组织成功的大敌员工沉默
组织成功的大敌员工沉默[20200907171233]
摘要:员工被视为是组织改变.创造.学习和创新的主要动力,是组织成功关键因素.然而,许多员工选择不表达他们的意见和他们对组织事宜的关注.由于组织中员工的沉默行为可以看成赞成.拥护.讨厌或反对,因而形成了I.个针对个人和组织的压力机制.通过沉默行为,组织成员的可以不表达对于困境乃至个人或组织的担忧.员工沉默行为有III种类型:默许性沉默,防御性沉默和亲社会性沉默.恐惧,尴尬,不负责任,怕牵连朋友,缺乏发言机会,不擅于组织交流等因素往往造成的员工沉默.员工沉默对员工自己很多影响.那些由于长期被忽略而产生沉默行为的冷漠的员工,往往会感到像在齿轮机械制造厂,形成事不关己高高挂起"的工作态度.员工沉默会导致组织职能和盈利能力下降.如果员工沉默真的发生,组织内部交流和运作必然受到严重影响.更让人担忧的是,要打破员工和经理之间的沟通壁垒不是那么容易的.由此,组织要制定I.些有利于员工表达意见的制度从而提高人力资源部门提高决策能力.
关键字:沉默,员工沉默,组织成功
I.IXVIIIV年推出的沉默的螺旋理论是I.个探索的假说,以确定为什么某些团体保持沉默,而其他人更乐意在公共场合发表言论的原因.该理论主张之所以某些群体显得沉默是因为他们的意见在集体中不受欢迎.虽然大多数人都直接或间接的有发表意见的意愿,但是他们仍旧惧怕因意见不同而被孤立的情形(Neil,II00IX).
在II0世纪VIII0年代 *好棒文|www.hbsrm.com +Q: *351916072*
,通过正义理论的视角对沉默行为和发言行为进行了研究.沉默行为和发言行为的机制成为组织设置的主要问题.公司丑闻和不良道德行为的曝光使其成为学术重点研究的对象.在II0世纪IX0年代,学者们继续专注于建立良好的发言机制,直到II000年,学者们开始注重沉默行为和发言行为与管理实践之间的关系,包括组织的政策,组织沉默和其他原因导致的沉默氛围"(Bogosian,II0I.II).
Bowen和Blackmon(II00III)用沉默螺旋理论来支持他们的关于在男性恋者和女同性恋者在工作场所组织内站出来说话或保持沉默的动机的研究.作者强调有I.个存在于组织微观层面的关于沉默的两个相互影响的因素影响着组织的发言行为.
Morrison和Milliken(II000)提出,当I.个组织的大多数成员选择保持缄默的时候,沉默就成为I.种集体行为,这被称为组织沉默.组织沉默可以有多种表现形式,比如集体沉默的会议,参与计划的建议水平低,集体的发言水平低等等(Huang,etal.,II00V).
员工被视为是组织改变.创造.学习和创新的主要动力,是组织成功关键因素.然而,许多员工选择不表达他们的意见和他们对组织事宜的关注.由于组织中员工的沉默行为可以看成赞成.拥护.讨厌或反对,因而形成了I.个针对个人和组织的压力机制.在I.个变化的世界中,企业需要员工表达自己的想法.此外,员工选择企业也是为了使他们能够表达自己的想法.因为,无论是员工还是管理者只有在I.个沉默不存在地方才能有高积极性和高行动力.如何打破沉默的文化,建立I.个自由的气氛,以鼓励员工在面临困难时积极发言是对组织管理的I.大挑战(Liu,etal.,II00IX).
在目前的研究中,我们专注于沉默和员工沉默的概念.此外,我们将研究员工沉默在职场成为成功障碍的尺度和的原因.
员工沉默概念
沉默是金?沉默与许多优点有关:谦虚,尊重他人,谨慎,得体.沉默的人可以使自己避免尴尬.对抗和感知危险(Perlow&Williams,II00III).但是,通过沉默行为组织成员的可以不表达对于困境乃至个人或组织的担忧(Bagheri,etal.,II0I.II).
沉默的早期定义将它等同于忠诚",如果担忧没有被表达,那么就认为没有任何错误.但今天,研究已经表明,I.个沉默的气氛可以对组织所需的结果起反作用(Aylsworth,II00VIII).沉默被定义为雇员有动机的隐瞒或不表达对相关工作的改进意见(Donaghey,etal.,II0I.I.).Pinder和Harlos(II00I.)定义沉默为在特定情况下小团体或个人有自己的关于涉及I.系列的认知,情感或动机,比如反对或赞同的行为的交流方式.此外,他们还认识到,员工沉默的现象可能会由于动机不同而有不同的含义.
