Effect of Perceived Procedural Justice on Faculty Members’ Silence: The Mediating Role of Trust in Supervisor

Tülübaş, Tijen; Celep, Cevat

doi:10.1016/j.sbspro.2012.06.804

Cited by 22 publications

(18 citation statements)

References 33 publications

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“…Many organizations have been involved in solving a major puzzle and that is most people know the fact about certain problems of organization but do not have the courage to express those facts to their supervisors (Morrison & Milliken, 2000;2003;Bowen & Blackmon, 2003;Brinsfield et al, 2009;Tulubas & Celep, 2012).…”

Section: Organizational Silencementioning

confidence: 99%

Organizational Silence: A Barrier to Job Engagement in Successful Organizations

Nafei¹

2016

IBR

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Purpose: Although the phenomenon of Organizational Silence (OS) is widely seen in organizations, there is little empirical evidence regarding its nature and components. The purpose of this research is to identify the types of OS and its effects on JE at Menoufia University Hospitals in Egypt.Design/methodology/approach: To assess OS, refer to (OS questionnaire, Schechtman, 2008;Brinsfield, 2009) and JE (JE questionnaire, Rich et al., 2010). Five dimensions of OS are constructed and measured in order to examine their effects on JE at Menoufia University Hospitals in Egypt. Out of the 338 questionnaires that were distributed to employees, 300 usable questionnaires were returned, a response rate of 88%. Multiple Regression Analysis (MRA) was used to confirm the research hypotheses. Findings:Results indicate that supervisors' attitudes to silence, top management attitudes to silence and communication opportunities are associated and predict ES behaviour. The research has found that there is significant relationship between OS and JE. Also, the research has found that OS directly affects JE. In other words, OS is one of the biggest barriers to organizational engagement of the employees at Menoufia University Hospitals in Egypt. Practical implications:This research contributes to stimulate scientific research, particularly in terms of testing the model content, as well as studying the research variables and the factors affecting them. In addition, this research pointed to the need for organizations to adopt a culture which encourages and urges employees to speak in the labor issues and the non-silence in order for the administration to be able to realize these issues and try to solve them first hand in order to prevent their aggravation.Originality/value: Although the phenomenon of silence is expected in organizations, there is little empirical evidence in the literature aimed at defining, analyzing, and coping with it. Silence climate has an impact on the ability of organizations to detect errors and learn. Therefore, organizational effectiveness is negatively affected. This research aims to measure the effect of OS on JE. Based on the findings of this research, some important implications are discussed.

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Section: Organizational Silencementioning

confidence: 99%

Organizational Silence: A Barrier to Job Engagement in Successful Organizations

Nafei¹

2016

IBR

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“…A study applied on a sample of faculty members in Namek Kemal and Kocaeli universities in Turkey. The authors are partially studied the impact of trust in the supervisor on organizational silence, and reached that there a statistically significant positive effect of trust in supervisor on organizational silence behavior of faculty members at both universities [36]. Brinsfield (2013) study applied on a sample of MBA students and employees in some industrial companies in Minnesota (USA) to identify the causes of silence.…”

Section: Introductionmentioning

confidence: 99%

The Supervisor’s Support For Silence And The Organizational Commitment: The Mediating Role Of Organizational Silence Behavior

Rayan

Ali

Moneim

2020

EJBMR

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The aim of this study was to test the relationship between supervisor support for silence and organizational commitment, as well as testing the relationship between supervisor support for silence and organizational silence behavior. The study also aimed to identify the relationship between organizational silence behavior and organizational commitment, as well as the test of the mediation role of silence behavior in the relationship between supervisor support for silence and organizational commitment. The study was applied to a sample of (365) employees from Assiut university in Egypt. The current study used Brinsfield (2009) scale to measure the supervisor support for silence, and organizational silence behavior which was prepared based on several studies (Morrison & Obligation either, Melliken; 2000; Pinder & Harlos, 2001; Vakola & Buradas, 2005) where the organizational commitment was measured by Morrow (1983). Data analyzed using the SPSS program Data, as well as the AMOS program to test the quality of compatibility between data collected and theoretical data, and the structural model to test the hypotheses of the study. The study found that there is a negative relationship between the supervisor's support for silence and the organizational commitment. There is a positive correlation between supervisor support for silence and organizational silence behavior and a negative relationship between the behavior of organizational silence and organizational commitment. The study also found that the Organizational Silence behavior mediated the relationship between Supervisor’s support for silence and the Organizational Commitment. Directions for managerial implications are recommended to Assiut University. The study ended with the limitations and avenues for future research.

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“…Some other studies show that Interactional justice has some positive effect on trust in supervisor (Wong, 2012). However some other studies find that Perceived Procedural Justice has significant effect on trust in supervisor (Tulubas & Celep, 2012). Researchers argue that distributive justice is only predictor of managerial trust and Interactional justice did not predict either type of trust (Hubbell & Chory-Assad, 2005).…”

Section: Association Between Justice and Trustmentioning

confidence: 96%

What is the effect of Organizational Justice and Perceived Organizational and Supervisor Support on Employee’s Level of Trust?

Arif

Kundi

Khan

2020

SJOM

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Aim - Past studies support the importance of organizational justice and its impact on employees' work attitudes. There are many factors that affect the employees’ work attitude but their perceptions about organizational justice and support are significant factors. Many studies have been conducted to investigate the relationship between Organizational justice and trust but there is a lack of research to measure the mediating role of perceived support. This study examines the role of perceived support as a mediator between organizational justice and trust. Methodology - The sample of the study is 170 faculty members of public and private sector universities of Pakistan. A cross-sectional design with a standardized questionnaire is used. Findings - Results indicate that distributive, procedural and interactional justice is direct antecedents of organizational and supervisory trust with the demonstration perceived organizational support as a partial mediator between procedural justice and organizational trust. Distributive justice is related to organizational trust both directly and indirectly through perceived organizational support and supervisory trust. Finally, interactional justice is a direct and indirect predictor of supervisory trust through perceived supervisor support.

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Effect of Perceived Procedural Justice on Faculty Members’ Silence: The Mediating Role of Trust in Supervisor

Cited by 22 publications

References 33 publications

Organizational Silence: A Barrier to Job Engagement in Successful Organizations

Organizational Silence: A Barrier to Job Engagement in Successful Organizations

The Supervisor’s Support For Silence And The Organizational Commitment: The Mediating Role Of Organizational Silence Behavior

What is the effect of Organizational Justice and Perceived Organizational and Supervisor Support on Employee’s Level of Trust?

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