This study aimed to investigate the relationship between organizational performance and organizational silence tavanir company employees and managers in Tehran that the findings of applied research, descriptive survey. The population of 420 employees and managers (335 employees, 85 managers) company tavanir in Tehran city. The sample is stratified sampling method used, of which 260 questionnaires were randomly distributed among employees and managers that the 201 questionnaires were completed and were received back. Data collection tools included a questionnaire with 23 questions Brynsfyld organizational silence and organizational performance Achiu questionnaire has 42 items. The reliability of each of these components was determined by Cronbach's alpha coefficient 875/0 and 905/0. And then to check the normality of the variables of the Kolmogorov - Smirnov test and Spearman correlation coefficient was used to examine the relationship between the assumptions and results of the analysis showed that organizational silence and organizational performance between managers and employees is a significant relationship. Regression analysis showed that organizational silence and its components predictive power of enterprise performance management and staff are on two levels. Mann-Whitney test results also indicate a significant difference between the attitudes of managers and employees to remain silent was a tiny organization does not exist and the performance of organizational and personnel in accordance with Mann-Whitney U test was no significant difference.
The examination of relation between organizational space and organizational p...ijsptm
The organizational space defines what the method of work is and that which kind of behaviors are
supported. The target of this examination is to knowing of the existence of relation between organizational
spaces (structure of organizational, organizational responsibility, Productivity of managers, organizational
identity) and the organizational patronage of the leaders in administrations of West Azerbaijan. Generally
150 episodes of standard questioning in statistical society were done and 100 questioning for scrutiny
hypothesis were done. According to the normal data of Pearson’s coefficient to identify of the kind of the
quantity of relations between shifty was used. The result of this examination shows a direct relation
between organizational responsibility, manager’s productivity and organizational identity with
organizational patronage. But there is not any relation between organizational structure dimension and
organizational patronage. So it is suggested to do important activities in order to improve the
organizational patronage by using efficient organization.
An empirical knowledge gap has been observed regarding the relationship between organizational commitment and employee job performance of Administrative Officers in University of Jaffna, Sri Lanka. Therefore, in order to fill this empirical knowledge gap, this study was carried out with the objectives of explores the relationship between organizational commitment and job performance and explores the impact of organizational commitment on job performance of Administrative Officers in University of Jaffna, Sri Lanka. The data of this study have been collected from 40 Administrative Officers in University of Jaffna, Sri Lanka through the structured questionnaire. The data were analysed with univariate and bivariate analyses using SPSS 19.0. Findings of the study stated that there is a medium positive relationship between organizational commitment and job performance. And also findings of the study stated that organizational commitment has significant impact on employee performance. This study suggested that organizational commitment of the employees can improve employees’ job performance.
Thesis : The Effect of Employee Perception of Management on Work Motivation, ...Noéline T
The manager’s ability to management and motivate his or her team reflects people’s overall performance. Unfortunately, these are not inborn skills. This research examines the components of employees’ perception of management impact work motivation. Managers and employees’ perception of management and motivation were surveyed. The results show a relationship between employee perception of management and (1) relationship between employee and manager, (2) the manager’s ability to motivate, (3) autonomy and (4) trust. Having a P value superior than 0.05, these elements are dependent variables of employees’ perception. Managers should therefore be more careful with these components.
Impact of Abusive Supervision on Employee Turnover Intention: The Moderating ...ijtsrd
The research was aimed to find out the impact of abusive supervision on turnover intention and to see how the moderating role effect by the abusive supervision and leads toward turnover intention i.e. emotional exhaustion. A total of 60 responses were gathered for the analysis of the study. The analysis has to be done through filling up questionnaires from the respondents. Statistical package of social sciences (SPSS) was implemented to get the result. The result finds that emotion exhaustion moderates the relationship between the dependent and independent variable. The nexus between abusive supervision and turnover intention turn out to be positively significant. An optimistic relation was found between the abusive supervision and the moderating variable. Mr. Sher Alam Khetran | Mr. Sikandar Wali | Dr. Muhammad Yar Khan | Ms. Jawaria Mushtaq"Impact of Abusive Supervision on Employee Turnover Intention: The Moderating Effect of Emotional Exhaustion" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-2 | Issue-3 , April 2018, URL: http://www.ijtsrd.com/papers/ijtsrd11275.pdf http://www.ijtsrd.com/management/business-administration/11275/impact-of-abusive-supervision-on-employee-turnover-intention-the-moderating-effect-of-emotional-exhaustion/mr-sher-alam-khetran
Perceived Managerial Leadership Styles, Work Engagement, Organizational Commi...Dr. Ibrahim Siawash
This research was conducted as part of requirement for my MS degree in Industrial Organizational Psychology from GC University Lahore. Contact me for the complete thesis findings and discussions.
The examination of relation between organizational space and organizational p...ijsptm
The organizational space defines what the method of work is and that which kind of behaviors are
supported. The target of this examination is to knowing of the existence of relation between organizational
spaces (structure of organizational, organizational responsibility, Productivity of managers, organizational
identity) and the organizational patronage of the leaders in administrations of West Azerbaijan. Generally
150 episodes of standard questioning in statistical society were done and 100 questioning for scrutiny
hypothesis were done. According to the normal data of Pearson’s coefficient to identify of the kind of the
quantity of relations between shifty was used. The result of this examination shows a direct relation
between organizational responsibility, manager’s productivity and organizational identity with
organizational patronage. But there is not any relation between organizational structure dimension and
organizational patronage. So it is suggested to do important activities in order to improve the
organizational patronage by using efficient organization.
An empirical knowledge gap has been observed regarding the relationship between organizational commitment and employee job performance of Administrative Officers in University of Jaffna, Sri Lanka. Therefore, in order to fill this empirical knowledge gap, this study was carried out with the objectives of explores the relationship between organizational commitment and job performance and explores the impact of organizational commitment on job performance of Administrative Officers in University of Jaffna, Sri Lanka. The data of this study have been collected from 40 Administrative Officers in University of Jaffna, Sri Lanka through the structured questionnaire. The data were analysed with univariate and bivariate analyses using SPSS 19.0. Findings of the study stated that there is a medium positive relationship between organizational commitment and job performance. And also findings of the study stated that organizational commitment has significant impact on employee performance. This study suggested that organizational commitment of the employees can improve employees’ job performance.
