Perceived organizational politics and employee silence: supervisor trust as a moderator

Khalid, Jaweria; Ahmed, Jaleel

doi:10.1080/13547860.2015.1092279

Cited by 46 publications

(35 citation statements)

References 63 publications

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“…Although silence studies have argued that trust is an antecedent because it promotes risk-taking behavior and reduces risk perceptions of speaking up (e.g., Dedahanov & Rhee, 2015; Nikolaou et al., 2011), Khalid and Ahmed (2016) implied that trust might not function in predicting employee silence in situations where other strong precursors of employee silence exist such as dispositional factors and organizational factors. They found in their study that when organizational politics dimensions (such as pay and promotion policies) were taken as an environmental determinant of employee silence, trust did not predict silence, thus yielding inconsistent results with prior research (e.g., Dedahanov & Rhee, 2015).…”

Section: Hypothesis Developmentmentioning

confidence: 99%

The Mediating Effect of Perceived Stress and Moderating Effect of Trust for the Relationship Between Employee Silence and Behavioral Outcomes

Dong

Chung

2020

Psychol Rep

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Employees withholding their opinions is pervasive in organizations. However, the individual outcomes of employee silence have not been frequently investigated. Previous studies have found that there are detrimental effects of employee silence and building on this research stream, the study viewed perceived stress as an underlying mechanism linking employee silence to task performance and deviant behavior. Moreover, this study explored the moderating effect of interpersonal trust in the relationship between employee silence and perceived stress. Using a sample of 231 white-collar employees from China, this study found perceived stress to mediate the relationships between employee silence and task performance and deviant behavior. Also, coworker trust was found to moderate the relationship between employee silence and perceived stress. As coworker trust moderated the relationship, supplementary analyses further found mediated moderation for the model.

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Section: Hypothesis Developmentmentioning

confidence: 99%

The Mediating Effect of Perceived Stress and Moderating Effect of Trust for the Relationship Between Employee Silence and Behavioral Outcomes

Dong

Chung

2020

Psychol Rep

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“…Vakola & Bouradas (2005) find a significant relationship between organizational silence and organizational commitment in their research. Khalid & Ahmed (2016) similarly discovere a positive relationship between employees' silence and organizational policies in their study. Karaca Cakinberk et al, (2014), in a study aiming to find out the relationship between faculty members' organizational trust and their organizational silence, find a statistically significant relationship in negative direction close to mid-level between employees' organizational trust perception and organizational silence behavior.…”

Section: Discussion Results and Suggestionsmentioning

confidence: 68%

The Effects of Vocational High School Teachers’ Perceived Trust on Organizational Silence

Sağlam¹

2016

Journal of Education and Training Studies

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The objective of this research is to reveal the effects of vocational school teachers' perceived organizational trust on organizational silence. For this purpose, at first teachers' perception on sub-dimensions of organizational silence and organizational trust, which are respectively "acquiescent silence", "defensive silence", "prosocial silence" and "sensibility to employees", "trust to administrator", "openness to modernity", "communication climate", is tried to be identified. Then, the relationship among the sub-dimensions of organizational silence and organizational trust is determined. The research is conducted in correlational survey model. The research population consists of 293 teachers working in five vocational and technical high schools located in central Uşak province. Since the study is limited to vocational and technical high school teachers and sample size is not so large, no sampling is done and the scale is applied to all teachers. 160 (54.6%) out of 183 (62.4%) returned scales are evaluated after eliminating 23 incorrectly filled scales. During the study two different scales is used to gather data. One of them is "Organizational Trust Scale", developed by Daboval, et al.

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“…Literature on employee motivation to intentionally remain silent (defensive silence) have suggested that the decision to choose silence rather than voice behavior as a response to voice opportunity is a conscious decision and stems more from motivational forces in the organization (Khalid & Ahmed, 2015;Prouska & Psychogios, 2016). Morrison and Millken (2000) highlighted supervisor's negative attitude towards voice and unavailability of communication channels to be the significant motivational forces which significantly leads to defensive silence.…”

Section: R M B Rmentioning

confidence: 99%

“…There are three main types of employee silences based on certain underlying motives. Acquiescent silence, refers to silence because of resignation motive, however Prosocial silence is based on cooperation motive, whereas Defensive silence is defined as silence based on fear motive (Khalid & Ahmed, 2015;Pinder & Harlos, 2001).…”

Section: Review Of Literaturementioning

confidence: 99%

“…However, based on some self-desired outcomes, employees intentionally remain silent (Vakola & Badorus, 2005). This intentionality to engage in silence behavior is described as defensive silence, which is a conscious decision of an employee, based on desired outcome to protect oneself from the risk of negative consequences (Khalid & Ahmed, 2015;Pilař, Pokorná, & Balcarová, 2014).…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Conscious Decision to Engage in Defensive Silence: An Expectancy Theory Perspective

Imran¹,

KHAN²

2020

IRMBR

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The supervisor’s negative attitude towards voice and unavailability of communication channels are considered significant predictors of defensive silence. However, lesser consideration has been given to provide an in-depth explanation of how and why these motivational forces influence employees’ step by step conscious decision to engage in defensive silence. This qualitative study incorporates semi-structured interviews with bank employees of Khyber Pakhtunkhwa, Pakistan. Thematic coding and causal networking techniques were used to transcribe and analyse data and derive emerging themes. Taking influence from the elements of Expectancy Theory, this paper extends theory in the context of service sector by presenting two expectancy theory based defensive silence models. The first model provides reasons such as favoritism, political appointment, supervisor’s self-interest etc., to explain how and why the supervisor’s negative attitude towards voice influences employees’ cognitive mechanism to adopt defensive silence. Similarly, the second model presents the emerging themes like centralized decision system, career ladder, leg pulling, professional jealousy etc., to explain how and why unavailability of communication channels predicts defensive silence. Thus, the study extends the application of expectancy theory and defensive silence phenomenon to new empirical context. The paper concludes with a discussion on implications and recommendations for future work. Keywords: Defensive Silence; Supervisor’s Negative Attitude Towards Voice; Unavailability of Communication Channels.

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Perceived organizational politics and employee silence: supervisor trust as a moderator

Cited by 46 publications

References 63 publications

The Mediating Effect of Perceived Stress and Moderating Effect of Trust for the Relationship Between Employee Silence and Behavioral Outcomes

The Mediating Effect of Perceived Stress and Moderating Effect of Trust for the Relationship Between Employee Silence and Behavioral Outcomes

The Effects of Vocational High School Teachers’ Perceived Trust on Organizational Silence

Conscious Decision to Engage in Defensive Silence: An Expectancy Theory Perspective

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