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org
ISSN 2222-1905 !aper" ISSN 2222-2#$9 %nline"
&ol.'( No.20( 201)

)'
Employee Silence as a Determinant of Organizational
Commitment: Evidence from the Higher Education Sector of
Pakistan

S*ed +arris ,aee-ue.orresponding /ut0or"
Student( 1epartment of Management S2ien2es( Ba0ria 3ni4ersit*( Islama5ad
/ddress6 +ouse 7 1-980( 5
t0
9oad( Satellite :own( 9awalpindi( !a;istan
Email6 0arris980<li4e.2om

Nadia =afarBa;0tawari
/ssistant !rofessor( 1epartment of Management S2ien2es( Ba0ria 3ni4ersit*( Islama5ad( !a;istan
/ddress6 Ba0ria 3ni4ersit*( Se2tor E-#( S0angrilla 9oad( Islama5ad
Email6 miss5a;0tawari<0otmail.2om

Astract
:0e 2onstru2ts of emplo*ee silen2e and organi>ational 2ommitment 0a4e 5een resear20ed 4er* well indi4iduall*(
0owe4er 4er* few studies e?amine 0ow t0e* 5ot0 are related wit0 ea20 ot0er. :0e purpose of t0is resear20 is to
empiri2all* determine 0ow t0e silen2e of an emplo*ee impa2ts 0is@0er 2ommitment to t0e organi>ation. :o
a20ie4e t0is purpose( data is 2olle2ted from one-twent*-four people wor;ing in t0e 0ig0er edu2ation institutions
of t0e 2apital region of !a;istan. 1ata is t0en su5Ae2ted to 4arious ;inds of statisti2al tests to ensure t0e
a20ie4ement of relia5le results. :0e results re4ealed t0at emplo*ee silen2e is negati4el* asso2iated wit0 and a
statisti2all* signifi2ant predi2tor of organi>ational 2ommitment.
!ey"ords: Emplo*ee silen2e( organi>ational 2ommitment( a2-uies2ent silen2e( -uies2ent silen2e( pro-so2ial
silen2e

#$ %ntroduction
/t 4arious o22asions( emplo*ees prefer not to 4oi2e t0eir opinions and to remain silent regarding man* ;e*
matters at t0e wor;pla2e. :0eir silen2e is usuall* regarding issues li;e disagreements wit0 2olleagues or
managementBs de2isions( personal 2omplaints( worries a5out illegal 5e0a4ior at t0e wor;pla2e( and indi4idual
;nowledge a5out wea;nesses in t0e organi>ational s*stems Morrison C Milli;en( 200$". Emplo*ee silen2e is
often regarded as a 4alua5le sour2e for redu2ing organi>ational 2onfli2ts and managerial information o4erload(
and 2reating 0armon* in t0e wor;pla2e 1*ne et al.( 200$". +owe4er( in realit*( t0is p0enomenon 0as 4arious
destru2ti4e 2onse-uen2es for t0e emplo*ees and t0e organi>ation as a w0ole Morrison C Milli;en( 2000".
In a22ordan2e wit0 t0e re2ent resear20( emplo*ee silen2e s0ares a ps*20ologi2al lin; wit0 t0e affe2ti4e
2ommitment of an emplo*ee wit0 0is@0er organi>ation &a;olaCBouradas( 2005". Emplo*ees manifesting 0ig0
organi>ational 2ommitment possess positi4e feelings regarding t0eir organi>ation and identif* t0emsel4es wit0 it
Mowda* et al.( 1989". Su20 emplo*ees de4elop an internal lo2us of 2ontrol and an ele4ated le4el of Ao5
engagement and produ2ti4it*. +en2e( t0e* are li;el* to ma;e e4er* effort for 5eing industrious( uprig0t( and
straig0tforward in t0eir Ao5s and prefer not sta* -uiet a5out tas;-related issues in t0e wor;pla2e Me*er C /llen(
1991".
+owe4er( t0e asso2iation 5etween emplo*ee silen2e and organi>ational 2ommitment is an under resear20ed area
!ana0i et al.( 2012". :0oug0( a lot a resear20 0as 5een 2arried out on t0ese two 2onstru2t indi4iduall*( 4er* few
studies e?plore 0ow t0e* 5ot0 are related to ea20 ot0er !inderC+arlos( 2001". +en2e( t0e prin2ipal purpose of
t0is stud* is to determine 0ow emplo*ee silen2e impa2ts organi>ational 2ommitment( parti2ularl* in t0e 2onte?t
of 0ig0er edu2ation se2tor of !a;istan.