Thesis : The Effect of Employee Perception of Management on Work Motivation, ...Noéline T
The manager’s ability to management and motivate his or her team reflects people’s overall performance. Unfortunately, these are not inborn skills. This research examines the components of employees’ perception of management impact work motivation. Managers and employees’ perception of management and motivation were surveyed. The results show a relationship between employee perception of management and (1) relationship between employee and manager, (2) the manager’s ability to motivate, (3) autonomy and (4) trust. Having a P value superior than 0.05, these elements are dependent variables of employees’ perception. Managers should therefore be more careful with these components.
Impact of Abusive Supervision on Employee Turnover Intention: The Moderating ...ijtsrd
The research was aimed to find out the impact of abusive supervision on turnover intention and to see how the moderating role effect by the abusive supervision and leads toward turnover intention i.e. emotional exhaustion. A total of 60 responses were gathered for the analysis of the study. The analysis has to be done through filling up questionnaires from the respondents. Statistical package of social sciences (SPSS) was implemented to get the result. The result finds that emotion exhaustion moderates the relationship between the dependent and independent variable. The nexus between abusive supervision and turnover intention turn out to be positively significant. An optimistic relation was found between the abusive supervision and the moderating variable. Mr. Sher Alam Khetran | Mr. Sikandar Wali | Dr. Muhammad Yar Khan | Ms. Jawaria Mushtaq"Impact of Abusive Supervision on Employee Turnover Intention: The Moderating Effect of Emotional Exhaustion" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-2 | Issue-3 , April 2018, URL: http://www.ijtsrd.com/papers/ijtsrd11275.pdf http://www.ijtsrd.com/management/business-administration/11275/impact-of-abusive-supervision-on-employee-turnover-intention-the-moderating-effect-of-emotional-exhaustion/mr-sher-alam-khetran
Perceived Managerial Leadership Styles, Work Engagement, Organizational Commi...Dr. Ibrahim Siawash
This research was conducted as part of requirement for my MS degree in Industrial Organizational Psychology from GC University Lahore. Contact me for the complete thesis findings and discussions.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
In the context of the popularization of higher education and the emergence of a large number of newly-built universities in China, it is important to improve the job performance of administrative for newly-built university effectiveness and outcomes. According to perceived organizational support (POS) theory and relevant research review, POS is considered to be a key factor in improving job performance. However, there is still some research found that POS could not affect job performance directly and researchers are less concerned about university administrative staff. Therefore, this study aimed to determine the effect of perceived organizational support on job performance among administrative staff of newly-built university in China. An online questionnaire was adopted in the study to collect data, and a total of 426 administrative staff participated in the survey. After data analysis by SPSS, the findings indicated that the level of POS and job performance among administrative staff is slightly low. The findings also revealed that a positive correlation exists between POS and job performance, and the POS has significant effect on job performance. The study further discussed the findings and recommended that more organizational support should be provided by newly-built universities in order to improve the job performance of administrative staff.
The primary aim of this article discussed in change management assignment is to explore the case studies where managerial communication skills have helped in successfully managing the change initiatives.
The Nonlinear Effects between Communication Satisfaction and Organizational C...IJRTEMJOURNAL
There are many studies on communication, but existing studies have limitations. Above of all,
communication satisfaction research is interested only in the linear effect of communication. Therefore, this study
investigates the nonlinear effect of communication satisfaction in order to supplement the neglected part of
existing studies. For this purpose, the types of communication were classified into supervisory communication and
co-worker communication, and nonlinear effects between communication satisfaction and organizational
commitment were verified. For the analysis 285 data were used, and all hypotheses were supported. Based on the
analysis results, implications and limitations were discussed.
A Study of the Relationship between Work Engagement and Job Satisfaction in P...IJAEMSJORNAL
The purpose of this study is to investigate the relationship between work engagement and job satisfaction. The research aimed to examine each of ( equal opportunities, personal influence, nature of career, development opportunity, employee recognition, work challenge, supervisor behaviour, ethics and integrity, and job empowerment) and its relationship with job satisfaction in private companies in Erbil. The researcher used quantitative research method in order to measure the relationship between work engagement and job satisfaction, however only 108 respondents were participated in the current study. The researcher used multiple regression analysis to measure the relationship among variables. The researcher found that workplace challenge had the highest value among other work engagement elements = .671 and P-value = .000 which indicates that many private companies’ employees are engaged to their job because of time management, Overwhelming workloads and communication. This research highlighted the significance of workplace challenge that inspires the individuals to be more engaged to their organization. Employee engagement is a positive attitude towards the workplace and is the degree that an individual is bind to the organization. Only small number of employees had participated in this research from private companies in Kurdistan, which limits the outcome of the study.
An Empirical Study on Employee Exit Management Practices in Software IndustriesDr. Kiran Kumar Thoti
Employee exit management describes the consciously designed separation process when an employee leaves the company, for which he has previously worked within the scope of a work or service contract. It deals with the formal processes revolving around an employee’s exit from an organization either through voluntary resignation, layoffs or termination. The exit management study was conducted in Virtusa Polaris Pvt Ltd, Chennai in Tamil Nadu. The total number sample was 100. The data was collected from the software employees who are leaving organization and in notice period
A Study Factors Influence on Organisation Citizenship Behaviour in Corporate ...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Identification of the Factors Effective on Increase of Staff Productivity in ...IOSR Journals
Several years have passed since the discussion around productivity has begun amid the scientific and social discussions of Iran. In the world’s fast-moving competition stage and the accelerating course of technology, policymakers and managers now pay attention to improvement of productivity sometimes as tools and sometimes as goals. This research study addresses 4 effective factors on productivity through the correlation analysis. The statistical population includes the employees of the central office working in Iran Electrical Development Organization, who have been selected randomly, and their viewpoints were obtained by using the questionnaire. The results of research prove that paying attention to fundamental needs of the employees, their participation in decision-makings, staff teamwork in the work environment, and payment of fringe benefits to the employees will increase their productivity in the work environment. Further, as viewed by people with different educational levels and gender, the indices effective on productivity are different from each other.
