The Effects of Turnover Intentions and Social Status on Employee Silence
Copyright 2011 THE KOREAN ACADEMIC SOCIETY OF BUSINESS ADMINISTRATION
This is an open access article distributed under the terms of the Creative Commons Attribution License 4.0, which permits unrestricted, distribution, and reproduction in any medium, provided the original work is properly cited.
Abstract
Despite growing research interest in employee silence-the conscious withholding of information, suggestions, or concerns about potentially important work-related issues, our understanding of its antecedents is still limited. Reflecting recent calls for research on the exploration of the active, conscious, and intentional aspects of employee silence, we proposed turnover intentions, which account for employees’ withdrawal and psychologically detaching attitude, as its antecedent. Drawing on the social exchange theory, we examined the effects of employees’ turnover intentions on silence and the moderating effects of social status in this relationship. Using data from 201 employees belonging to 43 work groups within 27 organizations, we showed that employees with stronger intentions to leave the organization tended to more engage in silence. We also found that social status variables including rank and friendship network centrality moderated the relationship between turnover intentions and employee silence such that the relationship was stronger when employees were higher in their formal ranks in organizations or were more central in the informal friendship networks.
Keywords:
Employee Silence, Turnover Intentions, Rank, Network Centrality, StatusReferences
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∙ The author Min Jeong Kim is a Professor of Organizational Behavior in the College of Business Administration at Chonnam National University. She received her Ph.D. from Ewha Womans University, majoring Organizational Behavior and Human Resource Management. Her research interests include intra-organizational social networks, mentoring, cognitive accuracy in network perception, and employee silence.
∙ The author Hongseok Oh is a Professor of Organizational Behavior at the School of Business at Yonsei University. He received his Ph.D. from The Pennsylvania State University. His research focuses on the antecedents and consequences of intra- and inter-organizational networks, network change, groups, diversity, voice, and organizational control. He has been published in Administrative Science Quarterly, Academy of Management Review, Academy of Management Journal, and Journal of Applied Psychology.
∙ The author Jeehye Park is a researcher at Yonsei Business Research Institute, a lecturer at Korea National University of Transfortation and Kyunghee University. She received her B.A. in Psychology, M.A. and Ph.D. in Business Administration from Yonsei University. Her research areas include social networks, personality, incivility workplace behavior, voice and silence.