پیوندهای مفید
اخبار و اعلانات
آمار
| تعداد نشریات | 29 |
| تعداد شماره‌ها | 289 |
| تعداد مقالات | 2,807 |
| تعداد مشاهده مقاله | 3,283,363 |
| تعداد دریافت فایل اصل مقاله | 4,362,174 |
Investigating the relationship between organizational silence and organizational citizen behavior of primary school teachers in Saghez | ||
| School Administration | ||
| مقاله 18، دوره 9، شماره 1، خرداد 2021، صفحه 471-438 اصل مقاله (1.49 M) | ||
| نوع مقاله: Quantitative Research Paper | ||
| شناسه دیجیتال (DOI): https://doi.org/10.34785/J010.2021.559 | ||
| نویسندگان | ||
| Seyyed Jamal Barkhoda* 1؛ Sirous Moradkhah2؛ Sara Naghdi3 | ||
| 1Assistant Professor of Educational Management, Faculty of Humanities and Social Sciences (Department of Educational Sciences), University of Kurdistan, Kurdistan, Iran. | ||
| 2Master student of educational management, Faculty of Humanities and Social Sciences, University of Tehran, Tehran, Iran. | ||
| 3Master student of educational management, Faculty of Humanities and Social Sciences, University of Kurdistan, Kurdistan, Iran. | ||
| چکیده | ||
| Organizations today expect their employees to be creative, to comment, and to be responsible because of fierce competition, customer expectations, and a focus on quality that characterizes a changing world. In Samani behavior, preventing the presentation of employees' opinions and views is called organizational silence. Silence does not only mean not speaking, it also means speaking or writing without credibility and authenticity. In addition, silencing can refer to silence, censorship, deterrence and repression, marginalization, underestimation, deprivation, and other forms of mitigation. Employees are actively involved in organizational activities based on organizational citizenship behavior. Organizational Silence Behavior Theory states that employees avoid disclosing their views and opinions based on an informed decision. Organizational citizenship behavior is an individual, voluntary, and extra-task behavior that is not organized directly or indirectly through the formal reward system and is generally effective in increasing the effectiveness of the organization (Zhang et al, 2017). The purpose of this study is to investigate the relationship between organizational silence and organizational citizen behavior of primary teachers in Saqez. This research is applied in terms of purpose and descriptive-survey in terms of research method. The statistical population included all primary school teachers in Saqez city in the academic year 1300-1400 to 950 people, the sample size was estimated to be 247 people through the Cochran's formula for the target population. In this study, to collect data on organizational silence, the standard questionnaire of 15 questions of Morrison and Milliken organizational silence (Zakariapur, 2014) was used, which includes three components: senior managers 'attitudes to silence, supervisors' attitudes to silence and communication opportunities. Which was assessed by the Vacola and Boradas questionnaire. Also, to measure the organizational citizenship behavior of teachers, a standard 27-item questionnaire of organizational citizenship behavior of Markozi Vazin (Fakori, 2014) was used. This questionnaire was presented by the body according to the components of organizational citizenship behavior to measure organizational citizenship behavior in American cultural conditions. These components are: social etiquette, altruism, work conscience, chivalry, decency, personal coordination and protection of organizational resources. To measure each of the dimensions of organizational citizenship behavior, different terms have been used in seven separate categories with a range of four options. From very low to very high. whose reliability based on Cronbach's alpha coefficient of 0.874 and. 0/ 967, respectively was obtained. Data analysis was performed using SPSS and LISREL. The results show that All t-values of the study were higher than 1.96, which indicates a favorable relationship between explicit variables and latent variables; In such a way that components such as the attitude of senior managers and supervisors and communication opportunities in organizational silence and other components of organizational citizen behavior are well explain the main variable of the research. This value reports a significant relationship for the attitude of senior managers in the subset of organizational silence variable with a value of 9.15 to a very high degree. According to Friedman test, among the three variables of organizational silence, the component of communication opportunities in the first priority and the attitude of supervisors and senior managers in the second and third ranks, respectively. and based on the value (-0.73) there is a significant relationship between organizational silence and organizational citizen behavior and organizational citizen behavior is affected by 73% of organizational silence. The negativity of this value also indicates that with the decrease of organizational silence, the behavior of the organizational citizen increases and with its increase, the behavior of the organizational citizen