A Study on Leadership Styles Adopted at V-Trans in India`Dr. Amarjeet Singh
Leadership styles are usually considered a benefit
for the most companies. This style focuses the management
that provides guidance and help to its team and departments
while accepting and receiving the inputs from individual team
members. These leaders not reserve to their activities and
authority only but in actual they bother about consultation of
employees. To evaluated worker’s views of their senior and
top leadership team and state that this style focuses on using
the skills, experience, and ideas of others. However, the
leaders or managers using this style but still remains the final
decision making power in the leader’s hand. To his or her
credits, they will not make major decision without firstly
getting the input from those that will be affected, provide
proper recognition, and delegate responsibilities. The main
intension of this paper is to identify and examine the
leadership styles adopted in the organization. This leadership
styles improve the performance in both short term and long
term and can be used for any type of work project.
A Study on Employees Job Satisfaction at Borax India Ltd Companyijtsrd
Job satisfaction is to find the level of job satisfaction. It ultimately decides the extent of employ motivation through the development of organizational climate or environment satisfaction is specific subset of attitudes held by organizational members. It is the attitude one has towards his or her job. Stated another way, it is one's effective response to the job. Job satisfaction in a narrow sense means attitudes related to the job. It is concerned with such specific factors has salaries , supervisory action, steadiness of employment, conditions of work, and relationship between employees and employers prompt settlement of grievances, fair treatment of employer and other similar items. Job satisfaction is related to different Socio economic and personal factors, such as age, gender, safety and comfort, working Environment, education, duration of work etc. The present paper will highlight different factors affecting job satisfaction in borax Indian ltd company. Indumathi. T | Govind Urmila | Srimathi. V "A Study on Employees Job Satisfaction at Borax India Ltd Company" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-6 , October 2019, URL: https://www.ijtsrd.com/papers/ijtsrd29215.pdf Paper URL: https://www.ijtsrd.com/management/hrm-and-retail-business/29215/a-study-on-employees-job-satisfaction-at-borax-india-ltd-company/indumathi-t
Security and Safety in the Gulf of Guinea: The Role of Intelligence-Led Law E...inventionjournals
The Gulf of Guinea (GoG) straddles sixteen countries from Senegal to the North-West of Africa down South to Angola and covers a stretch of over 6,000km. Starting from early 1950s till date, this region has gained in high economic importance as a hub of abundant deposits of hydrocarbon, marine, and rainforest resources, namely, oil and gas, fish and other aquatic resources, and timber and a very popular channel for shipping and international commerce. This paper, therefore, examined the wide range of situational and structural factors that have converged to make the Gulf of Guinea (GoG) gain its current notoriety as one of the most dangerous in the world, in equal if not to a greater measure as the Straits of Malacca and the Gulf of Aden.The paper also evaluated the relevance and impacts of country-level, regional and trans-regional initiatives already undertaken to tackle maritime insecurity in the GoG, given that insecurity on the seas increasingly portend grave danger to stability and prosperity for countries in the region. A key conclusion of the study is that faced with the dire consequences of maritime insecurity, countries in the region have so far not been able to develop a cogent and coherent maritime security policy, strategy or framework to effectively tackle the menace. The paper recommended that what is required and most desirable in the medium and long terms in order to establish effective and sustainable maritime governance regime is for GoG countries to move quickly and decisively towards the harmonization of policies and effective implementation. Beyond what has mostly been ad-hoc, token and symbolic national level responses, the path to follow would require collective action, the type that is supported by substantial continental and global commitments in the short, medium and long terms. Much more crucially, the paper vehemently rejected the military option that is based on violence-for-violence and the traditional and reactive method of policing that is incident-based in nature in the fight against insecurity in the region as these two strategies have all proved to be infective. In their place, the paper recommended diligent adoption of the modern and proactive method of law enforcement known as intelligenceled policing for the fight against insecurity in the region.
Charoen Pokphand Foods Plc.’s Quest to become the Kitchen of the World: An Ov...inventionjournals
In this case study, the readers will be navigated through the successful journey of Charoen Pokphand Foods Plc. (CPF) as the company brilliantly raced to reach its pinnacle in business map as kitchen of the world. For the starters, the readers will be enlightened with the history and business model of CPF. The highlight of this paper is mainly how CPF reconnected and aligned its aim to their customer’sbuying dynamics so that they manage to market the right product to the right customer in the right wayin order to become the Kitchen of the World.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
In the context of the popularization of higher education and the emergence of a large number of newly-built universities in China, it is important to improve the job performance of administrative for newly-built university effectiveness and outcomes. According to perceived organizational support (POS) theory and relevant research review, POS is considered to be a key factor in improving job performance. However, there is still some research found that POS could not affect job performance directly and researchers are less concerned about university administrative staff. Therefore, this study aimed to determine the effect of perceived organizational support on job performance among administrative staff of newly-built university in China. An online questionnaire was adopted in the study to collect data, and a total of 426 administrative staff participated in the survey. After data analysis by SPSS, the findings indicated that the level of POS and job performance among administrative staff is slightly low. The findings also revealed that a positive correlation exists between POS and job performance, and the POS has significant effect on job performance. The study further discussed the findings and recommended that more organizational support should be provided by newly-built universities in order to improve the job performance of administrative staff.
The primary aim of this article discussed in change management assignment is to explore the case studies where managerial communication skills have helped in successfully managing the change initiatives.
The Nonlinear Effects between Communication Satisfaction and Organizational C...IJRTEMJOURNAL
There are many studies on communication, but existing studies have limitations. Above of all,
communication satisfaction research is interested only in the linear effect of communication. Therefore, this study
investigates the nonlinear effect of communication satisfaction in order to supplement the neglected part of
existing studies. For this purpose, the types of communication were classified into supervisory communication and
co-worker communication, and nonlinear effects between communication satisfaction and organizational
commitment were verified. For the analysis 285 data were used, and all hypotheses were supported. Based on the
analysis results, implications and limitations were discussed.
