Skip to main content Skip to main navigation menu Skip to site footer

Journal of Ideas in Health

Articles
DOI: 10.47108/jidhealth.Vol6.Iss2.283
Submitted: 2023-04-11
Published: 2023-06-02

How organizational climate of silence affects job performance: the role of work engagement and supervisor support among frontline nurses

School of Public Health and Allied Sciences, Catholic University of Ghana, Fiapre Sunyani, Ghana
School of Public Health and Allied Sciences, Catholic University of Ghana, Fiapre Sunyani, Ghana
College of Health, Sefwi Asafo, Western North Region, Ghana
Ministry of Health Accra, Ghana

Abstract

Background: The growing body of evidence demonstrates both the desirable and undesirable consequences of organizational silence. This study aims to explore the influence of the organizational climate of silence on job performance through the mediating effects of work engagement (WE). Further, the degree to which supervisor support (SS) and work engagement moderate job performance are examined.

Methods: A quantitative cross-sectional design was used for the study. Survey data from 14 hospitals and 15 health centers and community-based health planning services (CHPS) compounds in the Western Region of Ghana. We used the variable-to-sample ratio to determine an appropriate and sufficient sample size of 565 respondents. The hierarchical regression technique was employed in estimating the relationship between the variables.

Results: In selecting an adequate and appropriate sample size for this current study, we relied on the variable-to-sample ratio. Results from the study showed that top management's attitude to silence and the supervisor's attitude to silence had a significant adverse effect on task performance (β=-.090, p< 0.05) and (β=-.110, p< 0.01). Work engagement had no role in mediating top managers' and supervisors' attitudes toward silence, communication opportunities, and task performance. Supervisor support acted as a moderating factor in the relationship between job engagement and task performance. In contrast, despite the direct positive relationship between supervisor support and contextual performance, it failed to moderate the relationship between work engagement and contextual performance.

Conclusion: The study's findings demonstrate the need for health managers and supervisors to become more conscious of silence. The results offer diverse recommendations for encouraging the sharing of relevant ideas, facts, and opinions within the health sector.



Downloads

Download data is not yet available.