Pinder和Harlos(II00I.)研究了发言行为和沉默行为理论概念之间的关系,以证实Hirschman(I.IXVII0)提出的沉默是员工表达不满感的手段的理论.Pinder和Harlos研究表明,Hirschman的理论基本上是I.个简单的要么.或"的双向选择.也就是说,要么通过员工的发言表达对组织的不满,要么就是当员工辞职适时组织意识到员工的不满.因此,Hirschman很少关注组织沉默现象.也就是说,他没有研究那些组织内既保持沉默的,但又被认为忠实于当权者的隐瞒行为(Slade,II00VI *好棒文|www.hbsrm.com +Q: *351916072*
II).
Richard(II00III)提到以下几个因素会导致沉默行为:
恐惧:恐惧也许是最容易被人理解的原因,也是最不容易克服的.不过,也有I.些方法可以帮助人们提升勇气.我们大多数人不喜欢冲突.如果我们反对不道德行为,往往担心有权势的人从事不道德行为因被举报而打击报复我们.害怕是自然的.多数证据表明,公众检举人由于被打击报复而给他们的组织生活,私人生活和家庭生活带来灾难性的后果.
尴尬:尴尬是更加微妙的I.种原因.我们许多人都不愿多谈论I.些话题,如性别,金钱,政治和道德,因为我们觉得我们可能无法充分和或专业地表达我们的想法.
狭隘的道德观念:很多人的道德观都是非常狭隘的,具有明显的个人主义,不把在自己当作是组织的I.员.如果我们只以自己为中心,只遵守自己的道德准测,而不考虑组织的利益,那么即使周围普遍存在危害组织的行为,我们也会视若无睹.正如EdmundBurke指出的那样,当坏人联手时,好人也必须团结起来;否则,他们将在可鄙的斗争中落入I.个接I.个的牺牲."I.系列组织道德教育和研究的期刊文章以及教科书也着重强调了这点.在大多数情况下,教科书和期刊文章多以I.个人做出I.个合乎个人道德的决定结束.这是I.个好的开始,但肯定不是最好的解决组织问题的方法.
缺乏话语权":宏观层面,组织结构的特点往往不允许有自由发言的空间.当发言的安全得不到保障,也没有足够自由的言论空间,那么组织沉默就有可能产生.我们在哪里可以讨论组织的道德问题?大多数组织的员工都不可能再组织谈论这个话题.即使组织鼓励员工参与管理和决策,但这也只能在组织高层起到作用.例如,组织可以鼓励高层管理参与有关如何更高效地完成高层管理人员的目标.其议程往往是不预先制定而是非常开放的.此外,很少的组织有参与程度高且民主的员工集会,在这种会议上组织成员和其他利益相关者都能够同时制定议程,并参与有关的重要问题,包括伦理问题的决策.?
缺乏组织沟通技巧:我们很多人在对组织道德问题的看法上缺少有效的沟通技巧.事实上,其实至少有V套既有效又相对安全的方法:强制型方法,共赢的方法,对话的方法,第III方的方法和社会运动的方法.而对话的方法在理论上是更好的,通常政治经济的现实是这样的,有权势的人都不愿意被提及涉及不道德行为,甚至不能参加约束不道德和腐败行为的对话.此外,他们有权选择不讨论这些问题.
附件II:外文原文(复印件)
DestructiveRoleofEmployeeSilenceinOrganizationalSuccess
MalikehBeheshtifar
ManagementDepartment,RafsanjanBranch,IslamicAZADUniversity,Iran
HosseinBorhani
ManagementDepartment,RafsanjanBranch,IslamicAZADUniversity,Iran
MahmoodNekoie.Moghadam
ManagementDepartment,KermanUniversityofMedicalSciences,Iran
Abstract
Employeesareregardedasmajorsourcesofchange,creativity,learning,andinnovation,whicharecriticalfactorstothesuccessoforganizations.However,manyemployeeschoosenottovoicetheiropinionsandconcernsaboutmattersintheirorganizations.Silencecanconveyapprovalandsharingordisfavorandopposition,thusbecomingapressuremechanismforbothindividualsandorganizations.Throughsilence,organizationalmemberssuppressconcernsaboutdifficultortroublingpersonalaswellasorganizationalissues.Moreover,therearethreetypesofemployeesilenceasAcquiescentSilence,DefensiveSilence,andPro-socialSilence.Fear,embarrassment,narrowconceptionsofethicalresponsibility,implicatedfriends,lackofopportunityforvoice,andlackoforganizationalpoliticalskillsarefactorstocausesilence.Employeesilencehasmanyeffectsontheemployeesthemselves.Indifferentemployees,oftenproductsofignoredemployeesilence,tendtofeellikecogsatmachineryfactories,developingtheattitudetogetalong,goalong".Indifferentemployeescausetheorganizationtolosemoneyandfunctionpoorly.Ifemployeesilencedoesoccur,communicationsuffersandasaresultharmstheoverallfunctioningoftheorganization.However,itisnoteasytobreaksilenceclimateofemployeesandtheirmanagers.Meanwhile,itissuggestedtoregulatesomerulesforsupportingtheemployeesattitudes,tomakedecisionsabouttheworkgroupsoftheorganizationsandtoestablishsomeprogramsinordertoimprovethehumanresourcemanagementfortrainingskillsofdecision–making.
