Mediating Effect of Perceived Organizational Support on the Relationship between Organizational Silence and Organizational Commitment

Abstract

This study aims at examining the mediating effect of perceived organizational support on the relationship between organizational silence and organizational commitment using quantitative research that employs a descriptive survey design. The population for the study consists of 452 employees of Seplat Petroleum Development Company Plc, a Nigeria-based company. Using Taro-Yemani's formula, 212 employees were randomly selected and participated in the study. Path coefficients obtained from structural equation modeling were used to test the hypotheses. The findings indicate that there is a negative and insignificant relationship between organizational silence and organizational commitment. Whereas the association between organizational silence and perceived organizational support is positive and significant, the relationship between perceived organizational support and organizational commitment is significantly negative. Furthermore, findings affirm that perceived organizational support fully mediates the relationship between organizational silence and organizational commitment. It is recommended that the management of Seplat Petroleum Development Company Plc establish measures to reduce organizational silence, thus increasing employee voice behavior, which will eventually improve organizational commitment and enhance organizational performance. Finally, factors that will improve employees' perception of organizational support should be enhanced, as this will make employees feel important as well as part of the organization.