References

  1. Çaylak E, & Altuntas S. Organizational silence among nurses: The impact on organizational cynicism and intention to leave work. Journal of Nursing Research, 2017;25(2): 90-98. DOI: 10.1097/JNR.0000000000000139.
  2. Eroğlu A, Adıgüzel O, Öztürk U. Dilemma of silence vortex and commitment: Relationship between employee silence and organizational commitment. The Journal of Faculty of Economics and Administrative Sciences 2011; 16(2), 97-124.
  3. World Health Organization. World health report: working together for health. Geneva: 2016 (http://www.who.int/ whr/2016/whr06.
  4. Yurdakul M, Beşen MA. Erdoğan S. The organizational silence of midwives and nurses: reasons and results. Journal of nursing management. 2016; 24 (5), 686-694. DOI: 10.1111/jonm.12374
  5. Robinson EM, Lee SM, Zollfrank A, Jurchak M, Frost D & Grace P. Enhancing moral agency: clinical ethics residency for nurses. Hastings Center Report. 2014; 44(5): 12-20. https://doi.org/10.1002/hast.353
  6. Pirzada ZA, Mirani SH, Phulpoto NH, Dogar H, & Mahar SA. Study of Employee Silence, Organizational Justice and Work Engagement: Mediation Analysis. 2020; IJCSNS, 20 (1):10.
  7. Borman WC and Motowidlo SJ. Expanding the criterion domain to include elements of contextual performance. Personnel selection in Organizations San Francisco: Jossey-Bass, 1993:71-98.
  8. Motowidlo SJ. Job performance. Handbook of psychology: Industrial and organizational psychology, 2003; 12: 39-53.
  9. Di Muzio M. Diella G., Di Simone E, Novelli L, Alfonsi V, Scarpelli S, Giannin AM. Nurses and night shifts: poor sleep quality exacerbates psychomotor performance. Frontiers in neuroscience. 2020; 14: 1050. doi: 10.3389/fnins.2020.579938
  10. Haresaku S, Uchida S, Aoki H, Akinaga K, Yoshida R, Kubota K, & Naito T. Factors associated with nurses’ performance of oral assessments and dental referrals for hospital inpatients. BMC oral health. 2020; 20(1): 1-10. doi.org/10.1186/s12903-020-1058-0
  11. Dafchahi ZN, Gilani MHN. The effect of psychological capital on nurses' performance with regard to the mediating role of burnout and job satisfaction. Research in Medical Education. 2021; 35-45.
  12. Kılıç SP, Aybar DÖ, Sevinç S. Effect of organizational silence on the job satisfaction and performance levels of nurses. Perspectives in psychiatric care. Effect of organizational silence on the job satisfaction and performance levels of nurses. Perspective of Psychiatric Care. 2021; 57 (4):1888-96.
  13. Vakola M, Bouradas D. Antecedents and consequences of organisational silence: an empirical investigation. Employee Relations. 2005; 27(5):441-58.
  14. Blau PM. Social exchange and power in social life. 2017; e- Edition In: New York: Wiley.
  15. Rees C, Alfes K, Gatenby M. Employee voice and engagement: connections and consequences, International Journal of Human Resource Management. 2013; 24(14): 2780-98.
  16. Gruman JA, Saks AM. Being psychologically present when speaking up: employee voice engagement. Handbook of Research on Employee Voice: Elgar original reference, 2014: 455.
  17. Ruck K, Welch M, Menara B. Employee voice: an antecedent to organizational engagement. Public Relations Review. 2017; 43(5): 904-14.
  18. Truss C, Soane E, Edwards C, Wisdom K, Croll A, Burnett J. Working life: employee attitudes and engagement 2007: chartered inst. of personnel and development.
  19. Purcell J, Hall M. Voice and participation in the modern workplace: Challenges and prospects. Acas Future of Workplace Relations discussion paper series, London: 2012; Acas.
  20. Beugre CD. Organizational conditions fostering employee engagement: The role of “voice”. In SL Albrecht (Ed.), Handbook of employee engagement: Perspectives, issues, research and practice. 2010: 174–181. Northampton, MA. Edward Elgar Publishing.
  21. Fairchild AJ, MacKinnon D P. A general model for testing mediation and moderation effects. Prevention science. 2009;10(2): 87-99.
  22. Hayes AF. Introduction to mediation, moderation, and conditional process analysis: A regression-based approach. 2017; Guilford publications.
  23. Côté K, Lauzier M, Stinglhamber F. The relationship between presenteeism and job satisfaction: A mediated moderation model using work engagement and perceived organizational support. European Management Journal. 2021; 39(2): 270-78.
  24. Edwards-Dandridge YM. Work engagement, job satisfaction, and nurse turnover intention. 2019; Doctoral dissertation, Submitted to College of Management and Technology at Walden University.
  25. Yoon J, Lim JC. Organizational support in the workplace: The case of Korean hospital employees. Human relations. 1999;.52(7): 923-45.
  26. Meral E, Yildiz B, Karabay ME. How burnout affects turnover intention? The conditional effects of subjective vitality and supervisor support. International Journal of Organizational Leadership 2018; 7(1): 47.
  27. Babin BJ, Boles JS. The effects of perceived co-worker involvement and supervisor support on service provider role stress, performance and job satisfaction. Journal of Retailing. 1996; 72(1): 57-75.
  28. Shanock LR, Eisenberger R. When supervisors feel supported: Relationships with subordinates' perceived supervisor support, perceived organizational support, and performance. Journal of Applied Psychology. 2006; 91(3): 689.
  29. Kickul J, Posig M. Supervisory emotional support and burnout: An explanation of reverse buffering effects. Journal of Managerial Issues 2001:328-44.
  30. O'Driscoll MP, Poelmans S, Spector PE, Kalliath T, Allen T D, Cooper CL, Sanchez JI. Family-responsive interventions, perceived organizational and supervisor support, work-family conflict, and psychological strain. International Journal of Stress Management. 2003; 10(4): 326.
  31. Russo JA, Waters LE. Workaholic worker type differences in work‐family conflict: The moderating role of supervisor support and flexible work scheduling. 2006; Career Development International.
  32. Weigl M, Stab N, Herms I, Angerer P, Hacker W, Glaser J. The associations of supervisor support and work overload with burnout and depression: A cross‐sectional study in two nursing settings. Journal of Advanced Nursing. 2016;.72(8): 1774-88.
  33. Sprent P, Smeeton NC. (2016). Applied nonparametric statistical methods. CRC press.
  34. Cattell RB, Johnson RC. Functional psychological testing. New York: Brunner Mazel; 1986.
  35. Kahya E. The effects of job performance on effectiveness. International Journal of Industrial Ergonomics. 2009; 39(1): 96-104.
  36. Werner JM. Implications of OCB and contextual performance for human resource management. Human resource management review. 2000; 10(1): 3-24.
  37. Koopmans L, Coffeng JK, Bernaards CM, Boot CR, Hildebrandt VH, de Vet HC, van der Beek AJ. Responsiveness of the individual work performance questionnaire. BMC Public Health. 2014; 14(1): 1-11.
  38. Schaufeli WB, Bakker AB & Salanova M. The measurement of work engagement with a short questionnaire: A cross-national study. Educational and psychological measurement. 2006; 66(4):701-16.
  39. Al‐Ahmadi H. Factors affecting performance of hospital nurses in Riyadh Region, Saudi Arabia. Int J Health Care Qual Assur. 2009;22(1):40-54
  40. Hu L, Bentler PM. Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Structural equation modeling: A multidisciplinary journal. 1999; 6(1):1-55.
  41. Welch M. The evolution of the employee engagement concept: communication implications. Corporate Communications: An International Journal. 2011; 16(4): 328-46.
  42. Bayona JA, Caballer A & Peiró JM. The relationship between knowledge characteristics’ fit and job satisfaction and job performance: The mediating role of work engagement. Sustainability. 2020; 12(6): 2336.
  43. Bizri R, Wahbi M, Al Jardali H. The impact of CSR best practices on job performance: the mediating roles of affective commitment and work engagement. J of Org Effectiveness: People and Performance. 2021; 8(1):129-48. doi:10.1108/JOEPP-01-2020-0015.
  44. Lai FY, Tang HC, Lu SC, Lee, YC, Lin CC. Transformational leadership and job performance: the mediating role of work engagement. SAGE Open. 2020; 10(1): 2158244019899085.
  45. Quansah PE, Zhu Y, Obeng AF. Assessment of the effects of supervisor behaviour, safety motivation and perceived job insecurity on underground miner’s safety citizenship behaviour. Chinese Management Studies. 2021;16(2), 356–81. https://doi.org/10.1108/CMS-08-2020-0361.


How to Cite

1.
Opoku SY, Ampon-Wireko S, Aframah SY, Donkor A. How organizational climate of silence affects job performance: the role of work engagement and supervisor support among frontline nurses . jidhealth [Internet]. 2023 Jun. 2 [cited 2024 May 1];6(2):864-73. Available from: https://jidhealth.com/index.php/jidhealth/article/view/283

issn

Journal of Ideas in Health

Four Issues Annually

www.jidhealth.com

eISSN: 2645-9248

Founded: 2017

call

Make a Submission

Make a Submission

ToBeRev

road

google

pkpindex

oai

base

tools



cc

doaj

mendeley

doi

jisc

Keywords