Keywords:Silence,employeesilence,organizationalsuccess
Introduction
IntroducedinI.IXVIIIV,thespiralofsilencetheoryisonethatexploreshypothesestodeterminewhysomegroupsremainsilentwhileothersaremorevocalinforumsofpublicdiscourse.Thetheorycontendsthatthesilencedisplayedbycertaingroupsisduetotheunpopularityoftheiropinionsinthepublicsphere.Whilethemajoritygroupsaresupportedbyandconsequentlyhavethewillingnesstospeakoutontheirissues,theminoritygroupsremainsilentduetoafearofisolation(Neill,II00IX).
DuringtheI.IXVIII0’s,silenceandvoicewerestudiedthroughthelensofjusticetheory.Issuesoffairnessandmechanismsofvoiceinorganizationalsettingswerethemainfocus.Theexposureofcorporatescandalsandethicsviolationsbroughtascholarlyfocusonwhistleblowingandboatrocking.IntheI.IXIX0’s,scholarscontinuedtofocusonvoicemechanismsanditwasnotuntiltheyearII000,asaresultofMorrisonandMilliken’shighlypublicizedarticleintheAcademyofManagementReview,thatscholarsbegantofocusontherelationbetweenmanagementpractices,organizationalpoliciesandsilenceandotherantecedentstoaclimateofsilence"(Bogosian,II0I.II).
BowenandBlackmon(II00III)usedthespiralofsilencetheorytosupporttheirwritingonthedynamicsofgaysandlesbianschoicetospeakoutorremainsilentwithinworkplaceorganizations.Theauthorsaddressthewillingnesstospeakoutdynamicbypositingthatthereisasecondspiralofsilencethatexistsonamicrolevelwithintheworkgroupandorganization".
MorrisonandMilliken(II000)proposedthatwhenmostmembersofanorganizationchoosetokeepsilentaboutorganizationalmatters,silencebecomesacollectivebehavior,whichisreferredtoasorganizationalsilence.Organizationalsilencemaytakevariousforms,suchascollectivesilenceinmeetings,lowlevelsofparticipationinsuggestionschemes,lowlevelsofcollectivevoice,andsoforth(Huang,etal.,II00V).
Employeesareregardedasmajorsourcesofchange,creativity,learning,andinnovation,whicharecriticalfactorstothesuccessoforganizations.However,manyemployeeschoosenottovoicetheiropinionsandconcernsaboutmattersintheirorganizations.Whileinachangingworld,organizationsneedforemployeeswhoexpresstheirideas.Also,employeeschooseorganizationsinwhichtheycanexpressthemselves.Because,bothemployeesandmanagershavehighmotivationandhighperformanceinaplacethatsilencedoesntexist.Howtobreaksilencecultureandestablishafreeclimatetoencourageemployeesvoicearebigchallengesfacedtomangers(Liu,etal.II00IX).
Inthecurrentstudy,wefocusonconceptofsilenceandemployeesilence.Also,wewillsurveythedimensions,andoutcomesofemployeesilenceasabarriertosuccessinworkplace.
Conceptofemployeesilence
Issilencegold?Silenceisassociatedwithmanyvirtues:modesty,respectforothers,prudence,decorum.Peoplesilencethemselvestoavoidembarrassment,confrontationandotherperceiveddangers(Perlow&Williams,II00III).But,silencecanconveyapprovalandsharingordisfavorandopposition,thusbecomingapressuremechanismforbothindividualsandorganizations(Bagheri,etal.II0I.II).
Earlydefinitionsofsilenceequateditwithloyalty"andtheassumptionthatnothingwaswrongifconcernswerenotbeingvoiced.Butresearcherstodayhaveshownthataclimateofsilencecanworkagainstdesiredorganizationaloutcomes(Aylsworth,II00VIII).Definingsilenceasanemployee’s‘motivationtowithholdorexpressideas,informationandopinionsaboutwork-relatedimprovements’(Donaghey,etal.II0I.I.).PinderandHarlos(II00I.)definedsilenceastheabsenceofvoiceasithasitsownformofcommunication,involvingarangeofcognitions,emotionsorintentionssuchasobjectionorendorsement.Additionally,theyrecognizedthatthephenomenonofemployeesilencemighttakeondifferentmeaningsdependingonitsunderlyingmotives.