A Study of the Relationship between Work Engagement and Job Satisfaction in P...IJAEMSJORNAL
The purpose of this study is to investigate the relationship between work engagement and job satisfaction. The research aimed to examine each of ( equal opportunities, personal influence, nature of career, development opportunity, employee recognition, work challenge, supervisor behaviour, ethics and integrity, and job empowerment) and its relationship with job satisfaction in private companies in Erbil. The researcher used quantitative research method in order to measure the relationship between work engagement and job satisfaction, however only 108 respondents were participated in the current study. The researcher used multiple regression analysis to measure the relationship among variables. The researcher found that workplace challenge had the highest value among other work engagement elements = .671 and P-value = .000 which indicates that many private companies’ employees are engaged to their job because of time management, Overwhelming workloads and communication. This research highlighted the significance of workplace challenge that inspires the individuals to be more engaged to their organization. Employee engagement is a positive attitude towards the workplace and is the degree that an individual is bind to the organization. Only small number of employees had participated in this research from private companies in Kurdistan, which limits the outcome of the study.
An Empirical Study on Employee Exit Management Practices in Software IndustriesDr. Kiran Kumar Thoti
Employee exit management describes the consciously designed separation process when an employee leaves the company, for which he has previously worked within the scope of a work or service contract. It deals with the formal processes revolving around an employee’s exit from an organization either through voluntary resignation, layoffs or termination. The exit management study was conducted in Virtusa Polaris Pvt Ltd, Chennai in Tamil Nadu. The total number sample was 100. The data was collected from the software employees who are leaving organization and in notice period
A Study Factors Influence on Organisation Citizenship Behaviour in Corporate ...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Identification of the Factors Effective on Increase of Staff Productivity in ...IOSR Journals
Several years have passed since the discussion around productivity has begun amid the scientific and social discussions of Iran. In the world’s fast-moving competition stage and the accelerating course of technology, policymakers and managers now pay attention to improvement of productivity sometimes as tools and sometimes as goals. This research study addresses 4 effective factors on productivity through the correlation analysis. The statistical population includes the employees of the central office working in Iran Electrical Development Organization, who have been selected randomly, and their viewpoints were obtained by using the questionnaire. The results of research prove that paying attention to fundamental needs of the employees, their participation in decision-makings, staff teamwork in the work environment, and payment of fringe benefits to the employees will increase their productivity in the work environment. Further, as viewed by people with different educational levels and gender, the indices effective on productivity are different from each other.
A Study on Leadership Styles Adopted at V-Trans in India`Dr. Amarjeet Singh
Leadership styles are usually considered a benefit
for the most companies. This style focuses the management
that provides guidance and help to its team and departments
while accepting and receiving the inputs from individual team
members. These leaders not reserve to their activities and
authority only but in actual they bother about consultation of
employees. To evaluated worker’s views of their senior and
top leadership team and state that this style focuses on using
the skills, experience, and ideas of others. However, the
leaders or managers using this style but still remains the final
decision making power in the leader’s hand. To his or her
credits, they will not make major decision without firstly
getting the input from those that will be affected, provide
proper recognition, and delegate responsibilities. The main
intension of this paper is to identify and examine the
leadership styles adopted in the organization. This leadership
styles improve the performance in both short term and long
term and can be used for any type of work project.
A Study on Employees Job Satisfaction at Borax India Ltd Companyijtsrd
Job satisfaction is to find the level of job satisfaction. It ultimately decides the extent of employ motivation through the development of organizational climate or environment satisfaction is specific subset of attitudes held by organizational members. It is the attitude one has towards his or her job. Stated another way, it is one's effective response to the job. Job satisfaction in a narrow sense means attitudes related to the job. It is concerned with such specific factors has salaries , supervisory action, steadiness of employment, conditions of work, and relationship between employees and employers prompt settlement of grievances, fair treatment of employer and other similar items. Job satisfaction is related to different Socio economic and personal factors, such as age, gender, safety and comfort, working Environment, education, duration of work etc. The present paper will highlight different factors affecting job satisfaction in borax Indian ltd company. Indumathi. T | Govind Urmila | Srimathi. V "A Study on Employees Job Satisfaction at Borax India Ltd Company" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-6 , October 2019, URL: https://www.ijtsrd.com/papers/ijtsrd29215.pdf Paper URL: https://www.ijtsrd.com/management/hrm-and-retail-business/29215/a-study-on-employees-job-satisfaction-at-borax-india-ltd-company/indumathi-t
Security and Safety in the Gulf of Guinea: The Role of Intelligence-Led Law E...inventionjournals
The Gulf of Guinea (GoG) straddles sixteen countries from Senegal to the North-West of Africa down South to Angola and covers a stretch of over 6,000km. Starting from early 1950s till date, this region has gained in high economic importance as a hub of abundant deposits of hydrocarbon, marine, and rainforest resources, namely, oil and gas, fish and other aquatic resources, and timber and a very popular channel for shipping and international commerce. This paper, therefore, examined the wide range of situational and structural factors that have converged to make the Gulf of Guinea (GoG) gain its current notoriety as one of the most dangerous in the world, in equal if not to a greater measure as the Straits of Malacca and the Gulf of Aden.The paper also evaluated the relevance and impacts of country-level, regional and trans-regional initiatives already undertaken to tackle maritime insecurity in the GoG, given that insecurity on the seas increasingly portend grave danger to stability and prosperity for countries in the region. A key conclusion of the study is that faced with the dire consequences of maritime insecurity, countries in the region have so far not been able to develop a cogent and coherent maritime security policy, strategy or framework to effectively tackle the menace. The paper recommended that what is required and most desirable in the medium and long terms in order to establish effective and sustainable maritime governance regime is for GoG countries to move quickly and decisively towards the harmonization of policies and effective implementation. Beyond what has mostly been ad-hoc, token and symbolic national level responses, the path to follow would require collective action, the type that is supported by substantial continental and global commitments in the short, medium and long terms. Much more crucially, the paper vehemently rejected the military option that is based on violence-for-violence and the traditional and reactive method of policing that is incident-based in nature in the fight against insecurity in the region as these two strategies have all proved to be infective. In their place, the paper recommended diligent adoption of the modern and proactive method of law enforcement known as intelligenceled policing for the fight against insecurity in the region.