decreases. The evaluation indicators of the model show that the model related to the variables of organizational citizen behavior and organizational silence has an acceptable fit. CFI indices (adaptive fit index), GFI (good fit index), IFI (incremental fit index), RFI (relative fit index) are all calculated above 0.90 which has a suitable value and indicates the desired fit and acceptance of the final model Although there is an atmosphere of silence in organizations, or in other words, supervisors reinforce behaviors that lead to employee silence, the attitude of top management to create silent behaviors and communication opportunities in the organization is low, this will cause It was found that employees in the organization are often silent about issues, followed by low attitudes of citizenship behavior. Since one of the indicators of reducing organizational silence is creating a participatory atmosphere and managers' communication with employees, so managers of organizations, especially educational organizations can reduce organizational silence by cultivating a positive environment in their organization and as a result Increase that organizational citizen behavior. According to the theoretical foundations, if employees are not allowed to express their opinions in the workplace, their level of organizational citizen behavior will decline. Therefore, the organization is deprived of creative ideas and thoughts of employees. Following the results of the research, it is suggested that managers and supervisors in the path of educational organizations, encourage their employees to explain their opinions and various issues and arrange the necessary support in order to achieve the desired goals. Also, by holding regular meetings with the employees of the organization, face-to-face conversations and interviews, identify the obstacles and challenges affecting the organizational citizenship behaviors and empowerment, and take appropriate measures in accordance with those obstacles and challenges. In this regard, organizations need organizational citizenship behavior by employees. For this reason, organizational citizenship behavior affects organizational performance by increasing the productivity of the human resources or manager, coordinating activities within and between working groups, and enabling more effective adaptation to environmental changes. In addition, encouraging and welcoming the employees of the organization in order to express creative and effective ideas in achieving the organization's goal is also important. One of the important limitations of the study was the coincidence with the outbreak of coronavirus, which made it difficult to reach the target population for data collection. | ||
| کلیدواژه‌ها | ||
| Organizational silence؛ organizational citizen behavior؛ teachers | ||
| مراجع | ||
|
Abbasi, E., & Salehi, M. (2017). The relationship between organizational identity and organizational silence with the organizational citizen behavior of education staff in Fars province. 2nd International Conference on Innovation and Research in Educational Sciences, Management and Psychology. Tehran. [In Persian]. Abbasian, H., & Rajabi Firoozabadi, T. (2016). Investigating the role of group organizational citizen behavior of teachers in the effectiveness of primary schools. School Management, 4(2): 109-121. [In Persian]. Abdulwahab, S.B. (2016). The relationship between job satisfaction, job performance and employee engagement: An explorative study. Business Management and Economics, 4(1): 1-8. Abraham N.A., Yosefi F. (2016). Factors influencing organizational silence, hinder the development of entrepreneurial, scientific-research. Journal of New Approaches in Educational Management, 11(2): 133 -154. Acaray, A., & Akturan, A. (2015). The Relationship between Organizational Citizenship Behaviour and Organizational Silence. Procedia - Social and Behavioral Sciences, 207, 472-482. Ahmad Mohammadi Hoseini, S., Aminbeidokhti, A., & Kohyari Haghighat, A. (2016). The effect of organizational culture on job performance: The Mediating Effect of organizational silence and indifference. Tose e Quarttely Development Management of The Human Resources and Logistics, 1395(40): 109-130. [In Persian]. Ahmad, I., Donia, M. B., Khan, A., & Waris, M. (2019). Do as I say and do as I do? The mediating role of psychologicalcontract fulfillment in the relationship between ethicalleadership and employee extra-role performance. Personnel Review, 48(1): 98-117. Alheet, A.F. (2019). The Impact of Organizational Silence Causal Factors on Self-Efficacy of Health Center Employees in the Jordanian Capital City (Amman). Academy of StrategicManagement Journal, 18(3): 362. Alqarni, S. A. Y. (2020). How school climate predicts teachers organizational silence. International Journal of Educational Administration and Policy Studies, 12(1): 12-27. Al-Rousan, M. A. M., & Omoush, M. M. (2018). The Effect of Organizational Silence on Burnout: A Field Study on Workers at Jordanian Five Star Hotels. Journal of Management and Strategy, 9(3): 114-122. Amirkhani, A.H., & GhalehAghababaei, F. (2017). The Impact of Organizational Silence