PinderandHarlos(II00I.)examinedtherelationshipbetweentheoreticalconceptsofvoiceandsilenceasproposedbyHirschman(I.IXVII0)asameanstoreflecthowemployeesexpressasenseofdissatisfaction.PinderandHarlossuggestthatHirschman’sconceptofsilencereflectsabifurcatedmeansofunderstandingemployee’sconcernsinessentiallyasimplebinaryeither/ormanner.Thatis,theorganizationseitherrecognizeemployeedissatisfactionbyvoicewhenemployeesexpressthemselvesbyspeakinguporbyexitasexpressedwhenemployeesleavetheorganization.Assuch,Hirschmandevotedlittleattentiontothephenomenonofsilenceinorganizations.Thatis,hedidnotstudythealternativeconcealedbehaviorsthatdescribethosewhobothremainsilentwithintheorganizationandyetareassumedloyalbythoseinauthority(Slade,II00VIII).
Richard(II00III)mentionedfollowingfactorstocausesilence:
Fear:Thefearobstacleisperhapseasiesttounderstand,notsoeasytoovercome.However,therearesomemethodsthatcanhelpenablecourage.Mostofusdonotlikeconflict.Ifweopposeunethicalbehavior,thepowerfulpeopleengaginginunethicalbehaviormayretaliateagainstus.Weshouldbeafraid.Thepreponderanceofevidencedemonstratesthatpublicwhistleblowersareeffectivelyretaliatedagainstintheirorganizationalliveswithoftendevastatingconsequencesintheprivateandfamilylives.
Embarrassment:Theembarrassmentobstacleismoresubtle.Manyofusarereluctanttotalkaboutmessytopicssuchassex,money,politics,andethicsbecausewefeelthatwemaynotbeabletoadequatelyand/orprofessionallyexpressourconcerns.
Narrowconceptionsofethicalresponsibility:Manydefineethicalresponsibilityinaverynarrow,individualisticratherthaninanorganizationalcitizenshipsense.Weassumethatifwepersonallyunderstandwhatisethicalanddonotactunethicallyourselves,thenweareethicalevenifaroundus,unethicalbehaviorprevails.Ifweactethicallyinourindividualorganizationalworkboxeswearenotobligatedtosee,hear,orspeakabouttheunethicalbehaviorsaroundus.AsEdmundBurkeobserved,Whenbadmencombine,thegoodmustassociate;elsetheywillfallonebyone,anun-pitiedsacrificeinacontemptiblestruggle."Organizationalethicseducationandresearchasreflectedinjournalarticlesandtextbooksreinforcethistoonarrowframework.Forthemostpart,thetextbooksandjournalarticlesendwhentheindividualunderstandsand/ormakesapersonal,individualisticdecisionaboutwhatisethical.Thatisagoodpartofthebeginning,butcertainlynottheendoftheproblem.
ImplicatedFriends:Sometimes,ourfriendsbeinginvolvedintheunethicalbehaviorisjustasimportantanobstacleasmorepowerfulpeoplebeinginvolved.Whilewemayfearthepowerful,wenaturallywanttohelpandnothurtourfriends.Wecanriskthosefriendshipswhenweinquire,question,and/orchallengethebehavioroffriendsonethicalgrounds.Whiletheoldsayingaboutopposingthesinbutnotthesinner"soundsgood,itisverydifficulttooperationalize.
Lackofopportunityfor"voice":Macrolevel,structuralcharacteristicsoforganizationsoftendonotpermitpoliticalspaceforvoice.Wherethereisnosafe,politicalspaceforvoice,silencecanresult.Wherecanwediscussorganizationalethicsissues?Mostorganizationsarenotdemocracies.Evenwhenorganizationsencourageparticipativemanagementanddecisionmaking,theparticipationistightlyfocusedandcontrolledfromthetop.Forexample,upperlevelmanagementcanencourageparticipationabouthowtomoreefficientlyaccomplishtopmanagement’sobjectives.Theagendaisoftennotveryopentoparticipativeformulation.Inaddition,relativelyfeworganizationshaveparticipativeordemocraticassembliesorcongresseswhereorganizationalemployees,membersandotherstakeholdersareabletobothformulateagendasandparticipateinmakingdecisionsonimportantissuesincludingethicalissues.
Lackoforganizationalpoliticalskills:Manyofusdonotunderstandorhavethepoliticalskillsusefulfororganizationalethicseffectiveness.Thereareatleastfivesetsofmethodsthatcanbebotheffectiveandrelativelysafe:forcingmethods,win-winmethods,dialogicmethods,third-partymethods,andsocialmovementmethods.Whilethedialogicmethodsaretheoreticallybetter,oftenthepolitical-economicrealityissuchthatthepowerfulpeopleinvolvedintheunethicalbehaviorareunwillingandevenunabletoengageindialogaboutunethicalandcorruptbehaviors.Further,theyhavethepowertochoosenottodiscusstheissues.
