Organizational Silence in Sports Employees


  •  Gulsum Bastug    
  •  Adem Pala    
  •  Taner Yilmaz    
  •  Mehdi Duyan    
  •  Ilker Gunel    

Abstract

Organizational silence can be defined as a way of behaviour belonging to men and women employees in the organization exhibited without reflecting their feelings, ideas, concerns and suggestions related with their workplaces, works for which they are responsible or other activities of the organization. In the period of organizational silence, silence, in other words, decision of not talking clearly about problems and subjects, is an important subject to be laid emphasis on when it is considered that it prevents organizational learning, decreases revealing of different ideas within the organization, prevents innovativeness and creativeness. In this regard, the purpose of this study was to investigate the sports employees, according to some variable of organizational behavior silence. Sports expert and trainers participated in the research, who were employed in Mugla and Antalya Provincial Directorate of Youth Welfare. 52.8% (67 people) of sports employees participated in the research were male whereas 47.2% (60 people) were female. “Organizational Silence Scale” developed by Cakici (2008) and adapted by Soycan (2010) was used. The data obtained from the scale in the research were analyzed by means of SPSS 21.0 statistical software program. In the research, frequency analysis to compare the groups and t-test (gender, marital status, age groups) as well as Anova tests to investigate the differences between groups were used. Consequently, a significant difference was found between the perception of organizational silence in sports employees and gender variable. It was determined that values of organizational silence sub-dimensions of female employees such as administrative and organizational causes, subjects related with work, lack of experience, isolation and fair of damnification in relations were higher than those of male employees. Female sports employees indicated organizational silence behaviour more. Depending on the findings of the research, it was suggested for the directors of Youth Welfares to form a participant culture in their institutions, to encourage their female sports employees to talk clearly and to increase the frequency of interviews with them.



This work is licensed under a Creative Commons Attribution 4.0 License.
  • Issn(Print): 1927-5250
  • Issn(Onlne): 1927-5269
  • Started: 2012
  • Frequency: bimonthly

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