Predicting Organizational Silence and Employee Turnover Intentions

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Muhammad Nazim, Nayyra Zeb, Adnan Maqbool, Abid Hussain Nadeem, Sidra Ghazanfar, Muhammad Suhail Sharif, Mufaz Azeem Javed

Abstract

Based on a sample size of 250 employees working in different sectors, this study inquires to identify the predictors of organizational silence and employee turnover. The baseline for this study is set to be organizational silence which is independently predicted to be influenced by fear of external threat, mobbing and perception of superior openness. This study determines the impact of fear of external threat, mobbing and perception of superior openness on organizational silence. Second part of this study inquires whether organizational silence predicts Employee turnover intentions or not. The results of this study help in concluding that fear of external threat, mobbing and perception of superior openness all lead to organizational silence which does not predict Employee Turnover Intentions. The nature of turnover intent is dynamic and it is not triggered by organizational silence. This Study focuses on concluding the reasons as to why employees tend to adopt organizational silence which is bounded to fear of external threats, mobbing, and perception of superior openness. The study also determines on how organizational silence ignites the basis of employee turnover intentions. This study can be used by organizations to understand that they need to route their efforts accordingly in order to retain their employees.

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