Introducing a Model Organizational Silence Management at the Social Security Organization

In recent years, despite the developments in the public sector, the low productivity of the government agencies is still the main concern of policy makers in the country. The silence and discouragement of the staff towards the organization's fate and plans and the lack of effective understanding and agreement between employees and the manager(s) is assumed as a danger to the reduction of organizational performance which harms the society at the macro level. Organizational silence management is an important part of organizational behavior management. This research seeks modeling to cover the dimensions of the organizational silence phenomenon. Through the use of survey method and by relying on structural equation modeling, data were collected using a researcher-made questionnaire from a sample of 354 men and women employed at the headquarters of the Social Security Organization. The researcher-made questionnaire was designed based on the available theories and by examining the exploratory factor analysis in 174 items. The components of the questionnaire were confirmed through the confirmatory factor analysis and the final model was then determined by verifying the components and their sub-components. The final model offered a way to understand the organizational silence. It helps the managers and policymakers to reduce this phenomenon in the organization and to create the spirit of work and effort in the staff. Managers can use this theory to eliminate the organizational silence. This theory helps theoreticians of the organization to achieve testable hypotheses in more comprehensive researches.