جستجوی مقالات مرتبط با کلیدواژه « organizational silence » در نشریات گروه « تربیت بدنی »

The aim of this study was to investigate the effect of personality traits on organizational apathy with the mediating role of organizational silence (Case study: physical education teachers). The population included all physical education teachers in 19 districts of Tehran (1600 people). Due to the limited research community, based on the Cochran's formula, 351 teachers were randomly selected as a sample. In this study, questionnaires of personality (Gosling et al., 2003), organizational silence (Vacola and Borados, 2005) and organizational apathy (Danaee Fard et al., 2010) were used. In order to analyze the data, descriptive and inferential statistical methods were used. Based on the results, personality traits have a significant negative effect on organizational apathy (Sig = 0.001, t = 8-520); Personality traits have a significant negative effect on organizational silence (Sig = 0.001, t = -2.679); Organizational silence has a significant positive effect on organizational apathy (Sig = 0.001, t = 2.507). It was also found that personality traits through the mediating variable of organizational silence have a significant effect on organizational apathy of physical education teachers. As it turned out, the personality factor determines the degree of organizational apathy and organizational silence of physical education teachers, so it is recommended to use personality tests when hiring teachers to maximize the fit of personality and jobs.

The purpose of this study was to determine the relationship between organizational indifference and organizational inertia through organizational silence in the employees of the general sports and youth departments of Fars. The statistical population of this research was all the employees of the General Directorate of Sports and Youth of the province, numbering 114 people, of which 94 people cooperated with the researcher by sampling method. In order to collect data, a questionnaire of personal characteristics and three standard questionnaires of organizational indifference by Danai Fard et al. (2014), organizational inertia (Goodkin and Alkron, 2008) and organizational silence (Dimitris and Vekula, 2007) were used. In order to describe the data, descriptive statistics methods were used, and for the inferential analysis of the data, the statistical methods of Kolmogorov-Smirnov test, Pearson's correlation coefficient and regression in SPSS software and structural equations were used. The findings of this research showed that there is a positive and significant effect between organizational indifference and organizational inertia through organizational silence in the employees of the General Directorate of Sports and Youth of Fars.

The purpose of the present study is to review the impact of organizational silence on organizational performance with the intervention effect of physical education teachers' happiness at work. The nature of research is practical and its method is analytical survey. The research population consists of all 1593 physical education teachers in Mazandaran, among whom 364 teachers were randomly chosen according to the Morgan table. For data collection, a questionnaire was used and the statistical analysis of data was conducted using confirmatory factor analysis (CFA), SPSS23 and Amos. The results showed that organizational silence has a significantly negative effect on the organizational performance of physical education teachers. Moreover, happiness at work has a significantly positive effect on the organizational performance of physical education teachers. In the correlation between organizational silence and organizational performance, happiness at work can be an effective intervention and improve organizational performance.

The present study was conducted with the general aim of investigating the role of ethical leadership on organizational silence mediated by organizational bullying, organizational indifference and job plateau of the employees of the Ministry of Sports and Youth. The present study, according to the type of study and the relationships between variables, was one of the applied research projects and in terms of data collection method, it was among the studies of correlation with structural equations approach, which was conducted in the field. The statistical population of the study included all employees of the Ministry of Sports and Youth that finally 400 people were randomly selected.. The research instruments included six questionnaires of demographic characteristics, the standard questionnaire of moral leadership , the standard questionnaire of organizational silence, the standard questionnaire of organizational bullying, the standard questionnaire of organizational indifference Validity of the research tool in various research has been confirmed and the reliability of the components was reported using Cronbach's alpha reliability coefficient above 0. 7. The results of data analysis showed that there is a significant negative relationship between ethical leadership and organizational bullying, Also, moral leadership has a significant negative effect on organizational silence, organizational bullying, while organizational bullying, have a significant positive effect on organizational silence. It was further found that ethical leadership through the mediating variables of organizational bullying and organizational indifference has a significant negative effect on the organizational silence of the staff . Finally, the model of the effect of moral leadership on organizational silence with the role of mediation of organizational bullying, organizational indifference and job plateau of the staff of the Ministry of Sports and Youth was developed and approved.

purpose of the this study was to map the relationship between good governance and the general trust of the staff of the Municipal Sports Organization, considering the variables of the mediator of silence and organizational vocal.