Charoen Pokphand Foods Plc.’s Quest to become the Kitchen of the World: An Ov...inventionjournals
In this case study, the readers will be navigated through the successful journey of Charoen Pokphand Foods Plc. (CPF) as the company brilliantly raced to reach its pinnacle in business map as kitchen of the world. For the starters, the readers will be enlightened with the history and business model of CPF. The highlight of this paper is mainly how CPF reconnected and aligned its aim to their customer’sbuying dynamics so that they manage to market the right product to the right customer in the right wayin order to become the Kitchen of the World.
Police-Public Relations as a Potent Tool for Combating Crime, Insecurity, and...inventionjournals
For quite long now, some commentators have oftentimes been lured into confusing the concept and practice of police-public relations with that of police-community relations, community policing, policemedia relations or local vigilantism. Against this backdrop, therefore, this paper examined the state of police– public relations in Nigeria with special focus on how it could be deployed as a potent tool for fighting crime and preventing social disorder in the country. The paper adopted a research methodology of review of extant related literature on the fields of security, public, and policing backed by judgmental content analysis technique. The paper made a number of interesting findings. Prominent among this findings included the fact that Police authorities in Nigeria since 1930, the force was established had made efforts to forge a strong relationship with the public it serves including establishment of such structures and mechanisms like Police Public Complaints Bureau, Police Community Relations Committees and various organs of community-policing projects scattered all over the country. In spite of these efforts, police–public relations in the country had remained sordidly sour, conflictual, and unredeeming. Again, the paper also identified a number of structural, institutional, and attitudinal factors that are responsible for the deteriorating gap in the relationship between the police in Nigeria and members of the public they are hired to serve. These factors include systemic corruption, the very nature of policing in a once colonized state like Nigeria, inappropriate use of lethal force, extrajudicial killings, and intimidation. Others are extortion, illegal arrest and detention, poor funding and lack of adequate training or education, among other ills. Finally, the study made a number of recommendations, as a way forward which included greater emphasis on awareness campaigns to sanitize the police force to be appreciated by members of the public, that NPPRD should be made autonomous and public relations professionals recruited into its fold; rigorous background check of recruits in order to weed out persons of questionable character at the point of entry; and design of curriculum that would inculcate modern policing ideals and democratic values in police rank and file, among others
The relationship between organizational space of offices and corporate identi...ijsptm
Institutional space as the value system determines what methods work and what behaviors are approved.
This study aimed to identify the relationship between organizational space (organizational structure,
corporate responsibility, corporate support and productivity management) with senior administration
identity of corporate managers of West Azerbaijan. 150 standardized questionnaires were distributed
among population and 100 questionnaires were returned to test hypotheses. According to normal data, the
Pearson correlation coefficient used to determine the type and extent of the relationship between the
variables. The results show there is a direct relationship between corporate responsibility, productivity
management, organizational support and corporate identity. However, a significant relationship between
the dimensions of organizational structure and corporate identity does not exist. So we suggest that serious
efforts should be made in General Offices in West Azerbaijan by exercising efficiently management and
developing appropriate organizational space (with respect to the liability of agents, productivity
management and organizational support) in order to improve organizational identity administration.
INFLUENCE OF ORGANIZATIONAL PRACTICES ON EMPLOYEE WELL-BEINGindexPub
The well-being of employees in the workplace is an important issue. Employee well-being should occupy a very important place in institutional research. The research attempts to understand the influence of influence of organizational practices on employee well-being. Simple random sampling technique was used for primary data collection. Data was collected from 50 BHEL employees from Trichy. Data analysis was done through path analysis.
Impact of emotional intelligence on employee engagementdeshwal852
Emotional intelligence and employee engagement are the biggest factors that contribute to the success of organizations. If the employees know their own emotions and able to manage them properly they can work more competently and prolifically which will in turn bring employee engagement. This study is an
attempt to contribute afresh with a new perspective to the field of human resources and behavioral sciences with special reference to impact of emotional intelligence on employee engagement. A sample of 60 respondents was taken. The data was interpreted with the help of Yule’s coefficient of association. The result of the study showed that there was negative association between high emotional intelligence
and low employee engagement.
Effect Of Locus Of Control And Organizational Culture Employee Satisfaction L...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
Annotated Bibliography – Part 1 1
September 4, 2016
Annotated Bibliography – Part 1 2
Scandura, T. A., & Pellegrini, E. K. (2008). Trust and leader-member exchange: A closer
look at relational vulnerability. Journal of Leadership & Organizational Studies,
15(2), 101–110. doi: 10.1177/1548051808320986
The study by Scandura and Pellegrini examined the effect of trust in a leader-member
exchange (LMX) quality, which they conducted amongst 228 full-time employed professionals
enrolled in an Executive MBA program at a large Southeastern University. The authors achieved
this by espousing Lewicki, Bunker, and Stevenson’s 11-item scaling method, which explored the
Calculus-Based Trust (CBT), and Identification-Based Trust (IBT) scales. The scales are rated
on the Cronbach alpha index to show their proportionality and linearity with LMX. Scandura and
Pellegrini’s study revealed that a third-order “S-shaped” polynomial relationship existed between
the CBT and LMX. They also found out that a linear relationship existed between the IBT and
LMX, thereby providing support for their Hypothesis number 2.
The authors’ work draws strength from some four decades of available leadership
researches and their opposition with leadership styles. Their main proposition is connected to the
fact that leaders differentiate in their dyadic relationship with followers rather than espousing a
particular leadership style with other members of the team or group. According to them, recent
studies has resulted to the LMX research development, which in their view, asserts that the
supervisor–subordinate dyad exist between two different possibilities ranging from “low-quality”
relationship to “high-quality” relationships.
Scandura & Pellegrini’s finding reveals the significance of trust in the leader as a
valuable tool between LMX and performance. This is affirmative, as the LMX concept is
analyzed as a “trust-building” process. The implications of this study of the social exchange
theory (SET) are that it will help in providing strategies on how ethical leaders affect
Annotated Bibliography – Part 1 3
organizational goals and outcomes. Some researchers posit that the SET suggests that team
members and employees requite the leaders' behavior on them on a mutual ground. Relationship
in social exchange can eventually evolve which is characterized by good levels of trust and
diminished levels of control. The important concern is that it is pertinent to note that some of the
LMX parameters have measures that are directly correlated with the concept of trust. I contend
that power distance, which is an important cultural factor in any social exchange, may have an
influence in an LMX relationship. Consequently, further research should be conducted in order
to investigate the different perspectives of trust, and other non-linear results.