&$ 'iterature (evie"
2.1 Employee Silence
:0e p0enomenon of emplo*ee silen2e is 20ara2teri>ed as Dt0e intentional wit00olding of an* form of genuine
e?pression a5out t0e indi4iduals 5e0a4ioral( 2ogniti4e and@or affe2ti4e e4aluations of 0is@0er organi>ational
2ir2umstan2e to persons w0o are per2ei4ed to 5e 2apa5le of effe2ting 20ange or redressE !inder and +arlos(
2001( p. $$)". :0ere are man* e?amples of situations w0ere emplo*ees do not 2ommuni2ate important issues to
t0eir 2olleagues and super4isors. +owe4er( all of su20 2ases do not ne2essaril* 2ount for emplo*ee silen2e
Jo0annesen( 198)". Emplo*ee silen2e arises w0en an emplo*ee deli5eratel* 20ooses not to s0are potentiall*
important information( su20 as re2ommendations( appre0ensions( or -ueries( wit0 t0e ot0ers in t0e organi>ation
1*ne et al.( 200$". +en2e( all t0ose situations in w0i20 emplo*ees fail to 2ommuni2ate due to t0eir a5sent-
mindedness or la2; of opinion do not signif* emplo*ee silen2e Morrison C Milli;en( 2000".
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&arious resear20ers 2onsider t0e 2onstru2t of emplo*ee silen2e to 5e multidimensional in nature e.g.( 1*ne et al.(
200$". :0is is 5e2ause it 2an en2ompass man* di4erse issues li;e( matters related to teamBs effi2a2*( 2omplaints
a5out t0e organi>ational treatment an emplo*ee re2ei4es( or worries a5out delin-uen2ies at wor;pla2e"( it 2an
in4ol4e different organi>ational mem5ers( and 2an 5e targeted on different indi4iduals or entities li;e(
organi>ational su5units( e?ternal aut0orities( 2olleagues( and administration" S2ott( 199$". +en2e( it is 5elie4ed
t0at emplo*ee silen2e 2an 4ar* from emplo*ee to emplo*ee depending on t0e issue( in4ol4ed people and target
audien2e +enri;senC 1a*ton( 200'". For e?ample( it is possi5le t0at an emplo*ee ma* prefer to 5e silent
regarding a 2ertain issue 5ut not for ot0ers. Similarl*( 0e@s0e ma* 2ommuni2ate some information wit0 some
people 5ut not wit0 ot0ers Morrison C Milli;en( 2000".
Emplo*ee silen2e is di4ided into t0ree t*pes depending upon t0e rationale 5e0ind it. :0e first t*pe is referred as
a2-uies2ent silen2e w0i20 is demonstrated 5* emplo*ees w0en t0e* are not aware a5out t0e e?isten2e of
alternati4e options to remaining silent &a;olaC1imitrias( 2005". /2-uies2ent silen2e is a disengaged and
passi4e 5e0a4ior of emplo*ees. :0e* 0old t0eir tongues not 5e2ause of an* fear or 0ig0 2ogniti4e dissonan2e( 5ut
due to t0eir attitude of apat0* and 0opelessness !inderC+arlos( 2001".
:0e se2ond t*pe of silen2e isdefensi4e or -uies2ent silen2e( w0i20 des2ri5es an emplo*eeBs preferen2e of
remaining -uiet due to some fear of negati4e aftereffe2ts of spea;ing up !inderC+arlos( 2001". 1efensi4e
silen2e is an emplo*eeBs well-planned and pre-empti4e 5e0a4ior t0at attempts to s0elter 0im@0er from
unfa4ora5le 2onse-uen2es 1*ne et al.( 200$". 1efensi4e silen2e( as opposed to a2-uies2ent one( is more ta2ti2al.
It in4ol4es full ;nowledge and 2ontemplation a5out t0e 20oi2es( t0roug0 w0i20 an emplo*ee ma;es a 2ogni>ant
de2ision of refusing to 2ommuni2ate 0is@0er 4iewpoints( ;nowledge( or information wit0 ot0ers Milli;en C
Morrison( 200$".
:0e last t*pe of silen2e is pro-so2ial silen2e w0i20 is e?0i5ited 5* an emplo*ee w0en 0e@s0e purposel* 0olds
5a2; Ao5-related information( feelings( or t0oug0ts for t0e sa;e of 5enefiting t0e organi>ational mem5ers or t0e
organi>ation as a w0ole !inderC+arlos( 2001". /;in to defensi4e silen2e( t0e emplo*ee s0owing pro-so2ial
silen2e is also full* aware a5out t0e e?isten2e of alternati4es to 5eing mute and willfull* 20ooses to sta* -uiet.
+owe4er( unli;e defensi4e silen2e( t0e dri4ing for2e 5e0ind pro-so2ial silen2e is t0oug0tfulness a5out ot0ers(
instead of t0e appre0ension of un2onstru2ti4e out2omes on t0e professional well5eing t0at mig0t result from
raising oneBs 4oi2e =0eng et al.( 200#".
2.2 Organizational Commitment
In t0e a2ademi2 literature( t0ere is a plet0ora of di4erse definitions a5out organi>ational 2ommitment. :0e
2ommon t0eme of all t0ose definitions is t0at organi>ational 2ommitment is some sort of a 5ond s0ared 5etween
t0e emplo*ee and 0is@0er organi>ation !onnuC.0ua0( 2010". Emplo*ees 2ommitted wit0 t0e organi>ation 0a4e
a serious urge to ma;e a signifi2ant 2ontri5ution to t0e wor;pla2e and go 5e*ond t0e standard Ao5 o5ligations
Eroglu et al.( 2011". %rgani>ational 2ommitment is a 5inding for2e t0at attra2ts emplo*ees towards t0eir
organi>ation Me*er C Maltin( 2010". It determines t0e e?tent of an emplo*eeBs in2lination of 5eing a part of t0e
organi>ation in t0e future 9ei20ers( 19#5". It is usuall* refle2ted in an emplo*eeBs 2onfiden2e in t0e
organi>ational goals and intentions( readiness to e?ert an e?tra effort for t0eir a20ie4ement( and ;eenness to
maintain t0eir emplo*ment Steers( 1988". :0ose emplo*ees w0o 0a4e sta*ed in an organi>ation for a longer
period of time( 0a4e a20ie4es professional a22omplis0ments( and wor; wit0 a group of 2ommitted emplo*ees(
are more li;el* to de4elop stronger organi>ational 2ommitment as 2ompared to ot0ers Mowda* et al.( 1989".
It 0as 5een widel* a22epted t0at t0e 2onstru2t of organi>ational 2ommitment is multifa2eted and is 2omposed of
t0ree elements Me*er C /llen( 1991". :0e first is affe2ti4e 2ommitment w0i20 determines 0ow well an
emplo*ee emotionall* atta20es to( identifies wit0( and engages in t0e organi>ation Salim et al.( 200#".
Emplo*ees strongl* e?0i5iting t0is t*pe of 2ommitment sta* wit0 t0eir firm Aust 5e2ause t0e* desire to Murra*
et al.( 1991". :0e se2ond is 2ontinuan2e 2ommitment w0i20 signifies an emplo*eeBs assessment of t0e supposed
2osts of departing t0e firm and t0e per2ei4ed opportunities for emplo*ment elsew0ere Me*er C /llen( 199#".
Emplo*ees strongl* e?0i5iting t0is t*pe of 2ommitment sta* wit0 t0eir firm Aust 5e2ause t0e* donBt 0a4e an*
ot0er 20oi2e Murra* et al.( 1991". :0e last is normati4e 2ommitment w0i20 is referred as an emplo*eeBs
2ompulsion to sta* wit0 t0e firm due to 0ouse0old or 2ultural pressures S0a0nawa>CJu*al( 200'". Su20
emplo*ees feel t0at it is t0eir moral responsi5ilit* to ser4e t0e organi>ation Me*er C /llen( 199#". Emplo*ees
strongl* e?0i5iting t0is t*pe of 2ommitment sta* wit0 t0eir firm Aust 5e2ause are 2ompelled to do so Murra* et
al.( 1991".
2.3 Hypothesis Development
:0e 2onstru2ts of organi>ational 2ommitment and emplo*ee silen2e are a dou5le-edged sword. %n one 0and t0e*
2an 5ring a5out numerous fa4ora5le out2omes for t0e emplo*ee and t0e organi>ation( su20 as( an in2rease t0e
organi>ational and emplo*ee produ2ti4it*( and 2reation of pea2e and agreement at t0e wor;pla2e. %n t0e ot0er
0and( t0e* are also 2apa5le of ma;ing t0e emplo*ees sus2epti5le to ps*20osomati2 stress
:angiralaC9amanuAam( 200#".
For t0e relations0ip 5etween t0ese two 2onstru2ts( t0e resear20 is di4ided into two s20ools of t0oug0t. :0e
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&ol.'( No.20( 201)

