Designing a Model of Organizational Silence Among Employees in Public Sector Organizations Using a Systematic Literature Review and Meta-Synthesis

Abstract

The objective of this study was to design a model of organizational silence among employees in public sector organizations. Organizational silence, as a complex phenomenon, can have negative effects on both individual and organizational performance. This study employed a qualitative methodology and the meta-synthesis technique to identify and analyze the dimensions and components of organizational silence. By reviewing the research literature and analyzing previous findings, the study identified the antecedents, consequences, mediating variables, and intervening factors in the formation of organizational silence. The findings indicated that factors such as fear of negative consequences, distrust in management, and perceived inequality are key antecedents of employee silence. Furthermore, the results showed that organizational silence could lead to negative emotions, reduced productivity, and the weakening of organizational culture. In this study, mediating and intervening variables were also identified. Variables such as trust and psychological safety were found to act as preventive factors, while cynicism and emotional exhaustion intensified organizational silence. Practical recommendations were provided for human resource managers and organizational behavior specialists to reduce organizational silence and foster a positive organizational climate. The results of this study can serve as a foundation for future research and for improving management processes in both public and private organizations.