Presenting the model of organizational silence based on personality models of municipal employees

Subject Areas :

jalal rizaneh ¹ (Department of Future Studies of Religion and Religion, Research Institute of Islamic Sciences and Culture, Qom, Iran)
Mahdi Iranpour nodhe ² (researcher)

Received: 2024-06-15 Accepted : 2024-06-24 Published : 2024-02-20

Keywords: Organizational silence, personality patterns of employees, pattern design and explanation, Bandar Abbas Municipality,

Abstract :

The aim of the current research is to identify the critical variables affecting organizational silence based on the personality pattern of employees in Bandar Abbas city. A questionnaire was used to collect information. that the Cronbach's alpha coefficient of the questionnaires is above 7. To test the validity of the questions, content validity was used, and for this purpose, the opinions of experts, university professors and expert experts were used. , Confirmed. The statistical population in this research is made up of Bandar Abbas municipality employees, among whom 152 people were selected as a sample by simple random. Exploratory factor analysis test was used to analyze the information. After conducting the exploratory factor analysis test, finally 5 factors: causal conditions, intervening conditions, background conditions, strategies, central conditions and consequences as influencing factors on organizational silence based on The personality pattern of the employees has been identified. Among the most effective variables, the 5 factors affecting organizational silence based on the personality pattern of the employees are as follows: Causal conditions (management factors with the highest priority and target factors with the lowest priority), intervening conditions ( Environmental factors with the highest priority and cultural factors with the lowest priority (conditions that create the foundation) Lack of capable and motivating managers with the highest priority and non-participatory decision-making with the lowest priority (leader conditions) Change in organizational structure with the highest priority and management of organizational culture with the lowest priority ), the outcome conditions (promoting organizational commitment with the highest priority and promoting the emotional commitment of employees with the lowest priority)

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