Wu, J. B., Tsui, A. S., & Kinicki, A. .
The Nonlinear Effects between Communication Satisfaction and Organizational C...IJRTEMJOURNAL
There are many studies on communication, but existing studies have limitations. Above of all,
communication satisfaction research is interested only in the linear effect of communication. Therefore, this study
investigates the nonlinear effect of communication satisfaction in order to supplement the neglected part of
existing studies. For this purpose, the types of communication were classified into supervisory communication and
co-worker communication, and nonlinear effects between communication satisfaction and organizational
commitment were verified. For the analysis 285 data were used, and all hypotheses were supported. Based on the
analysis results, implications and limitations were discussed.
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The Role of Organizational Silence on the Staff Performance from Administrators and Staffs Views in Tehran Tavanir
1. International Journal of Business and Management Invention
ISSN (Online): 2319 – 8028, ISSN (Print): 2319 – 801X
www.ijbmi.org || Volume 5 Issue 12 || December. 2016 || PP—10-16
www.ijbmi.org 10 | Page
The Role of Organizational Silence on the Staff Performance
from Administrators and Staffs Views in Tehran Tavanir
Fatemeh Pourakbari1
, Mostafa Asgarian2
, Amirhossein Mahmodi3
1
(Ms in Azad University, Central Tehran Branch)
2
(Profosser in Azad University, Central Tehran Branch)
3
(Assistant Professor in Azad University, Central Tehran Branch)
ABSTRACT: This study aimed to investigate the relationship between organizational performance and
organizational silence tavanir company employees and managers in Tehran that the findings of applied
research, descriptive survey. The population of 420 employees and managers (335 employees, 85 managers)
company tavanir in Tehran city. The sample is stratified sampling method used, of which 260 questionnaires
were randomly distributed among employees and managers that the 201 questionnaires were completed and
were received back. Data collection tools included a questionnaire with 23 questions Brynsfyld organizational
silence and organizational performance Achiu questionnaire has 42 items. The reliability of each of these
components was determined by Cronbach's alpha coefficient 875/0 and 905/0. And then to check the normality
of the variables of the Kolmogorov - Smirnov test and Spearman correlation coefficient was used to examine the
relationship between the assumptions and results of the analysis showed that organizational silence and
organizational performance between managers and employees is a significant relationship. Regression analysis
showed that organizational silence and its components predictive power of enterprise performance management
and staff are on two levels. Mann-Whitney test results also indicate a significant difference between the
attitudes of managers and employees to remain silent was a tiny organization does not exist and the
performance of organizational and personnel in accordance with Mann-Whitney U test was no significant
difference.
Keywords: organizational silence, organizational performance, Tavanir
I. INTRODUCTION
Despite the current literature in the field of organization and management, with an emphasis on
empowerment and creating communication channels open, the results show that many employees complain that
their organizations communicate, share information and knowledge are not overt and covert support and these
all could be the reason for the failure of plans and projects managers in organizations. One of the major
obstacles to the success of the programs and goals of the organization, lack of information, lack of trust and lack
of organizational silence is what researchers called it elaborated that following its refusal to express ideas,
opinions and information relating to organizational problems.
Organizational Silence common phenomenon in organizations and existing reality and tangible for
managers and employees.It is important that the motivations of employees, a certain kind of silence or phonetic
search organization and thus its staff deliberately providing information, comments, ideas and opinions and
refuse to generate a form of silence.The main factor in employee development and change in the organization,
but their silence, the sound of breaking off the organization. Information, knowledge, ideas and opinions of
employees in organizations, a crucial factor, but if employees do not share information, knowledge and creative
ideas have no value and a negative impact on their performance(Rastegar & Rozban , 2014). And staff to
provide information, ideas and concerns in relation to the issues and potential problems refuse to
work(Brinsfield, 2009). Organizational Silence phenomenon is most common in most organizations; however,
broad enough research has been done about it. Therefore, this study sought to examine the relationship between
organizational silence is employee performance.
II. CONCEPTUAL MODEL
In this research, organizational silence by Brinsfield model, the company tavanir with 23 items
examined and organizational performance based on Hersey and Goldsmith, who has seven components: the
ability, obviously, help, encouragement, evaluation, reliability and the environment, is tested. Finally, the effect
on the climate of silence silence behavior and its relationship with aspects of organizational performance can be
evaluated. According to the literature and current research literature on the conceptual model is presented and
studied.
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Hypotheses:
1- There is a significant relationship between organizational silence and organizational performance among
managers.
2- There is a significant relationship between organizational silence and organizational performance among
staffs.
3- Between administrators and staff there are significant differences in the components of organizational
silence.
4- Between administrators and staff there are significant differences in the components of organizational
performance.
5- Organizational silence on the performance of managers is predicted roles.
6- Organizational silence on the performance of staffs is predicted roles.
III. METHODOLOGY
Survey and analytical study of the relationship between variables in measuring the presence or absence
of correlation. In the classification by purpose, this study is an applied research component. This study explores
the relationship between organizational silence territory subject and organizational performance from the
perspective of employees and managers in Tehran's tavanir. This study was conducted in 2015 and the number
of sample persons and number of employees 335 people, 85 managers are. To develop the theoretical
foundations of reading library books and publications, including domestic and foreign study and search the
databases were used. In response to the basic hypotheses of the study were used two questionnaires
organizational silence and organizational performance. The survey questionnaires were valid and reliable. The
reliability was obtained by Cronbach's alpha coefficient. To analyze the data, descriptive and inferential
statistics were used. Kolmogorov-Smirnov test was used to determine the normality of the data.Spearman
correlation test was used to test the hypotheses. SPSS software was used in all stages of analysis.
