The Mediating Role of Mobbing on the Relationship between Organizational Silence and Turnover Intention

Elçi, Meral; Karabay, Melisa Erdilek; Alpkan, Lütfihak; Şener, İrge

doi:10.1016/j.sbspro.2015.01.110

Cited by 36 publications

(33 citation statements)

References 26 publications

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“…The average score of organizational silence was found to be lower than that of nurses working in a Turkish national university hospital (Kılınç & Ulusoy, 2014) or public hospitals in Istanbul (Harmanci Seren et al, 2018). This finding could be supported in terms of the type of hospital establishment as mentioned in the previous studies (Elçi, Erdilek, Alpkan, & Şener, 2014; Harmanci Seren et al, 2018), which indicated that nurses in public hospitals (in which the two Turkish studies were conducted) had a greater tendency toward organizational silence than those in private hospitals (in which all South Korean studies were conducted). This could be due to the stricter hierarchical organizational structure of public hospitals as compared to private hospitals.…”

Section: Discussionsupporting

confidence: 67%

Effects of hospital nurses' internalized dominant values, organizational silence, horizontal violence, and organizational communication on patient safety

Doo

Kim

2020

Research in Nursing & Health

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Recent studies have identified common problems with patient safety in hospitals and medical institutions have responded, prioritizing service quality and performance, including patient safety. However, the factors influencing safety for hospital patients are still being examined and clarified. We aimed to investigate how hospital nurses' internalized dominant values, organizational silence, horizontal violence, and organizational communication satisfaction can affect patient safety and to construct and verify a hypothetical model describing the relationships between these factors. The participant sample included 301 hospital nurses from four large (≥500 beds) general hospitals in Gyeonggi‐do, South Korea. Data were collected through questionnaires from October to November 2018 and analyzed using SPSS 25.0 and AMOS 22.0. Factors that had direct effects on patient safety were organizational silence (β = −.130, p < .05) and organizational communication satisfaction (β = .209, p < .001). Factors that had indirect effects on patient safety were internalized dominant values and horizontal violence. The explanatory power of these variables for patient safety was 7.9%. The results indicate that organizational silence, horizontal violence, and organizational communication satisfaction fully mediated the relationship between nurses' internalized dominant values and patient safety. Our findings may be useful to hospital administrators and managers in identifying and analyzing these organizational characteristics in their institutions. Further, the model described in the results may be used to inform the development of educational programs and strategies to improve patient safety by reducing organizational silence and horizontal violence and improving organizational communication.

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Section: Discussionsupporting

confidence: 67%

Effects of hospital nurses' internalized dominant values, organizational silence, horizontal violence, and organizational communication on patient safety

Doo

Kim

2020

Research in Nursing & Health

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“…International studies showed that organisational silence results in rumours, higher turnover intention and organisational cynicism; lower job satisfaction and organisational commitment in different sectors and countries. Therefore, researchers from different countries have been paying attention to the concept of organisational silence in order to improve organisational outputs (Aeen, Zarei, & Matin, ; Çaylak & Altuntaş, ; Elçi, Karabay Erdilek, Alpkan, & Şener, ; Panahi, Veiseh, Divkhar, & Kamari, ).…”

Section: Introductionmentioning

confidence: 99%

Organisational silence among nurses and physicians in public hospitals

Seren

Topçu

Bacaksız

et al. 2018

Journal of Clinical Nursing

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Physicians and nurses are responsible for the fulfilment of highly important tasks for their organisations. Their contributions help their organisations remain competitive, improve the health services, ensure and sustain patient safety. Hence, these results will provide information to facilitate an understanding of the topics, causes and consequences of organisational silence among physicians and nurses, two key healthcare professions, and will be helpful in the development of medical and nursing human resources in clinical settings.

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“…Intention to leave, defined simply as the behavioral intent to leave an organization (Kuvaas, 2006), refers to the possibility of employees quitting their job and organization on their own will (Elçi et al, 2014). Konovsky & Cropanzano (1991) also state that employees think about leaving their job when they are not satisfied with their current working conditions.…”

Section: Perceived Organizational Career Management and Intention To mentioning

confidence: 99%

The Moderating Role of Organizational Identification on the Relationship between Perceived Organizational Career Management and Intention to Leave

Taşkıran¹

2017

IJBM

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The available literature suggests that perceived organizational career management is seen as an antecedent of intention to leave and organizational identification is considered to be superior in predicting employees' turnover intentions. Thus, this study aims at investigating the effect of perceived organizational career management on intention to leave and to determine the moderating role of organizational identification in this relation. The data was collected from 256 employees from the banking sector in the city of Istanbul, Turkey. Hierarchical regression analysis was employed to the gathered data to test the hypotheses developed for the study. The results indicated that perceived organizational career management correlated negatively with intention to leave. It was also found out that organizational identification served as a moderator for the relationship between POCM and intention to leave. Thus, the results point out that the effect of employees' perceived organizational career management on their intention to leave varies when they identify themselves with their organizations.

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The Mediating Role of Mobbing on the Relationship between Organizational Silence and Turnover Intention

Cited by 36 publications

References 26 publications

Effects of hospital nurses' internalized dominant values, organizational silence, horizontal violence, and organizational communication on patient safety

Effects of hospital nurses' internalized dominant values, organizational silence, horizontal violence, and organizational communication on patient safety

Organisational silence among nurses and physicians in public hospitals

The Moderating Role of Organizational Identification on the Relationship between Perceived Organizational Career Management and Intention to Leave

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