Analysis of Organizational Silence Attitudes of Hotel Operations’ Employees by Structural Equation Model: Examplary of Rize Province

Abstract

The objective of this research is to be able to identify the organization silence attitudes of the employees working at the hotels being operated in the city of Rize. For this purpose, questionnaire was applied to 228 employees functioning at the hotels. The data obtained have been analyzed with LISREL program. As a result of confirmatory factor analysis oriented towards determining the organizational silence behaviors of those who have taken part in the survey, favorable significant differences have been identified among the factors of organizational silence behavior. In this context, it has been determined that the most effective variable of "I think that my managers would not listen to my ideas" at a rate of .84 on the factors of Managerial and Organizational Reasons; at a rate of .83 on the factor of the Work – Related Topics "Public speaking can lead to loss of my job" variable; at the rate of .84 on the factor of Lack of Experience of “Since my position I am in is a lower level, my notification of an idea is disregarded” variable; at a rate of .84 on the factor of Isolation Factor “Reporting an issue may reduce confidence and respect felt to me" and at a rate of .87 on the factor of Fear Regarding Harming the Relationships “When I tell the problems, my relationships are damaged” variable. In addition, it has been observed that the Work – Related Topics factor had an influence at the rate of .93 between the factors of Fear of Isolation and Fear of Damaging the Relationships and the factors of Lack of Experience and Fear of Damaging the Relationships had an impact at the rate of .93 between each other.

Organizational Fear: Barriers to Effective Performance among Malaysian Fresh Graduates’ Employee

“…Employees not only face job security issues in an organization, but the fear of mass layoffs in an organization may cause high levels of uncertainty, anxiety in employees and most likely will affect employee's performance (Greenberg et.al., 2010). However, organizational fear has International Journal of Management, Finance and Accounting 147 brought in negative effects such as employee silence, the main reason for stopping employees from speaking up mainly due to fears of basic existence or related losses in their career such as fear of being terminated from work, lost promotion opportunities, or reputational harm (Gulluce & Erkilic, 2016;Pope, 2015). Thus, the following hypothesis is proposed:…”

The Impact of Organizational Silence on a Sustainable Competitive Advantage: A Case Study of the Electrical Industries Company

“…-Fear of undermining relationships Employees are aware that there are weaknesses in the organizational structure and the processes that take place in the organization, but they are reluctant to express their views and suggestions because they believe that they will not be taken into consideration on the one hand or because they are afraid of losing their relationships with colleagues on the other hand (Morrison, 2014). -Work-related concerns Some workers intentionally refrain from mentioning their problems because they fear that others may believe that they are troublemakers, which may lead them to lose promotion opportunities or be subjected to ill-treatment and consequently be treated unfairly by the senior management, so they choose silence (Gulluce et al, 2016). -Organizational and administrative reasons These are mainly related to the decision-making process in the organization where the manager is unable to make a proper decision, thus leading to reduced organizational effectiveness and poor organizational performance.…”