The research method was descriptive-analytic and correlation. The statistical population of the study was employees of the Municipal Sports Organization. Morgan table was used to estimate the sample size. The sample size was 317 and the random sampling method was simple. To collect the data, we used the good governance scale of Moghimi, Ardakani(2011), Nargesyan et al, Public trust(1394), organizational silence, Vakola & Bouradas(2005), Hammas organizational voice(2012).

The results showed that good governance had a negative and adverse effect on silence and silence had a negative and adverse effect on employees 'public trust and also had a positive and significant effect on employees' public trust. In addition, the research model on the relationship between good governance and general confidence of the staff of the municipality sports organization with regard to the mediating role of silence and organizational sound, has a good fit.

director, with the provocation of the organizational voice of the staff, understands their needs and, in the event of accountability and problem solving, automatically eliminates the collective problems and demands of the employees who are silently organized, due to the elimination of problems and ambiguities, even with their silence has not changed, their public confidence will increase and the negative impact of their silence on their public confidence will be eliminated.

The study is to determine the relationship between organizational identity and organizational silence and organizational climate among the staff of the gymnasts and bodybuilders of selected provinces. The research method was descriptive-correlational and in terms of its purpose was applied one. The statistical population was 340 employees of the delegates of selected provinces (Golestan, Khouzestan, Kermanshah, Sistan and Baluchestan, Isfahan, Qom, Tehran, and Markazi). 181 people were randomly selected according to Morgan's table. In this research, organizational identity questionnaire (Cheney, 1983), organizational silence (Wacola and Borados, 2005) and organizational climate questionnaire of Hallipin and Kraft (1963) were used. The reliability of the questionnaires were 0.81, 0.85 and 0.78, respectively, and its validity was confirmed by the experts. Descriptive statistics, Pearson correlation coefficient and stepwise regression were used to analyze the data. The results showed that there is a significant negative correlation between organizational identity and organizational climate. There is a significant positive correlation between organizational silence and organizational climate. Also, among demographic variables (age, gender and career history), only a significant relationship was found between gender and organizational identity. Also, the components of organizational identity, membership and similarity with organizational climate had a significant negative relationship. |There was no significant relationship between loyalty and organizational climate. Similarly, all three components of organizational silence had a significant positive relationship with organizational climate. Ultimately, only organizational silence was a significant predictor of organizational climate. Therefore, it is suggested that the heads of bodybuilding and bodybuilders try to improve the conditions in order to improve the organizational climate through planning.

The purpose of this study was to study the effect of organizational climate on organizational enthusiasm and silence with the role of glass cluster mediation among female employees. The research method is descriptive-survey. The sample consisted of 110 female employees. Organizational climate was assessed by Organizational Climate Questionnaire (SUSMAN), Organizational Silence with Harlow's Questionnaire (2001) and Saloon's Eagerness (2001). The Rock Climat Questionnaire, which was developed by Babaei Zakliki (2006), was used. The findings show the effect of organizational climate on increasing organizational eagerness and reducing organization silence and glass rocks. The Ali coefficients of the paths between the three main research structures show the indirect effect of organizational climate (through the glass mediator) on increasing the enthusiasm and reducing organizational silence. According to the results of the research, glass cliffs can negatively affect occupation. In other words, the more women of the society in their working environment feel the glass of glass, their desire and desire for work decreases.