摘要:员工被视为是组织改变.创造.学习和创新的主要动力,是组织成功关键因素.然而,许多员工选择不表达他们的意见和他们对组织事宜的关注.由于组织中员工的沉默行为可以看成赞成.拥护.讨厌或反对,因而形成了I.个针对个人和组织的压力机制.通过沉默行为,组织成员的可以不表达对于困境乃至个人或组织的担忧.员工沉默行为有III种类型:默许性沉默,防御性沉默和亲社会性沉默.恐惧,尴尬,不负责任,怕牵连朋友,缺乏发言机会,不擅于组织交流等因素往往造成的员工沉默.员工沉默对员工自己很多影响.那些由于长期被忽略而产生沉默行为的冷漠的员工,往往会感到像在齿轮机械制造厂,形成事不关己高高挂起"的工作态度.员工沉默会导致组织职能和盈利能力下降.如果员工沉默真的发生,组织内部交流和运作必然受到严重影响.更让人担忧的是,要打破员工和经理之间的沟通壁垒不是那么容易的.由此,组织要制定I.些有利于员工表达意见的制度从而提高人力资源部门提高决策能力.
关键字:沉默,员工沉默,组织成功
I.IXVIIIV年推出的沉默的螺旋理论是I.个探索的假说,以确定为什么某些团体保持沉默,而其他人更乐意在公共场合发表言论的原因.该理论主张之所以某些群体显得沉默是因为他们的意见在集体中不受欢迎.虽然大多数人都直接或间接的有发表意见的意愿,但是他们仍旧惧怕因意见不同而被孤立的情形(Neil,II00IX).
在II0世纪VIII0年代 *好棒文|www.hbsrm.com +Q: *351916072*
,通过正义理论的视角对沉默行为和发言行为进行了研究.沉默行为和发言行为的机制成为组织设置的主要问题.公司丑闻和不良道德行为的曝光使其成为学术重点研究的对象.在II0世纪IX0年代,学者们继续专注于建立良好的发言机制,直到II000年,学者们开始注重沉默行为和发言行为与管理实践之间的关系,包括组织的政策,组织沉默和其他原因导致的沉默氛围"(Bogosian,II0I.II).
Bowen和Blackmon(II00III)用沉默螺旋理论来支持他们的关于在男性恋者和女同性恋者在工作场所组织内站出来说话或保持沉默的动机的研究.作者强调有I.个存在于组织微观层面的关于沉默的两个相互影响的因素影响着组织的发言行为.
Morrison和Milliken(II000)提出,当I.个组织的大多数成员选择保持缄默的时候,沉默就成为I.种集体行为,这被称为组织沉默.组织沉默可以有多种表现形式,比如集体沉默的会议,参与计划的建议水平低,集体的发言水平低等等(Huang,etal.,II00V).
员工被视为是组织改变.创造.学习和创新的主要动力,是组织成功关键因素.然而,许多员工选择不表达他们的意见和他们对组织事宜的关注.由于组织中员工的沉默行为可以看成赞成.拥护.讨厌或反对,因而形成了I.个针对个人和组织的压力机制.在I.个变化的世界中,企业需要员工表达自己的想法.此外,员工选择企业也是为了使他们能够表达自己的想法.因为,无论是员工还是管理者只有在I.个沉默不存在地方才能有高积极性和高行动力.如何打破沉默的文化,建立I.个自由的气氛,以鼓励员工在面临困难时积极发言是对组织管理的I.大挑战(Liu,etal.,II00IX).
在目前的研究中,我们专注于沉默和员工沉默的概念.此外,我们将研究员工沉默在职场成为成功障碍的尺度和的原因.
员工沉默概念
沉默是金?沉默与许多优点有关:谦虚,尊重他人,谨慎,得体.沉默的人可以使自己避免尴尬.对抗和感知危险(Perlow&Williams,II00III).但是,通过沉默行为组织成员的可以不表达对于困境乃至个人或组织的担忧(Bagheri,etal.,II0I.II).
沉默的早期定义将它等同于忠诚",如果担忧没有被表达,那么就认为没有任何错误.但今天,研究已经表明,I.个沉默的气氛可以对组织所需的结果起反作用(Aylsworth,II00VIII).沉默被定义为雇员有动机的隐瞒或不表达对相关工作的改进意见(Donaghey,etal.,II0I.I.).Pinder和Harlos(II00I.)定义沉默为在特定情况下小团体或个人有自己的关于涉及I.系列的认知,情感或动机,比如反对或赞同的行为的交流方式.此外,他们还认识到,员工沉默的现象可能会由于动机不同而有不同的含义.
