The relationship between job characteristics an attitude toward organizational silence in sport and youth offices of Hamadan province: The mediate role of job burnout

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.