The purpose of this study was to investigate the impact of organizational silence on organizational citizenship behavior (OCB) with the moderating role of organizational justice among employees of North Khorasan province sport and youth departments. The research method was descriptive and structural equation modeling type. The statistical population of this study was all staff members of sport and youth departments of North Khorasan province (120 people) and the statistical sample was considered equal to the statistical population. The data were collected using three standard questionnaires of organizational silence (vakola and Bouradas, 2005), organizational citizenship behavior (Organ and Konovsky, 1989) and organizational justice (Neihoff and Morman, 1993) and their reliability in a preliminary study was 0.72, 0.69 and 0.87, respectively. Data analysis was done by partial least squares method (PLS). The results showed that organizational justice had a positive and significant effect on OCB, but organizational silence had a negative and significant effect on OCB; also, the results indicated that the organizational justice variable could not play a moderating role in the relationship between organizational silence and OCB. Therefore, it is recommended to managers to break the atmosphere of silence in organizations and create an atmosphere that Accepts employees’ feedback and ideas as an important organizational input to empower employees through this and encourage active volunteering to resolve organizational issues.

The purpose of the present research work was to study the relationship between the components silence and organizational indifference with organizational negligence of physical education teachers.

This work was of a descriptive-correlation type. The statistical population included the physical education teachers in the Shahin-Dezh and Bokan cities with a volume of 142 people. The sampling method was simple random, and depending on the model Krejcie and Morgan sample size, 103 was considered. The data was collected by the organizational negligence questionnaire, Safari Nia and Amirkhani (2011), organizational silence, Boradas dimitris (2005), organizational indifference, and Danaifard and et al. (2010), and the data was analyzed using the descriptive and inferential statistics.

The results obtained showed that the variables organizational silence and indifference were able to predict power organizational negligence with R2 = 29.1%; in this context, the share of the organizational indifference variable ( = 0.568) was significant at the 95% confidence level (P < 0.05) but the share of variable organizational silence ( = 0.153) was not significant (P > 0.05).

The variables organizational silence and indifference together explain and predict the variable of organizational negligence. In this case, only the share of the organizational indifference variable is significant, i.e. reducing the organizational indifference of teachers reduces their organizational negligence, and vice versa. It can be suggested that the efforts made to develop the staff abilities and eliminate their silence and organizational indifference should be considered as a serious priority in the policy-makers agenda and planners organizations to decrease the employees’ negligence.

The present study was aimed to check the communication model of identity and organizational silence with staff self-concept in the offices of Youth and Sports, in the northwest of Iran. It is descriptive and correlational. The sample of study consisted of all agency employees of the Youth and Sports office in the northwest of Iran,i.e the provices of West Azerbaijan, East Azerbaijan, Ardabil, Zanjan and Kurdistan,in1395. The sample size determind via Cochrane formula was169.The data were collected through library studies,as well as the standard questionnaires of-organizational identity of Cheney (1983),organizational silence of Wakvallae and borradoues (2005) and self- concept of Raj Kumar Sarasota(1981).The researchers employed SPSS software, and AMOSE to give inferencial and descriptive statistics.The results indicated that organizational identity,the silence of the organization and self-concept in the offices of Youth and Sports in northwest of the country are significantly in a good condition. The result also showed that organizational identity had a positive effect on the self-concept and silence of organizational departments of Youth and Sports offices in the northwest of Iran.Therefore self- concept positively influenced the organizational silence in Youth and Sports offices in the northwest of Iran. In sum, the results showed that organizational identity and trying to boost and developed it is of very paramount importance to managers.

One of the major problems that organizations especially human resources are involved with at present is the staff not willing to discuss or participation in the organization. Organizational silence is an inefficient organizational process that reduces costs and effort. The main goal of this research is to help organizations to become familiar with the most important factors affecting the phenomenon of organizational silence and efforts to reduce it in the organization. The present research is applied in terms of purpose and in terms of its nature and descriptive-survey method. In order to achieve the goal, in the first step, a total of 36 factors influencing organizational silence were extracted through comprehensive library studies and evaluations of previous studies. In order to collect experts' opinions to implement the Fuzzy Delphi technique, a Five-Scale Likert questionnaire was used and factors affecting organizational silence were screened. In the next step, the checklist questionnaire was used to determine the weight of the factors and was distributed among the experts. Then, the second questionnaire was presented to the experts in the form of Likert spectrum. Researchers, human resource and behavioral experts who are a member of the scientific management team or have human resource management in organizations located in the province of Tehran. Sampling is unpredictable and snowball type. In this research, 12 experts were selected as respondents. Validity of the questionnaire was confirmed by experts, and the reliability was calculated according to the incompatibility rate obtained from the pairwise comparison of 0/089765. Therefore, considering that it is less than 0/1, it is acceptable. After screening with Fuzzy Delphi technique, 23 factors were accepted according to the experts' opinion for prioritization. Finally, based on the weights obtained by Fuzzy AHP method, the selected factors were selected using the ARAS technique. According to the results of the research, managers' fears of negative feedback, lack of motivational managers and environmental-cultural factors, concepts related to psychology, and the perception of the director's inability to perform the work were the highest priority.