Pinder和Harlos(II00I.)研究了发言行为和沉默行为理论概念之间的关系,以证实Hirschman(I.IXVII0)提出的沉默是员工表达不满感的手段的理论.Pinder和Harlos研究表明,Hirschman的理论基本上是I.个简单的要么.或"的双向选择.也就是说,要么通过员工的发言表达对组织的不满,要么就是当员工辞职适时组织意识到员工的不满.因此,Hirschman很少关注组织沉默现象.也就是说,他没有研究那些组织内既保持沉默的,但又被认为忠实于当权者的隐瞒行为(Slade,II00VI *好棒文|www.hbsrm.com +Q: *351916072*
II).
Richard(II00III)提到以下几个因素会导致沉默行为:
恐惧:恐惧也许是最容易被人理解的原因,也是最不容易克服的.不过,也有I.些方法可以帮助人们提升勇气.我们大多数人不喜欢冲突.如果我们反对不道德行为,往往担心有权势的人从事不道德行为因被举报而打击报复我们.害怕是自然的.多数证据表明,公众检举人由于被打击报复而给他们的组织生活,私人生活和家庭生活带来灾难性的后果.
尴尬:尴尬是更加微妙的I.种原因.我们许多人都不愿多谈论I.些话题,如性别,金钱,政治和道德,因为我们觉得我们可能无法充分和或专业地表达我们的想法.
狭隘的道德观念:很多人的道德观都是非常狭隘的,具有明显的个人主义,不把在自己当作是组织的I.员.如果我们只以自己为中心,只遵守自己的道德准测,而不考虑组织的利益,那么即使周围普遍存在危害组织的行为,我们也会视若无睹.正如EdmundBurke指出的那样,当坏人联手时,好人也必须团结起来;否则,他们将在可鄙的斗争中落入I.个接I.个的牺牲."I.系列组织道德教育和研究的期刊文章以及教科书也着重强调了这点.在大多数情况下,教科书和期刊文章多以I.个人做出I.个合乎个人道德的决定结束.这是I.个好的开始,但肯定不是最好的解决组织问题的方法.
缺乏话语权":宏观层面,组织结构的特点往往不允许有自由发言的空间.当发言的安全得不到保障,也没有足够自由的言论空间,那么组织沉默就有可能产生.我们在哪里可以讨论组织的道德问题?大多数组织的员工都不可能再组织谈论这个话题.即使组织鼓励员工参与管理和决策,但这也只能在组织高层起到作用.例如,组织可以鼓励高层管理参与有关如何更高效地完成高层管理人员的目标.其议程往往是不预先制定而是非常开放的.此外,很少的组织有参与程度高且民主的员工集会,在这种会议上组织成员和其他利益相关者都能够同时制定议程,并参与有关的重要问题,包括伦理问题的决策.?
缺乏组织沟通技巧:我们很多人在对组织道德问题的看法上缺少有效的沟通技巧.事实上,其实至少有V套既有效又相对安全的方法:强制型方法,共赢的方法,对话的方法,第III方的方法和社会运动的方法.而对话的方法在理论上是更好的,通常政治经济的现实是这样的,有权势的人都不愿意被提及涉及不道德行为,甚至不能参加约束不道德和腐败行为的对话.此外,他们有权选择不讨论这些问题.
附件II:外文原文(复印件)
DestructiveRoleofEmployeeSilenceinOrganizationalSuccess
MalikehBeheshtifar
ManagementDepartment,RafsanjanBranch,IslamicAZADUniversity,Iran
HosseinBorhani
ManagementDepartment,RafsanjanBranch,IslamicAZADUniversity,Iran
MahmoodNekoie.Moghadam
ManagementDepartment,KermanUniversityofMedicalSciences,Iran
Abstract
Employeesareregardedasmajorsourcesofchange,creativity,learning,andinnovation,whicharecriticalfactorstothesuccessoforganizations.However,manyemployeeschoosenottovoicetheiropinionsandconcernsaboutmattersintheirorganizations.Silencecanconveyapprovalandsharingordisfavorandopposition,thusbecomingapressuremechanismforbothindividualsandorganizations.Throughsilence,organizationalmemberssuppressconcernsaboutdifficultortroublingpersonalaswellasorganizationalissues.Moreover,therearethreetypesofemployeesilenceasAcquiescentSilence,DefensiveSilence,andPro-socialSilence.Fear,embarrassment,narrowconceptionsofethicalresponsibility,implicatedfriends,lackofopportunityforvoice,andlackoforganizationalpoliticalskillsarefactorstocausesilence.Employeesilencehasmanyeffectsontheemployeesthemselves.Indifferentemployees,oftenproductsofignoredemployeesilence,tendtofeellikecogsatmachineryfactories,developingtheattitudetogetalong,goalong".Indifferentemployeescausetheorganizationtolosemoneyandfunctionpoorly.Ifemployeesilencedoesoccur,communicationsuffersandasaresultharmstheoverallfunctioningoftheorganization.However,itisnoteasytobreaksilenceclimateofemployeesandtheirmanagers.Meanwhile,itissuggestedtoregulatesomerulesforsupportingtheemployeesattitudes,tomakedecisionsabouttheworkgroupsoftheorganizationsandtoestablishsomeprogramsinordertoimprovethehumanresourcemanagementfortrainingskillsofdecision–making.
