Assessment of Effective Organizational Communication on Organizational Silence and Organizational Citizenship Behavior
Authors
-
Ph.D. Candidate in Marketing Management, Department of Management, Sanandaj Branch, Islamic Azad University, Tehran ,IR
Mohammad Ali Manafzadeh -
Ph.D. Candidate in Marketing Management, Department of Management, Sanandaj Branch, Islamic Azad University, Isfahan ,IREsmail Ghaderi
-
Ph.D. Candidate in Marketing Management, Department of Management, Sanandaj Branch, Islamic Azad University, Kermanshah ,IRMohammad Reza Moradi
-
Ph.D. Candidate in Marketing Management, Department of Management, Sanandaj Branch, Islamic Azad University, Tehran ,IRSamira Taheri
-
BA Clinical Psychology, University of Kurdistan, Sanandaj ,IRParya Amirhasani
DOI:
https://doi.org/10.18311/jeoh/2018/21372Keywords:
Effective Communication, Export Development Bank of Iran, Organizational Citizenship Behavior, Organizational Silence.Abstract
This study aimed to determine effective organizational communication with Organizational Silence and Organizational Citizenship Behavior is done. This research is a quantitative and descriptive survey method. The study population consisted of all employees in the country's Export Development Bank whose number is 1,200, a sample according to the sample of 291 was achieved using twostage cluster online questionnaire was distributed among the population under study and the sample was calculated according to the formula Cochran 291, the cluster using two-step online questionnaire was distributed among the population under study. The tool data is measured using standard questionnaires and effective organizational communications questionnaire (25 questions), organizational silence (25 questions) and organizational citizenship behavior (25 questions) which is then distributed between the staff number of 284 questionnaire were collected. Data analysis was performed using structural equation and software Lisrel. Analysis shows the overall indices measure the overall model is perfectly acceptable situation. The results show an inverse relationship between effective organizational communication and organizational silence (0.86-) there is a significant and also an inverse relationship between organizational silence and organizational citizenship behavior (0.19-) there is a significant, and finally a positive relationship between organizational communication effectiveness and organizational citizenship behavior (0.16) significantly there.
Downloads
Metrics
Downloads
Published
How to Cite
Issue
Section
References
Alipour FH. The relationship between organizational climate and communication skills of managers of the Iranian physical education organization. Procedia-Social and Behavioral Sciences. 2011; 30: 421–428.
Bagheri G, Zarei R and Nik Aeen M. Organizational silence (basic concepts and its development factors). Ideal Type of Management. 2012; 1(1): 47–58.
Bogosian R. Silence is not always consent: Employee silence as a barrier to knowledge transfer. The 2013 Organizational Learning, Knowledge and Capabilities Conference (OLKC); 2013.
Bolino MC, Harvey J and Bachrach DG. A self-regulation approach to understanding citizenship behavior in organizations. Organizational Behavior and Human Decision Processes. 2012; 119: 126–139.
Carriere J and Bourque C. The effects of organizational communication on job satisfaction and organizational commitment in a land ambulance service and the mediating role of communication satisfaction. Telfer School of Management, Career Development International. 2009; 14(1): 29–49.
Dessler G and Phillips J. Managing now. Boston: New York: Houghton Mifflin Company. 2008
Dimitris B and Maria V. Organizational silence: A new challenge for human resource management. Athens University of Economics and Business. 2007. 1–19.
Ebrahim PH, Hasan Z, Mohammad, NV. Organizational citizenship behavior and tourist. Tourism Management Studies. 2012; 7(18).
Ghalavandi H and Zahra M. Relationship analysis of organizational moral climate, organizational identity and organizational silence. Journal of Ethics in Science and Technology. 2015; 10(3).
Kondalkar VG. Organizational behavior, New Delhi: New Age International (P) Ltd., Publishers. 2007.
Markoczy L and Xin K. The virtues of omission organizational citizenship behavior. University of California. 2015. 27–28.
Netemeyer RG, Bowles JS, Mackee DO and McMurrian R. An investigation into the antecedents of organizational citizenship behaviors in personal selling context. Journal of Marketing. 1997; 61: 85–95.
Organ DW, Podsakoff PM and MacKenzie SB. Organizational citizenship behavior: its nature, antecedents, and consequences. Thousand Oaks: CA:Sage Publications. 2006.
Peng JC and Chiu SF. An integrative model linking feedback environment and OCB. The Journal of Social Psychology. 2010; 150(6): 582–607.
Podsakoff PM, MacKenzie SB, Paine J.B. and Bachrach, D.G. Organizational citizenship behaviors: A critical review of the theoretical and empirical literature and suggestions for future research. Journal of Management. 2000; 26: 513–563.
Sadatyar FS and Elaheh SZ. A study of the global studies on the consequences of the genesis and the prevalence of the inner organization's silence and silence among police officers. Quarterly Journal of Supervision and Inspection. 2015; 9(3).
Taghizzadeh H and Abdol-Hussein S. Applying interpretive structural modeling in grading organizational citizenship behavior indices in foreign language institutes: A case study. Quarterly Journal of New Approach in Educational Management. 2014; 5(3).
Vakola M and Bouradas D. "Antecedents and consequences of organizational silence: An empirical investigation". Employee Relations. 2005; 27(5): 441–458.
Worley A. Personnel Management. 8th Ed. America: John Willey and Sons, Inc. 2006.
Yildrim O. The impact of organizational communication on organizational citizenship behavior: research findings. Procedia - Social and Behavioral Sciences. 2014; 150(2014): 1095–1100.