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followers of t0e first s20ool of t0oug0t posit t0at organi>ational 2ommitment( depending upon its le4el( 2an 5ot0(
positi4el* and negati4el* influen2e emplo*ee silen2e Me*er C Maltin( 2010". %rgani>ational 2ommitment is a
determinant of emplo*ee silen2e and t0e asso2iation 5etween t0ese two 4aria5les 2an 4ar* signifi2antl* wit0in an
organi>ation Ni;aram et al.( 2012".
:0e resear20ers 5elonging to t0e se2ond s20ool of t0oug0t 5elie4e t0at it is t0e emplo*ee silen2e t0at determines
t0e organi>ational 2ommitment le4el of an emplo*ee !onnuC.0ua0( 2010". :0e* opine t0at if t0e fa2tors
leading to emplo*ee silen2e 2an 5e redu2ed su20 as( 5* fostering an open 2ulture wit0 fle?i5le 0ierar20i2al
arrangement( or modifi2ations in t0e 2ommuni2ation 20annels and leaders0ip st*le"( t0e emplo*ee silen2e
5e0a4ior 2an 5e eliminated from t0e wor;pla2e 1etertC Burris( 2008". :0is will in turn en0an2e t0e emplo*eesB
dignit* and sense of se2urit* in t0e organi>ation and will t0us impro4e t0eir 2ommitment to t0e organi>ation
!ana0i et al.( 2012". +en2e 5ased on t0e se2ond s20ool of t0oug0t( t0e following 0*pot0eses are deri4ed6
+
1
6 Emplo*ee silen2e is negati4el* related to organi>ational 2ommitment
+
1a
6 /2-uies2ent silen2e is negati4el* related to organi>ational 2ommitment
+
15
6 1efensi4e silen2e is negati4el* related to organi>ational 2ommitment
+
12
6 !ro-so2ial silen2e is negati4el* related to organi>ational 2ommitment
2.4 Theoretical Frameor!
:0e t0eoreti2al framewor; of t0e present stud* is demonstrated in figure 1. Emplo*ee silen2e along wit0 its t0ree
dimensions are t0e independent 4aria5le of t0e resear20( w0ile( organi>ational 2ommitment is t0e dependent
4aria5le of t0e stud*.
Figure 16 .on2eptual Modelinsert 0ere"