The study is to determine the impact of organizational culture on organizational silence in the headquarters of the Ministry of Sports and Youth. The research method used in this study was descriptive-survey method and information was collected by two methods of library and field studies using the Volach's organizational culture questionnaire (1983) and Organizational Silence of Boradas and Vakula (2005). The population (the staff of the Ministry of Sport and Youth about450) was selected through simple random sampling and based on the Morgan table, a statistical of 205 people were selected as the sample. In order to analyze the data, two SPSS and LISREL software were used. The statistical tests used in this study are Kolmogorov-Smirnov test to determine the normality of the variables, fitness indicators to determine the fit of the model, Pearson correlation test to determine the correlation between variables and regression test to determine the role of independent variable on dependent.
The results showed that organizational culture and all its components (bureaucratic culture, supportive culture and innovative culture) are of a significant effect on organizational silence and its components (managers 'attitude towards silence and supervisors' attitudes towards silence and communication opportunities). The organizational culture is of effect on organizational silence in female employees and a significant difference with male employees. Given that supportive culture and innovative culture reduce the level of organizational silence, it is suggested that with the support of employees as well as encouraging innovation, the culture of supportive and innovative innovation is put in place and will weaken the silence of employees.

Since the part of the organizational silence is taken from the employee's attitude, in this study were surveyed the techniques of job design that they can fluctuant employees attitude toward the organization silence through job burnout. Numbers of 108 employees from sport and youth offices of Hamadan Province through Krejcie and Morgan table and randomly assigned and responded to job burnout, job characteristics, and organizational silence questionnaires. Reliability, structural and content validity of each questionnaire were accepted through exploratory and confirmatory factor analysis. Structural equation model results indicated that job design as autonomy (r= - 4.04, t= 2.68), feedback (r= - 0.51, t= 2.47), and task significance (r= - 0.22, t= 1.98) can largely control job burnout. But skill variety had a positive effect on job burnout (r= 4.78, t= 2.56). Also job burnout had significantly the greatest influence on top manager’s attitude (r= 0.98, t= 5.03) and supervisors (r= 0.67, t= 5.17) to provide organizational silence. Thus, can be concluded that much of the observed organizational silence in the sport organizations are taken from job design that was codified by top managers. We suggested that job frameworks will be designed by autonomy and task significance after identifying the needs of each employees. This process makes minimize the most negative attitudes to top managers and supervisors in organizational partnerships.

The purpose of this research was to evaluate validity of the Persian version for organizational silence questionnaire. The statistical population included the whole employees in ministry of sport and youth in Iran. The sample consisted of all the population according to the small of population. Measurement instrument was organizational silence questionnaire of Vakola & Bouradas (2005). Questionnaire included three subscales (supervisors’ attitudes to silence, top managers attitude to silence, communications opportunities). University professors including expert of sport management confirmed the validity. There was a pilot study to measure reliability. The reliability was desirable (Cronbach a=0.90). Descriptive statistics and confirmatory factor analysis were used to analyze data. Results showed that all questions had significant relationship with their factors leading to be a good predictor for their factor. According to the result, the reliability and validity for Persian version of organizational silence questionnaire were acceptable.

