Assessment of Effective Organizational Communication on Organizational Silence and Organizational Citizenship Behavior

Abstract

This study aimed to determine effective organizational communication with Organizational Silence and Organizational Citizenship Behavior is done. This research is a quantitative and descriptive survey method. The study population consisted of all employees in the country's Export Development Bank whose number is 1,200, a sample according to the sample of 291 was achieved using twostage cluster online questionnaire was distributed among the population under study and the sample was calculated according to the formula Cochran 291, the cluster using two-step online questionnaire was distributed among the population under study. The tool data is measured using standard questionnaires and effective organizational communications questionnaire (25 questions), organizational silence (25 questions) and organizational citizenship behavior (25 questions) which is then distributed between the staff number of 284 questionnaire were collected. Data analysis was performed using structural equation and software Lisrel. Analysis shows the overall indices measure the overall model is perfectly acceptable situation. The results show an inverse relationship between effective organizational communication and organizational silence (0.86-) there is a significant and also an inverse relationship between organizational silence and organizational citizenship behavior (0.19-) there is a significant, and finally a positive relationship between organizational communication effectiveness and organizational citizenship behavior (0.16) significantly there.

An exploratory analysis of internal communication in times of the COVID‐19 pandemic

“…In practical terms, managers need to communicate with employees on various issues that relate to, for example, goals, strategies, organizational policies, performance, training and development opportunities, what they are expected to do in their job, and any proposed changes in working conditions (Armstrong & Taylor, 2014). Considering that managers spend most of their time communicating (Altınöz, 2008; Carrière & Bourque, 2009; Manafzadeh et al., 2018), it is their responsibility to ensure a high‐quality internal communication system (Carrière & Bourque, 2009; Dzamtoska‐Zdravkovska et al., 2013) and to ensure that the information reaching employees is relevant, timely, and done on a regular basis (Armstrong & Taylor, 2014).…”

“…Communication is the sustenance of all human interaction, and it is present not only in personal, family, social, and political life but also in organizational life (Rego, 2016). Currently, organizations to be able to differentiate themselves in the competitive global market have to reinvent themselves (Oliveira et al, 2023), communication being one of the key resources in organizations by allowing information to circulate freely between employees and departments, and when practiced effectively, leads to the achievement of organizational goals and the success of the company (Adu‐Oppong & Agyin‐Birikorang, 2014; Cogollo & Viado, 2020; Manafzadeh et al., 2018; Pongton & Suntrayuth, 2019; Yates, 2006). It should be noted that communicating effectively does not only mean conveying information in an accessible way, it must be timely and understandable by all employees (Bucăţa & Rizescu, 2017).…”

“…It should be noted that communicating effectively does not only mean conveying information in an accessible way, it must be timely and understandable by all employees (Bucăţa & Rizescu, 2017). An open communication between supervisors and colleagues leads to sharing information, ideas, and opinions, increasing a sense of belonging to the organization (Manafzadeh et al., 2018).…”

Effect of Despotic Leadership on the Employee Work Withdrawal Behavior and Acquiescent Silence

“…In different studies, despotic leadership has been positively related to acquiescent silence (Xu et al, 2014). Therefore the despotic behaviors of the leaders tend to disengage employees from work (Manafzadeh et al, 2018). Due to this employees intentionally choose to stay silent and hide valuable information and ideas that could have a major impact on the business (Adeel & Muhammad, 2017;Erkutlu & Chafra, 2019b;Martins & Schilpzand, 2001;Martono et al, 2020).…”

The Effect of Nurses’ Ethical Sensitivity on Organizational Silence in the COVID-19 Outbreak

“…The outputs that are related to silence in an organization have been frequently questioned in recent years (Hekim, 2019;Özçınar et al, 2016). In the literature, education level, age, gender, position, experience, bias, and the desire to maintain the existing structure are examined as individual antecedents (Boufounou & Avdi, 2016;Harmanci Seren, Topcu, Eskin Bacaksiz, Unaldi Baydin, Tokgoz Ekici & Yildirim, 2018), whereas, a climate of distrust, obedience to group behaviors, managerial neglect, and delays in responses, the ineffectiveness of policies, uncertainties in the reporting process, taboo issues that are forbidden to be discussed, and hierarchical structure are examined as organizational antecedents (Harmanci Seren et al, 2018;Manafzadeh, Ghaderi, Moradi, Taheri & Amirhasani, 2018;Milliken, Morrison & Hewlin, 2003;Premeaux & Bedeian, 2003;Vakola & Bouradas, 2005;Walumbwa & Schaubroeck, 2009). There is also evidence that the COVID-19 pandemic has also effects (Chaofan, Qiaobing, Debin & Shiguang, 2021).…”