)$ *ethodology
:0e stud*Bs population is 2omposed of all t0ose people w0o are wor;ing in t0e 0ig0er edu2ation se2tor of
!a;istan. G0ereas( t0e sample is restri2ted to onl* two 0undred people emplo*ed in t0e 0ig0er edu2ation
institutions in 2apital region of !a;istan. %ut of t0e two 0undred 2ir2ulated -uestionnaires( one-twent*-four full*
filled -uestionnaires were re2ei4ed w0i20 signifies a response rate of si?t*-two per2ent. :0e amassed data is
anal*>ed 5* means of a statisti2al software S!SS.
:o e?amine t0e impa2t of emplo*ee silen2e on organi>ational 2ommitment( an ordinal s2ale-5ased( stru2tured
-uestionnaire 2onsisting of t0irt*-one items is de4eloped. :0e first eig0t -uestions are regarding affe2ti4e
2ommitment and are adopted from GastiBs 2000" s2ale t0at was 5ased on t0e stud* of Me*er and /llen 1991".
:0e ot0er twent*-nine -uestions t0at measure emplo*ee silen2e are ta;en up from BriensfieldBs 2009" do2toral
dissertation. Nine -uestions of t0is s2ale are regarding a2-uies2ent silen2e( nine are regarding defensi4e silen2e(
and fi4e are regarding pro-so2ial silen2e.

