and personal factors such as fear of job loss, type of personality, and lack of employee commitment are the reasons that lead to silence people in organizations . Findings also showed the negative reaction from staff managers have the greatest impact on organizational silence.