on Organizational Citizenship Behavior. Journal of Management Studies in Development and Evolution, 26(85): 109-24. [In Persian]. Askari R., Sepaseh F., & Tavazoe Z. (2016). Assesment of the Relationship between Organizational Silenceand Organizational Performance in Educational Hospitals Yazd University of Medical Sciences. The Journal of Toloo-e-behdasht, 15(3): 22-29. [In Persian]. Brinsfield, C.T. (2009). Employee silence: investigation of dimensionality, development of measures, and examination of related factors (doctoral dissertation). Retrieved from ProQuest Dissertations and Theses database. (UMI Number :3376084). Cetin, A. (2020). Organizational silence and organizational commitment: a study of Turkish sport managers. Annals of Applied Sport Science, 8(2). Demirtas, Z. (2018). The Relationships between Organizational Values, Job Satisfaction, Organizational Silence and Affective Commitment. Online Submission, 4(11): 108-125. Dyne, L. V., Ang, S., & Botero, I. C. (2003). Conceptualizing employee silence and employee voice as multidimensional constructs. Journal of Management Studies, 40(6): 1359-1392. Elnaga, A., & Imran, A. (2013). The effect of training on employee performance. European Journal of Business and Management. 5(4): 137-147. Enayati, T., Alipour, A., & Bozorgnia Hosseini, S.F. (2018). Investigating the Causes of Organizational Silence in a Government Organization. Quarterly Journal of Human Resources Studies, 8(24): 108-85. Fahami, M., Mahmoudi, M., & Shahtalebi, B. (2019). Identifying the effective factors of organizational silence of faculty members of universities in Iran. Quarterly Journal of Organizational Culture Management, 17(1): 44_21. [In Persian]. Feyz, D., Bagheri G., Hooshmand, H., & Moradi, A. (2018). Organizational citizenship behavior; investigating the role of human resource branding in the organizational silence of Rahvar Naja police officers. NAJA Scientific Quarterly of Human Resources, 10(57): 9-26. [In Persian]. Gambarotto, F., & Cammozzo, A. (2010). Dreams of silence: Employee voice and innovation in a public sector community of practice. Innovation, 12(2): 166-179. Ghalavandi, H., & Moradi Z. (2015). Analysis of the Relationship between Ethical Climate of the Organization, Organizational Identity and Organizational Silence. Ethics in science and Technology, 10(2):63-71. [In Persian]. Goudarzi, M., Mohseni, A., Mohseni Ardehali, S.Sh., & Rahimi, I. (2017). Investigating the Relationship between Organizational Citizenship Behavior and Job Burnout in Triple Sports Federation Employees. Organizational Behavior Management Studies in Sports, 4(4):65-74. [In Persian]. Guo, G., & Zhou, X. (2013). Research on organizationalcitizenship behavior, trust and customer citizenshipbehavior. International Journal of Business andManagement, 8(16): 86. Hamidianpour, F., Rezaei, B., & Barjouii Mojarrad, S. (2015). The relationship between organizational silence and normative commitment with organizational citizenship behavior. The first international symposium on management science with a focus on sustainable development. The first international symposium on management science with a focus on sustainable development. Tehran. [In Persian]. Hamzeian, A., heidari, H., bagheri garbollagh, H., & fahimrad, R. (2019). An Investigation of the Role of Islamic Work Ethics on Organizational Citizenship Behavior of Traffic Police Personnel with Emphasis on the Mediating Role of Work Passion. Police Management Studies Quarterly, 14(3): 569-590. [In Persian]. Harmanci Seren, A. K., Topcu, Ġ., Eskin Bacaksiz, F., Unaldi Baydin, N., Tokgoz Ekici, E., & Yildirim, A. (2018). Organisational silence among nurses and physicians in public hospitals. Journal of Clinical Nursing, 27(7-8): 1440-1451. Henriksen, K., & Dayton, E. (2006). Organizational silence and hidden threats to Kurzon, D. (2007). Towards a typology of silence. Journal of Pragmatics, 39(10): 1673-1688. Jadidi, R. (2018). Investigating the effect of job satisfaction on organizational citizenship behavior in Saman Bank. Master Thesis. University of Tehran. [In Persian]. Karaca, H. (2013). An exploratory study on the impact of organizational silence in hierarchical organizations: Turkish national police case. European Scientific Journal, ESJ, 9(23): 38-50. Keykha, A., Mirkamali, S. M., & Ebrahimi, B. (2020). Impact of Relationship between Organizational Silence and Organizational Commitment on Social Responsibility. Journal of Development Management Process, 32(4): 93-118. Kilicar, A., & Harbalioglu, M. (2014). Relationship between Organizational Silence and Organizational Citizenship Behavior: A Case Study on Five Stars Hotels in Antaly. Journal of Business Research-Türk, 6(1): 328-346. Kim, S. (2017). Public Service motivation and organizational citizenship behavior in Korea. International Journal of Manpower, 27(8): 722-740. Mehrabi, J., & Golnari, M. (2015). Investigating the relationship between job security and organizational behavior of temporary and temporary employees in Qazvin University of Medical Sciences. Development management, 21, 60-49. [In Persian]. Moradi, E., Safania, A., & Poorsoltani Zarandi, H. (2019). The