文章基本信息

标题：Organizational Silence in Universities as the Predictor of Organizational Culture
本地全文：下载
作者：Erkan YAMAN ; Kayhan RUÇLAR
期刊名称：Journal of Higher Education and Science
印刷版ISSN：2146-5959
电子版ISSN：2146-5967
出版年度：2014
卷号：4
期号：1
页码：36-50
语种：
出版社：Buluş Design and Printing
摘要：The aim of this study is to determine the relationship between the sense of organizational silence and the organizational culture the instructors perceived. In this study, the scale for determining organizational culture developed by İpek (1999) and the scale for measuring organizational silence developed by Çakıcı (2007) and adapted by Soycan (2010) are used. No remarkable difference was found in the academic staff's sense of organizational silence degree according to their genders and educational backgrounds. It was seen that the instructors' sense of organizational silence had remarkable differences according to their age group, faculty, sense of administration type in their institutions, frequency of their face-to-face communication with their administrators and their thoughts of speaking clearly with their administrators. It was observed that research assistants had a significantly higher sense of organizational silence than the lecturers in the sense of ‘Lack of Experience'. It was seen that academicians who had 1-5 years of employment period had the highest sense of organizational silence while those who had 21 years or more employment period had the lowest sense of organizational silence in the sense of ‘Lack of Experience' of organizational silence. When the points that participant academicians got from organizational silence and organizational culture scales analyzed in the correlation table, it was found out that there was a remarkable relationship between the academicians' sense of organizational silence and sense of organizational culture. This relationship was a medium-level negative relationship between subdimensions of two scales. A medium-level negative relationship between the organizational silence (total) and the organizational culture was also seen. Based on the findings, university administrators were proposed to create a participant culture in their institutions as well as to encourage instructors to speak clearly and increase the frequency of contact with them.