بازآفريني الگوي پيشايندها و پيامدهاي سكوت سازماني كاركنان مورد مطالعه: شهرداري اصفهان

Recreation of Antecedents and Consequences of Employees' Organizational Silence Case Study: Isfahan Municipality

هدف اين پژوهش طراحي الگوي پيشايندها و پيامدهاي سكوت سازماني بوده است. روش پژوهش توصيفي - همبستگي و ازنظر هدف كاربردي - توسعه‌‌اي است. ازلحاظ گردآوري داده‌ها نيز به روش آميخته انجام شده است. جامعۀ آماري مربوط به مطالعۀ كيفي، 2013 نفر ازكارمندان شهرداري اصفهان بوده است. جامعۀ آماري مربوط به مطالعۀ كمي (دلفي فازي)، 138 نفر از خبرگان سازماني شامل مديران منتخب در شهرداري اصفهان و خبرگان دانشگاهي صاحب‌‌نظر در حوزۀ رفتار سازماني و منابع انساني بوده است. در بخش كيفي با نمونه‌گيري هدفمند با 16 نفر از كاركنان مصاحبه شد. روش نمونه‌گيري در اجراي مطالعۀ كمي نيز نمونه‌گيري قضاوتي بود و تعداد 18 نفر از خبرگان سازماني و دانشگاهي در اين بخش مشاركت داشتند. تجزيه‌‌وتحليل داده‌‌ها در دو بخش آمار توصيفي و آمار استنباطي انجام شد. در مرحلۀ بعد عوامل شناسايي‌شده ازسوي خبرگان تجزيه‌وتحليل شد. نتايج نشان دادند عواملي مانند حفظ موقعيت فعلي، بي‌‌اعتمادي و بدبيني كاركنان به مافوق و ترس كاركنان به‌منزلۀ عوامل فردي، سبك رهبري مديران به‌منزلۀ عامل مديريتي، انگيزۀ شغلي كم، سياست‌‌ها و ساختار سازماني و جو سازماني به‌منزلۀ عوامل سازماني و همنوايي با جمع به‌منزلۀ عوامل گروهي پيشايندهاي سكوت سازماني‌اند. كاهش اشتياق شغلي كاركنان، كاهش شادي كاركنان و استرس به‌منزلۀ پيامدهاي فردي و بي‌تفاوتي سازماني و كاهش كيفيت تصميم‌هاي سازماني به‌منزلۀ پيامدهاي سازماني، از پيامدهاي سكوت سازماني‌اند.

Human resources in firms are one of the factors to gain competitive advantage. Hence, successful firms use these advantages effectively which are the valuable capital of firm and elevate their firm through enhancement of their capability and motivation. Although employees are expected to participate in development of the firm via their knowledge, ideas, opinions and suggestions, they sometimes prefer to become silent. Therefore, firms have to provide conditions for their employees to move towards the purposes and plans of the firm with peace of mind and safety. Today, firms need employees who break organizational silence and propose their opinions about the problems. In firms where there is no silence, employees and managers have high motivation, performance and efficiency. Similarly, simultaneous with more diversification of organizational environments, the environment and communicative processes will become more complex and interactive. So, employees are a valuable source of feedback for identification of the problems at the work environment and solving them. The research show that when managers ask the employees to express their opinions, if employees believe that their opinions and suggestions for change may disturb the current balance in the firm or worries the managers, they often feel unsafety in expressing their ideas and opinions. This sense of unsafety is led to unconscious or conscious decision of an employee to become silent (Deniz et al., 2013). Employees' silence is highly harmful for firms and it often increases dissatisfaction levels among the employees. This is shown in the form of absenteeism and turnover and perhaps other undesirable behaviors. In addition, if employees are silent, relations will be damaged; thus, total performance of the firm will be damaged. Other consequences may be lack of innovation, low spirit, defective services, etc. (Cinar et al., 2013). How to break silence and create a free space which encourages the employees to speak are major challenges for managers (Beheshtifar et al., 2012). Isfahan Municipality is one of the most important service firms that requires employees who can express their opinions simply. On the other hand, employees' silence has been one of the main concerns of managers at Isfahan Municipality in recent years. It is essential for this organization to propose explanatory factors of silence and its consequences in the framework of a model through a deep study and considers it as the management basis of this phenomenon. Despite the fact that employees' silence has become common in firms but it is a concept that has not been recognized well and a few scientific studies has been carried about it. Besides, its nonobvious presence, meaning and effect on performance of groups and firms have not been recognized completely. Likely, Morrison and Milliken (2000) indicate given that silence has become a powerful force in firms but it has not been explored seriously (Zarei Matin et al., 2011). Therefore, familiarity with this phenomenon and identifying the grounds and reasons of its occurrence as well as the resulting consequences is necessary in order to prevent or confront it. Considering the importance of this issue, the main problem in this study is to design a model for antecedents and consequences of organizational silence at Isfahan Municipality.