Edited By Rasim Yilmaz, Günther Löschnigg, Hasan Arslan and Mehmet Ali Icbay
Relationship between Organisational Silence and Organisational Commitment: Moderating Role of Organisational Climate
In today’s business environment, in order to respond changing conditions rapidly, employees are considered to be the most critical resource to gain a competitive advantage. Employees are expected to take initiative and responsibility, generate creative solutions, and speak up about issues that are critical for the organisation. However, it is argued that in a work environment which doesn’t support open communication and participation, employees are likely to prefer to remain silent. This organisational phenomenon, defined as “organisational silence,” has been associated with various behavioural outcomes such as motivation, job satisfaction, turnover, absenteeism, and commitment (Morrison and Milliken, 2000; Vakola and Bourdas, 2005). In this respect, this study aims to investigate the relationship between organisational silence and organisational commitment and the moderating role of organisational climate on this relationship.
Organisational silence, introduced by Morrison and Milliken (2000), is defined as “the employee’s choice to withhold their opinions and concerns about potential organizational problems organization” (p. 707). Organisational silence is discussed in two perspectives. While the first perspective stresses the individual factors, the second perspective argues organisational or managerial factors (Pinder and Harlos, 2001). Individual factors affecting organisational silence can be listed as the fear of being labeled as being negative, the fear of the relationships being damaged, the fear of getting punished or losing one’s job (Bowen and Blackmon, 2003), employees’ beliefs about how talking about the problems will not create any difference, to appraise talking...