Effect of Organizational Justice Behaviors on Organizational Silence and Cynicism: A Research on Academics from Schools of Physical Education and Sports

Erdoğdu, Murat

doi:10.13189/ujer.2018.060416

Cited by 20 publications

(23 citation statements)

References 27 publications

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“…According to the result of the study, teachers' have the highest point in behavioural dimension more than emotional and cognitive dimensions. These results show similarities with the study results of Ayık [69]; Erdoğdu [70]; Polat [71]. Considering that cynicism is something undesired in organizations, it can be concluded that teachers' having moderate level of cynicism attitude can mean that there is a problem in their institution and that the teachers are not comfortable about this.…”

Section: Discussionsupporting

confidence: 84%

“…This reflected teachers' beliefs about the discrepancies between what the school says and does inconsistencies between practices and deeds, and teachers' doubts about implementations in the school. In the research conducted by Erdoğdu [70], it is aimed to examine the effect of organizational justice behaviours on organizational silence and cynicism regarding the opinions of academics serving at Schools of Physical Education and Sports and Faculties of Sports Sciences. The research showed that sub-dimensions of organizational cynicism are at low levels.…”

Section: Discussionmentioning

confidence: 99%

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Transformational-Transactional Leadership and Organizational Cynicism Perception: Physical Education and Sport Teachers Sample

Şirin¹,

Aydın²,

Bilir³

2018

ujer

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The purpose of this study was to find out the transformational and transactional leadership and organizational cynicism perceptions of physical education and sports teachers. The sample of the study consists of 70 physical education teachers chosen randomly who were working in schools of Turkey during the 2017-2018 Academic year. Personal information form, transformational and transactional leadership scale and organizational cynicism scale were used in the study. Descriptive statistics were used to analyse the data obtained from the study. Kurtosis and Skewness values were found to show whether the variables of the study were normally distributed and t-test was used for paired comparisons, while Anova test was used for the comparison of more than two independent groups. According to the results of the study physical education teachers were found to have higher perceptions of transformational leadership when compared with transactional leadership and they were found to have moderate levels of organizational cynicism. While significant difference was found between transformational and transactional leadership styles and the variable of gender; no significant difference was found between gender and organizational cynicism sub-dimensions. Another result of the study was that no significant difference was found between the variables of type of school teachers worked in, age and school graduated from and organizational cynicism sub dimensions, transformational and transactional leadership styles. Also significant difference was found between the variable of teachers' professional seniority and cognitive dimension, affective dimension and behavioural dimension.

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Section: Discussionsupporting

confidence: 84%

Section: Discussionmentioning

confidence: 99%

Transformational-Transactional Leadership and Organizational Cynicism Perception: Physical Education and Sport Teachers Sample

Şirin¹,

Aydın²,

Bilir³

2018

ujer

View full text Add to dashboard Cite

show abstract

“…Organizational silence could even manifest as helplessness to talk about violence or abuse that is happening in workplaces. A climate of silence exists where there is injustice, which leads to fear and anxiety 15 …”

Section: Introductionmentioning

confidence: 99%

Impact of organizational silence and favoritism on nurse's work outcomes and psychological well‐being

et al. 2020

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Objectives The study aimed to assess the impacts of organizational silence and favoritism on work outcomes and psychological wellbeing among nurses working in hospitals. Background Literature on the organizational climate among nurses in hospital settings is limited, particularly on favoritism and organizational silence and their effect on nurses. Methods Purposive sampling was used to gather 549 registered nurses who participated in this cross‐sectional study. Standardized self‐report questionnaires were used to gather the necessary data. Results Years in the nursing profession (β = .028, P < .001), location of work (β = 0.481, P < .001), and facility size (β = 0.451, P < .001) strongly predicted organizational silence, while years in the present unit (β = 0.020, P = .022) and last shift length (β = 0.200, P = .012) predicted favoritism. Favoritism (β = 0.226, P = .028) significantly influenced turnover intention in nurses. Conclusion Higher levels of favoritism within the organization are strongly linked with nurses' turnover intention. Few individual and organizational variables predicted organizational silence and favoritism. Implications to Nursing Management The results of this study provide an insight to the effects of organizational silence and favoritism towards nurses' work outcomes and psychological wellbeing. Improving the channels of communication among the healthcare team is vital to promote inclusivity among healthcare workers and enhance organizational viability.

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“…Justice plays a role in the systematic improvement of individual and societal life and is an important component of organizations where an individual spends a large part of his or her daily life in the organization. [2] Justice is perceived as an activity or choice that is known to be ethically right keeping in mind moral, religious, equality, and equity. [3] Organizational justice is considered as an important incentive for organizational behavior and refers to the perception of individuals and groups regarding fair treatment that they received from the organization and fairness in the distribution of resources and opportunities, wages, decision-making processes, interpersonal behaviors and provision of information within their work environment.…”

Section: Introductionmentioning

confidence: 99%

Organizational justice and workplace spirituality: Their relation to organizational silence behavior among nurses

Diab

Mohamed

2020

CNS

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Background: Justice and its implementation are one of the fundamental and innate needs of the human. Employees’ exhibit higher levels of performance, loyalty, act more than their job descriptions when they are treated fairly at the workplace. Organizational injustice negatively affects organizational silence in the workplace and using the workplace spirituality technique decreases this negative effect.Aim: To assess the relation of organizational justice and workplace spirituality with organizational silence behavior among nurses.Methods: Design: A descriptive correlational research design. Setting: The study was conducted at the University Hospital of Menoufia Governorate, Egypt. Subjects: A simple random sample consisted of 372 nurses. Tools: Data were collected by using an organizational justice questionnaire, workplace spirituality questionnaire, and organizational silence behavior scale.Results: the highest percent of the studied nurses had a moderate perception level toward organizational justice, and the mean score of the organizational justice variable was 39.37 ± 6.73. The highest mean score was the interactional justice 18.41 ± 3.16, procedural justice 11.67 ± 2.56, and then the distributive justice dimension 9.51 ± 2.21, respectively. Two-third of the studied nurses had a moderate perception level toward workplace spirituality and the highest the mean score was 27.18 ± 1.68 related to the sense of community dimension. The highest percent of the studied nurses had a high level toward organizational silence behavior and the mean score of the organizational silence variable was 38.24 ± 6.73. Also, the most type of organizational silence behavior was prosocial silence, and the most common cause of nurses silent was “supervisor support for silence factor”.Conclusions: There was a highly statistically significant positive correlation between organizational justice and workplace spirituality and there was a negative correlation between organizational justice, workplace spirituality, and organizational silence behavior among nurses.Recommendations: Nursing Managers have to respect to rights and duties of nurses in making decisions and conducted periodically meeting with their nurses to discuss and solve work problems and have to create a transparent environment in which nurses express their ideas and views to minimize the reasons that push them to remain silent.

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Effect of Organizational Justice Behaviors on Organizational Silence and Cynicism: A Research on Academics from Schools of Physical Education and Sports

Cited by 20 publications

References 27 publications

Transformational-Transactional Leadership and Organizational Cynicism Perception: Physical Education and Sport Teachers Sample

Transformational-Transactional Leadership and Organizational Cynicism Perception: Physical Education and Sport Teachers Sample

Impact of organizational silence and favoritism on nurse's work outcomes and psychological well‐being

Organizational justice and workplace spirituality: Their relation to organizational silence behavior among nurses

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