IV. RESULTS
Hypothesis 1 :
There is a significant relationship between organizational silence and organizational performance among
managers
Table 1: The correlation coefficient between organizational performance and organizational silence from the
perspective of managers
DirectionTest resulterrorrSigVariable
directH10.01.566**0.045organizational performance
organizational silence
Table 1. Spearman correlation coefficient between organizational performance and organizational
silence indicates a manager's viewpoint. As can be seen from the perspective of the coefficient of correlation
between organizational performance and organizational silence managers number shows (0.566). Therefore, we
can say moderate correlation between these variables, there is a significant level (0.01), which means the first
hypothesis and reject the null hypothesis is confirmed. So one can say with 99% confidence between
organizational performance and organizational silence in Tehran tavanir company managers direct and positive
relationship is established.
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Hypothesis 2:
There is a significant relationship between organizational silence and organizational performance among
staffs
Table 2: The correlation coefficient between organizational performance and organizational silence from the
perspective of staffs
DirectionTest resulterrorrSigVariable
directH10.01.430**0.069organizational performance
organizational silence
Table 2. Spearman correlation coefficient between organizational performance and organizational
silence indicates a staff's viewpoint. As can be seen from the perspective of the coefficient of correlation
between organizational performance and organizational silence managers number shows (0.430). Therefore, we
can say moderate correlation between these variables, there is a significant level (0.01), which means the first
hypothesis and reject the null hypothesis is confirmed. So one can say with 99% confidence between
organizational performance and organizational silence in Tehran tavanir company staffs direct and positive
relationship is established.
Hypothesis 3:
Between administrators and staff there are significant differences in the components of organizational
silence.
Table 3: Mann-Whitney U test
Mean RankRankSDMeannGroupVariable
5934.5098.9112.2168.0560managersorganizational
silence 14366.50101.89141staffs
Table 4: Test Statistics
Test organizational silence
Mann-Whitney U test 4104.500
Wilcoxon W 5934.500
Z -.333
Sig .739
Grouping Variable: organizational level (Managers, Staffs)
Table 3 The results were significant differences between the two groups of managers and employees in
organizational silence shows. A sign that rank among Group executives and rank, this variable is equal to 98.91
for Group employees is 101.89. Table 4 value and Mann Whitney, Wilcoxon and Z Shows. Achieved
significant(0.739) suggests that significant differences exist between the two groups in terms of average. So
between administrators and staff about changing organizational silence there is no significant difference.
Therefore, the null hypothesis is not rejected, but hypothesized to be rejected.
Hypothesis 4:
Between administrators and staff there are significant differences in the components of organizational
performance.
Table 5: Mann-Whitney U test
Mean RankRankSDMeannGroupVariable
6771.50112.8622.357132.8660managersorganizational
performance 13929.5095.95141staffs
Table 6 :Test Statistics
Test organizational performance
Mann-Whitney U test 3518.500
Wilcoxon W 13529.500
Z -1.886
Sig .059
Grouping Variable: organizational level (Managers, Staffs)
Table 5 The results were significant differences between the two groups of managers and employees in
organizational performance shows. A sign that rank among Group executives and rank, this variable is equal to
112.86 for Group employees is 95.95. Table 6 value and Mann Whitney, Wilcoxon and Z Shows. Achieved
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significant(0.059) suggests that significant differences exist between the two groups in terms of average. So
between administrators and staff about changing organizational silence there is no significant difference.
Therefore, the null hypothesis is not rejected, but hypothesized to be rejected.
Hypothesis 5:
Organizational silence on the performance of managers is predicted roles.
Since this study is to evaluate the predictive variables So to determine the level of significance of each
of the components of organizational silence prediction organizational performance Multivariate regression was
used. Tables 7 and 8 shows the regression results.
Table 7: Model Summary
RR2
Fdf2df1Sig
0.5500.3028.0953560.123
Predictors: (Constant), Top management attitudes to silence, Supervisor's attitude to silence,
Communication opportunities
Dependent Variable: Managers organizational performance
As Table 7 shows, according to F observed value that is equal to 8.095, The value of 3 and 56 degrees
of freedom is greater than the F table at 0.123 or 4.13 is critical. Therefore, the null hypothesis is rejected at 0.01
and therefore predictor variables(Top management attitudes to silence, Supervisor's attitude to silence,
Communication opportunities) can predict the criterion variable(Managers organizational performance). The R-
squared value is equal to 0.302 means that almost 30% of the variable component of organizational silence can
predict organizational performance.
Table 8 :Coefficients
Model Unstandardized
Coefficients
Standardized
Coefficients
t Sig.
B Std. Error Beta
1 (Constant) 78.793 18.286 4.309 .000
Top management attitudes .450 .478 .126 .942 .350
Supervisor's attitude 1.311 .844 .225 1.554 .126
Communication opportunities 1.822 .697 .331 2.603 .011
a. Dependent Variable: Managers organizational performance
Table 8 shows the absolute value of beta is about the attitude of managers to organizational silence
0.126. This means that for one unit change in attitude of managers to organizational silence 0.126 changes in
organizational performance variable is created. The absolute value of beta is about the attitude of staff to
organizational silence 0.225. This means that for one unit change in attitude of employees to organizational
silence 0.225 changes in organizational performance variable is created. The absolute value of beta is about
0.331 communication opportunities. This means that for one unit change in the components of communication
opportunities 0.331 change in organizational performance is created. So the components of organizational
silence explanatory power and predict changes in organizational performance management and predictive
power, higher communication opportunities.
Hypothesis 6:
Organizational silence on the performance of staff is predicted roles.
Since this study is to evaluate the predictive variables So to determine the level of significance of each
of the components of organizational silence prediction organizational performance Multivariate regression was
used. Tables 9 and 10 shows the regression results.
Table 9 :Model Summary
RR2
Fdf2df1Sig
0.5940.35324.90131370.083
Predictors: (Constant), Top management attitudes to silence, Supervisor's attitude to silence,
Communication opportunities
Dependent Variable: Staff organizational performance
As Table 9 shows, according to F observed value that is equal to 24.901, The value of 3 and 137
degrees of freedom is greater than the F table at 0.083 or 3.78 is critical. Therefore, the null hypothesis is
rejected at 0.01 and therefore predictor variables(Top management attitudes to silence, Supervisor's attitude to
silence, Communication opportunities) can predict the criterion variable(Staff organizational performance). The
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R-squared value is equal to 0.353 means that almost 35% of the variable component of organizational silence
can predict staffs organizational performance.