+$ (esults and Discussion
:0e people t0at are sur4*ed in t0is stud* are mostl* males( are married( 5elong to t0e age-group of $0 to $9 *ears
old( 0a4e a MasterBs degree( and are wor;ing in t0eir 2urrent institution for around fi4e to ten *ears. :0e
2omplete details of t0e 20ara2teristi2s of t0e sample are gi4en in ta5le 1.
:a5le 16 .0ara2teristi2s of 9espondents insert 0ere"
:0e 4alues of t0e .ron5a20Bs /lp0a 2oeffi2ients and Huttman Split-+alf 2oeffi2ient for t0e s2ales and su5-s2ales
used in t0e stud* are mentioned in t0e ta5le 2. /ll t0e s2ales t0at t0e 2urrent stud* emplo*s are 0ig0l* relia5le
and ri20 in internal 2onsisten2* as t0eir /lp0a and split-0alf 2oeffi2ients are more t0an 0.8.
:a5le 26 S2ale 9elia5ilit* /nal*sisinsert 0ere"
:0e results a20ie4ed t0roug0 !earson 2orrelation and multiple regression anal*sis are mentioned in ta5le $ and )
respe2ti4el*.
:a5le $6 .orrelation /nal*sisinsert 0ere"
:a5le )6 9egression /nal*sisinsert 0ere"
"es#lts o$ %ain Hypothesis& :0e multiple 2orrelation 2oeffi2ient 9I-0.82)" in ta5le ) indi2ates t0at t0ere is an
o4erall negati4e asso2iation 5etween t0e 2om5ined dimensions of emplo*ee silen2e and organi>ational
2ommitment. :0is implies t0at w0en t0e silen2e of an emplo*ee regarding an* ;ind of wor;-related matter
in2reases( 0is@0er 2ommitment to t0e organi>ation redu2es. :0e 0.5$5 4alue of 9
2
in ta5le ) indi2ates t0at 5$.5J
of t0e 4arian2e in t0e organi>ational 2ommitment le4el of an emplo*ee 2an 5e e?plained 5* t0e t0ree dimensions
of emplo*ee silen2e in2luded in t0e model. :0e remaining )'.5J of t0e 4ariation is un20arted and it 2an 5e due
to se4eral ot0er emplo*ee or organi>ation related issues. :0e 98.005 4alue of F ratio is signifi2ant pK0.01"
w0i20 infers t0at t0e o4erall -ualit* and statisti2al signifi2an2e of t0e model is 0ig0. +en2e( t0e main 0*pot0esis
of t0e stud* +
1
" i.e. emplo*ee silen2e is negati4el* related to organi>ational 2ommitment is a22epted.
"es#lts o$ S#'(Hypotheses& :0e 4alues of !earson 2orrelation 2oeffi2ients in ta5le $ indi2ate t0at organi>ational
2ommitment is moderatel* negati4el* asso2iated wit0 a2-uies2ent silen2e rI-0.'$'"( defensi4e silen2e rI-
0.5#1"( and pro-so2ial silen2e rI-0.80)". :0is postulates t0at as t0e a2-uies2ent( defensi4e( or pro-so2ial silen2e
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&ol.'( No.20( 201)

)9
of an emplo*ee in2reases( 0is@0er le4el of organi>ational 2ommitment redu2es. :0e ta5le ) of regression anal*sis
demonstrates t0at t0e unstandardi>ed 5eta 2oeffi2ients L" for a2-uies2ent( defensi4e( and pro-so2ial are -0.1$'( -
0.$92( and -0.$11 respe2ti4el*. /ll t0ese 5eta 2oeffi2ients are statisti2all* signifi2ant as t0ere t-4alues are greater
t0an 2 and t0e le4el of signifi2an2e p" are less t0an 0.01. +en2e( all t0e t0ree su5 0*pot0esis of t0e present stud*
+
1a
( +
15
( C +
12
" are also 2onfidentl* a22epted.