causal relationship between organizational silence with organizational citizenship behavior: mediating role of organizational identity. Journal of Psychological Achievements, 26(1): 131-150. [In Persian]. Moradi, M. (2016). Evaluate the Impact of Organizational Silence on Behavioral Variables (Case Study: Pars Oil and Gas Company). Human Resource Management in Oil Industry, 7(27): 27-49. [In Persian]. Nafei, W. A. (2016). Organizational Silence: Its Destroying Role of Organizational Citizenship Behavior. International Business Research, 9(5): 57. [In Persian]. Niazazari, M. (2020). The Relationship between knowledge leadership and organizational silence with the mediating role of school principals. School Management, 8(4): 361-341. [In Persian]. Osunde, C. (2015). Privatization of Public Enterprises in Nigeria: Impact On Employees’ Performance and Managerial Implications. International Journal of Research –Grant Haalayah a Knowledge Repository. 3(3): 32-38. Özduran, A., & Tanova, C. (2017). Manager mindsets andemployee organizational citizenship behaviours. International Journal of Contemporary Hospitality Management, 29(1): 589-606. Parvari, P., Sohrabi, R., & Naghdi, A. (2016). An Analysis on the Interaction between Organizational Trust and Organizational Silence of Staff (Case Study: Staff and Faculty Members of University). ). Culture in Islamic University, 6(18): 135-160. [In Persian]. Pinder, C. C., & Harlos, K. P. (2001), Employee silence: quiescence and acquiescence as responses to perceived injustice. Research in Personnel and Human Resources Management, 20, 331-370. Pirannejad, A., Davari, E., & Afkhami, M. (2017). Organizational Silence Contemporary Challenge of Human Resource Management; identifying the factors and its consequences. Quarterly Journal of Organizational Behavior Studies, 6(21): 147_176. [In Persian]. Platis, C., Reklitis, P., & Zimeras, S. (2015). Relation between job satisfaction and job performance in healthcare Services. International Conference on Strategic Innovative Marketing. IC-SIM. September 1-4. Madrid. Spain. Ramalu, S., & Janadari, N. (2020). Authentic leadership and organizational citizenship behaviour: the role of psychological capital. International Journal of Productivity and Performance Management. Ahead-of-print. 10.1108/IJPPM-03-2020-0110. Sarmad, Z., Hejazi, E., & Abbas, B. (2011). Research Methods in Behavioral Sciences. Tehran: Agha Publications. [In Persian]. ShafieeSarvestani, M., Mohammadi, M., & KHalili, Z. (2017). Relationship between Teachers’ Organizational Silence and Their Organizational Memory in Girls High Schools in Shiraz. Journal of School Administration, 5(1): 1-21. Doi: JSA-1705-1134 (R1). [In Persian]. Shareef, R.A., & Atan, T. (2019). The influence of ethicalleadership on academic employees’ organizational citizenshipbehavior and turnover intention: Mediating role of intrinsicmotivation. Management Decision, 57(3): 583-605. Sourizehi, Z., Jabbari, G., & Torbati, A. (2014). Studying the relationship between organizational silence and citizenship behavior based on the mediating role of organizational commitment in khash Agriculture Organization. Public Policy In Administration, 4(2): 71-83. [In Persian]. Taghvaeeyazdi, M. (2020). Conceptual Model of Cultural Management in Relation to Organizational Commitment and Organizational Citizenship Behavior. Journal of Cultural Management, 13(46): 15-39. Tahmasebi, M., Salehi, M., & Gholtash, A. (2016). The Relationship between Employees’ Self-Efficiency and Organizational Support with their Organizational Citizenship Behavior. Journal of New Approaches in Educational Administration, 6(24): 81-92. Torkzadeh, J., & Zeynali, F. (2011). Motivation development and educators enabling: The human capital model. NAJA HUMAN RESOURCES, 2(25): 1-26. Vakola, M., & Bouradas, D. (2005). Antecedents and consequences of organizational silence: An empirical investigation. Employee Relations, 27(5): 441-458. Xu, A.J., Loi, R., & Lam, L.W. (2015). The bad boss takes it all: how abusive supervision and leader–member exchange interact to influence employee silence. The Leadership Quarterly, 26(5): 763-774. Yu, Hsing-Yi.Lou., Jiunn-Horng.Eng., Cheng-Joo.Yang., Cheng-I.Lee., & Li-Hung. (2018). Organizational citizenship behaviour of men in nursing professions: Career stage perspectives. Collegian, 25, 19-26. Zakariapour, Z. (2014). The Relationship between perceived organizational silence and job attitude with respect to mediating silent behavior in the staff of the Martyr Foundation and the Affairs of Veterans of Guilan Province. Master Thesis. Islamic Azad university. Rasht unit. Zareei, M., Taheri, F., & Sayyar, A. (2012). Organizational Silence, acquiescent Silence, defensive silence, prosocial silence, acquiescent voic, defensive voice, prosocial voice. Quarterly Iranian Journal of Management Sciences, 6(21): 77-104. Zhang, Y., Guo, Y., & Newman, A. (2017). Identity judgements, work engagement and organizational citizenship behavior: The mediating effects based on group engagement model. Tourism Management, 61, 190-197. | ||
|
آمار تعداد مشاهده مقاله: 686 تعداد دریافت فایل اصل مقاله: 345 |
||