Keywords:Silence,employeesilence,organizationalsuccess
Introduction
IntroducedinI.IXVIIIV,thespiralofsilencetheoryisonethatexploreshypothesestodeterminewhysomegroupsremainsilentwhileothersaremorevocalinforumsofpublicdiscourse.Thetheorycontendsthatthesilencedisplayedbycertaingroupsisduetotheunpopularityoftheiropinionsinthepublicsphere.Whilethemajoritygroupsaresupportedbyandconsequentlyhavethewillingnesstospeakoutontheirissues,theminoritygroupsremainsilentduetoafearofisolation(Neill,II00IX).
DuringtheI.IXVIII0’s,silenceandvoicewerestudiedthroughthelensofjusticetheory.Issuesoffairnessandmechanismsofvoiceinorganizationalsettingswerethemainfocus.Theexposureofcorporatescandalsandethicsviolationsbroughtascholarlyfocusonwhistleblowingandboatrocking.IntheI.IXIX0’s,scholarscontinuedtofocusonvoicemechanismsanditwasnotuntiltheyearII000,asaresultofMorrisonandMilliken’shighlypublicizedarticleintheAcademyofManagementReview,thatscholarsbegantofocusontherelationbetweenmanagementpractices,organizationalpoliciesandsilenceandotherantecedentstoaclimateofsilence"(Bogosian,II0I.II).
BowenandBlackmon(II00III)usedthespiralofsilencetheorytosupporttheirwritingonthedynamicsofgaysandlesbianschoicetospeakoutorremainsilentwithinworkplaceorganizations.Theauthorsaddressthewillingnesstospeakoutdynamicbypositingthatthereisasecondspiralofsilencethatexistsonamicrolevelwithintheworkgroupandorganization".
MorrisonandMilliken(II000)proposedthatwhenmostmembersofanorganizationchoosetokeepsilentaboutorganizationalmatters,silencebecomesacollectivebehavior,whichisreferredtoasorganizationalsilence.Organizationalsilencemaytakevariousforms,suchascollectivesilenceinmeetings,lowlevelsofparticipationinsuggestionschemes,lowlevelsofcollectivevoice,andsoforth(Huang,etal.,II00V).
Employeesareregardedasmajorsourcesofchange,creativity,learning,andinnovation,whicharecriticalfactorstothesuccessoforganizations.However,manyemployeeschoosenottovoicetheiropinionsandconcernsaboutmattersintheirorganizations.Whileinachangingworld,organizationsneedforemployeeswhoexpresstheirideas.Also,employeeschooseorganizationsinwhichtheycanexpressthemselves.Because,bothemployeesandmanagershavehighmotivationandhighperformanceinaplacethatsilencedoesntexist.Howtobreaksilencecultureandestablishafreeclimatetoencourageemployeesvoicearebigchallengesfacedtomangers(Liu,etal.II00IX).
Inthecurrentstudy,wefocusonconceptofsilenceandemployeesilence.Also,wewillsurveythedimensions,andoutcomesofemployeesilenceasabarriertosuccessinworkplace.
Conceptofemployeesilence
Issilencegold?Silenceisassociatedwithmanyvirtues:modesty,respectforothers,prudence,decorum.Peoplesilencethemselvestoavoidembarrassment,confrontationandotherperceiveddangers(Perlow&Williams,II00III).But,silencecanconveyapprovalandsharingordisfavorandopposition,thusbecomingapressuremechanismforbothindividualsandorganizations(Bagheri,etal.II0I.II).
Earlydefinitionsofsilenceequateditwithloyalty"andtheassumptionthatnothingwaswrongifconcernswerenotbeingvoiced.Butresearcherstodayhaveshownthataclimateofsilencecanworkagainstdesiredorganizationaloutcomes(Aylsworth,II00VIII).Definingsilenceasanemployee’s‘motivationtowithholdorexpressideas,informationandopinionsaboutwork-relatedimprovements’(Donaghey,etal.II0I.I.).PinderandHarlos(II00I.)definedsilenceastheabsenceofvoiceasithasitsownformofcommunication,involvingarangeofcognitions,emotionsorintentionssuchasobjectionorendorsement.Additionally,theyrecognizedthatthephenomenonofemployeesilencemighttakeondifferentmeaningsdependingonitsunderlyingmotives.