,$ Conclusion
:0e prin2ipal o5Ae2ti4e of t0e present paper is to del4e into t0e 2onstru2ts of organi>ational 2ommitment and
emplo*ee silen2e in detail and to determine w0et0er a 2ause-and-effe2ti4e asso2iation 5etween t0e two
2onstru2ts e?ists or not. :0e resear20er( t0roug0 t0e re4iew of prior studies( o5ser4ed t0at emplo*ee silen2e and
organi>ational 2ommitment 0a4e indi4iduall* 5een resear20ed a lotM 0owe4er( not mu20 resear20 0as 5een
2arried out to e?amine 0ow t0e* 5ot0 are related wit0 ea20 ot0er.
%ut of t0e t0ree t*pes of organi>ational 2ommitment( t0e present paper parti2ularl* fo2uses on t0e affe2ti4e
2ommitment sin2e it fa4ora5l* influen2es t0e performan2e of emplo*ees and t0e organi>ation. Emplo*ees( due to
affe2ti4e 2ommitment( feel t0at t0e* are an important mem5er of t0eir organi>ation( agree wit0 t0e
organi>ationBs aims( strategies and standards( and perform 2ontentedl* and effe2ti4el*. +en2e( affe2ti4e
2ommitment is undou5tedl* t0e most 2riti2al ;ind of 2ommitment t0at is 4alued greatl* 5* 5ot0( firms and t0e
emplo*ees.
:0e data 2olle2ted for t0e present stud* is su5Ae2ted to 4arious ;inds of statisti2al tests. :0e results of t0ese tests
demonstrate t0at ea20 of t0e t0ree t*pes of emplo*ee silen2e 0a4e a signifi2ant negati4e impa2t on t0e
organi>ational 2ommitment and are also its statisti2all* signifi2ant predi2tors. :0is leads to t0e a22eptan2e of t0e
main and su5-0*pot0eses of t0e stud*. :0e results of t0is paper are also in line wit0 t0ose of t0e past studies
,am5ert et al.( 200#M 1aigle( 2008".
).1 *mplication an+ ,imitations
/s t0e t0eme of t0is stud* is an under resear20ed area( it 2an signifi2antl* 2ontri5ute in raising t0e 2ons2iousness
of s20olars and pra2titioners a5out emplo*ee silen2e and organi>ational 2ommitment. :0e stud* 2an 5e used as a
guideline for 2arr*ing out future studies on t0is t0eme. Moreo4er( t0is paper 2an assist t0e managements in
ta;ing ne2essar* steps so as to en2ourage emplo*ees to 4oi2e t0eir 2on2erns and s0are t0eir ;nowledge( ideas
and opinions.
G0en e4aluating t0e results( a maAor limitation of t0is stud* s0ould 5e ;ept in mind. :0e sample si>e is relati4el*
small and 2omprises of onl* t0e people emplo*ed in t0e 0ig0er edu2ation institutions of a parti2ular 2it* of
!a;istan. :0erefore( t0e findings of t0is stud* are pertinent onl* to t0e institutions in t0e 0ig0er edu2ation se2tor
sin2e t0e* s0are somew0at same ;inds of organi>ational stru2tures and wor;for2e 2ompositions. :0is limitation
2an ser4e as an impli2ation for resear20ers interested in 2ondu2ting studies on t0is area in future. It is
re2ommended t0at t0e future studies s0ould in2rease t0e sample si>e and in2lude people in t0e sample t0at
5elonging to different se2tors of t0e e2onom*.