Table 10 :Coefficients
Model Unstandardized
Coefficients
Standardized
Coefficients
t Sig.
B Std. Error Beta
1 (Constant) 54.34 9.704 5.600 .000
Top management attitudes 1.365 .289 .439 4.724 .019
Supervisor's attitude .860 .661 .123 1.302 .195
Communication opportunities .543 .452 .105 1.203 .231
a. Dependent Variable: Staff organizational performance
Table 10 shows the absolute value of beta is about the attitude of managers to organizational silence
0.439. This means that for one unit change in attitude of managers to organizational silence 0.439 changes in
organizational performance variable is created. The absolute value of beta is about the attitude of staff to
organizational silence 0.123. This means that for one unit change in attitude of employees to organizational
silence 0.123 changes in organizational performance variable is created. The absolute value of beta is about
0.105 communication opportunities. This means that for one unit change in the components of communication
opportunities 0.105 change in organizational performance is created. So the components of organizational
silence explanatory power and predict changes in organizational performance management and predictive
power, higher communication opportunities.
V. CONCLUSION
If managers, employees to freely express their opinions, suggestions and criticisms do not encourage,
They do not pay attention to comments Or if the top management of the tactics usedThat creates this picture was
speaking at the cost of losing a job or promotion opportunities in the organization. Even if an administrator has
provided the conditions for expression and communication opportunities also provide a semblance, employees
fear the implications of the comments and ideas comes for them to speak not open. According to the research
results Sadeghi (2014), Nasr esfahani(2012), Barati (2010), Mirzaee (2012), Rezazadeh (2011), Tolbas & Jolib
(2012), Jamal Zohir & Abroardoghan (2011), Avri & Fang Jing (2010) and Dan leev & et al (2007) confirmed
first hypothesis. So managers must for both speech and behavior are encouraging and supporting organizational
silence And staff from the silent to the sound of their own organization. For example, if managers accept the
views and suggestions of employees and encourage them to give suggestions and opinions. In that case the
proposal as a kind of behavior is continuously confirmed and reinforced. The second hypothesis is that between
organizational performance and organizational silence employees tavanir there is a significant relationship was
also confirmed by the results of research Sadeghi (2014), Nasr esfahani(2012), Barati (2010), Mirzaee (2012),
Rezazadeh (2011), Tolbas & Jolib (2012), Jamal Zohir & Abroardoghan (2011), Avri & Fang Jing (2010) , Dan
leev & et al (2009) and Valvoka & Dimitrees(2007). According to the research results Mahdavi nik (2012),
Danaee fard & et al (2010) and Tanjira & Ramanojam (2008) rejected.
According to Denison, according to organizations that research results and collaborative culture, which
is the dominant feature, According to Denison, according to organizations that research results and collaborative
culture, which is the dominant feature. On the other hand, as Lind and Tyler (1988) have suggested Milikn in
this study motoring and Morrison argued that in the context of organizational silence, one of the most important
ways through which employees feel they have control over their work environment expressing opinions and
preferences is. Morrison and Milikn (2000) argue that when people feel able to express their ideas and concerns
about issues not their work. The impression is created that they do not exercise any control over their working
environment. So managers should provide conditions for employees who feel they have control over matters
related to personal tasks. And hence their silence will be broken and will improve employee performance.
According to the definitions of organizational silence and organizational performance by true experts
and research Sadeghi (2014), Nasr esfahani (2012), Aghapor Dehkordi(2012), Mosavian far(2012), Barati
(2010), Mirzaee (2012), Rezazadeh (2011), Tolbas & Jolib (2012), Jamal Zuhair & Abroardoghan (2011),
Whiteside & Barsely (2012), Avri & Fang Jing (2010), Dan leev & et al (2009) and Valvoka &
Dimitrees(2007), Valvoka & Dimitrees(2007) and Vakola & Boradash(2005) hypothesis that the third and
fourth between administrators and employees of the two variables there are significant organizational silence
and organizational performance, be rejected. So given that these two conceptions of managers and employees
are a thing, the managers assume that a participatory culture in the organization and in collaboration with their
subordinate employees to develop performance standards apply and openness in the organization, staff
encourage your comments and feedback to management Amla announce the results of which will break the
organizational climate of silence.
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In the fifth and sixth hypothesis is also true with Sadeghi (2014) and Jamal Zuhair and Ebru Erdogan
(2011) that they comply with current research findings. In this study examines the relationship between
organizational silence was paid to organizational performance in organizations. These findings hypothesis that
organizational silence is a strong predictor for the performance of employees and managers, are confirmed. So
wherever organizational silence is the high level of organizational performance is reduced And at any time that
organizational silence is low, the performance of employees and managers has also increased dramatically.
Therefore, managers should create an environment where organizational silence as an important variable to be
considered And to encourage collaborative behavior by employees, providing opportunities to create good
communication and formal systems to transfer or exchange of information, concerns and ideas to take the
necessary action. The aim of this would be reduced and the loss of organizational climate and culture of silence
and replace it with a culture of participation and improve organizational performance.
VI. SUGGESTIONS
- Management and supervision of the organization with timely support and appreciation of employees,
development of appropriate management practices and imposing military culture offers would create mutual
trust To employees in the safe environment without fear of negative feedback and the consequences thereof,
raise objections and comments.
- Manage with justice, to explain the facts as well as adherence to ethical principles would boost morale
among employees and create confidence in the integrity, dynamism, nonproliferation climate of silence and
reduce transportation costs and employee turnover is at work.
- Help and advice in relation to employees are supervisors must play role and Formal and informal meetings
and gatherings with his intimate relationship with their employees and maintain a sense of motivation,
loyalty and commitment to job creation and prevent conflict in the organization.
- Managers and supervisors with staff ethical codes of their institutional voices and the benefits that come
from this area and even managers are employees and supervisors to clearly express more distant the
organization of silence and move to the sounds of the organization.
- Managers and supervisors with ongoing feedback and implementation of effective communication styles in
order to be effective relationships with their employees, their active participation in corporate decisions to
raise and growth opportunities in staff development and provide high levels of employment.
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