PinderandHarlos(II00I.)examinedtherelationshipbetweentheoreticalconceptsofvoiceandsilenceasproposedbyHirschman(I.IXVII0)asameanstoreflecthowemployeesexpressasenseofdissatisfaction.PinderandHarlossuggestthatHirschman’sconceptofsilencereflectsabifurcatedmeansofunderstandingemployee’sconcernsinessentiallyasimplebinaryeither/ormanner.Thatis,theorganizationseitherrecognizeemployeedissatisfactionbyvoicewhenemployeesexpressthemselvesbyspeakinguporbyexitasexpressedwhenemployeesleavetheorganization.Assuch,Hirschmandevotedlittleattentiontothephenomenonofsilenceinorganizations.Thatis,hedidnotstudythealternativeconcealedbehaviorsthatdescribethosewhobothremainsilentwithintheorganizationandyetareassumedloyalbythoseinauthority(Slade,II00VIII).
Richard(II00III)mentionedfollowingfactorstocausesilence:
Fear:Thefearobstacleisperhapseasiesttounderstand,notsoeasytoovercome.However,therearesomemethodsthatcanhelpenablecourage.Mostofusdonotlikeconflict.Ifweopposeunethicalbehavior,thepowerfulpeopleengaginginunethicalbehaviormayretaliateagainstus.Weshouldbeafraid.Thepreponderanceofevidencedemonstratesthatpublicwhistleblowersareeffectivelyretaliatedagainstintheirorganizationalliveswithoftendevastatingconsequencesintheprivateandfamilylives.
Embarrassment:Theembarrassmentobstacleismoresubtle.Manyofusarereluctanttotalkaboutmessytopicssuchassex,money,politics,andethicsbecausewefeelthatwemaynotbeabletoadequatelyand/orprofessionallyexpressourconcerns.
Narrowconceptionsofethicalresponsibility:Manydefineethicalresponsibilityinaverynarrow,individualisticratherthaninanorganizationalcitizenshipsense.Weassumethatifwepersonallyunderstandwhatisethicalanddonotactunethicallyourselves,thenweareethicalevenifaroundus,unethicalbehaviorprevails.Ifweactethicallyinourindividualorganizationalworkboxeswearenotobligatedtosee,hear,orspeakabouttheunethicalbehaviorsaroundus.AsEdmundBurkeobserved,Whenbadmencombine,thegoodmustassociate;elsetheywillfallonebyone,anun-pitiedsacrificeinacontemptiblestruggle."Organizationalethicseducationandresearchasreflectedinjournalarticlesandtextbooksreinforcethistoonarrowframework.Forthemostpart,thetextbooksandjournalarticlesendwhentheindividualunderstandsand/ormakesapersonal,individualisticdecisionaboutwhatisethical.Thatisagoodpartofthebeginning,butcertainlynottheendoftheproblem.
ImplicatedFriends:Sometimes,ourfriendsbeinginvolvedintheunethicalbehaviorisjustasimportantanobstacleasmorepowerfulpeoplebeinginvolved.Whilewemayfearthepowerful,wenaturallywanttohelpandnothurtourfriends.Wecanriskthosefriendshipswhenweinquire,question,and/orchallengethebehavioroffriendsonethicalgrounds.Whiletheoldsayingaboutopposingthesinbutnotthesinner"soundsgood,itisverydifficulttooperationalize.
Lackofopportunityfor"voice":Macrolevel,structuralcharacteristicsoforganizationsoftendonotpermitpoliticalspaceforvoice.Wherethereisnosafe,politicalspaceforvoice,silencecanresult.Wherecanwediscussorganizationalethicsissues?Mostorganizationsarenotdemocracies.Evenwhenorganizationsencourageparticipativemanagementanddecisionmaking,theparticipationistightlyfocusedandcontrolledfromthetop.Forexample,upperlevelmanagementcanencourageparticipationabouthowtomoreefficientlyaccomplishtopmanagement’sobjectives.Theagendaisoftennotveryopentoparticipativeformulation.Inaddition,relativelyfeworganizationshaveparticipativeordemocraticassembliesorcongresseswhereorganizationalemployees,membersandotherstakeholdersareabletobothformulateagendasandparticipateinmakingdecisionsonimportantissuesincludingethicalissues.
Lackoforganizationalpoliticalskills:Manyofusdonotunderstandorhavethepoliticalskillsusefulfororganizationalethicseffectiveness.Thereareatleastfivesetsofmethodsthatcanbebotheffectiveandrelativelysafe:forcingmethods,win-winmethods,dialogicmethods,third-partymethods,andsocialmovementmethods.Whilethedialogicmethodsaretheoreticallybetter,oftenthepolitical-economicrealityissuchthatthepowerfulpeopleinvolvedintheunethicalbehaviorareunwillingandevenunabletoengageindialogaboutunethicalandcorruptbehaviors.Further,theyhavethepowertochoosenottodiscusstheissues.
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