-$ (eferences
1. Brinsfield( .. 2009". Employee silence& *nvestigation o$ +imensionality +evelopment o$ meas#res an+
e-amination o$ relate+ $actors 3npu5lis0ed do2toral dissertation". :0e %0io State 3ni4ersit*( .olum5us.
2. 1aigle( .. J. 2008". E-ploring the relationships among stan+ar+s('ase+ e+#cation re$orm. lea+ership. an+
teacher or! o#tcomes 3npu5lis0ed do2toral dissertation". 9egent 3ni4ersit*( &irginia.
$. 1etert( J. 9.( C Burris( E. 9. 2008". ,eaders0ip 5e0a4ior and emplo*ee 4oi2e6 is t0e door reall*
openN. /ca+emy o$ %anagement 0o#rnal( )1)"( #'9-##).
). 1*ne( ,. &.( /ng( S.( CBotero( I. .. 200$". .on2eptuali>ing emplo*ee silen2e and emplo*ee 4oi2e as
multidimensional 2onstru2ts. 0o#rnal o$ %anagement St#+ies( 41'"( 1$59-1$92.
5. Eroglu( +.( /digu>el( %. C%>tur;( 3. 2011". 1ilemma of silen2e 4orte? and 2ommitment6 9elations0ip
5etween emplo*ee silen2e and organi>ational 2ommitment. The 0o#rnal o$ Fac#lty o$ Economics an+
/+ministrative Sciences( 122"( 98-12).
'. +enri;sen( O.( C 1a*ton( E. 200'". %rgani>ational silen2e and 0idden t0reats to patient safet*. Health
Services "esearch( 41)p2"( 15$9-155).
8. Jo0annesen( 9. ,. 198)". :0e fun2tions of silen2e6 / plea for 2ommuni2ation resear20. 3estern 0o#rnal o$
Comm#nication 4incl#+es Comm#nication "eports5( 361"( 25-$5.
#. ,am5ert( E. H.( +ogan( N. ,. C Hriffin( M. ,. 200#". Being t0e good soldier6 %rgani>ational 2iti>ens0ip
5e0a4iour and 2ommitment among 2orre2tional staff. Criminal 0#stice an+ 7ehavio#r( 3)1"( 5'-'#.
9. Me*er( J. !.( C Maltin( E. 9. 2010". Emplo*ee 2ommitment and well-5eing6 / 2riti2al re4iew( t0eoreti2al
framewor; and resear20 agenda. 0o#rnal o$ 8ocational 7ehavior( 992"( $2$-$$8.
10. Me*er( J. !.( /llen( N. J.( C:opoln*ts;*( ,. 199#". .ommitment in a 20anging world of wor;. Cana+ian
:sychology;:sychologieCana+ienne( 3<1-2"( #$.
European Journal of Business and Management www.iiste.org
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&ol.'( No.20( 201)

50
11. Me*er( Jo0n !.( C Natalie J. /llen. 1991". / t0ree-2omponent 2on2eptuali>ation of organi>ational
2ommitment. H#man "eso#rce %anagement "evie. 11"( '1-#9.
12. Mi2eli( M. !.( C Near( J. !. 19##". Indi4idual and situational 2orrelates of w0istle5lowing. :ersonnel
:sychology( 412"( 2'8-2#1.
1$. Milli;en( F. J.( Morrison( E. G.( C+ewlin( !. F. 200$". /n e?plorator* stud* of emplo*ee silen2e6 Issues
t0at emplo*ees donBt 2ommuni2ate upward and w0*. 0o#rnal o$ %anagement St#+ies( 41'"( 1)5$-1)8'.
1). Morrison( E. G.( C Milli;en( F. J. 2000". %rgani>ational silen2e6 / 5arrier to 20ange and de4elopment in a
pluralisti2 world. /ca+emy o$ %anagement "evie( 2))"( 80'-825.
15. Mowda*( 9. :.( Steers( 9. M.( C !orter( ,. G. 1989". :0e measurement of organi>ational
2ommitment. 0o#rnal o$ 8ocational 7ehavior( 142"( 22)-2)8.
1'. Murra*( ,. !.( Hregoire( M. B. C 1owne*( 9. H. 1991". D%rgani>ational 2ommitment of management
emplo*ees in restaurant operationsE. Hospitality "esearch 0o#rnal. 14( $$9-$)#.
18. Ni;aram S.( Pam20i +.( Samere0 S.( =a0rani M. C/l4ani S. 2012". Stud* on relations0ip 5etween
organi>ational silen2e and 2ommitment in Iran. 3orl+ /pplie+ Science 0o#rnal. 1910"( 1281-1282.
1#. !ana0i( B.( &eise0( S.( 1i4;0ar( S.( COamari( F. 2012". /n empiri2al anal*sis on influen2ing fa2tors on
organi>ational silen2e and its relations0ip wit0 emplo*eeBs organi>ational 2ommitment. %anagement
Science ,etters( 2$"( 8$5-8)).
19. !inder( .. ..( C+arlos( O. !. 2001". Emplo*ee silen2e6 Quies2en2e and a2-uies2en2e as responses to
per2ei4ed inAusti2e. "esearch in :ersonnel an+ H#man "eso#rces %anagement( 21( $$1-$'9.
20. !onnu( .. +.( C.0ua0( .. .. 2010". %rgani>ational 2ommitment( organi>ational Austi2e and emplo*ee
turno4er in Mala*sia. /$rican 0o#rnal o$ 7#siness %anagement( 41$"( 2'8'-2'92.
21. 9ei20ers( /. E. 19#5". / re4iew and re2on2eptuali>ation of organi>ational 2ommitment. /ca+emy o$
%anagement "evie( 11$"( )'5-)8'.
22. S2ott( 9. ,. 199$". 1iale2ti2al tensions of spea;ing and silen2e. The =#arterly 0o#rnal o$ Speech( 9<( 1R1#.
2$. S0a0nawa>( M. H.( CJu*al( 9. .. 200'". +uman resour2e management pra2ti2es and organi>ational
2ommitment in different organi>ations. 0o#rnal o$ the *n+ian /ca+emy o$ /pplie+ :sychology( 32$"( 181-
18#.
2). Steers( 9. M. 1988". /nte2edents and out2omes of organi>ational 2ommitment. /+ministrative Science
=#arterly. 22( )'-5'.
25. :angirala( S.( C9amanuAam( 9. 200#". Emplo*ee silen2e on 2riti2al wor; issues6 :0e 2ross le4el effe2ts of
pro2edural Austi2e 2limate. :ersonnel :sychology( 211"( $8-'#.
2'. &a;ola( M.( CBouradas( 1. 2005". /nte2edents and 2onse-uen2es of organisational silen2e6 /n empiri2al
in4estigation. Employee "elations( 295"( ))1-)5#.
28. Gasti( S. /.( 2005". .ommitment profiles6 .om5inations of %rgani>ational .ommitment Forms and Jo5
%ut2omes. 0o#rnal o$ 8ocational 7ehavior. 292"( 290-$0#.
2#. =0eng( S.( Oe( J.( S0i( J.( C=0eng( S. 200#". Sur4e* on emplo*ee silen2e and t0e impa2t of trust on it in
.0ina. /cta:sychologicaSinica. 412"( 219-228.