The aim of this study was to examine the role of personality in employees’ silence and organizational indifference. The statistical population consisted of all employees in Sport and Youth general office of Kerman province and all of them were selected as the sample by census sampling method (n=92). Data were collected by big five personality (Den Eve and Oswald, 2012), employee silence (Brinsfield, 2009) and organizational indifference (Danaei Fard et al., 2009) questionnaires. Pearson correlation coefficient and path analysis were used to analyze the data. The results revealed a significant reverse relationship between conscientiousness, openness to experience and extraversion with silence and organizational indifference. Findings from path analysis showed that personality had a direct effect on employees’ silence and organizational indifference and it indirectly influenced indifference through employees’ silence. Therefore, it can be concluded that those employees with conscientiousness, openness to experience and extraversion personality would not be silent on the problems in the organization and will be sensitive to the future of the organization. Thus, if organizations seek to have the culture of comments, they should consider personality as a part of human resources planning process.

According to the ability of personality to predict the employee behavior and also the important consequences of organizational silence, this research work was conducted with the purpose of predicting organizational silence through personality types among employees of Sport and Youth Office in the province of Kerman.

This research method was descriptive-correlation, conducted by the field study method. The statistical population was all the employees of Sport and Youth Office in Kerman, all of whom were chosen as the statistical sample (n = N = 92). The required data was gathered through the big five personality (Den Eve and Oswald, 2012) and organizational silence (Brinsfield, 2009) questionnaires, and analyzed using the multiple and multi-variate regression.

Based upon the findings, most of the employees had agreeable personalities and often showed an acquiescent silence behavior. Also the statistical analysis showed that agreeableness, neuroticism, and extraversion were good predictors for organizational silence in the future.

With these findings, it can be concluded that if managers want their employees, and share their questions, ideas, concerns, information, and opinions about the organization, they should consider the employees’ personality as a part of the staffing process. In this regard, it is suggested that managers give employment priority to conscientiousness and openness personality types.

The purpose of this study was to determine the relationship between organizational silence and staff’s job burnout of Department of Sport and Youth in Hamedan province. Concidering the purpose of the research, it is an applied study done with descriptive- correlation method. The statistical society of this research includes whole staffs General Directorate of Youth and Sport of the Hamedan province, whose number is 150, according to the Kerjcie –Morgon Table 108 subjects on the other. In this study, the Kolmogorov- Smirnov tests, Pearson correlation, t-test, Durbin-Watson and univariate regression was used. The results indicate that there was a direct and meaningful relationship between organizational silence and jop burnout and all it’s all dimensions. In addition there was, there was no meaningful difference between men and women’s organizational silence . Univariate regression analysis showed that organizational silence can be explained by job burnout . In fact, it can be said that the phenomenon of organizational silence can be a barrier to expressing ideas and opinions of the organizations and individuals which create conditions for job burnout. Hence, identifying the factors affecting it and trying to eliminate them, can facilitate circumstances for employees to express their opinions and ideas, increase their creativity and through this organizations benefit from active and informed participation of their employees to grow their excellence and success more rapidly.

The purpose of this study was to Predict Employee Organizational Performance, According to the Organizational Silence in Office of Youth and Sports of the Kermanshah Province. The research method was descriptive and type of correlation. The statistical population of the study (228 person) consisted of all Employees in the Sports and Youth Offices in Kermanshah Province. According to Kerejci & Morgan, 163 person were randomly cluster. Instruments used in the study, were Questionnaires of Van Dyne et al (2003) Organizational silence and Hersey and Goldsmith (2003) Organizational performance that Primary reliability Was conducted Through a pilot study in between 50 person of the Employees in the Sports and Youth Offices in Kermanshah Province and was approved Then Total reliability were reported through Cronbach's alpha, with 163 participants in the year (1394) of the 0/73 and 0/93 For data analysis, descriptive and inferential statistics was used (K-S Test, Pierson correlation coefficient and multiple regression). The results showed that, significant relationship between organizational silence) r= -./19, P˂. /05 (and organizational performance. Also, the results of stepwise regression analysis Showed that organizational silence respectively can 27 percent of changes from organizational performance to predict. Therefore, we suggest to managers in the sports and youth offices that, through special attention to organizational silence provide Conditions for increase organizational performance.