Figure 16 .on2eptual Model
European Journal of Business and Management www.iiste.org
ISSN 2222-1905 !aper" ISSN 2222-2#$9 %nline"
&ol.'( No.20( 201)

51
:a5le 16 .0ara2teristi2s of 9espondents
Items Fre-uen2* !er2entage
Hender Male 89 '$.8J
Female )5 $'.$J
/ge 20-29 *ears 28 21.#J
$0-$9 *ears )9 $9.5J
)0-)9 *ears $5 2#.2J
50-59 *ears 11 #.9J
/5o4e '0 *ears 2 1.'J
Marital Status Single )1 '2.1J
Married 88 $$.1J
%t0ers ' ).#J
Qualifi2ation Ba20elorBs $' 29.0J
MasterBs #2 ''.1J
1o2torate ' ).#$J
:enure 0-) *ears )8 $8.9J
5-10 *ears 52 )1.9J
11-15 *ears 2$ 1#.5J
More t0an 15 *ears 2 1.'J

:a5le 26 S2ale 9elia5ilit* /nal*sis
Su5-s2ale .ron5a20Ts /lp0a Huttman Split-+alf .oeffi2ient
/2-uies2ent silen2e 0.#'2 0.#)2
1efensi4e silen2e 0.8#9 0.8'$
!ro-so2ial silen2e 0.#$2 0.#22
%rgani>ational .ommitment 0.91) 0.#91

:a5le $6 .orrelation /nal*sis
1 2 $ )
1. /2-uies2ent silen2e -
2. 1efensi4e silen2e 0.2'9 -
$. !ro-so2ial silen2e 0.0)5U 0.$11 -
). %rgani>ational .ommitment -0.'$'UU -0.5#1UU -0.80)UU -
>ote6 UU Signifi2ant at 0.01 le4el

:a5le )6 9egression /nal*sis
&aria5le L t Sig.
%rgani>ational .ommitment 0.059 0.$$5 0.0)8
/2-uies2ent silen2e -0.1$' -2.0$5 0.0$2
1efensi4e silen2e -0.$92 -10.515 0.000
!ro-so2ial silen2e -0.$11 -).5$' 0.000
>ote6 9I-0.82)( 9
2
I0.5$5( FI98.005( pK0.01

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